In the world of Human Resources, the acronym "KSA" stands for Knowledge, Skills, and Abilities. Assessors apply it to evaluate candidates' qualifications in terms of the general requirements of a job, With this in mind, please identify the key advantage, in terms of knowledge, skills, or abilities, of each of the six candidates.

1. Atasi Das: Born in the United States, Das joined TCT nine years ago after earning her MBA from a university in New England. At 37, she has successfully moved between staff and line positions and assumed broader responsibilities in strategic planning. For two years, she was the assistant director of a midsized product group. Her performance regularly earns excellent ratings. Currently, she directs supply-chain logistics from TCT’s home office. Upon joining TCT, she stated her goal was to work internationally, pointing to her undergraduate major in international management. She has reiterated her interest in international responsibilities and her interest in continuing with TCT. She is open to looking for help opportunities elsewhere. She speaks Hindi and is unmarried. Her parents, who now live in the United States, are first-generation immigrants from India. She has relatives in India’s northern states, Kashmir and Punjab.

2. Brett Harrison: Harrison, 44, has spent 15 years with TCT, running both line activities and supervising staff centers. His superiors consider him a seasoned executive poised to move into upper-level management. For the past two years, he has worked in the Singapore-based Asian Regional Office, as director of strategic planning. He regularly tours TCT’s Asian operations. He and his wife, along with their two teenage children, have traveled to India a few times and are familiar with its geography, politics, customs, and outlooks. The Harrisons know other expats in Bengaluru. Mrs. Harrison works as the marketing director for the Singapore subsidiary of a Japanese pharmaceutical MNE. It presently has sales, but no operating unit in India.

3. Jalan Bukit Seng: Seng, 52, is the managing director of TCT’s laser printer manufacturing plant in Malaysia. A citizen of Singapore, he has worked in Singapore or Malaysia. He has regularly commuted to various TCT factories, helping to reset assembly systems and supervising equipment refits. He earned an undergraduate and MBA degrees from the National University of Singapore and speaks Singapore’s four official languages--Malay, English, Mandarin, and Tamil. His performance reviews are consistently positive, with a periodic ranking of excellent. Seng is unmarried but has family members in Singapore and Malaysia.

4. Ravi Desai: Currently an assistant managing director in TCT Japan, Desai oversees production units in Japan and South Korea. A citizen of India, he has spent his 15 years with TCT working in various operational slots throughout Asia. Now 37, he holds an MBA from the prestigious Indian Institute of Management. Some see him as a likely candidate to direct the Indian operation eventually. He is married, has two children (ages 2 and 7), and speaks English and Hindi well. His wife, also a native of India, neither works outside the home nor speaks English.

5. Saumitra Chakraborty: At 32, Chakraborty is the assistant to the departing managing director in India. He has held that position since joining TCT India upon graduating from a small private university in Switzerland eight years earlier. Unmarried, he consistently earns a job performance rating of excellent in customer relationship management. He has increased TCT India’s sales, largely owing to his social connections with prominent Indian families and government officials along with his skillfulness in the ways of the Indian business environment. Besides speaking India’s main languages of English and Hindi, Chakraborty is the only candidate who speaks Kannada (the local language of Bengaluru). Presently, he lacks line experience.

6. Tom Wallace: A 30-year veteran of TCT USA, Wallace has broad technical skills and sales experience. He worked with Gary Kent on supply-chain projects in the United States. Although he has never worked abroad, he has toured TCT’s foreign operations. He recently expressed interest in an expatriate slot. His superiors typically rate his performance as excellent. Wallace is set to retire in seven years. He and his wife speak only English. They have three adult children who live with their families in the United States. Presently, Wallace manages a U.S. unit that is a little larger than the present size of TCT India. The merger of his unit with another TCT division will eliminate his current position in nine months.

The existentialist is interested in addressing various areas of human existence. In this prompt please address in a page how one lives authentically and what living authentically looks like. Do you think you live authentically, why or why not?

In order to fully address this prompt, you should reference either Nietzsche or Sartre or both.

A little help: reference Nietzsche’s views on herd mentality. Or Sartre’s notion of “bad faith” or both and how they may, or may not, apply to your life.

