Factors That Contribute to a Creative Climate Specific to Both Individuals and Teams.Factors That Supported Creativity of Employees and Teams. Initiative That Could Strengthen Climate of Creativity

You are the new Vice President of Human Resources at a Hospital. You are excited about your role and you have already been briefed on some of the most challenging organizational problems. Your focus is on employee retention. The National Health Care Retention Report (2019) revealed that total hospital turnover rate across the US is at 19% which is 0.9% greater than 2017. Overall, hospital turnover rates range from 5.3% to 36.3% (National Healthcare Retention Report, 2019). Your hospitals turnover rate is at 33.5%. You have a total of 3500 team members which means annually 1155 team members are leaving the organization voluntarily or involuntarily. Not only is this an expensive problem, it is also one that hurts employee morale and the overall effectiveness of the hospital. One of your key strategic pillars is to improve retention. The first thing you want to do is complete a SWOT analysis.

The following example describes the expenditure (in dollars) on recreation per month by employees at a certain company, and their corresponding monthly incomes: Using R cloud and provide the codes

Expenditure($): 2400,2650,2350,4950,3100,2500,5106,3100,2900,1750

Income($): 4120,50100,52000,66000,44500,37700,73500,37500,56700,35600

Using the equation for the linear regression that you calculated, estimate the monthly income of an employee at this company who spends 5000 dollars per month on recreation. What is the accuracy of your prediction?

Analyze the following case and answer the questions in your own words                          10 Marks

German Car Industry

The luxury cars industry is one of the most prestigious mass-production industries in Germany. The country is recognized by many as the native land of the automobile; in fact in 1901, 900 vehicles a year were already produced. Throughout the century the sector turned out to be the pillar of the national economy. Germany's famous premier brands such as Porsche, Audi, Volkswagen, Mercedes-Benz and BMW are enviable all around the world. We are now going to tackle the question of why Germany is the home base for so many successful international competitors in the automotive cars industry.

Porter's Diamond Model will be used in analyzing the key factors that led these firms to be both nationally and globally competitive, and the nation to become one of the three leading automobile-producer together with the USA and Japan. Michael Porter focused for four years in ten important trading nations and then discovered four interlinked advanced factors for competitive advantage for countries or region which are: factor conditions, demand conditions, related and supporting industries, firm strategy, structure and rivalry. To these four key elements the Porter added the role of government and the role of chance. German car manufacturers and suppliers are world leaders in innovation with more than 3,500 registered patents every year. With 47 Original Equipment Manufacturer of components and assembly plants, 32 industry-related innovative clusters and Europe’s most experienced workforce, Germany is the primary location for technology-driven companies active in all stages of the value chain. Applying the factors of the Porter’s model, the competitive advantage of the German car industry has shown the following results:

The first determinants of global advantage we are going to look at are factors of production which can be grouped in several categories, arguing that a more advanced factor conditions in the home market will positively impact a firm's global competitiveness. In the case of human and knowledge resources, Germany highly-qualified, available and motivated labor force has been determinant in the success for the car industry, helped by the educational system which provides on-the-job training.

Moreover around the area of Berlin-Brandenburg we can find 7 universities and 21 other higher-education institutions with almost 200,000 students that make the capital region one of the densest research network in Europe and help to ensure a steady flow of engineering to assure continuity in the business. German companies bet on research and development projects annually spending a considerable amount of money on it. As a result of the highest research facilities, the country turns out to be a leader in innovation.

As a matter of fact, BMW opened a forum on its website to invite users to submit new ideas about design or additional features. In addition, we can find above-average productivity of labor and working flexible hours. Transportation is another key factor for the German automotive industry. Germany is the geographic and economic center of Europe: any part of the continent can be reached in one day by truck or three hours by plane. The transportation system is well structured and railways are connected with a network of ports and delivery points all over Europe.

