Part 1: Post a Response

 

Organizations from time to time must make hard decisions (expand,  layoff employees or close a facility). As a manager you will have to use  work experiences, advice from supervisors and the organizational  culture to support your decision. Organizational culture is the sum of  the values and beliefs shared among employees.

Suppose you are a manager who is faced with having to reduce  headcount (layoff one of your two employees) in your unit. Sales within  the company have declined due to the downward spiral of the economy each  department within the organization is faced with making the same  decision. Fortunately, you only have to cut one job; others are reducing  more.

Mary is in her mid-20s, single, college graduate,  she is very hard working and was in the top 10% of the performance  ratings this year, she constantly volunteers to travel, work weekends  and evenings. However, she supports political causes that could be  viewed as contrary to the goals of the company.

Alice is in her mid-40s, has two young children,  her husband is a doctor, her performance is good, and she has above  average performance reviews. However, she has limited availability on  weekends and limitations onovernight travel due to her volunteer work  with local charities.

  • As a manager who would you select to layoff and why?
  • What other factors can be used to decide who gets laid off in organizations?
  • How should an organization choose between a decision that is  legal and in the best financial interests of the organization, but which  could be viewed as unethical?

Creating a LinkedIn account

Hello There,

I want someone to create my LinkedIn profile,

Ill give you my photo, resume and email id you should create a LinkedIn account based on my resume experience and dates.

Thanks,

Unit 5

 

Using your selected BA plan template, begin to detail the requirements and solution you have selected.  Include all of the diagrams, figures, and templates you have used to date.  This document is an interim step, and NOT the full report (so some portions will remain blank).  Concentrate your efforts on requirements, including:

  • Requirements summary
  • Specifications
  • Scope
  • Process

Submit the Requirements Document with listed sections completed, as well as any supporting tools, figures and/or templates.

  • Neytcheva, V. (2018). Requirements document template by modernanalyst. Retrieved from https://www.modernanalyst.com/Resources/Templates/tabid/146/ID/494/Requirements-Document-Template-by-ModernAnalystcom.aspx

7

Conduct an Internet search on the position of chief resilience officer. What are your initial findings of this position? How might the creation of these positions elevate emergency services management? Discuss how aligning this position with the chief of police, the fire chief, the public works director, and the planning director might help to facilitate risk management activities in governments.

200 WORDS

Human Resource Management

 

Discuss some of the protected characteristics covered by equal employment opportunity laws and why they are important in today’s employment setting.

Your discussion is to be submitted in 12-point Times New Roman font using APA format.  You must have a minimum of two sources to support your answer. You must also have a minimum of two intext citation of your sources. This is very important.

Students are required to post their primary response (350 word minimum) by Friday midnight. Students will respond to 1 other posting (150 words minimum each) by Friday midnight..

Human Resources Management

  

CASE 6: THE REGENCY GRAND HOTEL 

By Elizabeth Ho, Gucci Group, under the Supervision of Steven L. McShane, Curtin University (Australia) and University of Victoria (Canada) 

The Regency Grand Hotel is a five-star hotel in Bangkok, Thailand. The hotel was established 15 years ago by a local consortium of investors and has been operated by a Thai general manager throughout this time. The hotel is one of Bangkok’s most prestigious hotels and its 700 employees enjoyed the prestige associated with the hotel. The hotel provides good welfare benefits, above market rate salary, and job security. In addition, a good year-end bonus amounting to 4 months’ salary was rewarded to employees regardless of the hotel’s overall performance during the year. Recently, the Regency was sold to a large American hotel chain that was very keen to expand its operations into Thailand. When the acquisition was announced, the General Manager decided to take early retirement when the hotel changed ownership. The American hotel chain kept all of the Regency employees, although a few were transferred to other positions. 

John Becker, an American with 10 years of management experience with the hotel chain, was appointed as the new General Manager of Regency Palace Hotel. Becker was selected as the new General Manager because of his previous successes in integrating newly acquired hotels in the United States. In most of the previous acquisitions, Becker took over operations with poor profitability and low morale. Becker is a strong believer in empowerment. He expects employees to go beyond guidelines/standards to consider guest needs on a case-to-case basis. That is, employees must be guest-oriented at all times so as to provide excellent customer service. From his U.S. experience, Becker has found that empowerment increases employee motivation, performance, and job satisfaction, all of which contribute to the hotel’s profitability and customer service ratings. Soon after becoming General Manager in Regency Palace, Becker introduced the practice of empowerment so as to replicate the successes he had achieved back home. 

The Regency Grand hotel has been very profitable since it opened 15 years ago. The employees have always worked according to management’s instructions. Their responsibility was to ensure that the instructions from their managers were carried out diligently and conscientiously. Innovation and creativity were discouraged under the previous management. Indeed, employees were punished for their mistakes and discouraged from trying out ideas that had not been approved by management. As a result, employees were afraid to be innovative and to take risks. Becker met with Regency’s managers and department heads to explain that empowerment would be introduced in the hotel. He told them that employees must be empowered with decision-making authority so that they can use their initiative, creativity, and judgment to satisfy guest needs or handle problems effectively and efficiently. However, he stressed that the more complex issues and decisions were to be referred to superiors, who were to coach and assist rather than provide direct orders. Furthermore, Becker stressed that mistakes were allowed but there was no justification for making the same mistake more than twice. He advised his managers and department heads not to discuss with him minor issues/problems and not to consult minor decisions with him. Nevertheless, he told them that they are to discuss important/major issues and decisions with him. He concluded the meeting by asking for feedback. 

