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This is another discussion forum, I need 300 words and please follow the instructions in the files. please submit on time. chapter 3 text is added

Book Review Instructions

Read the following: Grudem, W. (2003). Business for the glory of God: The Bible’s teaching on the moral goodness of business. Wheaton: IL: Crossway. ISBN: 9781581345179.

Begin reading during the first module/week of the course. In Module/Week 5, you will submit a book review of 1,000 words in current APA format. Choose 1 chapter and write an in-depth review of the chapter you choose. Discuss 1 or 2 main points with which you agree and 1 or 2 with which you do not agree, supporting your thoughts with well-reasoned arguments. Your analysis must also be supported by at least 3 sources other than the Grudem book, and by biblical principles. Each additional source must be cited in-text and in a reference list in current APA format. This review will be evaluated based on the grading rubric provided.

Instructions 

Your friend is starting a new position within your place  of employment and    has a couple of questions. She wants to know what to expect  and how your organization uses teamwork to build positive relationships. In this assignment, you will give your friend some ideas of what to expect by outlining  the  following aspects of your workplace: 

Explain the role of the human resource department and how they can help  you. 

Define the role of a mentor.

Describe the ways in which you can work together with a mentor to overcome challenges in the new position. 

Provide a description of a mentor from your life and how you used teamwork to solve problems.

 Your complete assignment must be at least two pages in length. Outside   sources are not  a requirement for this essay.

The board of directors at AGC needs a status update on your change management project. Shawn asks you to write an executive report for John and the board of directors about the change management process and the progress being made toward resolving the global human capital management problems at AGC. This report will be shared at an upcoming investor meeting. Because the future success of AGC depends on achieving its human capital management goals, the board of directors wants to ensure that investors understand that it has changed its strategy to align human capital goals with its organizational goals.

Review the AGC scenario for this course and prepare a 750–1000 word executive report that describes the steps in your change management plan, including the following:

• Diagnosis: A summary of AGC’s problems, how they were diagnosed, and your conclusions regarding the root causes.
• Intervention: A description of human capital management strategies that you recommended to create change at AGC and how they were implemented.
• Evaluation: How did you measure the effectiveness of your change management plan? What were the effects on the employees and the organization’s market performance?

Overview

Atlantis Global Corporation (AGC) is a multinational organization that engages in the development, manufacture, and marketing of electronic circuit boards for use in high-definition TV screens. Although the design centers are located in the United States, the bulk of the manufacturing processes are carried out at their overseas subsidiaries. The electronic circuit boards are primarily sold to Original Equipment manufacturers located in North and South America, Africa, and the Asia/Pacific region. Headquartered in the Midwest United States, AGC has subsidiaries in three locations, on three continents: Subsidiary A in Asia, Subsidiary B in Africa, and Subsidiary C in South America. In all three locations, the subsidiaries are located in industrial parks or centers. These locations were selected for strategic reasons, including an abundance of raw materials for the company’s products, the availability of a labor force, and a rapidly growing customer base. Within the industrial parks, it is not uncommon to find two or three organizations competing in the same market segment and for the same labor force.

As part of its global human capital staffing strategy, AGC relocated several key people to leadership positions at each of the three subsidiaries. By placing key personnel from headquarters in leadership positions, AGC assumed a unified culture. Senior leadership envisioned that the subsidiaries would be self-sustainable in 2 years and profitable thereafter. A lot of capital, both tangible and intangible, has been committed to making the subsidiaries functional.

AGC has approximately 84,000 employees, most of whom are highly skilled and specially trained in the operations they perform. On average, it takes 3–6 months to fully train employees in each of the many operations of the parent company and its subsidiaries. Although the head count at the three subsidiaries has remained fairly constant, there have been a number of employees who have left the company for a variety of reasons. As employees leave, others are hired to replace them, but no one knows the exact number of employees who left the company or the reasons why they have separated.

At the subsidiaries, line and middle managers are concerned with having the right number of employees at each function or workstation. The operations manual, which the line and middle managers follow religiously, indicates that all staff must be fully trained and certified before they should be allowed to work on their own. Further, this requirement indicates that if someone has been certified before leaving the company, he or she must be retrained and recertified if rehired—no exceptions—even if his or her absence has just been a week. On the other hand, a trained and certified employee who is out on vacation or medical leave for a month is not similarly required.

The Issues

Since operations began in the three subsidiaries, AGC has failed to meet its financial obligations, and profits are lagging. This is beginning to show in the company’s balance sheets and is taking a toll on the organization’s financial bottom line. Although the company’s structure is designed for adaptability in a fast-changing market, several other factors were overlooked when the company selected locations for the subsidiaries. These include, but are not limited to, the following:

• Intercultural communication issues
• Political and regulatory conditions of the host country and the subsidiaries
• Diversity and multiculturalism
• Employee retention and motivation issues
• Employee dissatisfaction
• Performance issues
• An overall global human capital strategy that takes into account the home and host country nationals

AGC, often considered the leader in this market, is in jeopardy of losing that title when the end-of-year reports come out in 3 months. This is a critical time for the organization and the senior leadership team is very concerned. They need to find out what is happening to the organization, report to the shareholders, and rectify the situation.