Besides having excellent transport, the country is in the forefront in telecommunications infrastructure. Germany not for nothing took first place for infrastructure in the World Economic Forum‘s (WEF) Global Competitiveness Report 2008. Three-dimensional concentrations of the automobile firms and their suppliers can be found in Lower Saxony, North Rhine-Westphalia, Baden-Wurttemberg, Hesse and Bavaria.

The second element of the model is known as demand condition which arises from buyer needs. The demand for cars is subject to strong fluctuations. During the year, sales tend to increase in spring and droop in winter. Most importantly, the market follows the general business cycle. With growing car ownership in industrialized countries the proportion of replacement purchases in the car market is increasing, cyclical fluctuations are likely to become more highlighted in the future.

The existence of economies of scale is another strength point in favor of the home market. Sophisticated costumers push car companies to innovate and create new features to satisfy the buyers need. For instance in 2007 BMW presented a retrofitted IPod connection which put them at the leading edge compared to other manufacturers. Consumers in Germany and Europe and in the USA and Japan as well have become more demanding about fuel efficient cars.

Germany automobile producers were not the first to introduce hybrid cars but Mercedes, Daimler AG, Chrisler and BMW recently joined General Motors in The Global Hybrid Cooperation in order to build next-generation, hybrid powertrain technology which was an important step in addressing the steadily increasing demand. Strong and dynamic related supported industry have a strong impact on competitiveness. Moreover suppliers play an important role in the car industry. Today, components are more complex and advanced in order to cope with the diversified demand and the need for heterogeneity in car industry.

Some suppliers are large and produce various goods for other industries as well. Most suppliers are, however, small and medium-sized firms. There are two types of suppliers. The first type of firms works in close cooperation with the final producers. This makes both sides dependent on each other. The second type of suppliers produces large volumes of standardized low-value parts. These firms are not competitive in international terms and rely on car producers ‘decisions and strategies. Regarding the relationship between car producers and suppliers we can notice two different kind of relationship.

Some buy from several suppliers, often worldwide, but do not stay with any one firm on a permanent basis. Others buy specialized, compound components from one or two suppliers, with whom collaboration must be good and close in three-dimensional terms. Germany is in an advantageous position in terms of related and supporting industries. It is the home land of ThyssenKrupp, one of the biggest steel producers in the world and steel turns out to be very important in the car manufacturing process. Tires are another decisive part of the industry and Goodyear Dunlop, one of the major firms in the sector, is located in Berlin.

Local conditions affect firms’ strategy. As Porter reports, in Germany the engineering and technical background of many senior executives produces a strong feeling towards methodical product and process improvement, avoiding focus strategies. This kind of feature mostly affects sectors with a high technical or engineering content such as the automotive one. Banks play a key role in the sector we are analyzing. Indeed in the German cooperative economy there is a close relationship among banks and car industry which gives strength to the structure.

In order to be more secure about the future, long term loans are guaranteed. Germany has got a comprehensive centralized and covering group structure; companies are hierarchical in organization and management practices. This is typical for countries that have suffered an institutional breakdown in its past. As a matter of fact the state has for centuries been deeply involved in many aspects of social life and its early and continuing involvement in industrial relations conformed to a general pattern.

It is very hard to join the German automotive industry since there are high fixed cost to entry and discouraging startup cost. Furthermore a strong supply chain is required and it is very difficult to break in to the long-term already existing chain of suppliers, manufacturers and customers. Competition is very cruel mainly in this particular time of economic crisis. The most vital strategy to survive in this market is innovation. The industry is supported by an active innovation policy and significant public investments.

The German Federal Government provided 15 billion euros for R&D projects in innovative technologies such as .alternative fuels, fuel cell technology, alternative powertrain and energy

storage systems, active safety, vehicle-to-X communication and traffic management systems. In history chance events also played a major role and this is the case for Germany.

