Management of Business in an International Context - Free Essay Example

Sample details Pages: 9 Words: 2681 Downloads: 6 Date added: 2017/06/26 Category Business Essay Type Analytical essay Did you like this example? Introduction. Numerous companies have, in recent years, started to operate internationally, more than ever before. High levels of consumption, world-wide, and additional competition from new economies, have led companies to build an international presence, to be in a better position to fight competition by ensuring product availability in different markets; and to increase their production levels, in order to meet demand. Don’t waste time! Our writers will create an original "Management of Business in an International Context" essay for you Create order The advent of globalisation has lowered international barriers even more, making the world one big market place. The development of internet has been crucial for globalisation, as it has provided companies with the opportunity to market their products and services in international markets, at lower costs; furthermore it has provided consumers with the possibility to research and compare various products, easily and quickly. Current market conditions have rendered trading activities more difficult to carry out. Nowadays, there are a number of factors that a company has to constantly consider and deal with, such as: High level of competition in both domestic and international markets. Tough market conditions, due to sluggish economy and a number of industries having reached the maturity stage in their lifecycle. And finally, more ‘choosy’ and powerful consumers. Operating in a global context is, therefore, proving to be increasingly challenging for companies. Even more so, when additional challenges stem from cultural diversity. The company operating globally has to face challenges relating to each individual local market, which include: different cultures; different languages and different ways of thinking. Consequently, companies need to set up strategies that will ensure sound cross-cultural management. Culture is defined as a system of values and beliefs pertaining to a certain group and it’s the very basic thing that multinational companies need to comprehend, in order to allow business to flourish in an international context. The MNC, which will be analysed in this paper, is the American multinational company, General Electric (GE). Company background – General Electric General Electric is a $152 billion, diversified company operating in many different areas, such as: financial services; technology; industri al (e.g. plastics; aircraft engines); medical equipment; electrical appliances and media (e.g. CNBC; Superchannel). GE has global operations in over 100 countries, employing more than 300,000 people and has consistently being voted ‘the most admired company in the world’.[1] It was Thomas A. Edison, inventor of the light bulb, to have founded General Electric. GE was formed following a merger between Edison General Electric Company and Thomson-Houston Electric Company. Some of the company’s product offer is still based on the original set-up: e.g. lighting and industrial products. General Electric has been managed by some of the world’s finest leaders, among which, Jack F. Welch. General Electric was one of the first companies to implement Six Sigma – the quality assessment program that originated from Motorola. It’s a system that helps measure the ‘defects’ in a process and subsequently, to build a solution in order to rec tify them. It is mainly customer-oriented. Most of GE employees are systematically trained on it and it’s one of the fundamental elements that characterise GE today. As General Electric claim, â€Å"today’s competitive environment leaves no room for error. We must delight our customers and relentlessly look for new ways to exceed their expectations.† In addition, GE employees all over the world work according to four basic company values, which are ‘imagine; solve; build and lead.’ It means that: 1.new ideas are fundamental to make the business prosper; 2.the Company is there to meet customers’ demands; 3.to keep growing is essential; 4.to maintain leadership in all markets. In every country GE operates these four values are scrupulously followed. General Electric is one of the first companies to have managed to develop a truly successful international and global workforce. Apart from GE’s basic four value and Six Sigma, General Electric is renowned for sound leadership and management, domestically and globally. These three elements constitute General Electric’s ‘commitment to excellence’. Cultural management The culture of an organisation describes how the organisation operates within its environment: what the organisations’ focus is; its structure; its values and how people run the company, basically its management style. Culture was defined previously, as being a system of values and beliefs. Therefore, culture management encompasses all of the organisation’s values; beliefs; processes and people. An organisation