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Nonverbal Communication In Human Interaction 8th Edition Mark L. Knapp, Judith A. Hall, Terrence G. Horgan - Solutions
1. Outline the issues that Kathleen should consider prior to designing a restructuring strategy.
3. Meet with an HRM professional or a senior management official whose organization has gone through a downsizing. Ask the individual to describe the downsizing strategy employed by his or her organization. Consider Cameron's three downsizing strategies of workforce reduction, work redesign, and
2. Interview three employees who are survivors of a downsizing. Ask them to discuss how the downsizing was conducted and its effects on them personally and on the. .organ1zat1on.
1. Discuss the following statement: "Artificial intelligence (AI) will have a major change on the jobs of the future and employers that want to survive and prosper will need to engage in organizational restructuring."
4. What is the "psychological contract"? Why has it changed over the past 25 years?NEL When considering the next 10 years, what changes to the psychological contract do you envision?
3. "It is a lot harder downsizing unionized employees." Do you agree with this statement?Discuss some of the challenges associated with downsizing in a union.environment.
2. Discuss the effect of the "Amazon Effect" on the workplace of the future.
1. What can managers embarking on an organizational downsizing do to minimize the impact of the process on the "survivors" of downsizing?
Performing follow-up evaluation and assessment of the downsizing efforts.Although this step is critical, it is often ignored in many organizations.
Implementing the decision. Implementation includes elements such as the communication of the termination decision, the timing of the decision, security issues, severance payments, outplacement counselling, and communications with remaining employees.
Designing current and future work plans. This issue represents a key challenge for the organization and is frequently neglected.
Determining the legal consequences. For example, organizations often ignore or are unaware of legal requirements when downsizing the workforce. Some areas of law to consider include the law of wrongful dismissal, employment standards legislation, trade union law, existing collective agreement
Determining how the reduction will be carried out. For example, to what extent will the organization use attrition, early retirement or voluntary severance programs, and layoffs or termination? The approaches to workforce reduction vary in terms of the degree of protection to employees and the time
Determining who will be let go. For example, will the decision be made on the basis of seniority, performance, or potential?
Determining how many people will lose their jobs.
Develop an awareness of the importance of HRM in managing the downsizing process.
Comprehend the concept of the "psychological contract."
Understand what downsizing strategies are effective in enhancing organizational performance.
Know the ethical issues and consequences of downsizing.
Recognize the need to address concerns of both the victims and survivors of downsizing.
Be familiar with issues relating to artificial intelligence and job loss.
Appreciate the importance of defining "downsizing" and understand why organizations may decide to downsize.
1. Would you recommend that Tiger Boots take a planned approach, emergent approach, or blended approach to this change effort? If you think the company should take a blended approach, what portions of the change should be planned and what should be emergent? Explain your choice of approach with a
4. A friend of yours has just returned from a vacation and brought you a gift of a very special and valuable kind of tea. Unfortunately, you know nothing about this specific tea. Using action research as a guide, describe how you would learn how to brew the perfect pot of this tea.
3. Think of an organization that you know well or admire. Can you state that organization's purpose? Rather than focusing on organizational goals, try to think of a purpose as something bigger than the organization that is related to society in general. What might be some of the simple guiding
2. Emergent change relies on a widely shared purpose or set of values. Think of an organization that you know well, and develop a list of three or four values or aspects of that purpose. Compare your list with others in your class who chose the same organization. Is there much overlap? Do you think
1. Conduct a force-field analysis of a change from an in-class course delivery format to an online course delivery format for this course. What is your change question?What are the main driving and restraining forces? What actions can you recommend to strengthen the driving forces and reduce the
3. What are some of the benefits of shared mental models within organizations? Are there any drawbacks to widely shared mental models within firms?
2. Can emergent change be intentional? How can emergent change be used to bring about a specific end result?
1. What are the main reasons that planned approaches to change might fail?
7. Develop strategies to stabilize the driving and restraining forces into a new state of quasi-equilibrium.How do we make this the new status quo?
6. Implement the strategies developed in step 5. As restraining forces are reduced in strength and number and driving forces are amplified and increased in number, behaviours should begin to shift toward the desired state.
5. Develop strategies to reduce the strength of the restraining forces and strategies to amplify the driving forces.
4. Examine the valence of each of these forces. Which forces are the strongest and which are the weakest?Which of these forces can be controlled or are susceptible to behavioural intervention?
3. Identify the forces that are supporting or driving toward increasing team coherence as well as the forces that are restraining or preventing increased team coherence. Techniques that access a wide variety of stakeholder viewpoints such as surveys, brainstorming sessions, and nominal group
2. Describe the desired future state. The future condition should ultimately be described in a sentence or a few sentences, such as "increase team effectiveness and communication within one year."
1. Describe the current state (i.e., the status quo), and why it must be changed. Ultimately this will lead to a statement of the current condition such as "team coherence is at an all-time low."
Discuss how the principles of a learning organization are important to both planned and emergent change.
Understand the principles of a learning organization.
Understand how emergent change occurs.
Define and discuss the process of planned change.
Discuss the steps of a generic change project.
Discuss the role of change as part of organizational planning.
Understand the importance of organizational change.
1. Strategic workforce planning is one example of how the HR function might be improved by information technology. In this case we see that software assists with the ERCB being able to meet the needs of the future. How might IT be leveraged in other areas of HR for the ERCB and perhaps other
2. You have been asked to create a list of HR metrics for use in an HR dashboard.Describe the process you would use to determine what measures to include. You do not need to list the measures; just describe the steps you would take in order to determine what metrics to include.
