Organizational behavior assignment

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Organizational behavior assignment hand out and marking scheme case analysis model

The following represent the steps that you should take in working through your case. You will not necessarily submit the evidence from each step in your report, but the analysis done at each step will provide the necessary foundation upon which to write your report. Step 1: Inventory of Facts Brief listing of key facts (people, places, events, dates, results, etc.) in case. Step 2: Statement of Problem(s) Concise statement of major problem(s) in case; Problems stated as things to be corrected or resolved. Group related problems together. Step 3: Analysis of Causes Identification and analysis of all possible causes of the problem(s) in the case. Step 4: Theory Application I Identification of all theories or models that might apply to these problems. Step 5: List of Possible Solutions Identification of possible solutions to each problem as stated. What objectives are achieved with each solution? Step 6: Justification of Preferred Solution Presentation of a recommended solution and a justification for this choice. You should not present every possibility; rather you should limit yourself to presenting the most convincing, cohesive solution. Step 7: Evaluation of Preferred Solution What are the implications (positive and negative consequences) of your decision? Step 8: Theory Application II Which theories are most applicable in this situation? Why? Use the theory to help you justify your choice of solution. Step 9: Implementation How would you carry out your solution? Provide concrete action plans for short- and long-term.

REQUIREMENTS FOR CASE STUDY REPORTS After completing your analysis of the assigned case study, use the following guidelines to prepare your report. Your report should have five sections. Case Summary This section should have one or two paragraphs that present the information from Step 1 of your analysis. Major Problems and Causes Use the results from Step 2 and Step 3 for this section. Describe the major problems you have identified, along with their probable causes. Possible Solutions Use the results of Step 5 to describe possible solutions. Link the possible solutions with the theories identified in Step 4. Recommended Action This is the most important section of your report. In it, you will present the results of Steps 6, 7, and 8 of your analysis. Implementation Plan For each action, state who should be responsible and when the action should be taken.

 

HR functions identified in the presentations and readings

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The field of human resource management has changed significantly over the past several decades. Make note of the HR functions identified in the presentations and readings and reflect carefully on the responsibilities of today’s HRMs. From the learning materials, as well as your own observations and/or experience (if applicable), please describe how the human resource function has changed over the last decade or so. Do you anticipate any further changes to the human resource management role in the near or distant future?  If so, please explain your rationale.

Exploring Diversity Programs

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Diversity, Multiculturalism and Talent Management

What are some of the organizational benefits of attracting and retaining a culturally diverse workforce? How can diversity support an organization’s talent management strategy? How can multiculturalism support an organization’s talent management strategy? What policies would you develop as an HRM to ensure your organization achieves these benefits? Use the articles and resources provided to support your ideas.

Exploring Diversity Programs

Select an organization and explore their diversity program.  It could be an organization you have worked for, one you are familiar with, or one you are curious about.  Describe the major components of their diversity program and what makes it effective. Include the website in your reference list.

o include citations from at least two sources you used to develop your responses!

 

A number of ethical considerations

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Current news and politics is full of concern about the environment, particularly as it is related to oil use and the auto industry. There are a number of ethical considerations that arise out of these issues. Please be sure to answer ALL of the following questions:

Some propose that these concerns could be alleviated if our use of cars was limited by increased gasoline taxes–if gas is more expensive, we will use less of it and, as a beneficial by-product, improve the environment. What do you think of this proposal and what theory would support your position? Are there injustices built into such measures?

What about the possibility that the US auto industry, encouraged by its partial owner, the US government, will no longer produce large gas guzzlers (think Hummer) or will subsidize hybrid or green cars? Is it ethical for the government to essentially prevent a US company from producing a legal good or encourage a company to produce one good over another? What ethical theory supports your position?

What are the possible ethical considerations of banning or restricting the import of cars that do not meet certain emission standards? Volkswagen was recently embroiled in a major business disaster when it was discovered that software engineers had inserted a “fix” in their cars that was designed to fool emission tests.  While illegal, was that unethical?

