If you were a manager, would you prefer to apply Theory X or Theory Y? Which managerial style is appropriate for the survival of the organizations?

Development of websites WHY DO COMPANIES OUTSOURCE IT TECH TECHS TO DEVELOP THEIR WEBSITES?

Is it better for organizations to be open and transparent to their workers? If so, why?

discuss the positive and negative potential health effects of global warming.

C & S Department Store is the second largest clothing and retail store chain in Jamaica. At present, they have 5 clothing and retail stores in all 14 parishes and are planning to expand to 7 stores per parish in the next 3 years. C & S Department Store has a centralized Human Resource Department located at its main office in Kingston. Unfortunately, although the HR processes are managed centrally, there are many HR tasks, policies and procedures that are controlled by the clothing and retail store managers or by the lead parish manger in each parish. Currently, the HR management processes are using Excel spreadsheet to compile reports from various parish Headquarters and stores. This task is being performed by a team of HR executives at its main office in Kingston.

Simone Coram is the Senior HR Manager of C & S Department Store and has discovered various administrative and HR issues with the clothing and retail store sites. Due to high focus on sales revenue and stores profitability, Retail Store Managers have difficulties in managing the stores in the areas of staff attendance, discipline and critical HR practices.

The fundamental emphasis and foundation of C & S Department Store has been centered on always maintaining the highest standards of customer service and for that reason they are in direct contact with customers at each and every Department Store. What sets C & S Department apart is a commitment to exceeding expectations making it one of their unique selling points. Giving excellent customer service is one of the main reasons why their customers choose C & S Department Store and why they keep coming back.

Imperatively, the entity’s strategy is purposed towards employing the ideal candidate for both their part-time and full-time sales associates with the capacity and proficiency to grow and hone their skills for prospective advanced position within the organization. Presently, the store managers for three (3) of C&S Department Store have made the announcement that they plan to retire within the next 18 to 24 month. These three managers have insisted that they will not remain in their position beyond this particular point.

A team of HR internal auditors has conducted a study and identified that there are irregularities in the staff attendance data both at the retail stores and regional offices. Sometimes many of the staff did not sign the attendance register or signed intermittently. During the HR audit, it was discovered that some staff signed the attendance register only at the end of the day. Further, sometimes staff signed the register and then left their post. There was also no mechanism to track the leave data of employees. Employees did not know their exact leave data. At the end of the year it was revealed that some employees have taken excess leave while some employees worked incessantly, creating frustration among staff.

There was also no standardization in the reports between head office, regional offices and the retail stores and this created discrepancies. HR provided a set of excel sheets and paper-based forms to help store managers maintain data. However, many store managers used and made unique formats of reports making it difficult to collate the reports. The data thus collated had to be verified over again and again, as there was a tendency for errors to emerge.

This discrepancy has caused a significant issue in salary. HR and attendance data were used to generate data for payroll. As there were many discrepancies in HR data and reports, this created several salary discrepancies and caused numerous issues among the employees, thus lowering employee satisfaction rate and affecting the employee morale.

Training and communication have become a major issue at C & S Department Store. As the company was growing at a fast pace, training employees on various HR procedures and policies was becoming increasingly difficult. Thus line managers took decisions based on their previous experience or personal insights and created unnecessary hassles that required HR intervention.

The staff turnover in two (2) key departments of Marketing and Accounts was running at 90%. Estimated cost of staff turnover - including overtime, loss of revenue, loss of skills, training time and management time to replace a staff member – is equivalent to approximately $3,000 per position thus costing the business around $500,000 per year.

Human Resource Management focuses on matching the needs of the business with the needs and development of employees and as such you are required to answer the following questions based on the scenario represented above.

1. The staff complains that there is a need for training for managers at C&S Department Store. Do you agree/disagree? How would you determine whether training is needed? Discuss the training methods that you would utilize in training managers, if you would undertake this intervention.

1. A method of comparing job worth that uses broad written descriptions and definitions to place jobs into "levels" is:

Job classification

Point factor

Factor comparison

Job ranking

2.

What is the first step in the training process?

Group of answer choices

Select appropriate training methods

Determine specific training needs

Determine training learning objectives

Evaluate transfer of training

3.

Financial compensation, benefits, and non-financial compensation like appreciation together make up __________.

Group of answer choices

non-discretionary compensation

indirect compensation

full compensation

total compensation

4.

In manufacturing firms where work is organized around teams, it is common for employees to be paid more as they learn how to do different jobs within the team. Tying pay to the ability to do different jobs is an example of __________.

Group of answer choices

commission pay

lump sum pay

merit pay

skill-based pay

5.

Pay mix refers to:

Group of answer choices

The difference between the highest and lowest paid employees in the company

The extent to which pay is spread out among employees in the same job

The way a person's total compensation is broken down into different types

The number of grades in a company's pay structure

what is the greatest future challenge to efforts to reduce tobacco use and what could be done to reduce these challenges?

How can a company incorporate organizational culture into their strategic plan

Why would culture be important when implementing a new change which is intended to meet one of their goals?

