Reward Management A Practical Introduction 3rd Edition Michael Rose - Solutions

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Based on Michael Porter's discussion of the charac-teristics of an effective strategy, does J. C. Penney have a good strategy for growth? Explain.
Using no more than two sentences, describe J.C.Penney's strategy ..
Can you see and describe yourself more clearly in terms of personality type, personality, work environ-ment, and occupation given the results of your scor- ing? Explain.
What do you think the management challenges are for those who are mismatched in their work? Explain.
Does your assessment suggest that your career choice is best for your personality type? How do you feel about this assessment?
What did you learn about planning based on this case? Explain.
Using Figure 5.5. describe the extent to which GM is using the planning/control cycle.
State two SMART goals for GM based on the case.Are these goals attainable? Discuss.
Based on the case, what is GM's vision? Do you think it is realistic ? Explain.
Which of the four banie strategy types were used by GM? Explain your rationale.
How might you improve your preparedness to one day assume an international position? Explain.
How have your experiences as a citizen of a very diverse nation helped you to understand the other cultures of the world?
How comfortable would you be going to another country at this time in your life?
What do the results suggest about your preparedness to be a global manager? Do you agree with these results?
What are the most important lessons to be learned about global management from this case? Discuss.
Use Table 4.3 to identify cultural differences that are likely to arise between Elektrobit employees work-ing in Germany and the United States. How might these differences affect interpersonal interactions, and what can the company do to reduce any unten-ded conflict from these differences?
To what extent did you observe examples of ethno-centric, polycentric, or geocentric attitudes in this case? Provide examples to support your conclusions.
What are the biggest challenges Elektrobit experi-enced in maintaining offices in multiple countries?Explain why they are important.
Which of the recommendations listed in the Manager's Toolbox were used by Elektrobit Corp .?Explain.
In such a competitive world, how ethical can any com-pany really be?
Which of the previous three principles would you want the company that you work for to adopt? Why?
Why do you think ethical principles are important in the workplace? Explain.
What are the pros and cons of your primary ethical principle in terms of advancing up the corporate ladder? Discuss.
Do you think Arison is making a good decision to avoid communicating with the media about the sink-ing of the Costa Concordia? What are the pros and cons of his communication strategy?
To what extent did Arison respond to Carnival's inter-nal and external stakeholders in a socially responsible manner? Explain.
Use the four approaches to deciding ethical dilemmas to evaluate whether Arison made an ethical decision to avoid communicating about the sinking of the Costa Concordia.
Which of the six general environmental forces influ-enced Arison's decision to avoid communicating about the sinking of the Costa Concordia? Discuss.
Which internal and external stakeholders are positively and negatively affected by Micky Arison's decision to avoid contact with the media?
Can you survive today without having relatively strong confidence in yourself?
How might you go about improving your self-esteem?
Do you agree with the assessment? Why or why not?
To what extent does Boeing represent a learning organization? Discuss.
How are the managerial practices being used at Boe- ing consistent with both a contingency and quality- management viewpoint? Explain your rationale.
Use Figure 2.3 to analyze the extent to which Boeing is using a systems viewpoint.
To what extent are the managerial practices being used at Boeing consistent with principles associated with management science and operations manage-ment techniques? Discuss.
To what extent is Boeing using evidence-based man-agement? Are they overdoing it? Explain your rationale.
What do these gaps suggest about your entrepreneur-ial spirit? Discuss.
If you were a consultant to Target, what would be your recommendation to overcome showrooming?Discuss.
To what extent did Target display an entrepreneurial orientation while trying to combat showrooming?Explain.
Using Figure 1.1 as a guide, describe how Target is trying to overcome competition from Internet pro-viders of similar products.
Which of the six managerial challenges discussed in this chapter is Target facing? Discuss.
Do you engage in showrooming? If yes, describe why
Based on Exhibit 1, which portfolio best meets the Laws’ goal to fund an endowment for their alma mater?A. Portfolio 1 B. Portfolio 2 C. Portfolio 3 Raye uses a cost–benefit approach to rebalancing and recommends that global equities have a wider rebalancing range than the other asset classes.
Based on Exhibit 1, which portfolio best meets the Laws’ education goal for their children?A. Portfolio 1 B. Portfolio 2 C. Portfolio 3 Raye uses a cost–benefit approach to rebalancing and recommends that global equities have a wider rebalancing range than the other asset classes.