#9.

Assume that human body temperatures are normally distributed with a mean of 98.23 °F and a standard deviation of 0.63 °F.

1. A hospital uses 100.6 °F as the lowest temperature considered to be a fever. What percentage of normal and healthy persons would be considered to have a​ fever? Does this percentage suggest that a cutoff of 100.6 °F is​ appropriate?

2. Physicians want to select a minimum temperature for requiring further medical tests. What should that temperature​ be, if we want only​ 5.0% of healthy people to exceed​ it? (Such a result is a false​ positive, meaning that the test result is​ positive, but the subject is not really​ sick.)

a. The percentage of normal and healthy persons considered to have a fever is __

a1. Does this percentage suggest that a cutoff of 100.6 °F is​ appropriate?

b. The minimum temperature for requiring further medical tests should be __ if we want only​ 5.0% of healthy people to exceed it.

#8

A survey found that​ women's heights are normally distributed with mean 63.4 in and standard deviation 2.4 in. A branch of the military requires​ women's heights to be between 58 in and 80 in.

a. Find the percentage of women meeting the height requirement. Are many women being denied the opportunity to join this branch of the military because they are too short or too​ tall?

b. If this branch of the military changes the height requirements so that all women are eligible except the shortest​ 1% and the tallest​ 2%, what are the new height​ requirements?

1)A new chemical has been found to be present in the human bloodstream, and a medical group would like to study the presence of this chemical in some samples of patients. The presence of the chemical in a patient is measured by a score representing the 'parts per billion' in which that chemical appears in the blood. It is known that, on this scale, men have an average score of 810.9 and a standard deviation of 58. It is also known that women have an average score of 835.48 and a standard deviation of 21.

An assistant in the medical team has been handed a sample of 100 scores. The assistant knows that all of the scores are from one of the two genders, but the sample was not documented very well and so they do not which gender this is. Within the sample, the mean score is 825.4.

a)Complete the following statements. Give your answers to 1 decimal place.

If the sample came from a group of 100 men, then the sample mean is ______ standard deviations above the mean of the sampling distribution. In contrast, if the sample came from a group of 100 women, then the sample mean is _______ standard deviations below the mean of the sampling distribution.

b)Based on this, the assistant is more confident that the sample came from a group of 100 _____men or women_____

2)The life span at the birth of humans has a mean of 87.74 years and a standard deviation of 17.76 years. Calculate the upper and lower bounds of an interval containing 95% of the sample mean life spans at birth based on samples of 105 people. Give your answers to 2 decimal places.

a)Upper bound = _________ years

b)Lower bound = ______ years

3)A drug made by a pharmaceutical company comes in tablet form. Each tablet is branded as containing 120 mg of the particular active chemical. However, variation in manufacturing results in the actual amount of the active chemical in each tablet following a normal distribution with mean 120 mg and standard deviation 1.665 mg.

a)Calculate the percentage of tablets that will contain less than 119 mg of the active chemical. Give your answer as a percentage to 2 decimal places.

Percentage = %

b)Suppose samples of 12 randomly selected tablets are taken and the amount of active chemical measured. Calculate the percentage of samples that will have a sample mean of less than 119 mg of the active chemical. Give your answer as a percentage to 2 decimal places.

Percentage = %

4)

During its manufacturing process, Fantra fills its 20 fl oz bottles using an automated filling machine. This machine is not perfect and will not always fill each bottle with exactly 20 fl oz of soft drink. The amount of soft drink poured into each bottle follows a normal distribution with mean 20 fl oz and a standard deviation of 0.17 fl oz.

The Fantra quality testing department has just carried out a routine check on the average amount of soft drink poured into each bottle. A sample of 25 bottles was randomly selected and the amount of soft drink in each bottle was measured. The mean amount of soft drink in each bottle was calculated to be 19.90 fl oz. The Fantra Chief Executive Officer believes that such a low mean is not possible and a mistake must have been made.