6. What is the difference between the mechanistic model and the organic model of organizational structure? Give an example of a company organized as mechanistic, and explain why a mechanistic structure is a good fit for this company. Give an example of a company organized as organic, and explain why an organic structure is a good fit for this company.?

Facebook has changed privacy as we know it. Discuss what rights an individual gives up through posting personal information and the dangers associated with it.

The cost of living in Bangladesh is $40 per month for rent and food per adult is $13 per month .Milk for a child is $5 per month. Those who work in the factories are generally the main wage earners in their families because no other jobs pay as well.

where do you see some fixes for the safety and wage issues?
What needs to be done besides institution codes of ethics and factory and labor standards?

1. Despite increases in diversity training programs, outcomes are not consistently leading to increases of diversity within upper management. What might be the reason for this phenomenon and how might it be addressed?

Small Bank is planning to build a small extension to its corporate office with minimal disturbance to its current operations. The bank plans to take a project management approach in building the extension to the corporate office. The project has the following activities:

c) Create a time-phased resource-loading table for this project, identifying the early start and late finish points for each activity.

The morning project team meeting promised to be an interesting one. Tensions between the representatives from marketing department, Jane Pauley, and finance department, Juan Castro, have been building for several weeks now --- in fact, since the project team was formed. As the project manager of Project Excellence, Sammy Bonsu, the head of the Special Projects Division for Excellent Products, was aware that Jane and Juan do not see eye to eye, but he (Sammy) figured that over time they would appreciate each other’s perspective and start cooperating. So far, unfortunately, that has not happened. In fact, it seems that hardly a day goes by when Sammy Bonsu does not receive a complaint from one or the other regarding the other team member’s behavior, lack of commitment or cooperation, or general shoddy performance.   

Project Excellence has been in the works for about 4 months. The deadline for the Project Excellence was set by Denise Robinson (the President of Excellent Products) to be January 1st, 2021. Sammy Bonsu was responsible for 4 other projects with inter-functional teams. Over the years, Excellent Products was known for bringing new products quickly to the market and delighting the customers. Sammy was an integral part of the 20 years of the company’s existence. In fact, Denise and Sammy were classmates in college. They always a great deal of trust and respect for each other. However, it was a different story between Jane Pauley and Juan Castro. Jane and Juan joined Excellent Products five years ago. Each is fiercely competitive and takes great pride in her/his work. While they (Jane and Juan) may have differences of opinion, each is loyal to the company.
As the team gathers for a regular monthly project status meeting at 9:00 a.m., Sammy Bonsu starts with an update on the project tasks, any problems the team members are having, and their assessment of the project’s performance to date. Before Sammy can get too far into the meeting Jane interrupts, saying, “Sammy, I’m going to be out of town for the next 10 days visiting clients, so I can’t make the status meetings either of the next two Fridays.”
“That figures,” Juan mutters loud enough for all to hear.
Jane whirls around. “I have another job around here, you know, and it involves selling. It may be convenient for you to drop everything and come to these meetings, but some of us have other responsibilities.”
Juan shoots back, “That’s been your excuse for missing half of the meetings so far. Just of curiosity,” he continues sarcastically, “how many more doing figure on blowing off while hanging out poolside on your little out-of-towners?”
Jane turns bright red. “I don’t need to put up with you that from you. You bean counters have no clue how this business works or who delivers value. You’re so busy analyzing every penny that you have permanent eyestrain!”
“Maybe I could pay some attention if I didn’t have to constantly stay on the backs of you cowboys in sales,” counters Juan. “I swear you would give our products away if it would let you make your quarterly numbers, even if it does drive us into the ground!”
Sammy Bonsu sits back, amazed, as the arguments between Jane and Juan flares into fullscale hostility and threatens to spin out of control. The other team members stare at Sammy for his response. Anil Patel, from engineering, has a funny expression on his face, as if to say, “Okay, you got us to this point. Now what are you going to do about it?”
“People,” Sammy looking at his watch (that is showing 9:45 a.m.) raps on the table, “that’s enough. We are done for today. Jane, see me in my office in the next hour an hour. And, I would like to see you, Juan, immediately after lunch at 1:00 p.m.  
As everyone files out, Sammy Bonsu leans back in his seat and considers how he would be handling the situation. The project was running behind schedule as well as one other project for which he was responsible. More thoughts were running through his head. At a quiet private lunch (just between the two) last week, Denise Robinson suggested the following: “Sammy, we have been with this company for last two decades. We have been using successfully using the Waterfall method of managing projects. I understand our competitors are experimenting with the Agile Project Management approach. May be, we should seriously consider that so we can hasten some of our projects.” Sammy is also fully aware that Jane Pauley and Juan Castro report to Denise Robinson and they (Jane and Juan) could separately (or collectively) carry their tales of woe to Denise to unsettle Sammy himself.  
Take on the role of Sammy Bonsu and answer in detail the following questions:

d) Is this an issue of team building or conflict resolution? If so, why? And if not, why not? Substantiate your answer with a detailed description of the two concepts as they relate to the situation at hand. Do you plan to have a conversation with Denise Robinson on this subject? Take a position and substantiate your plan of action.