Giving an example the origins of Volkswagen go back to the period of the fourth Reich. In fact the organization which owned Volkswagen was called kraft durch freude (strength through joy) and was part of the Nazi device. Its principle purpose was to guarantee government-controlled mass tourism on a large scale and to arrange other recreational activities such as summer camps or sport events. The second important function of Volkswagen was to ensure motor transportation for the German army, and this was the aim that led the company from 1939 till the end of the war.

From the beginning highly advanced methods were used, as much of furniture and technical know-how were imported from Ford in Detroit. The Volkswagen plant was established in 1938 in a rural community in Lower Saxony, together with the construction of a whole town (Wolfsburg). Mercedes-Benz, Opel (since 1927 part of General Motors) and BMW were the principal firms. At the end of the Second World War, the car industry was badly damaged. New assembly and components plants (for example Opel in in Bochum) were built by surviving companies and new firms like Audi were set.

The new plants were established around congested areas or in adjacent rural areas with close ties to resource industries and suppliers. With the growth of the car firms, numerous suppliers opened up or shifted plants into their vicinity. Along with that, employment steadily increased. The postwar expansion of Volkswagen began in 1948, closely after production restarted. During the 1950s and especially the 1960s, the company set up new plants in Germany and abroad.

The final variable is the role of government, the degree of access and the support provided by the state. Germany's government grants unlimited access to foreign firms and discriminatory intervention in favor of domestic producers. Furthermore the government offers investment incentives up to 50 percent of capital expenditure and additionally extensive support granted for employment and R&D. Political support to invest in Germany is assured.

The cash incentives package consists of loan programs offering reduced interest rates and public guarantees at state and national level (investment grants are offered in several incentive regions). The government offers several incentives programs targeted at reducing the operating costs of R&D projects. Moreover the Federal Employment Agency and all German states offer a range of different labor-related incentives programs. To see how the German government takes part in the economy we can easily look at the recent facts concerning Opel.

General Motors was about to close down its European Opel branch because of bankruptcy. The disappointment was high because of the 25,000 Opel workers in Germany plus all the suppliers that work for it and the German state banks provided GM with some €1.5bn ($2. 2bn) in bridging loans. GM cancelled the deal after Fiat, the Italian carmaker; Magna, the Canadian auto parts and contract carmaker; and RHJ International, the Brussels-listed investment firm entered bids for GM Europe because it wanted the money the government would pay to save Opel.

All these factors contributed to extend the nation’s reputation for quality manufacturing with brands internationally recognized for high standards. Despite this, German industry car is suffering because of the credit crunch. The German Finance Ministry, Peer Steinbrueck, said that the domestic economy is increasingly suffering from a decline in foreign demand and the global financial crisis shows no sign of ending soon and this is an issue since it is estimated that every seventh job in the country depends directly or indirectly on the automotive sector.

The crisis has accelerated the merger between Volkswagen (VW) and Porsche, while the future of Opel, one of industry's major players, remains undecided despite the emergence of its parent General Motors Company (GM) from bankruptcy. The current crisis will probably accelerate structural changes taking place in the car industry across Western Europe. In the coming years, German car makers are likely to move more production out of the country and closer to their customers in Russia, the U. S. and Asia. Assuming, that is, that they still have a growing customer base in those places.

Questions

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Required:

Question 01: Explain the Factor Conditions related to the Diamond of National Competitive Advantage with reference to German car industries

SWOT analysis of ICICI Prudential AMC (Mutual Fund)

Description of the Organization. Description of Factors that Contribute to the Creative Climate Description of the Creativity Assessment. Identify the Dimensions of Creativity in the Organization.

BONUS COMPENSATION

You have to make bonus recommendations for eight managers that you hired this year. The salary range for the job is ($63,000 - $70,000). They have just completed their first year with the company and are now to be considered for their annual bonus. Indicate the size of the bonus that you will give the managers by writing a dollar amount next to their names. You have a total of $15,771 available (3% of total salary). Please show work.

