The queues were a mile long at the bank and Sipho Zulu who was on his 30 minute lunch break was getting extremely frustrated. He needed to speak with a finance consultant about certain documentation that had to be submitted to ensure that this account would be kept open. If this issue was not resolved, his salary would not be transferred into his account and he had bills to pay. Tempers were flaring in the queue and he could hear several customers complaining about such poor customer service. In fact, many of them were threating to close their accounts. The bank staff did not seem to be too concerned with the situation and even the bank manager was nowhere to be seen. Sipho, who had studied Operations Management knew that this was a capacity problem. If you were the bank manager: 3.2 Develop an action plan on how you would resolve this problem. (13)

Do you believe it continues to be essential to study diversity? Citing at least two peer reviewed studies on the subject, present to the class evidence that suggests Sociological studies of diversity remain relevant, or if you believe to the contrary, present peer reviewed evidence to support that position.

what marketing activities would you focus on to increase the lead conversion to sales currently at 55% and why

Describe and explain the following list of reception/office administration duties in your own words( paraphrase) and give ONE example for each:

1) Client management

2) Appointment book control

3) Continuing care system

4) Records management

5) Answering the telephone

6) Dealing with client concerns

7) Banking

8) Payroll

9) Staff coordination

10) Marketing

It is so important to have good communication with a project's stakeholders.

What happens if the project manager and team maintain clear current communication with the key stakeholders?

What can happen if the project manager and team have poor and sparse communication with the key stakeholders?

Use project examples from personal experience or research to justify your responses

“what’s wrong with the Team?”

What’s wrong with the team? What’s wrong with the team? Nichole Dyer’s words repeated over and over in Henry Rankin’s mind as he boarded the plane from Los Angeles to Chicago. Rankin was responsible for the technical implementation of the new customer re- lationship management (CRM) software being installed for western and eastern sales offices in both cities. The software was badly needed to improve follow-up sales for his company, Reflex Systems. Reflex sold exercise equipment to high schools and colleges, as well as to small and midsize businesses for recreation centers, through a national force of 310 salespeople. The company’s low prices won a lot of sales; however, follow- up service was uneven and the new CRM system promised to resolve those problems with historical data, inquiries, reminders, and updates going to sales reps daily. The CEO of Reflex ordered the CRM system installed with all possible haste. Rankin pulled a yellow pad and pen from the side pocket of his carry-on bag and tossed it in the seat beside the window, stashed the bag in the overhead compartment, and sat down as other passengers filed past. In an effort to shut out his thoughts, he closed his eyes and concentrated on the muffled voices and low whooshing sound of the air vents. His thoughts were suddenly interrupted as a kid around 10 or 11 years old plopped into the seat beside him, shot him one of those pre-teen, “Do I have to ride with you?” looks, opened a Harry Potter book, and started reading. Rankin was grateful to have the kid as his seatmate rather than the non-stop talkers he was sometimes paired with on flights. He needed time to think, and doodling on a pad was his way of sorting his thoughts. He wrote what’s wrong with the team three times and began drawing arrows to circles bearing the names of his team members: Barry Livingston and Max Wojohowski in LA, and Bob Finley, Lynne Johnston, and Sally Phillips in Chicago. He marked through Sally’s name. She had jumped ship recently, taking her less-than-stellar but much-needed talents with her to another company. It was on a previous LA-to-Chicago flight that Sally had pumped him for feedback on her future with Reflex. She had in- formed him that she had another job offer. She admitted it was less money, but she was feeling under pressure as a member of the team and she wanted more “quality of life.” Rankin told Sally bluntly that her technical expertise, on which he placed top impor- tance, was slightly below that of her peers, so future promotion was less likely despite her impressive people and team skills. He wrote quality of life, circled it, and then crossed it out and wrote what the hell? “Why should she get quality of life?” he mused. “I’ve barely seen my wife and kids since this project started.” Rankin’s team was under a great deal of pressure and he had needed Sally to stick it out. He told her so, but the plane had barely touched down when she went directly to the office and quit, leaving the team short-handed and too close to deadline to add another body. What’s wrong with the team? Rankin furiously scribbled as his thoughts raced: (1) The deadline is ridiculously short. Dyer had scheduled a ten-week completion deadline for the new CRM software, including installation and training for both cities. He sud- denly stopped writing and drew a rider and horse, then returned to his list. (2) I feel like some frazzled pony-express rider running back and forth across the country, trying to develop, build, set up, and work the kinks out of a new system that everyone at Reflex is eager to see NOW. He was interrupted by the flight attendant. “Would you care for a drink, sir?” “Yes. Make it a scotch and water. And be light on the water.” The boy beside him shot a grimacing look and for a brief moment, Rankin felt—then squelched—the impulse to stick out his tongue at the kid. Rankin took his drink and continued to write. (3) Thank God for LA. From the outset, Barry and Max had worked feverishly while avoiding the whining and com- plaining that seemed to overwhelm members of the Chicago team. The atmosphere was different. Although the project moved forward, meeting deadlines, there appeared to be less stress. The LA guys focused tirelessly on work, with no families to consider, alternating intense work with joking around. “Those are my kind of people,” Rankin thought. (4) But there is Chicago, he wrote. Earlier in the day, Sam Matheny from sales had e-mailed, then called, Rankin to tell him the two remaining members of the Chicago team appeared to be alternating between bickering and avoiding one an- other. Apparently this had been going on for some time. “What’s with that?” Rankin wondered. “And why did Sam know and I didn’t?” So that morning, before his flight, Rankin had to make time to call and text both Finley and Johnston. Finley admitted he had overreacted to Johnston. “Look, man. I’m tired and stressed out,” Finley said. “We’ve been working non-stop. My wife is not happy.” “Just get along until this project is completed,” Rankin ordered. “When will that be?” Finley asked before hanging up. Rankin thought about Dyer’s persistent complaints to him that the team appeared to have a lack of passion, and she admonished him to “get your people to understand the urgency of this project.” Her complaints only added to his own stress level. He had long considered himself the frontrunner for Dyer’s job when she retired in two years. But had his team ruined that opportunity? The sense of urgency could be measured now in the level of stress and the long hours they had all endured. He admitted his team members were unenthusiastic, but they seemed committed. Rankin scribbled a final note on the pad: Is it too late to turn around and restore the level of teamwork? He tore off the sheet, crumpled it in his hand, and stared out the window.

