Please do not copy paste. Write in your language (500 words)

Q. Quality circles are voluntary. Discuss.

TS Inc. is a small, growing aviation company; the CEO makes the hiring decisions based on his years of experience as well as his gut feeling. He started the business 10 years ago with 10 employees and the company has grown to over 30 employees. Since you have been hired, you have guided management through several stages of the recruitment and selection process to hire an aircraft maintenance engineer. TS Inc. has used proper selection methods, such as screening, testing, and structured interviews, but is not sure about how to integrate the data from these various sources. In the past, the president relied on his gut feeling about applicants and made poor hiring decisions. At TS Inc. recruitment rests on the shoulders of the president. Like most small companies, TS Inc. frequently uses employee referrals as a method of recruitment. The company wants to use Internet recruitment technologies but is not well versed in information technology. The CEO is very concerned about poor hiring decisions and turnover costs.

1. The CEO has asked you, the HRM, to explain some of the differences between the use of his practice-based selection approach and an empirical-based process. Also explain what challenges you anticipate he would face in using validation techniques.

2. Define and describe one potential decision making model TS Inc. could use. Explain the decision-making model and discuss its advantages and disadvantages.

3. Explain TS Inc.’s president’s decision-making style, and discuss the advantages and disadvantages of this method of decision making.

4. TS Inc. has made costly selection errors in the past when the company underestimated the potential of an aircraft maintenance engineer, which resulted in a no-hire decision. Explain this type of selection error and discuss the potential impact of such an error and why TS Inc. should be concerned.

5. What would be some effective e-recruitment method for recruiting aircraft maintenance engineers?

Please do not copy paste. Write in your language (500 words)

Q. Problems in quality circles

The restaurant business is always in flux, with workers coming and going in a revolving-door fashion. This is true even of high-end concepts like Barcelona Restaurant Group, a collection of seven wine and tapas bars located in Connecticut and Atlanta, Georgia.

At Barcelona, life is all about authentic cuisine, exceptional service, and a great time. The restaurant group offers eclectic Spanish cuisine with an authentic ambience that recalls a neighborhood eatery in Milan or Rio de Janeiro. At Barcelona, wait staff are friendly, and chefs are known to create personalized dishes that impress regulars. Barcelona’s flavorful tapas are infused with olive oil, lemon, and smoky paprika, and the comprehensive wine list features top vintages from Spain, Portugal, and vineyards around the world.

It takes the right mix of people to deliver this upscale culinary experience, and that’s a job for Barcelona COO Scott Lawton. “Human resources is one of the most important things we do in our business,” says Lawton. “This is a transient business, so people are constantly moving. The minute you stop looking for talent you’re actually sliding backwards—so, we’re always hiring.”

For anyone who has waited tables, restaurant turnover is a familiar experience. Cooks, servers, and bussers have short careers in most establishments; managers typically stick around longer. But Barcelona has exceptionally high standards for service, and this requires letting go employees who aren’t up to snuff. “In the three years I’ve worked here, only one or two managers has quit,” Lawton states. However, we’ve turned over probably 60 to 70 percent of all management in the past three years, and that’s because we were not afraid to let people go. We demand a certain level of quality, and we’re continuously raising the bar on our expectations.”

With so much talent revolving through the organization, Lawton integrates recruitment into daily operations. The restaurant keeps want ads running at all times, and managers conduct interviews each and every day. The process is highly strategic. According to Barcelona’s operations chief, smart restaurant managers can hire their way out of problems simply by selecting the right people. “We can train people all day,” Lawton states, “but we can’t train happy people with good attitudes—we can’t train that into people.” Lawton instructs managers to hire the right people with the right work attitudes.

Judging an applicant’s work attitudes is no easy task, however. To ensure that Barcelona finds the right employees, Lawton uses a three-stage recruitment process. First, leaders conduct 20-minute interviews with dozens of candidates.

Next, applicants are sent on “a shop”—an assignment during which candidates spend $100 dollars at a Barcelona restaurant and write an essay about the event. For applicants who survive the first two stages of the selection process, there is one final assessment: “the trail.” At Barcelona, the trail acts as a kind of test drive in which job candidates command the floor, interact with wait staff and customers, and demonstrate job skills. Approximately one-fourth of the candidates who go on a trail can expect to be hired.