will tend to develop various cultural systems but eventually a predominant culture will be developed (Gray and Densten, 2005) Quinn and Rohrbough devised a method or framework that allows to assess and define types of organisational cultures. This methodology is called ‘Competing Values Framework’. Gray and Densten write that â€Å"the Com peting Values Framework clarifies the complex nature of organisational culture according to two dimensions: internal / external focus; stability / flexibility structure†. The Competing Values Framework can be described as follows (please refer to appendix 1): the framework is divided into four quadrants, each identifying a specific cultural model and management style. The two bipolar dimensions are plotted on the graph: internal versus external; flexibility versus stability and control. The internal and external dimensions define the organisation’s focus: its people (internal) and the organisation (external) and their respective function and development. The second dimension, instead, represents the structure of the organisation: flexible or stable. The four cultural management models represented on each of the quadrants are as follows: The Human Relations Model: a firm operating at this level tends toward flexibility; its focus is mostly ‘internal;’ – employee-oriented. Human resources development; high levels of ‘morale and cohesion’ and playing a role in the decision-making process are important at this level. Another model represented by the framework is the ‘Open System Model’. This model focuses greatly on the organisation itself. Its focus is external and it’s represented by a flexible structure. It’s a dynamic type of culture whereby ‘readiness’; growth and innovation are emphasized. On the third quadrant, we find the ‘Rational Goal Model’. In this model, proper strategic planning and clear goals are important. It has an external focus and tends toward a more stable structure. Productivity; efficiency and competition are the main drivers in this type of organisational culture. The last cultural management model is called ‘Internal Process Model’. It is evident that this model presents an internal focus and, stability and control form its structure. Emphasis is on information and communication. GE’ culture tends to fluctuate between the two top quadrants, indicating a major (internal) focus on employee’s development and organisational flexibility – despite its dimensions! Generally, firms adopt mainly (but not exclusively) one of these four culture systems. General Electric’s culture management. As described above, General Electric is present allover the world; it operates over a hundred of businesses in various segments. It’s this diversity within the company that gives GE its strength. During the past few years, GE has learned (and still learns) considerably from its ‘diversity’. The idea of learning is pivotal to GE’s culture, since the 1980s. It was with CEO Jack F. Welch’s extraordinary sense of leadership that major changes took place, within the organisation. This desires for knowledge and ideas, led people of various functions to sit together in a ‘Work-Out session’. During a work-out , a particular problem is discussed; there’s a lot of brainstorming taking place until a solution is found, and it’s quickly implemented. Since then, one of GE’s sayings is, â€Å"there are no problems, only challenges and opportunities’. GE is a ‘Boundaryless Learning Culture. This learning taking place across GE’s operating units, is what GE defines as ‘horizontal learning’. One of GE’s priorities is to train its people, in order to equip them with the right knowledge and tools necessary to take the business forward in today’s tough environment. Developing a multicultural workforce As a result of globalisation and increased labour mobility, during the past few years, companies have become more open to learn about ‘cultural differences’ that are bound to exist between parties from different backgrounds. Cultural differences can exist even between two merging companies, for instance, from the same country. One of the most common mistakes that companies have made (and still are, to some extent) is to ‘believe’ that one’s culture – hence values and beliefs can be simply transferred. Costly errors have, time and time again, proved them wrong. This is what, in many case, happened to some American companies that approached Europe, thinking that it’s one big market, like theirs. However, once these companies arrived in Europe, realized that different languages are spoken; that mentalities tend to be very different; and each European country has its customs and traditions. As a consequence, the way of conducting business differs greatly, too. Fortunately, in the past few years, some progress has been made and people, in general, seem to be more aware and understanding of cultural diversity. When developing a multicultural workplace, the following should be considered: -the team members’ multicultural background, their values and beliefs. -language skills versus language barriers -staff training, to fill any knowledge gaps -team member’s attitude toward working in a multicultural environment. Concerning the latter, each individual team member has to possess a certain openness about working with people from different backgrounds – considering all the misunderstandings that could arise, due to â€Å"miscommunication. Dr. Skiffington describes intercultural conflict as, â€Å"the perceived or actual incompatibility of values; norms; processes and goals between two or more parties.