Human Resource Strategy Formulation Implementation And Impact 2nd Edition Bjarne Stroustrup - Solutions

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How could the concept of group norms be used to describe the behaviours of the TT team before the arrival of Felicity?
Is the TT team a team or a group?
Why have mergers and acquisitions remained popular if the empirical evidence suggests that they invariably fail?
As an employee, would you prefer to work in an organisation which favoured a planned approach to change or which preferred an emergent approach to change?
Why do senior managers employ the rhetoric of revolutionary change when evolutionary change appears to be the organisational norm?
Why is there a lack of any consensus in academic writing about strategic management?
If you were the consultant, what advice would you give to the brothers about strategic change in Higsons?
Which of the brothers is more likely to favour planned change and which is more likely to favour emergent change?
Evaluate the visions of Charlie and Bobby in terms of their strengths and weaknesses.
What are the organisational advantages of reconciling change and stability?
Will a universal optimum organisational design ever be discovered?
Why do managers place less emphasis upon designing effective organisational structures these days?
What information is likely to inform organisational design choices?
Evaluate each of the three designs in terms of their strengths and weaknesses.
What factors are likely to inform the organisational design choices?
Why has management guru-generated literature proved so popular?
What factors encourage organisations to mimic each other?
What would trigger an organisation to stop changing?
Why is there no consensus about why organisations change?
How might the recent past, present and future internal context of Factory Bank help or hinder managing change within Factory Bank?
Drawing upon the recent past, present and future external context of Factory Bank, what potential drivers of change may be identified?
Why have critical perspectives not featured more prominently in previous accounts of organisational change?
What is the downside of not acknowledging any perspective in studying organisational change?
What is the downside of adopting a critical perspective towards studying organisational change?
Why does the functionalist paradigm dominate the study of organisational change?
Please match each of the four journal papers to at least one of Burrell and Morgan’s (1979) four paradigms (functionalist, interpretive, radical humanist and radical structuralist), explaining your reasoning.
In terms of the perspectives (rational, psychodynamic, dramaturgical, political, cultural and institutional) identified by Sturdy (2004), please identify the perspective most applicable to each of the journal paper summaries, explaining your reasoning.
What are the dangers implicit within historiography?
Is the history of organisational change fixed, or does the history itself change over time?
What are the potential consequences of adopting an ahistorical approach to understanding organisational change?
In written histories of management thought, which groups and roles are likely to have been over-represented and under-represented?
What aspects of each extract give legitimacy to the views expressed?
Compare and contrast the two extracts in terms of what contemporary aspects of the NHS the two authors chose to focus upon.
What do you believe was the motivation of each author when writing their piece and how may they contribute to the history of the NHS?
What drives interest in perspectives such as complexity and postmodernism?
In terms of the ten change classification questions specified in the framework, which are going to be the most difficult to answer?
Are classifications of change likely to be more evident in academic or in organisational explanations of change? Why?
Collins (1998) was sceptical about the ‘What is change?’ narrative. What do you think was the basis for his scepticism?
What further classification questions could be asked to inform understanding about this particular organisational change?
Apply the change classifications framework to this organisational change (please answer all ten questions).
Who can influence the success of this organisational change?
How will the success of this organisational change be evaluated?
Who is managing this organisational change, and how is it being managed?
How is this organisational change being communicated?
What is the timescale for this organisational change?
What is the scale and scope of this organisational change?
Who made the decision to change?
What rationale has been offered for this organisational change?
What has been the recent organisational history of change?
What organisational change is taking place?
What drives interest in perspectives such as complexity and postmodernism?
In terms of the ten change classification questions specified in the framework, which are going to be the most diffcult to answer?
Are classifications of chance likely to be more evident in academic or in organisational explanations of change? Why?
Collins (1998) was sceptical about the ‘What is change?’ narrative. What do you think was the basis for his scepticism?
What is deflation?
Calculate the multiplier.
Explain how each factor separately affects China’s real GDP and the price level, starting from a position of long-run equilibrium.
Identify three areas of HRM performance critical to your organisation. Identify strategies for evaluating performance in these areas, using both statistical data and discussion with employees.
Evaluate the extent to which labour market trends will influence the HRM strategies of large construction employers over the next 10 years.
1 Discuss the advantages of adopting a more strategic approach to the HRM function in terms of ensuring that organisations can take advantage of new global construction markets.
How does construction differ from manufacturing, and what implications might these differences have for the wholesale transfer of management practice from manufacturing to construction?
Devise a strategic HRM framework for how a large construction company could prepare its employees for the implementation of lean construction methods.