At the end of the day, according to Scott Lawton, people either possess the necessary intelligence and skills to run a restaurant or they don’t. The industry doesn’t have much time for learning curves, and the success or failure of any establishment depends on the performance of competent self-motivated employees.

No one knows this more than Lawton. “For any company that is involved in customer service,” states the restaurant veteran, “the most important thing you can do is have the right people in front of your customers.”

Respond to the follow Questions in an essay format

a. List the three main activities of human resource management (HRM) and identify which activity is examined at length.

b. Of the various steps in Barcelona’s employee selection process, the job interview is the most brief. Do you agree with the company’s approach to interviewing? Why or why not?

c.Identify Barcelona’s three-stage process for matching job applicants with its organizational objectives and explain how each stage reveals the fit between job applicants and the needs of the restaurant.

Case Study-1

In 1990s Nestlé faced significant challenges in its market growth. Despite of the stagnant population in western countries the balance of power was increasing from large scale manufacturers like Nestlé, toward supermarkets and discounted chain stores. In result, Nestlé decided to lessen its focus on developed markets like North America and its home based market in Switzerland to emerging market like India and China. The driving force behind the decision of expanding its market share in emerging market is simple, as the population grows and government decisions favoring market economies brings attractive business opportunities for public living at intermediate income.

Although many of the counties are still living under poverty line, even living on $1 per day shows optimistic signs for the future markets. For example: as the current economic forecasts continues, there will be 9 billion people living on this planet as compare to today’s population of $7 billion today, and coincidently the increase in population is all in developing countries. Nestlé uses the strategy which correlates the ratio of increase in income to use of branded food products, which means as a person earns more and has less time for making food in his/her home, they will automatically substitute for branded products.

In general the company’s strategy has been to enter emerging markets early before its competitors and build a substantial customer base by selling products which suit the local population such as infant formula, milk, and noodles. Nestlé narrows down its market share to many small niche markets, as opposed to general or one for all strategies. Nestlé keeps the goal of commanding the niche markets by gaining at least 85% of market share in every food product it launches. For example, by pursuing such a strategy, Nestlé has taken as much as 85 percent of the market for instant coffee in Mexico, 66 percent of the market for powdered milk in the Philippines, and 70 percent of the market for soups in Chile. As the income level rises in each niche market, Nestlé introduces an upscale version of the same brand to increase its profit level. Although Nestlé has become a global brand, it uses local identity to gain exposure in local markets. The company owns 8500 brands but only 750 of them are known internationally.

Customization is the key to Nestlé’s global brand identity rather than universalism, which means Nestlé, uses global brand identity but, from the internal point of view, it uses local ingredients and other technologies that resonate with the local environment and brand name that is known globally. The customization of Nestlé’s products causes many hindrances in carrying out its distribution of products from local farmers to factories. For example, in Nigeria the infrastructure placed is crumbling, trucks are old and political conditions are not suitable to carry out the processes successfully, so Nestlé adopted a new strategy to deliver its products to local warehouses which are Loco convenient to local farmers for milk production. Although this might

seem as an expensive solution, the local farmers have tripled their milk production and the supply of milk, which Nestlé has calculated as beneficent for the long term growth.

The execution of the strategy matches the planning of the strategy which is to plan globally and implement locally. Nestlé gives autonomy to its local branches based in different countries to make pricing decisions, and distribution decisions. Nestlé has expanded its growth by diversifying its product base to tomato ketchup and wheat base products such as noodle and tofu. Nestlé has expanded into 5 countries and expects to supply all food products throughout the regions namely, Turkey, Egypt, Syria, Dubai and Saudi Arabia.

Nestlé is also buying local companies in China and adapting its own portfolio for the Chinese market. Since many Chinese find coffee too bitter for their liking, Nestlé is working on a new “formula” to offer Smoovlatte, a coffee drink that tastes like melted ice cream. The company wants to be seen as a company that makes healthy food. As Janet Voûte, Nestlé’s global head of public affairs, said “it is a core business strategy”.