† Therefore, it is of fundamental importance that employees are aware of cultural differences to be able to deal with conflict, in a more effective manner. Another issue that needs to be addressed, when setting up a multicultural workplace, is the various spoken languages. Of course, companies operating in different countries adopt ‘English’ (Internally), as the main business langu age. However, the company needs to think about producing material in the local language, for potential customers e.g. brochures; presentations etc.. Some companies have also had material available to their employees, in their mother tongue. However, it has been proven that it’s not really necessary for two main reasons: 1-it might be difficult to make an exact translation in every language, causing misunderstandings; 2-it’s a cumbersome process and costly exercise to appoint a team to take care of translations, either internally or externally. One important factor is the organisation’s ability to clearly transmit its cultural values, that will be adapted to the local needs. General Electric’s four basic values are thoroughly taught to employs around the world. GE has determined that each business must be either number 1 or number 2in each market place.[2] This belief coupled with the four values is what every national team has to concentrate on. In this context, GE’s informal culture, as described by J. Welch, has created an environment, where each team member is free to put a new idea forward; to make suggestion. Everybody’s opinion counts. AS Welch states, â€Å"That’s the value of informal culture of GE – a culture that breeds an endless search for idea that stand or fall on their merits, rather than on the rank of their originator†. This is indeed in line with GE’s central concept of ‘learning’. In fact, Welch established a learning centre, where GE employees meet to discuss and solve problems from businesses around the world. Managing diversity in a global context. The ability of a company to manage its cross-cultural environment will determine, to a certain extent, whether the company will be able to, finally, succeed in its global operations. The element of culture is a very important factor, to learn about and manage accordingly. Cultural differences can e asily create unnecessary problems between two individuals and it’s only by getting to know those differences that issues can be solved. It follows that, the company that is aware of the cultural aspects of society, and how individuals within that society function, is most likely to succeed. This is a very challenging task and today, a new characteristic a leader should have is the ability to understand and manage diversity. Diversity is defined by Kotelnikov (2001) as follows: â€Å"Diversity describes a workplace that includes: -people from various backgrounds and culture and/or -diverse businesses†. Consultant Tulenko writes[3] that, in order for a manager to be in a position to adequately lead a multicultural team, he/she needs to be aware of those cultural differences. Therefore, he suggests the following steps in order to help the manager get to know his/her people: Step 1 – identify diversity; collect data about the workforce Step 2 â €“ Discover the norms; detailed information on employees’ culture Step 3 – Discover differences Step 4 – develop a plan; a plan to visit offices abroad Some people will argue that diversity can give a new boost to the business because it will combine ideas stemming from different mentalities, consequently injecting new and fresh ideas and insights into the business. Stevens writes that, â€Å"an important widely overlooked principle of business success is that integrating opposites, as opposed to identifying them as inconsistencies and driving them out, unleashes power†. To help people from different backgrounds work together and to create and environment in which they will prosper, it’s important to treat people fairly, to accept cultural differences and to value each individual based on his/her performance.[4] As previously mentioned, General Electric is a perfect example of how it has managed its diversity. GE uses its diversity to learn from it and it encourages employees, allover the world, to actively make suggestions. Everybody feels they can contribute to the company’s success and growth. It was J. Welch’s belief to ‘make everybody a participant†.