1. You are the head of HR at major clothing retailer. At the latest strategy meeting, the head of marketing has proposed that company profits can be increased by 75 percent if customers can be convinced to purchase more than one item at a time when visiting stores. The marketing department is
3. Big data include structured and unstructured types of data. Unstructured data can include information from photo or video files, email etc. Structured data can be anything that can be easily coded to include in a database or spreadsheet, including temperature measures and movement counters. List
2. Databases used for HR management and planning contain a wide variety of personal and sensitive data that require the organization to set security, privacy, and usage policies. What legislative and ethical requirements of data security need to be considered?
1. In Canada, air traffic control is managed by NAY Canada, which has an international reputation for the management of air traffic controllers. If you were a manager, what data would you find useful to schedule the shifts for air traffic controllers?
Would it be more efficient to integrate our different legacy systems into a single database?
Which requests for information is the human resources department unable to respond to?
Are we maintaining too much redundant information?
Are we managing our human capital as a strategic asset?
Will we be able to keep up with company growth?
Are we being responsive to current business priorities?
Are we able to ensure an adequate follow-up of health and safety incidents?
Is the current human resources management system obsolete?
Are there too many data security risks involved with manual processing?
Is the human resources department spending too much time on manual processing?
Understand how to use HR metrics and HR analytics to help solve business challenges.
Differentiate between HR metrics and HR analytics.
Understand what is meant by Big Data, and it implications for HRM.
Identify specific IT applications for HR planning.
Explain how different IT solutions can be leveraged to improve HR planning.
Describe the benefits of information technology (IT) solutions for human resource planning (HRP).
3. How would this process apply to non-executive succession planning?
2. What additional techniques might be used to assess talent?
1. What steps might you include or remove from this process?
3. This chapter has focused mainly on managers, implying that they are the key talent that needs to be managed. However, there are people who believe that the organization's most critical employees are not those who make the highest salary, but those who have the most impact on the customer: for
2. About half of all Canadian companies offer paid leave to volunteer, ranging from one day to two weeks annually. According to Mario Paron, KPMG's chief HR officer,"Employees return with a fresh perspective-new skills learned in a nontraditional environment and learning and sensitivity in dealing
1. Ganong Bros., a manufacturer of candy and chocolates, is based in St. Stephen, New Brunswick. In 2008, for the first time in its 135-year history, an outsider succeeded a member of the Ganong family as president of the company. (Two children who work in the business were deemed "not ready.")
Describe the role of HR in succession management.
Outline the employee's role in the succession management process.
Recognize the difficulties in measuring the success of a management succession plan.
Evaluate the advantages and disadvantages of the five management development methods: promotions, job rotations, special assignments, formal training, and mentoring and coaching.
Describe several ways to identify high-potential employees.
Discuss the four approaches to the identification of managerial talent.
Compare and contrast the job-based and competency-based approaches to aligning future needs with strategic objectives.
List the steps in the succession management process.
Trace the evolution of succession management from its roots in replacement planning, comparing the two models with respect to focus, time, and talent pools.
Understand why succession management is important.
5. Using information provided in item 9, estimate the number of managers that M&K would need using regression analysis if revenue levels:a. Increase to $2.5 billionb. Increase to $3.5 billion How many managers would M&K have to let go if revenues drop to$1.5 billion?
4. Calculate the transitional probabilities of movements for levels 5 to 9 on the basis of information provided in item 8. Using the calculated transitional probabilities, what employee movements (at levels 5 to 9)might take place next year?
3. Calculate the number of employee movements if M&K uses:a. Exclusively a "promote from within" policy, orb. A mix of internal and external supply as detailed in item 7b As HR Director, what do you see as some of the talent strategies and plans that have to be in place to facilitate each of the
2. Estimate changes in HR supply for M&K for next year, by job level.
1. Estimate the total HR demand for M&K for next year, by job level.
Recognize when an HR gap may be filled through substitution strategies such as automation, or when the gap may be attributable mostly to the bullwhip effect.
Discuss and evaluate the advantages and disadvantages of the following specific methods of determining external and internal supply:a. Skills and management inventoriesb. Human capital segmentationc. Markov modelsd. Linear programming and simulatione. Movement analysisf. Vacancy/ renewal models
Comprehend the importance of segmenting human capital to better understand where human capital plays a critical role in implementing strategy and how to manage the supply of that human capital.
Recognize the importance of effectively managing the supply of human capital.
Understand the relationship between demand and supply forecasting techniques in the HR planning process.
2. What specific form of quantitative or qualitative model do you think 0 PG should use?
1. Assuming that 0 PG wishes to improve its HR demand forecasts for technicians over a three-year period, do you think that 0 PG should use a quantitative or qualitative type of model to assess its demand for technicians?
h. Discuss your findings with other groups or individuals. How are they similar, and how do they differ? What were the critical differences in your assumptions that affected the outcomes?
g. Look at the strategies, resources, and activities that are common to all four worlds. Any attributes that are common to all four worlds are likely to lead to success in any outcome that is close to what your scenario planning model presents. Therefore, these are the attributes that universities
f. Describe the types of strategies, resources, and activities that would be necessary for a university course to be successful in each of these worlds.
e. Look at the world that is represented by each quadrant, and describe what each world would be like. How does online education fit into this world? Give each world its own representative name.
d. Now stretch these two clusters out. Place the two extremes of the first cluster at either end of the horizontal axis, and the two extremes of the second cluster at each end of the vertical axis. This will leave you with four quadrants: the top right quadrant will represent a world in which both
c. Select the two clusters that you think have the potential to have the most impact on the decision to increase online course offerings and that are also unpredictable.
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