Discussion Questions 1. How would you characterize Rankin’s leadership approach (task/results versus people/values)? What approach do you think is correct for this situation? Why?

2. What would you do now if you were Rankin? How might you awaken more en- thusiasm in your team for completing this project on time? Specify the steps you would take.

3. How would you suggest that Rankin modify his leadership style if he wants to succeed Dyer in two years? Be specific.

Examine the topic of mandatory paid parental leave in the USA. What potential economic and health indicators could be expected if a federal law requiring paid leave were implemented? Provide examples from at least two countries that do provide this benefit, and also address how this leave is financed in other countries (government subsidy? covered by employers? a mix?)

PROS AND CONS OF A SECOND JOB

There was a time when moonlighting—taking on work in addition to your full-time employment—was for under-employed workers and the severely cash-strapped.
Today, even working professionals can be cash-strapped, and people in all fields and income groups are supplementing their main income by moonlighting. For some, the second job isn’t just for the bucks but also for the skills and the sense of being a free agent.
And although extra part-time jobs used to be verboten, many supervisors are flexible about a team member who picks up a gig on the side.
Experts suggest weighing the pros and cons carefully before you take on a second job.

Pros

Money—That’s still the biggest reason people take on extra work. And with gas above US$4 a gallon—and rising healthcare premiums, and income freezes—extra income can be a lifeline.

Security—“Many professionals today are looking at second jobs as a fallback because they feel, correctly, that their main job is not completely safe,” according to John McKee, president and founder of BusinessSuccessCoach.net and author of “Career Wisdom.”

Freedom—A second job or career can bring psychological benefits, such as the feeling of not being shackled to one company, experts say.

New skills—If you’re thinking about switching careers but can’t take the plunge, taking a part-time job could be a way to test the waters or boost your entrepreneurial skills, McKee said.

Cons

Time—Do you really want to spend 10 or 20 hours a week on another job, not to mention the commute hassle and the disappointment of significant others who’d rather see more of you, not less?

Conflict of interest—Consulting for a direct (or even indirect) competitor can put you in a dicey situation, according to J Daniel Marr, managing director of the New Hampshire law firm Hamblett and Kerrigan.
“This is a big issue in software and industries where you use part of what you learned from your primary employer,” Marr tells Yahoo HotJobs.
“Employers insist they have rights to your intellectual property.”

Performance slippage—One reason many employers look askance at moonlighters is the fear that they’ll burn out. Some companies may demand your full time and attention, even off-hours.

Employer irritation—Even if the company allows moonlighting, supervisors might not like the idea. “Some will say angrily, ‘We’re paying this guy x dollars a year and it’s still not enough?’” Marr says.

Tips to make it work

If you are considering a second job, the experts add these three tips: Pick an unrelated field—You’ll reduce the risk of burnout and conflict of interest. A nurse who builds websites part-time, a marketing professional who teaches music, or an insurance adjuster who moonlights as a landscape architect would be safer bets.

Check with HR—Many companies have moonlighting policies. But even if they don’t, it’s wise to see if your second job might be a conflict, especially if you’re considering a professional part-time job or one that’s related to your full-time job, Marr says.

Consider why you’re doing it—“Supplementing income is fine, but it’s best if a second job is part of an overall life and career plan,” McKee says. “Otherwise you risk scattering your resources.”

QUESTION:

1. State  what aspects of the article, if practised can help shape your country in a better way and why. Also state why information in the article may be helpful to Human Resource personnel.

How do the generic competencies of Efficiency and Quality intergrate and interrelate in order to achieve objects for Google Inc.. Explain the focus of cost and time with generic competency Effiency and the focus of better proccess and higher quality for the generic competency of Quality  for Google Inc. How do these generic competencies enhance value chain functions such as R&D, HR, Finance, IT, and etc.

I have a philosophical question for you: How often should a formal performance appraisal be done and why?" I think there are certain advantages and disadvantages to more or less often.

Assume you live in a mid-size city in United states, in the State of Texas. You are starting a healthy energy drink company. Targeting the fitness community in your area. Assume you are currently outsourcing your beverage but with time you want to manufacture your beverage in the United States. Your focus for this question will be on manufacturing: Describe how you willmanufacture your product (machines, labor, robotics, etc.). What type of manufacturing process layout will you use and why? Keep in mind that you will most likely utilize just-in-time (JIT) to the extent possible. Also recall the process of manufacture you chose, namely, continuous process, flow shop, cellular, job shop, project, or a hybrid (combination of two or more of the former). Please answer all the questions. Thank you in advance

Discuss interpersonal intervention to examine interpersonal intervention techniques. Interpersonal intervention is a subset of employee empowerment. The next discussion covers employee empowerment so this discussion will revolve around an important business management model called the Johari Window Model.

Identify the types of support systems that a company can install to support the execution of its strategy. Identify and discuss the importance of each of these types of support systems to the strategy implementation process?

Choose a magazine that interests you (be tasteful please) and analyze the advertisements in one issue. Describe who you think the magazine’s readers are by reviewing the ads.