Nestlé has used its brand name as strength to generate sales and to expand its market share, which includes it customization of products to fit its target market’s profile. Although Nestlé has not always started from scratch, the company has used acquisition as a penetration strategy to expand and penetrate new international markets, which eliminates any local barriers to its competition. A few weaknesses which are related to the company’s quality measure resulting in product recalls. The company has decentralized its strategy units into 7 subunits in charge for different product lines, for instance, one – for coffee and beverages; another one focuses on ice cream and milk products. Nestlé brings its management level employees all around the world for 2-3 week training in its headquarters in Switzerland to familiarize them with their global culture, strategy and given them access to the company’s top management.

Answer the below questions:

1) Based on the case study, elaborate the strategies adopted by Nestle in establishing global    brand identity in the local markets of various countries.

What are some of the strengths and limitations of the financial perspective of a balanced scorecard and business process perspective of a balanced scorecard?

I am looking for the strengths and limitations of the scorecard's perspectives not the strengths and weaknesses of the balanced scorecard itself.

Thanks for your help.

Instructions. Prior to reading the chapters in Lead: How Effective Leaders Get Things Done, respond “true” or “false to the questions in Column 1 of Worksheet 13A. Then read the chapters and mark the book answer in Column 2. In Column 3, summarize information from the book to justify your book answer.

13A. Review Questions—Ch 17-18 Morale, Attitudes

Case Study-1

In 1990s Nestlé faced significant challenges in its market growth. Despite of the stagnant population in western countries the balance of power was increasing from large scale manufacturers like Nestlé, toward supermarkets and discounted chain stores. In result, Nestlé decided to lessen its focus on developed markets like North America and its home based market in Switzerland to emerging market like India and China. The driving force behind the decision of expanding its market share in emerging market is simple, as the population grows and government decisions favoring market economies brings attractive business opportunities for public living at intermediate income.

Although many of the counties are still living under poverty line, even living on $1 per day shows optimistic signs for the future markets. For example: as the current economic forecasts continues, there will be 9 billion people living on this planet as compare to today’s population of $7 billion today, and coincidently the increase in population is all in developing countries. Nestlé uses the strategy which correlates the ratio of increase in income to use of branded food products, which means as a person earns more and has less time for making food in his/her home, they will automatically substitute for branded products.

In general the company’s strategy has been to enter emerging markets early before its competitors and build a substantial customer base by selling products which suit the local population such as infant formula, milk, and noodles. Nestlé narrows down its market share to many small niche markets, as opposed to general or one for all strategies. Nestlé keeps the goal of commanding the niche markets by gaining at least 85% of market share in every food product it launches. For example, by pursuing such a strategy, Nestlé has taken as much as 85 percent of the market for instant coffee in Mexico, 66 percent of the market for powdered milk in the Philippines, and 70 percent of the market for soups in Chile. As the income level rises in each niche market, Nestlé introduces an upscale version of the same brand to increase its profit level. Although Nestlé has become a global brand, it uses local identity to gain exposure in local markets. The company owns 8500 brands but only 750 of them are known internationally.

Customization is the key to Nestlé’s global brand identity rather than universalism, which means Nestlé, uses global brand identity but, from the internal point of view, it uses local ingredients and other technologies that resonate with the local environment and brand name that is known globally. The customization of Nestlé’s products causes many hindrances in carrying out its distribution of products from local farmers to factories. For example, in Nigeria the infrastructure placed is crumbling, trucks are old and political conditions are not suitable to carry out the processes successfully, so Nestlé adopted a new strategy to deliver its products to local warehouses which are Loco convenient to local farmers for milk production. Although this might

seem as an expensive solution, the local farmers have tripled their milk production and the supply of milk, which Nestlé has calculated as beneficent for the long term growth.