Calculate the probability of obtaining a sample mean below 19.90 fl oz. Give your answer as a decimal to 4 decimal places.

probability =

Question 3. You are working in the human resource department at a large organization and your department has been asking for help to build an information system to allow new job applicants to apply online. You also want to be able to keep a record of these job applicants specific skills to better help you match them to new job openings. Your department has several very skilled knowledge workers who have studied Busi 237 and you decide to build your own system. You need to convince your department that developing your own system is a good idea. What will you say to them? Once the development begins you ask your knowledge workers to get the other department staff involved in the system development and encourage their interest. How will the knowledge workers do this? Ultimately your knowledge workers have to abandon their development because of a failure to encourage department support. Why do you think they failed? How could they have done better? Be sure to use key terms and concepts from your textbook.

the subject of human resources management

Kinaxis is a software company headquartered in Ottawa, Ontario, that sells to clients around the world. Its specialty is software for supply chain management – all the processes and relationships through which companies obtain supplies as needed and get their products to customers on time and at minimal cost. This is a sophisticated type of product, tailored to a company’s specific needs. Therefore, depends on salespeople who understands how businesses work, who listen carefully to identify needs, and who provide excellent customer service to maintain long-term business relationships. Recently, Bob Dolan, Vice President for sales at Kinaxis, needed to hire a sales team to serve clients in North America. The company had just one salesperson serving the continent, and Dolan wanted to add four more. He received about 100 resumes and wanted to select from these. He started by reviewing the resumes against job requirements and selected 20 candidates for a first round of interviews. The interview process helped Dolan cut the list of candidates in half, so he needed another way to narrow his options.

Dolan decided his next step would be personality testing. He hired a firm called Opus Productivity Solutions to administer a test called PDP ProScan to remaining 10 candidates. In addition, Dolan himself took the test and had his current sales rep do the same. The existing salesperson was doing an excellent job, so the results of his test could help Dolan and Opus pinpoint the characteristics of someone likely to succeed in sales at Kinaxis. Based an analysis of all the results, Opus created a benchmark of traits associated with success in the job. Representatives from Opus also discussed the test results with each candidate, giving each one a chance to disagree with the scores. No one did. Dolan observed that all the candidates scored high in assertiveness and extroversion – not surprising for people in sales. In addition, two of them scored above the benchmark in conformity and below the benchmark in dominance. Those results suggested to Dolan that these candidates might be so eager to please that they would be quick to give in to whatever customers requested – a pattern that could become costly for the company.

Dolan eliminated those two candidates. That meant Dolan still had eight candidates to fill four positions. He asked each one to give him the names of major accounts he or she had signed up in the previous two years. Four candidates were able to come up with three or four large clients. Those were the candidates Dolan hired. Since then Dolan says his experience with personality testing has only reinforced his belief that this selection method helps Kinaxis identify the best candidates. For Example, one sales rep had scored low on “pace”, indicating that the individual might lack the patience needed for the slow cycles required to close a sale of a complex software system. Dolan hoped the issue could be overcome if he provided enough coaching, but in fact, the sales rep sometimes behaved impatiently, annoying prospects. After three years of trying to help him grow into the job, Dolan laid him off.

The company’s commitment to careful selection is expressed on its website: “As a growing and determined company, we’re always looking for people eager to push the limits each day of what’s possible”. Kinaxis was recently named one of Canada’s top employees for young people.

Discussion questions:

1. What selection methods did Bob Dolan use for hiring salespeople? Did he go about using these methods in the best order? What if anything, would you change about the order of the methods?

(at least 1 page)       

2. Given the information gathered from the selection methods, what process did Dolan use to make his selection decision? What improvements can you recommend to this process for decisions to hire sales reps in the future? (at least 1 page)       

please do not copy from the internet I needed unique ans

2. An experiment was conducted by a physiologist to determine whether exercise improves the human immune system. Thirty subjects volunteered to participate in the study. The amount of immunoglobulin known as IgG (an indicator of long-term immunity) and the maximal oxygen uptake (a measure of aerobic fitness level) were recorded for each subject. The data can be found in the file marked AEROBIC. You will need to use the Data Analysis - Regression Function for this problem, as well as some graphing functions.

a. Construct a scattergram for the IgG-maximal oxygen uptake data.

b. Hypothesize a probabilistic model relating IgG to maximal oxygen uptake.

c. Fit the model to the data. Is there sufficient evidence to indicate that the model provides information for the prediction of IgG, y? Test using α = .05.

d. Does a second-order term contribute information for the prediction of y? Test using α = .05.