Would it be helpful to see the cost of each category of reward?
When did you last review your plans? If not in the last 18 months, I suggest that you do so.
Should you do some work on the potential opportunities you may have to introduce more choice or flex?
Do any of your programmes confuse recognition and incentive?
Do you have any evidence of the extent to which people feel adequately recognized?
Could you use some of the bonus budget to make more impact through other programmes such as recognition or management training?
Are you making best use of your bonus plans in helping manage rather than leaving them drifting unattached to the rest of the organization?
Are your bonuses documented sufficiently so that it explains how the plan works and the main changes to circumstances are covered?
Are you clear what you are asking your bonus plans to do; is it realistic?
Should you reassess the pay review process?
Do you explain to employees the pay review process, data sources etc you use to give them more confidence in the way pay decisions are made?
What are your current sources of pay data; are they fit for purpose?
Are you clear on the pay markets in which you compete?
Should you look for a training course to give you more detail on salary surveys and pay reviews?
How open are you with employees about the salary structure or approach you use?
Would a single pay structure or a number of pay structures be most appropriate for your organization?
Would broad bands and/or job families fit your reward strategy?
What opportunities are there to enhance existing cash programmes with non-cash?
Could you allocate a small proportion of your bonus budget or pay review budget to fund recognition?
Do you know if your employees understand the benefits you provide and their value?
Would it be helpful to repackage benefits in themed groups – wellbeing, lifestyle etc?
Should you review all of your benefits against the five points suggested at the start of this chapter?
Why do you offer the benefits you do?
Should you do some work on the potential opportunities you may have to introduce more choice or flex?
Do you know if your employees understand the benefits you provide and their value?
Would it be helpful to repackage benefits in themed groups – wellbeing, lifestyle etc?
Should you review all of your benefits against the five points suggested at the start of this chapter?
Why do you offer the benefits you do?
If you are in a quoted company, should you consider if an approved employee share plan could add value?
Do you have a reward statement or policy that makes reference to reward over the longer term? If not, should you consider adding something?
Should you consider moving some short-term reward to longer term?
Do you have people in your organization who make an impact over a period of more than one year for whom you should consider some form of longer-term plan to counter short-term incentives?
Should you discuss with your learning and development colleagues to investigate how a joint approach to recognition could add value?
If you do not have a grade structure, could it help?
What terms will you use to describe reward?
Can you get better value and impact by trading off one part of reward with another?
What are the main internal factors that impact reward in your organization?
What are the main external factors that impact reward in your organization?
What does each part of reward do in relation to recruit, retain and motivate or engage?
What does equitable mean in relation to reward in your organization?
What is the balance between intrinsic and extrinsic motivation in your organization?
What is the dominant attitude about the impact of reward in your organization against the range in Figure 3.1 on page 31, and what does this mean in the way in which you manage reward?
What sources of data do you have that can be used to help track the impact of changes in reward?
Where is reward adding value to the HR strategy and where can alignment be improved?
What can you do about any gaps you list?
What are the reward-related rhetoric and reality gaps in your organization?
To what extent do your current reward programmes support your values?
Would it be of value to analyse the total costs of reward as a percentage of the organization’s overall costs?
How will you establish your definition of reward strategy?
How do you measure up to the six elements of reward management I suggest are now important? Do you need to do anything to improve in any?
Are you clear about what you want reward to do in your organization?
If you have a grade structure, what is it for and is it helping?
Are you sure that no tax advice is being given to employees inappropriately?
Have you established a position on the relative responsibilities of the employer and employee for tax, in particular when taxation changes?
Could you use salary sacrifice to give better value for some benefits to employees?
Are there some HMRC tax-advantaged employee share or option plans or benefits with low or no tax that could fit your reward strategy and increase value?

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Reward Management A Practical Introduction 3rd Edition Michael Rose - Solutions

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