The execution of the strategy matches the planning of the strategy which is to plan globally and implement locally. Nestlé gives autonomy to its local branches based in different countries to make pricing decisions, and distribution decisions. Nestlé has expanded its growth by diversifying its product base to tomato ketchup and wheat base products such as noodle and tofu. Nestlé has expanded into 5 countries and expects to supply all food products throughout the regions namely, Turkey, Egypt, Syria, Dubai and Saudi Arabia.

Nestlé is also buying local companies in China and adapting its own portfolio for the Chinese market. Since many Chinese find coffee too bitter for their liking, Nestlé is working on a new “formula” to offer Smoovlatte, a coffee drink that tastes like melted ice cream. The company wants to be seen as a company that makes healthy food. As Janet Voûte, Nestlé’s global head of public affairs, said “it is a core business strategy”.

Nestlé has used its brand name as strength to generate sales and to expand its market share, which includes it customization of products to fit its target market’s profile. Although Nestlé has not always started from scratch, the company has used acquisition as a penetration strategy to expand and penetrate new international markets, which eliminates any local barriers to its competition. A few weaknesses which are related to the company’s quality measure resulting in product recalls. The company has decentralized its strategy units into 7 subunits in charge for different product lines, for instance, one – for coffee and beverages; another one focuses on ice cream and milk products. Nestlé brings its management level employees all around the world for 2-3 week training in its headquarters in Switzerland to familiarize them with their global culture, strategy and given them access to the company’s top management.

Answer the below questions:

1) Explain the modes of entry adopted by Nestle to enter the international market

describe the saudi aramco company in terms of its input and output components, attributes, and relationships

The operations and management systems in hotels contain the action, strategies and tactics to create a world class customer service experience that is needed for the productivity and development of your hotel. Cutting costs avoid high employee retention and increase reservations and customer stays. The critical factors are quality management, hotel occupancy rates, facilities planning, production planning, and inventory control. The most critical time of the role of operations is the night audit.Please write a 1 page essay explaining operations and management in the hotel industry.

1. Critically appraise the challenges that the Apple and Amazon supply chains are facing.

can i get a power point illustration of this assignment detail

You, as a HR Generalist, have been asked by your HR Director for your recommendations in terms of what tools your organization could use to better manage the talents of your employees. This will help to develop policies and procedures in managing your human capital. Please develop a PowerPoint presentation to your Director addressing the following:

• Describe and analyze the broad range of talent management efforts that use software applications to help you Director to make an educated decision.
• Give some examples of firms that have successfully used these applications.
• Describe how these efforts are useful in terms of strategic human capital management.

You and your friends visited a fine dining restaurant for dinner, upon receiving the printed menu you experienced challenges reading and understanding the document. With the use of five (5) examples, explain how the proprietor could improve the printed menu with the use of mechanical factors

Al Qadea

create an effective and efficient terrorist group profile, you must be sure to include the following information:

• Aliases
• Bases of Operation
• Date Formed
• Strength/Number of members
• Organizational Structure
• Classification (i.e. Religious, Nationalist, etc.)
• Is there a leader?
  • Provide a photo of the group leader
  • Group Leader Demographics (i.e. DOB, Place of Birth, Citizenship Height, Weight, Eyes, Languages, etc.)
  • Is there a reward for the capture of the group leader? If so, how much is the reward?
• Financial Sources
• Founding Philosophy
• Brief History of the Terrorist Group
• Current Short Term & Long Term Goals
• Current Model and Trend of Terrorism (i.e. Rural, Urban, Insurgent)
  • Note: These three models represent general trends from 1945-Present. Since terrorism is dynamic, the models are generalizations. They illustrate shifts in strategy and specific tactics of terrorism. These models help to explain the evolution and practice of contemporary and modern terrorism.
  • How are law enforcement entities and government agencies using this information to track and catch these networks using counter-terrorist operational tactics?
• Methods or Tactics of Attack
• If applicable: Related Groups
• Has the United States designated this group as a foreign or terrorist organization? If so, in what year was this group designated?
• Have other international governments’ designated this group at all? If so, in what year was this group designated?

What is the significance of this increase in socially responsible investments? Do you think SRI practices would grow in popularity if they did not provide a good rate or return to investors? Would you expect these types of investments to be riskier than others? why or why not?