The director of Human Resources at a large company wishes to determine if newly instituted training has been effective in reducing work-related injuries. In a random sample of 100 employees taken from the six months before this training began (group 1), she found 15 had suffered a work-related injury. Using a random sample of 150 employees from the six months since the training began (group 2), she found 12 had suffered a work-related injury.
a) Find the 95% confidence interval for this situation.  

b) Does it support the idea that the proportion of work-related injuries has decreased with the new training?

Show work - label all your values first before using technology.

The Human Cost of Improving Productivity

Efficient operations management is critical in order to create a high-performing organization. Companies continually try many methods to improve efficiency, raise quality, and increase consumer satisfaction. But what is the effect on the worker? Can companies go too far in their search for efficiency? Are there ethical boundaries involved in operations management?

In this exercise, you will read a short case concerning the human cost of improved productivity and consider the ethics involved. This process should encourage you to think not only of the increased profits to be gained through constant improvements in efficiency, but also about management's responsibility to one of its core stakeholder groups, its employees. Take a moment to review what you learned about ethics throughout the text before completing this activity.

Read the case below and answer the questions that follow.

Hisashi Tomiki is the leader of a four-man self-managed team in a Toyota production plant, 200 miles south of Tokyo, Japan. Tomiki and his team work at a grueling pace to build cowls (steel chambers onto which windshields and steering columns are attached). Consider this description of Tomiki at work:

In two minutes, Tomiki fits 24 metal pieces into designated slots on three welding machines, runs two large metal sheets through each of the machines that weld on the parts, and fuses the two sheets together with two spot welds. There is little room for error. Once or twice an hour a mistake is made or a machine sticks, causing the next machine in line to stop. A yellow light flashes. Tomiki runs over. The squad must fix the part and work faster to catch up. A red button halts the production line if a problem is severe, but there is an unspoken rule against pushing it. Only once this day does Tomiki call in a special maintenance worker.

The experience of workers like Tomiki has become increasingly common. Workers are heard to complain that constant attempts to increase quality and reduce costs really mean continuous speedup and added job stress from the increased pressure on employees to perform. Although some pressure is good, past a certain point it can seriously harm employees. Moreover, consider the following comment by Jerry Miller, a former employee of US West, whose team of billing clerks reengineered themselves out of a job.

"When we first formed our teams, the company came in talking teams and empowerment and promised that we wouldn't lose any jobs. It turns out all this was a big cover. The company had us all set up for reengineering. We showed them how to streamline the work, and now 9,000 people are gone. It was cut-your-own-throat. It makes you feel used.

Because employees are stressed by increasing demands for increased efficiency, managers should

Multiple Choice

increase their pay.

decrease their hours worked.

seek to balance their concerns in a just manner.

hire workers who are more resistant to stress.

never attempt reengineering.

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Operations Management at Home Run Inn Pizza

Operations management focuses on techniques that can increase the quality of an organization's products, the efficiency of its production, and its responsiveness to customers. Attention to operations management is a vital part of an organization's overall strategy if it intends to grow, enter new markets, and develop competitive advantage. This video presents the operations management strategy that enabled a small pizza restaurant to become the fastest-growing frozen pizza supplier in the country and the largest supplier in Chicago.

Home Run Inn began producing frozen pizza in their single restaurant in South Chicago in the 1950s. They did this because their customers wanted this product. Today, businesses use IT to track customer tastes and desires in order to both attract new customers and retain current ones. Today this customer/business interaction is called

Multiple Choice

quality assurance.

process management.

customer reengineering.

customer relationship management.

----------------------------------------

The use of conveyor belts at Home Run Inn's manufacturing facility is an example of a ______ layout.