Outline the pressures that management trends and fads such as BPR place on employees and discuss the implications of these in the context of the modern construction business.
Identify specific behaviours or attitudes of employees and their managers that might hinder the transfer of learning to the workplace.
Devise an integrated management- development approach towards managing a particular construction operation with which you are familiar. Your solution should combine a framework for gaining both on-the-job and off-the-job training and an appropriate evaluation mechanism.
Identify the key changes likely to affect the industry over the next five years in your country. Evaluate the probable managerial training requirements necessary to prepare a large construction company for these changes.
Work-related stress and burnout have negative consequences for both individuals and organisations. Discuss the extent to which organisations should intervene to address non-work sources of stress/burnout.
Develop five positive performance measures for OHS in your workplace.
Identify one occupational health risk and one occupational safety risk pertinent to your work. Identify control strategies for these risks in accordance with the 'hierarchy of controls'.
Identify the legal, moral and economic reasons why construction organisations should manage OHS.
What sort of work-life balance initiatives could a construction project manager implement to assist site-based employees in balancing their work and family lives?
Discuss the practical actions that a project manager could take to ensure the integration of a female site engineer in an otherwise male construction management team.
Consider the specification, design and construction of a community centre within a deprived inner-city area. Identify how a diverse project team could bring benefits to the successful achievement of the project.
Explain the difference between the cognitive (psychological) and behavioural (action-oriented) approaches to empowerment. Consider how these two approaches might affect one another.
Effective communication channels and information communication networks (ICN) are prerequisites for the effective application of empowerment strategies. Map the internal ICN for a small construction project team, and identify the members through which relevant internal and external information
Distinguish between employee participation, involvement and empowerment, and discuss how each might be applied in the construction environment to enhance project performance, teamwork and synergy between individual and employer objectives.
Consider the viability of a system of individual contracts for construction workers. What are the potential benefits or disadvantages for employers and employees?
Collective bargaining negotiations can discuss one or more of the following issues: wage-related issues (wage rates, cost-of- living adjustments, overtime rates, etc.); supplementary economic benefits (pension plans, paid holidays, health insurance plans, etc.); and institutional issues (rights and
Discuss the likely future significance of collective bargaining and trade union involvement in the context of your own construction industry.
Consider the aspects of the SHRM function which you have been exposed to whilst working for construction organisations. Identify aspects where ICT could facilitate these tasks and encourage your commitment to the organisation.
Discuss the aspects of construction work which provide you with intrinsic satisfaction, and compare and contrast these with the extrinsic factors used by your employer to encourage your motivation and commitment.
Many people believe that the management of people within large construction organisations should be a centrally, head- office managed activity in order to reduce the burden on construction project managers. Discuss the validity of this view given the contemporary view of the SHRM function outlined
Discuss the techniques that HRM specialists can use to engender a more person-centred approach amongst managers given the devolved nature of the HRM function within most construction companies.
Explore the organisational structure of a construction firm with which you are familiar. Identify the structural measures the organisation has taken in order to cope with the dynamic nature of the construction industry's labour market.
List the external issues currently facing the industry that will have to be taken into account by construction organisations over the next five years if they are to remain competitive. Next, use the strategy formulation matrix approach to identify HR priorities for a medium-sized organisation
Discuss the particular difficulties faced by construction firms trying to ensure that their employees' psychological contract needs are met by the organisation.
Using Storey's table of the key differences between HRM and personnel management concepts (pp. 34-5), evaluate the approach of an organisation with which you are familiar and discuss to what extent it has embraced the new HRM orthodoxy.
List and discuss the possible influences on the HRM strategy of large construction companies operating within the current volatile economic climate.
Critically assess the relevance of the contingency approach to the management of a large construction organisation. Identify the environmental influences that need to be taken into account in determining a suitable management approach.
Explain the limitations of classical approaches to management theory in considering the HRM function of the modern construction organisation.
Evaluate the role that management theory has to play in informing the practice of management in today's construction industry.
What additional challenges does the construction project environment present that other project-based sectors do not have to cope with?
Define elements of the industry's structure, culture and operation that could militate against the effective management and development of people within the industry.
What are the key HRM challenges facing construction companies post-2000? How are these likely to differ from those faced at the end of the last century?
MyLab Management Only—comprehensive writing assignment for this chapter.
Who bears the risk when an open account is used to settle an international transaction?
Who bears the risk when payment in advance is used to settle an international transaction?
MyLab Management Only—comprehensive writing assignment for this chapter.
What are the basic similarities and differences between managing in a production environment and managing in a services environment?
How are operations management, productivity, and quality interrelated?

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