[5] GE says, â€Å"it is very important for the company of the future to have a contemporary workforce that’s more diverse, more global and has more areas of personal productivity and flexibility. So that people can perform and have more choices at the same time†. GE’s management view incorporates the following aspects: -appointing a top management team, that will run the business in an entrepreneurial style, while freeing the business from beaurocracy and improve communication.[6] Conclusion Managing a business in an international context is becoming increasingly difficult. Companies have to act fast if they want to grow and/or retain their market positions. The ‘global market place’ has charged the organisation with an extra task: to identify and understand cultural differences. The workforce is getting more and more international, consequently, cross-cultural management is an essential part of the organisation’s strategic plan – if they want to succeed in today’s competitive environment. General Electric serves as a good example of a company that it’s so diverse in its nature, in terms of business segments and diverse, culturally. Yet, it has shown that diversity doesn’t have to be an obstacle to organisational success but it can be integrated across all processes and benefit from it. Bibliography 1.Cushner K.; Brislin R.W.; 1996. Intercultural interactions: a practical guide. Published Thousand Oaks: Sage 2.Taylor C. Jr; 2001. Creating the multicultural organisation: a strategy for capturing the power of diversity. Published San Francisco: Jossey-Bass. 3.de Vries T.; 1998. Dynamics and modernisation: European-Amer ican comparisons and perceptions. Published Amsterdam: VU University Press Reports: 4.Gray J.H.; Densten I.L.; 2005. Towards an integral model of an organizational culture and knowledge management. The International Journal of Organisational Behaviour, Volume 9(2), 594-603 5.Prof. Petter R.; 2005. Cross-cultural management in shipping: some challenges and experiences. Amdam. 6.Kotelnikov V. Case study: General Electric (GE). Creating an extraordinary organisation. www.1000venture.com 7. Kotelnikov V. Harnessing the power of diversity. Leveraging the power of integrated opposites. www.1000venture.com 8. GE. Horizontal learning. www.ge.com 9. Welch J.F.; 2000. Letter to share owners. GE 2000 Annual Report 10.Dr. Skiffington. 2005. Cross cultural coaching. www.1to1-coaching,com 11.Managing a multicultural workforce. www.worldroom.com 12.www.ge.com Appendix 1. The Competing Values Framework (Quinn and Rohrbough’s model) Human Relations Open System Internal Process Rational Goals Source: Report – Towards an integrative model of organisational culture and knowledge management (2005) [1] Source: www.ge.com [2] Source: www.ge.com [3] Source: www.worldroom.com [4] Source: Case study: GE and diversity. www.1000ventures.com [5] Source: Case study: General Electric (GE): creating an extraordinary organisation. www.1000ventures.com [6] Source: As above

Health, Illness And Wellness - 2522 Words

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Hrm 352 Free Essays

string(431) " allows for the maximum number of employees to by handled by the minimum number of instructors Answer Selected Answer: classroom instruction Question 7 1 out of 1 points A control group: Answer Selected Answer: helps determine whether improvements were made as the result of training or some other factor Question 8 1 out of 1 points This training method consists of having the trainee assume the attitudes and behavior of others\." Question 1 0 out of 1 points Computer-based training and E-learning provide all the following benefits except: Answer Selected Answer: they can be more cost effective Question 2 1 out of 1 points When we learn by watching others perform a task, this is known as: Answer Selected Answer: modeling Question 3 1 out of 1 points _________ refers to the effective application of principles learned to what is required on the job. Answer Selected Answer: transfer of training Question 4 0 out of 1 points The method of providing a variety of work experiences to broaden the knowledge and understanding required to manage more effectively is known as: Answer Selected Answer: individual development. Question 5 1 out of 1 points The most common method used for training non-managerial employees is: Answer Selected Answer: on-the-job training Question 6 1 out of 1 points Which of the following is NOT a benefit of orientation programs? Answer Selected Answer: more comprehensive task analysis Question 7 1 out of 1 points The method of training used to train personnel to operate aircraft, spacecraft, and other highly technical and expensive equipment is the: Answer Selected Answer: simulation method. We will write a custom essay sample on Hrm 352 or any similar topic only for you Order Now Question 8 1 out of 1 points A manager who provides a continuing flow of instructions, comments, and suggestions to the subordinate is engaging in what type of on-thejob training? Answer Selected Answer: coaching Question 9 1 out of 1 points The primary reason organizations train new employees is to: Answer Selected Answer: increase their knowledge, skill, and ability level. Question 10 0 out of 1 points Apprenticeship training provides information