Multiple Choice

product

process

fixed-position

flexible

reengineered

-----------------------------------------------------------------

The change from freezing pizzas in a normal refrigerator to using a cryogenic freezer and other improved automation techniques is an example of ______ in that Home Run Inn was able to achieve dramatic improvements in lowering costs while increasing supply and speed of manufacturing.

Multiple Choice

just-in-time inventory management

process reengineering

reinvestment

retro-processed manufacturing

government regulation

---------------------------------------------------------------

Home Run Inn has developed its ______ based on quality rather than on price. As a result they are the fastest-growing pizza company in the country and number one in Chicago.

Multiple Choice

manufacturing policy

production philosophy

competitive advantage

marketing strategy

-----------------------------------------------------------------

The decision to engage in self-distribution had many benefits for Home Run Inn including the ability to manage inventory. They could deliver pizza as it was needed to the stores rather than having their product sitting in storage facilities. This is an example of a(n) _____ inventory system.

Multiple Choice

rapid distribution

flexible

process

just-in-time

product

------------------------------------------------------------

Joe Perrino has been responsible for deciding how to set up and run Home Run Inn's pizza business. He designed the production and distribution systems and determined how to improve operations in order to increase efficiency. Joe Perrino typifies a(n)

Multiple Choice

tactical manager.

bureaucratic manager.

operations manager.

transformational manager.

direct-to-market manager.

----------------------------

Please answer if you are completely sure. thank you

Developing a Promising Manager

Training and development are the second components of the human resource management system and are used to ensure that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future. Training and development are ongoing processes because changes in technology and the environment, as well as in an organization's goals and strategies, often require that organizational members learn new techniques, gain new knowledge, and develop new abilities.

In this activity, you will take on the role of Janel, a training and development manager, as she tries to decide on the most appropriate training program for a promising young manager at the hypothetical company, Acme International. Review the training and development section in the text before beginning this activity.

Janel is a training and development specialist at the hypothetical company, Acme International. Acme's organizational goals include continued international expansion and becoming the market leader in their industry for new products. Over the last week, Janel has had several discussions with the West Coast divisional manager about a promising employee, Dena.

Dena earned two bachelor's degrees from a prestigious university five years ago, one in Art and Design and the other in Psychology and Social Behavior. She worked for a marketing firm before joining the West Coast division of Acme International as an assistant manager two years ago. She has impressed her supervisors and moved up steadily in the division. She has shown strong aptitude for leadership and teamwork as well as being a regular contributor of innovative new product and marketing ideas. Although she grew up in New York and attended school in California, her experience with other countries and cultures has been limited to one semester studying in Spain.

The divisional manager initiated the discussions with Janel in order to start mapping out a development plan for Dena. Janel has been reviewing Dena's history and the various development possibilities provided by Acme. Janel's main goal is to prepare Dena to move up in the international product development division. A single developmental program will probably not be enough. What combination of programs will be most effective at filling the gaps in Janel's background and preparing her to manage an international development team?

8.Does Janel need to build a development program for Dena that will provide her with the education necessary to take on new responsibilities and more challenging positions?

A.Yes. Her bachelor’s degrees provide a good foundation, but she’d probably benefit from an MBA.

B.Yes. Her bachelor’s degrees provide a good foundation, but she’d probably benefit from another undergraduate degree in international management.

C. No. Her bachelor’s degrees provide more than enough formal education for direction in which she’s headed.

9.

Dena’s variety of job experiences with Acme and other firms likely has provided her with

A.sufficient technical skill for her advancement with Acme.

B.a chance to broaden her horizons and see the big picture.

C.a background that will help her deal with ethical dilemmas.

10.Dena mostly has worked in line positons. Should Janel rotate her through a staff position?

A.No. The career they envision for her is in line positions.

B.Yes. The career they envision for her is in staff positions.

C.Yes. The career they envision for her requires understanding of all aspects of the organization.

11.If Dena is to be the manager of an international development team, the best thing Janel should try to get Dena is

A.lessons in a foreign language.

B.intensive cross-cultural training.

C.an overseas posting for a few years.

12.Janel sets up a meeting with Dena, and says, “I’ve reviewed your history and qualifications. Based on this _____, I have designed a development plan for you.”

A.needs assessment

B.performance review

C. background check