$__________ A.J. Adams. Adams is not, as far as you can tell, a good performer. You established some fairly easy goals with Adams at the beginning of the year. Few of them have been met. You have checked your view with others, and they do not feel that Adams is effective either. However, you happen to know Adams has one of the toughest work groups to manage. Adams’ subordinates have low skill levels, and the work is dirty and hard. If you lose Adams, you are not sure whom you could find as a replacement. Salary: $69,000

$__________ B.K. Berger. Berger is single and seems to live the life of a carefree swinger. In general, you feel that Berger’s job performance is not up to par, and some of Berger’s "goofs" are well known to the other employees. Once again, the goals that you and Berger set at the first of the year were relatively easy and you are not satisfied with his accomplishment of them. Salary: $65,000
$__________ C.C. Carter. You consider Carter to be one of your best subordinates. Carter established some aggressive goals in January and has met them all. It is quite apparent, however, that other people don’t agree with your positive assessment of him. Carter has married into wealth, and, as far as you know, doesn’t need additional money. Salary: $69,200

$__________ D. Davis. You happen to know from your personal relationship that Davis badly needs more money because of certain personal problems. As far as you are concerned, Davis also happens to be one of the best of your subordinates. Like Carter, Davis has done an excellent job accomplishing beginning-of-the-year goals. For some reason, your other subordinates do not share your enthusiasm. You have heard them make joking remarks about Davis’s performance. Salary: $65,400

$__________ E.J. Ellis. Ellis has been very successful so far as judged by goals accomplished. This particularly impresses you, since it is a hard job. Ellis needs money more than many other people and is respected for good performance. Salary: $67,000

$__________ F.M. Foster. Foster has turned out to be a very pleasant surprise to you, has done an excellent job, has exceeded performance goals, and is seen by peers as one of the best people in your work group. This surprises you because Foster is generally frivolous and doesn’t seem to care very much about money or promotion. Salary: $63,600

$__________ G.K. Gomez. Your opinion is that Gomez just isn’t cutting the mustard. The few goals that were set at the beginning of the year are not being aggressively pursued. Surprisingly enough, however, when you check with others to see how they feel about Gomez, you discover that Gomez is very highly regarded. You also know that Gomez badly needs a bonus. Gomez was just recently divorced and is finding it extremely difficult to support a house and a young family of four as a single parent. Salary: $63,000

$__________ H.A. Hunt. You know Hunt personally. This employee seems to squander money continually. Hunt has a fairly easy job assignment, and your own view is that Hunt doesn’t do it particularly well. Performance goals are sporadically met. You are, therefore, quite surprised to find that several of the other new managers think that Hunt is the best of the new group. Salary: $63,500

THE SCENARIO

I am a team leader who works in a warehouse where, we conduct monthly inventory counts. The monthly counts are done by a quick visual check and then matching the numbers to what is showing in the inventory management computer system. Once a year we shut production down for a day and do a full, manual inventory count. We then compare it to the numbers showing the inventory system. If the numbers are off by more than 5%, we are required to determine why there is a difference and submit a report to the supervisor who then submits the report to the operations manager. If the numbers are under the 5% variance, we all receive a letter of appreciation from the company’s president with our next pay stub. It is also posted on our employee bulletin board and included in the company newsletter.

I have been with the company for 2 years; first as a warehouse employee and then was promoted to team lead six months ago. As team lead it is my job to ensure that all employees take the inventory management seriously by entering materials into the management system when it arrives and then removing it when we use the material during production operations. We use a scanner for this as all the raw materials have a UPC scan code on them. But we onl3

scanners as they are very expensive.It is quite stressful as not all the staff follow the inventory count rules. During my first year the inventory count was correct but the second year it was not. Our numbers showed a variance under 5% but when the purchasing manager put in a production run for a customer order that was due to be delivered in one week; it was found that we were short two of the required materials by more than 15% each. This caused a lot of problems as he then had to order the raw materials from the suppliers who couldn’t get it to us for another 2 weeks. The customer then was told they