Several managers and department heads told him that they liked the idea and would support it, while others simply nodded their heads. Becker was pleased with the response, and was eager to have his plan implemented. In the past, the Regency had emphasized administrative control, resulting in many bureaucratic procedures throughout the organization. For example, the front counter employees needed to seek approval from their manager before they could upgrade guests to another category of room. The front counter manager would then have to write and submit a report to the General Manager justifying the upgrade. Soon after his meeting with managers, Becker reduced the number of bureaucratic rules at the Regency and allocated more decision-making authority to front-line employees. This action upset those who previously had decision-making power over these issues. As a result, several of these employees left the hotel. Becker also began spending a large portion of his time observing and interacting with the employees at the front desk, lobby, restaurants, and various departments. This direct interaction with Becker helped many employees to understand what he wanted and expected of them. 

However, the employees had much difficulty trying to distinguish between a major and minor issue/decision. More often than not, supervisors would reverse employee decisions by stating that they were major issues requiring management approval. Employees who displayed initiative and made good decisions in satisfying the needs of the guests rarely received any positive feedback from their supervisors. Eventually, most of these employees lost confidence in making decisions, and reverted to relying on their superiors for decision making. Not long after the implementation of the practice of empowerment, Becker realized that his subordinates were consulting him more frequently than before. Most of them came to him with minor issues and consulted with him on minor decisions. He had to spend most of his time attending to his subordinates. Soon Becker began to feel highly frustrated and exhausted, and very often would tell his secretary that “unless the hotel is on fire, don’t let anyone disturb me.” Becker thought that the practice of empowerment would benefit the overall performance of the hotel. 

However, contrary to his expectation, the business and overall performance of the hotel began to deteriorate. There had been an increasing number of guest complaints. In the past, the hotel had minimal guest complaints. Now a significant number of formal written complaints were turned in every month. Many other guests voiced their dissatisfaction verbally to hotel employees. The number of mistakes made by employees had been on the increase. Becker was very upset when he realized that two of the local newspapers and an overseas newspaper had published negative feedback on the hotel in terms of service standards. He was most distressed when an international travel magazine had voted the hotel as “one of Asia’s nightmare hotels.” The stress levels of the employees were continuously mounting since the introduction of the practice of empowerment. Absenteeism due to illness was increasing at an alarming rate. In addition, the employee turnover rate had reached an all-time high. The good working relationships that were established under the old management had been severely strained. The employees were no longer united and supportive of each other. They were quick to point fingers or backstab one another when mistakes were made and when problems occurred. Note: This case is based on true events, but the industry and names have been changed. 

1) Assignment: Read the Case Study 6: The Regency Grand Hotel, Selected Cases of the textbook.  Answer, discuss, and examine the following questions: 

1. What is your diagnosis of the situation in the company and the accounting department? Use 4 theories from chapters 5-7 in the textbook to diagnose the situation.

2. How would you go about helping Becker determine if empowerment is a good fit for the Regency Grand Hotel?

3. What might a new decision-making process look like at the Regency? How would you expect it to benefit the overall performance of the hotel?

4. How should the Regency transition to self-managed teams if it chooses to go in that direction? 

Case Study assignment will be 4 pages in length (exclusive of title page, reference page, etc.) and include two levels of headings. Required questions should serve as headings. Each paper will contain a minimum of four scholarly sources, one reference may be the textbook. 

-12-point Font; New Times Roman; Double Spaced; 1” Margins

-APA Format with regard to citations; Reference page required. APA Running Head or Abstract are not required. 

-Development of Main Points – Quality of Writing 

Developing Leadership Capabilities Project

Part 1: Leadership Reflection Essay

Assume you have been promoted within your company (or your dream company) to a top management position. In preparation for your new position, reflect on your leadership point of view and describe your leadership values. Share how your leadership approach will develop your employees to create a high performing organization (or improve it).

In a 1,000-word reflection essay, considering your leadership view, evaluate the following:

  • Identify key people and events that have shaped and influenced your leadership point of view.
  • Describe your leadership values.
  • Share your expectations for your self and others.
  • Articulate how companies can do the same to develop their employees to create high-performing organizations.
  • Articulate how your personal talent development strategy (personally) and how you can become an effective leader and develop others to succeed. 

Part 2: Memo/Email

As a new top manager in your company (or your dream company), write a memo or email to your direct reports to share your expectations of yourself and others. Review “Chapter 7: Writing Emails, Letters, and Memos” from Business Writing for Everyone for assistance on formatting your memo or email. 

Discussion: The Need for Standards for Health Information Systems

 

Review the role and importance of standards for health information systems. Write a discussion posting about the policy safeguards and/or guidelines that all hospitals need to adopt to enforce the security of health information systems.

Discussion Assignment Expectations

Support discussion ideas with peer-reviewed material garnered from at least 1 scholarly article.

When applicable, provide references and citations in APA formatting style.