in both the ________ and ________ aspects of the job. Answer Selected Answer: appraisal and technical Question 1 1 out of 1 points When we learn by watching others perform a task, this is known as: Answer Selected Answer: modeling Question 2 1 out of 1 points _________ refers to the effective application of principles learned to what is required on the job. Answer Selected Answer: transfer of training Question 3 0 out of 1 points Common drawbacks to on-the-job training include all of the following except: Answer Selected Answer: the absence of well-defined job performance criteria. Question 4 1 out of 1 points The method of training used to train personnel to operate aircraft, spacecraft, and other highly technical and expensive equipment is the: Answer Selected Answer: simulation method. Question 5 1 out of 1 points Apprenticeship training provides information in both the ________ and ________ aspects of the job. Answer Selected Answer: practical and theoretical Question 6 1 out of 1 points The primary reason organizations train new employees is to: Answer Selected Answer: increase their knowledge, skill, and ability level. Question 7 1 out of 1 points Learning curves show: Answer Selected Answer: that performance plateaus are natural and are usually followed by spontaneous recovery Question 8 1 out of 1 points To implement a successful diversity training program, managers should do all of the following except: Answer Selected Answer: rely upon existing training programs that have worked for other companies. Question 9 0 out of 1 points A control group: Answer Selected Answer: establish the baseline standard against which training effectiveness can be measured Question 10 1 out of 1 points Computer-based training and E-learning provide all the following benefits except: Answer Selected Answer: hey replace conventional learning experiences Sunday, November 18, 2012 8:37:25 AM CST Question 1 1 out of 1 points Which type of training allows students to get real-world experience in organizations while still receiving college credit? Answer Selected Answer: internships Question 2 1 out of 1 points Which of the following is NOT a benefit of orientation programs? Answer Selected Answer: more comprehensive task analysis Question 3 1 out of 1 points The four phases of a systems approach to training are: Answer Selected Answer: needs assessment, program design, program implementation, and evaluation. Question 4 1 out of 1 points A manager who provides a continuing flow of instructions, comments, and suggestions to the subordinate is engaging in what type of on-thejob training? Answer Selected Answer: coaching Question 5 0 out of 1 points The four step process advocated in benchmarking includes: Answer Selected Answer: plan, train, perform, evaluate Question 6 1 out of 1 points Computer-based training and E-learning provide all the following benefits except: Answer Selected Answer: they replace conventional learning experiences Question 7 1 out of 1 points Goal setting: Answer Selected Answer: sets a road map for the training course, objectives, and learning points Question 8 1 out of 1 points All of the following are characteristics of successful trainers except: Answer Selected Answer: being experimental. Question 9 0 out of 1 points Determining whether or not performance is acceptable and studying the characteristics of individuals and groups that will be placed in the training environment are known as: Answer Selected Answer: group and individual analysis. Question 10 1 out of 1 points The primary reason organizations train new employees is to: Answer Selected Answer: increase their knowledge, skill, and ability level. Question 1 1 out of 1 points The most common method used for training non-managerial employees is: Answer Selected Answer: on-the-job training Question 2 1 out of 1 points The four step process advocated in benchmarking includes: Answer Selected Answer: plan, do, check, act Question 3 0 out of 1 points Common drawbacks to on-the-job training include all of the following except: Answer Selected Answer: poor training skills of supervisors. Question 4 1 out of 1 points A manager who provides a continuing flow of instructions, comments, and suggestions to the subordinate is engaging in what type of on-thejob training? Answer Selected Answer: coaching Question 5 out of 1 points The principle of learning that is being emphasized by performing the same task over and over is: Answer Selected Answer: practice and repetition. Question 6 1 out of 1 points ___________ training allows for the maximum number of employees to by handled by the minimum number of instructors Answer Selected Answer: classroom instruction Question 7 1 out of 1 points A control group: Answer Selected Answer: helps determine whether improvements were made as the result of training or some other factor Question 8 1 out of 1 points This training method consists of having the trainee assume the attitudes and behavior of others. Answer Selected Answer: role playing Question 9 0 out of 1 points The desired outcomes of training programs