Week 4 Brainstorming Discussions

Must post first.

Topic: Stress as a component of workplace efficiency.

The CEO of VMI is a confessed workaholic. In a recent HR interview with Chinn, he lays out his personal conflict of demanding employees to work long hours as he does. He also is conflicted with the need to be open for business all the time due to its international markets. He is aware that his own Chinese cultural heritage influences his work practices. In China, the issue of personal time is not a concern. Workers do what is expected of them. Chinn knows this is not true in many western companies and especially in the southern states of America. As the newest set of management employees, Chinn wants you to examine this issue and make recommendations on how to deal with conflicting cultural expectations. What demands should VMI place upon its employees?

Stress at the workplace is a constant problem especially since technology has placed the worker in a 24/7 work environment. Use the articles listed below and your required learning materials from our week 4-course content to address this specifically for the circumstances of VMI.

Why Work stress is Bad for Your Relationships

Whither the Ping-pong Table? Which Perks Matter Most to Employees

What is the future of office spaces? 

Directions: 

1. By FRIDAY, complete the following:

Preparation: It is necessary to read the articles listed above as well as those in your classroom materials. This assignment cannot be completed without required learning materials, in particular the articles on cultural values and Geert Hofstede’s website.

Orientation/perspective: Continuing on with our scenario, you are a newly-hired manager not yet placed into a permanent assignment. Since week 1, you and Chinn have been talking about your vision for VMI’s future as given in last week’s assignments. Ultimately, you are convinced that the future VMI needs to be cognizant of the changing workplace while embarking upon VMI’s further international expansion, all under the umbrella of developing a learning organization culture to support this.

Deliverable: Once prepared, you will create a 2-page single-spaced report for President Chinn on the topic of the new modern workplace. In this report, include the following:

• Chinn has a sense of cultural differences between his own heritage and that of VMI. Explain to him your understanding of these differences and how these may be underlying his observations.
• Share with him your knowledge of workplace stress: its effects upon the employee, the idea of work and family life balance, differing cultural and generational views on this, and ways that organizations address it.
• Enlighten him as to the difference of an engaged vs. ‘happy’ employee, with that difference expressed in effects upon specific types of performance and commitment. (As we have had readings explaining engagement every week, you need to express your own understanding of this and not paraphrase an article).
• Your explanations should indicate that you understand typical pitfalls, misunderstandings, and misperceptions in cross-cultural communications and age-cohort attitudes.
• With an understanding of the above, include specific and clear recommendations of addressing this within VMI.

The above are not distinct questions to be answered. Rather, you are to formulate your own report (2 pages, single-spaced), structuring your own points in a conversation with your reader (Chinn) that convinces him of its importance. Your report should incorporate key concerns and knowledge that has been expressed in our readings this week while also tying in your knowledge gained from past weeks (all cited). In order to accomplish this, your report must be focused on VMI’s situation, the type of work they perform, and how to carry forward their excellence and familial culture. Do not pitch ideas from sources that do not apply to VMI’s circumstances.

You must use course material to support your initial and final reports as well as APA in-text citations with a reference list

 

Letting People Go

You have identified an individual in your department who falls into the bottom 10%. Using Jack’s advice on no surprises and no humiliation, how would you approach the conversation with the individual? Specifically outline how you would prepare for the meeting. Where and when would you have the conversation? What documentation or other resources will you want to have with you at the meeting?

Post your initial response by Wednesday, midnight of your time zone, and reply with suggestions for improvement to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​​

1st class to respond to

 Tiara Collins RE: Week 6 DiscussionCOLLAPSE

Hello Professor and Class,

 You have identified an individual in your department who falls into the bottom 10%. Using Jack’s advice on no surprises and no humiliation, how would you approach the conversation with the individual?

My goal of the meeting and approach would be to find out why are they falling in the 10% (1). I want to understand and have empathy with the subordinate. I would want to make sure it is in private because the chance that others could over hear the conversation is not a good thing. I would make sure I could have it over maybe the morning coffee with them in the conference room to make them feel more comfortable (2). I would ensure I am actively listening.  

Specifically outline how you would prepare for the meeting.

I would make sure I set the time aside to show the person that they are important. I also would make sure I am using facts to show them that this wasn’t the same level they were performing at. I would show them the level I wanted to encourage to get them to that level.

Where and when would you have the conversation?

In a conference room or in their office. I would make sure I sit next to them so it shows we are on the same side of this improvement. I would want them to feel comfortable to understand I am trying to work with them and we are on the same team. I would have the meeting mid-morning.

What documentation or other resources will you want to have with you at the meeting?

I would have any training items that I could suggest for them to get out of the 10 percent. I also would have the documents that show the difference in the levels. I also would have a calendar to try to put a timeline together if we were brainstorming to make the subordinate better. I also would have a not book and pen to take notes. I also will have the questions I want answered written down.