wouldn’t get their order until 3 weeks. It ended up that they pulled their order. The senior

management team was very upset and let us know about it. Our manager was told to write us up about this and put a warning letter in our employee files. He told us he didn’t want to do that and gave me 2 days to find out why it happened so the correct person(s) could be written up. I believe it is because a couple of the employees are lazy. I know that they take shortcuts. When I catch them lazing around, I tell them to get back to work and do their job properly or they will be docked pay. This warning seems to get them to do what they are supposed to but not for long. I have also heard from other employees that these 2 guys are constantly complaining about the job and management, including me. I yelled at these 2 guys and told them I was going to tell Ahmad, the manager it was their fault due to their bad attitude and laziness. I also told them they would be written up and would lose a day’s pay. One guy told me to GO AWAY and walked off the job.

He didn’t come back. The other guy said it wasn’t his fault and then gave me a list of reasons

why it wasn’t his fault. Looking back, I know I shouldn’t have lost my temper and yelled like that, but I am so stressed out with this issue. I haven’t been sleeping well and am having some difficulty concentrating. I am afraid that I will lose my job if I don’t get this solved. I am thinking maybe I should quit before I get fired.  I don’t want my Record of Employment (ROE) to show I was fired.

END OF SCENARIO

Your Instructions:

Recognize and effectively use your managerial skills to resolve workplace issues.  You are required to analyze and identify the underlying cause of the issue/behaviour and the skills you will utilize to resolve the problem(s) in the above case scenario. You will include a minimum of 5 managerial skills/concepts in your assignment e.g. communication (including listening), time and stress management, recognition, definition and resolution of the problem, motivating others, goal setting, self-awareness, power, conflict management, etc. You choose and apply the five; please note two forms/types of a concept i.e. directive vs non-directive counselling count as one, not two concepts. You are required to answer not only what is occurring and where it happens but also why and then your suggestions for how you would deal with the issue(s)and why you made that particular choice i.e. identify expected behaviour change, organizational impact, personal outcome. You are analyzing and resolving this from the perspective of a manager.

NEED TO DISCUSS PROBLEM AND UNDERLYING ISSUE AND IDENTIFICATION AND IMPLEMENTATION OF 5 MANAGERIAL CONCEPT.( GOOD AMOUNT OF WORDS AND NOT FROM INTERNET) THANK YOU

Should an MNC operate with the same wages and working conditions as those in the MNCs home country? Relate the answer with the concept of Ethical relativism and Ethical Imperialism (200 words)

With the opening of a newly sandblasting facility, explain why it would be more beneficial to use a product layout process over a fixed position layout, process layout, and cellular layout?

The Dahlia Medical Center has 30 labor rooms, 15 combination labor and delivery rooms, 3 delivery rooms, and 1 special delivery room reserved for complicated births. All of these facilities operate around the clock. Time spent in labor rooms varies from hours to days, with an average of about a day. The average uncomplicated delivery requires about 1 hour in a delivery room.

During an exceptionally busy 3-day period, 109 healthy babies were born at Dahlia Medical Center. 60 babies were born in separate labor and delivery rooms, 45 were born in combined labor and delivery rooms, and only 4 babies required a labor room and the complicated delivery room. Which of the facilities (labor rooms, combination labor and delivery rooms, or delivery rooms) had the greatest utilization rate?

Can you please break down the answer as easy as possible please and write legibly.

What are the Primary strategic goals of business? what are its performance measures?

a. Give an example from your professional experience where you have identified and implemented an improvement in the work processes/activities. b. Explain how you would communicate the savings and productivity/service improvements achievements to the relevant personnel within or outside the organisation

You are working for a company that has, to date, only operated in the United States.You have just been told that your company is now acquiring another company in Germany.

Describe your strategy on bringing your organization into compliance with the provisions under the GDPR. Be sure to include administrative controls as well as technology suggestions