Finally, the world today is full of news about fracking, the process by which a high volume of liquid is pumped into the ground to fracture rock and extract natural gas. What are the ethical considerations of either permitting or prohibiting property owners from using their property in this manner?

Different interventions or components

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Explain how you would choose between the different interventions or components of the interventions you studied.  Explain and provide examples of how the intervention(s) would be applied, preferably based on actual organization experience with situations similar to the intervention (positive and negative) if possible.

Discuss the positive and negative aspects of your intervention(s) and what impacts you believe they would have on an organization.

Make a reflection on your overall learning about the intervention by presenting three key takeaways supported by a logical rationale

 

Traditional and nontraditional compensation methods or strategies

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  • Illustrate two traditional and two nontraditional compensation methods or strategies that an Enterprise can employ to attract and retain talent in their organization. Provide specific examples of how each might be used and a rationale for each choice.
  • As the Enterprise develops a compensation strategy for the newly structured organization, what are the main components they need to incorporate? What are the potential risks they need to mitigate? Provide specific examples and relevant details to support your response.

Cultural dimension of Hofstede

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Establishing a branch of a family business in China. A family-owned carbon steel company from Germany has extended its business to Hong Kong. The owners bought a small traditional Chinese firm and decided to copy the successful structure they had developed at home. This structure was headed by three general managers who equally shared the responsibilities for the business activities of the firm. The consequences were as follows: 1. Now the Chinese employees were assigned tasks by people they have never seen before and whom they did not understand. Many misunderstandings occurred, some were quite costly. 2. The employees back in Europe were only concerned with whether the assigned tasks were completed and did not consider any other obligations to the Chinese employees, such as taking care of the relationships with the Chinese government, banks, etc. 3. Eventually, the local employees became frustrated and were ready to leave the company. The result was that the management model was changed again and a single managing director of the subsidiary was accountable for all business activities in Hong Kong. Task a. Which cultural dimension of Hofstede best describes the situation in the case? (2 marks) b. Explain the identified cultural dimension in the case? (4 marks) c. How does the identified dimension explained in (a) differ from power distance and individualism vs. collectivism? (6 marks) d. State the position of Hofstede’s study on Schein’s concept of culture. (2 marks) e. Discuss any 2 ongoing critiques of Hofstede’s study. (6 marks)

Types of conflict.

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Give a specific example of each of the three types of conflict.

Give an example of when you had a work conflict due to personality differences or incompatible goals. How was it resolved? Be specific. If you have not worked, provide an example from another organization of which you are a member.

How is accommodation different from compromise in terms of handling conflict at work?

Describe the difference between a “divide the pie” negotiation and an integrative approach to negotiation. Which do you believe is more effective and why?

Explain how a person’s reputation could impact his or her negotiations at work.

 

 

Involved in a road accident

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Salman was instructed by his employer to carry a consignment of vegetables from Cameron Highlands to Kuala Lumpur. The lorry that he was driving was badly damaged when it was involved in a road accident near  Kelang. Since he did not want to wait too long for the lorry to be repaired, Salman sold off all the vegetables to a shop owner for half of its price.

Discuss the position of Salman  with regards to this problem.

Role in defining and maintaining the system, and talent planning

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How the new WMI would affect the organization and deployment of the HR profession within IBM. As those outside of the HR profession increasingly embraced their role in defining and maintaining the system, and talent planning, development and deployment became a natural part of their work, what was the role of HR? The system could operate with a handful of talented HR managers. That much had been proven. The more difficult question had to do with the roles of HR outside the immediate WMI. For example, what was the role of the HR leader who partnered with the individual businesses, now that business leaders could define and project strategic talent needs using WMI? Did they even need an HR leader to assist with the talent implications of strategy? What should be the role of the global learning and development organization in delivering development “assets” that were responsive to increasingly independent decisions by employees to choose and pursue their development paths? How should the leadership and career development system change now that the WMI provided real-time information on the talent implications of changing business demands? Should the leadership system move away from traditional activities such as succession planning?