Tiara Collins

1. https://www.forbes.com/sites/forbescoachescouncil/2017/07/17/14-ways-to-approach-conflict-and-difficult-conversations-at-work/?sh=1d44d7ee3cfd
2. https://www.bustle.com/articles/181666-11-tips-for-making-people-feel-comfortable-around-you

2nd response to classmate

 Laryssa Wilson RE: Week 6 DiscussionCOLLAPSE

Good Afternoon Professor and Class,

I have first hand experience with this.  The way I approached, my non-performing staff  was with continued communication.  I set precedence when I took over for the last manager and did my due diligence.  I reviewed the previous year’s performance appraisals, and observations. I had a good idea of who the weakest links were. 

When I started, I gave everyone a clean slate with the new objectives that they were to meet. I advised that we would touch base at the end of each week. Out of the gate they knew  to expect me to be very communicative. It was up to me to be consistent with the communication because my manager held me accountable for that.

The meetings were weekly in my office. It was the norm so no one felt they were being singled out or was in trouble. The conversations were not a surprise when and if  I had to deliver A hard message.  If they were not meeting the objectives, at the regular “base touch” I brought it  up. I  would let them know  I am noticing a negative pattern and would show them the reasons why, eg.. drawer out of balance, sales goals/efforts not attempted or at meets standards.  I’d always ask  if they are struggling personally with any thing  or needed my help with anything. If necessary we, the employee and I would  set up an action plan for improvement.  Documenting  areas of improvement and expectations and me documenting the interaction as well. The meetings continued  weekly, as they normally would. I had two employees that actually resigned, because they knew they were not improving or lost the desire to. They knew I would be “managing them out”.  With these two recognizing that, instead of me terminating them, it made the transition easier because there was a notice to resign, not a no call/no show but an understanding even had a goodbye potluck. 

Experts of Practice Videos week 5

Winning,  Jack Welch

Charlie Tharp-Managing People Out 

Jack Welch -Performance Appraisals are Continuous

  

Risk Management Plan

The PCNet Project (B) **Dynamically Managing Residual Risk**

Assignment is based on the case study

This case was written by Christoph H. Loch, Professor of Technology and Operations Management at INSEAD. It is based on real events, but the names of all companies and participants have been disguised. Any similarity with existing companies is accidental. The case is intended to be used as a basis for class discussion rather than to illustrate the effective or ineffective handling of an administrative situation.

Note: The assignments depend on one another (last assignment attached) In this assignment, you will create a risk management plan. You have a budget of $100,000 and a timeline of six months for the plan. Please refer to the Risk Management Plan Template (Figure A-1 in Practical Project Risk Management) to create the plan.

Write an 8–10 page paper in which you:

1. Prepare the scope and objectives of the Risk Management Process section of the Risk Management Plan, based on the facts presented in the case study.

2. Determine the project size, based on the facts presented in the case study, and provide justification based on the Example Project Sizing Tool (Figure 3-4 in Practical Project Risk Management).

3. Select the risk tools and techniques, and complete the Risk Tools and Techniques section of the Risk Management Plan for both the qualitative and quantitative aspects of the project. Provide a rationale for the selections.

4. Develop the Risk Reviews and Reporting section of the Risk Management Plan, based on the project size previously determined.

5. Define the Probability and Impacts section of the Risk Management Plan, and justify the values assigned.

6. Define the Risk Thresholds section of the Risk Management Plan, and justify the values assigned.

7. Use at least three quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.

This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.

The specific course learning outcome associated with this assignment is:

· Create a risk management plan that includes justification to support your rationale.

 

Please respond to the following:

• Imagine that your organization has expanded into a new country requiring several employees to live there for the duration of their employment. Create one social and control function to assist the expatriate’s experience, and then suggest a systematic approach using one psychological function to share with future expatriates. Justify your response. Note: You may reference any country of your choice in your response.

    

· Please read the Case “For Personal Financial advisors, A Small Staffing Plan with a Big Impact” at the end of Chapter 5 (page 224), “Human Resource Planning and Recruitment” available in your textbook Human Resource Management: Gaining A Competitive Advantage-Noe, Hollenbeck, Gerhart, Wright,11e., and answer the following questions:

  

1. Is a company ever too small to need to engage in human resource planning? Why or why not? Discuss whether you think Robert Reed planned his hiring strategy at an appropriate time in the firm’s growth.(Marks: 1.5)

2. Using Table 5.3, review the options for avoiding a labor shortage, and discuss how well the options besides new hires could have worked as ways for Reed to reach his goals for growth. As you do so, consider qualities of a financial-planning business that might be relevant (for example, direct client contact and the need for confidentiality).(Marks: 2.5)

3. Suppose that when Reed was seeking to hire a certified financial planner, he asked you for advice on where to recruit this person. Which sources would you suggest, and why? ( Mark:1)