are formally stated as: Answer Selected Answer: learning objectives. Question 10 1 out of 1 points Periods in learning situations when progress does not occur because of either reduced motivation or ineffective methods of task performance are called: Answer Selected Answer: plateaus. Sunday, November 18, 2012 8:43:30 AM CST Question 1 0 out of 1 points Work-related sources of conflict include all of the following except: Answer Selected Answer: the frequency of overtime. Question 2 0 out of 1 points The placement of an employee in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job is known as a: Answer Selected Answer: lateral move. Question 3 0 out of 1 points HR’s role in gauging employee potential for career development includes all of the following except: Answer Selected Answer: establish succession plans Question 4 0 out of 1 points An informal network of interpersonal relationships that has traditionally provided a means for senior members of the organization to pass along career tips to junior members is: Answer Selected Answer: the career network. Question 5 0 out of 1 points The usual targets of assessment centers are: Answer Selected Answer: positions in service industries. Question 6 0 out of 1 points A program that provides for a relatively rapid progression through a number of managerial positions is known as a: Answer Selected Answer: management development program. Question 7 0 out of 1 points Career development programs benefit organizations in all of the following ways except: Answer Selected Answer: giving an increased understanding of the organization. Question 8 1 out of 1 points The lines of advancement for an individual within an organization are known as: Answer Selected Answer: career paths. Question 9 1 out of 1 points Services provided to terminated employees to help them find new jobs are referred to as: Answer Selected Answer: outplacement services. Question 10 0 out of 1 points Under a good mentor, learning focuses on all of the following except: Answer Selected Answer: goals. Question 1 0 out of 1 points An informal network of interpersonal relationships that has traditionally provided a means for senior members of the organization to pass along career tips to junior members is: Answer Selected Answer: a mentoring network. Question 2 1 out of 1 points In making a career choice, one should probably: Answer Selected Answer: all of the above Question 3 1 out of 1 points Services that are offered to employees who are being transferred to different locations are known as: Answer Selected Answer: relocation services. Question 4 0 out of 1 points Which of the following is NOT a popular method that managers use to help employees identify their potential and the strength of their interests? Answer Selected Answer: informal counseling Question 5 1 out of 1 points The three principal criteria for determining promotions are: Answer Selected Answer: merit, seniority, and potential. Question 6 0 out of 1 points Work-related sources of conflict include all of the following except: Answer Selected Answer: number of hours worked each week. Question 7 1 out of 1 points HR’s role in gauging employee potential for career development includes all of the following except: Answer Selected Answer: create employee’s promotion plan Question 8 0 out of 1 points The usual targets of assessment centers are: Answer Selected Answer: nonmanagement positions. Question 9 0 out of 1 points While a career development program requires special processes and techniques, a basic requirement is: Answer Selected Answer: a promotion policy. Question 10 1 out of 1 points For what reason should a person seeking a mentor research the potential mentor’s background? Answer Selected Answer: so that it will be easier for both of you to establish a relationship Sunday, November 18, 2012 8:50:37 AM CST Question 1 0 out of 1 points The career stage one would typically be in during his or her early 20s would be: Answer Selected Answer: pre-career. Question 2 1 out of 1 points Employability refers to: Answer Selected Answer: the skills and support needed to find a job Question 3 1 out of 1 points Services provided to terminated employees to help them find new jobs are referred to as: Answer Selected Answer: outplacement services. Question 4 1 out of 1 points The advancement of women in management: Answer Selected Answer: is likely to be helped by the advancement of younger men because of their more progressive attitudes toward women. Question 5 1 out of 1 points While a career development program requires special processes and techniques, a basic requirement is: Answer Selected Answer: management support. Question 6 1 out of 1 points The usual targets of assessment centers are: Answer Selected Answer: management positions. Question 7 1 out of 1 points For what reason should a person seeking a mentor research the potential mentor’s background? Answer Selected Answer: so that it will be easier for both of you to establish a relationship Question 8 1 out of 1 points The placement of an employee in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job