John Dawson, the CEO, COO, and Chairman of the Board of Directors at AGC, is deeply concerned about the future of this company. Past strategies have not advanced AGC to a leadership position in the global market. John believes that he has done everything that can be done to optimize the company and is reluctant to change the present strategic course. He is a reluctant risk taker and must be convinced that changes to the organization have value before changing direction.

John is currently working with Shawn Williams, the newly recruited Vice President of Global Human Capital Management at AGC. His priority is to help diagnose and address the company’s human capital issues. Shawn brings with him extensive experience in resolving global problems, and he is recognized as an expert in the field of change management and viewed as a motivational leader. John and Shawn will be meeting soon to align goals and set a new strategic path for Atlantis Global Corporation.

As the new external consultant for AGC, you will be working closely with Shawn to establish a cross-cultural team that will address the company’s global challenges. You will provide guidance and recommendations regarding each objective and anticipated outcome. This is a critical assignment because failure could lead to the dissolution of AGC.

Question 1: Benefits of a diverse workforce

What are some of the organizational benefits of attracting and retaining a culturally diverse workforce? How can diversity and 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.

Don’t forget to read over and then respond to a colleague’s ideas. Be sure to include citations from at least two sources you used to develop your responses!

Question 2:  Evaluating diversity programs

Part A: What are the essential components of an effective diversity program? Discuss legal and organizational cultural factors. What are some challenges organizations face in creating and maintaining successful diversity programs and how can these be overcome? Use the articles and resources provided to support your ideas.

Part B: 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.

Read the case study titled “Revitalizing a Brand”, located in the online course shell. Use the Internet or Strayer databases to research the branding and communication strategies of one (1) health services organization that is similar to the health services organizations mentioned in the case study.

Write a four to six (4-6) page paper in which you:

1. Describe the current marketing communication, identity, and brand position of Plaza Home Health Services.
2. Conduct a Strengths Weaknesses Opportunities Threats (SWOT) analysis associated with the current marketing communication, identity, and brand position of Plaza Home Health Services.
3. Assess the importance of benchmarking in Plaza Home Health Services’ development and implementation of an effective brand strategy (marketing communication, identity, and brand position).
4. Compare branding and communication strategies of a similar health services organization with that of Plaza Home Health Services. Determine whether or not Plaza Home Health Services should apply additional best practices into its current branding and communication strategies. Provide a rationale and support for your response.
5. Use at least five (5) quality academic resources. Note: Wikipedia and other Websites do not qualify as academic resources. 

Your assignment must follow these formatting requirements:

• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

• Examine the marketing research process and market segmentation strategies in the health care industry.
• Analyze business planning based on an analysis of domestic and global operating environments, market dynamics (supply and demand), commercialization, and product-market expansion.
• Explain how branding strategies apply to the health care market for existing and new products.
• Determine the marketing communications strategy used in health care services.
• Use technology and information resources to research issues in health services strategic marketing.
• Write clearly and concisely about health services strategic marketing using proper writing mechanics.

Take some time to reflect upon the following prompts, and answer them in a 1-2 page Word document.

• What are the top three things in your life that have most influenced your viewpoints on sex and sexuality (some things to consider: religion, friends, family, age, hometown, TV and movies, etc.)?
• How would you describe your values and attitudes toward sexuality?
• Do you have any biases regarding sexuality? Why do you feel you have these?
• What do you think of how the media portrays sexuality? What do you think of the messages religious or government institutions send about sexuality?
• Would you be able to stay friends with someone who held very different values related to sexuality? Why or why not?

Conduct research on the Society for Human Resource Management (SHRM).

What is its role and purpose as it relates to assistance it can give to human

resource personnel members to help them effectively and efficiently complete

their tasks and duties?

APA

1 page

well cited

Option #1: Addressing Culture and HRM in Mergers

Why would a company based in Scandinavia that is very historic, rigid, as well as focused on employee welfare and security invest in an attempt to change the culture of a company in a country that is almost exactly the opposite in cultural, operational, and social responsibility focus? The scenario presented in “Merger, Culture, and HRM: The Marel and Stork Case” in chapter 8 (Edvardsson & Danielsdottir, 2012) is one that many organizations face as they work and potentially merge with companies with vastly different national and societal cultures.

Create an alternative solution to the one implemented by Marel that integrates the following:

• What steps would you suggest to a company to address work culture, general culture, and work processes that are so different from its own?
• What opportunities and potential traps might be part of your proposed alternative?
• What solution do you believe has the greatest potential for long-term success? The solution implemented by Marel or your alternative? Explain.

Your paper should be:

• Three to four pages in length (not including cover and reference pages).

Prior to entering into this discussion, review Chapter 8: The Five Management Functions as a Coordinated System. Of the five management functions, which do you expect will experience the most dramatic changes in the next decade? Defend your answer. Which will have the least amount of change? Explain your answer. Respond substantively to two other learners.

Support your claims with examples from required materials and/or other scholarly resources, and properly cite any references. Your initial post should be a minimum of 200 words.