is known as a: Answer Selected Answer: transfer. Question 9 1 out of 1 points Services that are offered to employees who are being transferred to different locations are known as: Answer Selected Answer: relocation services. Question 10 0 out of 1 points Work-related sources of conflict include all of the following except: Answer Selected Answer: irregularity in working hours. Sunday, November 18, 2012 8:53:32 AM CST Question 1 1 out of 1 points Employability refers to: Answer Selected Answer: the skills and support needed to find a job Question 2 0 out of 1 points The career stage one would typically be in during his or her early 20s would be: Answer Selected Answer: early career. Question 3 out of 1 points Over the past decade, the percentage of women in all management positions has increased to slightly over ____________ percent. Answer Selected Answer: 35 Question 4 1 out of 1 points The usual targets of assessment centers are: Answer Selected Answer: management positions. Question 5 0 out of 1 points Career development programs benefit organizations in all of the following ways except: Answer Selected Answer: providing greater retention of valued employees. Question 6 1 out of 1 points Outplacement services are: Answer Selected Answer: designed to help terminated employees find a job elsewhere. Question 7 0 out of 1 points A program that provides for a relatively rapid progression through a number of managerial positions is known as a: Answer Selected Answer: career advancement program. Question 8 1 out of 1 points While a career development program requires special processes and techniques, a basic requirement is: Answer Selected Answer: management support. Question 9 0 out of 1 points Under a good mentor, learning focuses on all of the following except: Answer Selected Answer: opportunities. Question 10 1 out of 1 points In making a career choice, one should probably: Answer Selected Answer: all of the above Question 1 1 out of 1 points The choice of an appraisal method should be largely based on: Answer Selected Answer: the purpose of the appraisal. Question 2 1 out of 1 points Appraisal training for raters should focus on: Answer Selected Answer: eliminating subjective errors Question 3 1 out of 1 points As an appraiser, you should try to do all of the following except: Answer Selected Answer: change the person, not the behavior. Question 4 0 out of 1 points Freedom from criterion deficiency of performance appraisals refers to the extent to which: Answer Selected Answer: ndividuals tend to maintain a certain level of performance over time. Question 5 0 out of 1 points Time consuming to develop and use, but have less subjectivity and more acceptance characterize which type of appraisal method? Answer Selected Answer: behavioral method Question 6 1 out of 1 points The strategic relevance of performance appraisals refers to: Answer Selected Answer: the extent to which standards relate to the overall objectives of the organization. Question 7 0 out of 1 points When the manager and the employee jointly establish future performance goals for each employee, which appraisal source is useful? Answer Selected Answer: team appraisal Question 8 0 out of 1 points Administrative purposes of performance appraisal include all of the following except: Answer Selected Answer: documenting personnel decisions Question 9 0 out of 1 points Which of the following appraisal methods helps guard against recency error? Answer Selected Answer: mixed-standard scale Question 10 1 out of 1 points Self-appraisals are best for: Answer Selected Answer: developmental purposes. Question 1 1 out of 1 points If a performance standard is found to be stable or consistent over time, it is said to be: Answer Selected Answer: reliable. Question 2 0 out of 1 points Time consuming to develop and use, but have less subjectivity and more acceptance characterize which type of appraisal method? Answer Selected Answer: trait method Question 3 1 out of 1 points The choice of an appraisal method should be largely based on: Answer Selected Answer: the purpose of the appraisal. Question 4 1 out of 1 points TQM and team appraisal are complementary because: Answer Selected Answer: both focus on performance as a whole, rather than on the individual Question 5 0 out of 1 points Administrative purposes of performance appraisal include all of the following except: Answer Selected Answer: determining promotion candidates Question 6 0 out of 1 points Freedom from criterion deficiency of performance appraisals refers to the extent to which: Answer Selected Answer: factors outside the employee’s control can influence performance. Question 7 0 out of 1 points Total-quality management concerns have led to the increased use of: Answer Selected Answer: team and peer performance appraisals. Question 8 1 out of 1 points If you rate an average employee’s performance high because you compared the employee to poor performers, you are committing a: Answer Selected Answer: ontrast error. Question 9 1 out of 1 points Which of the following appraisal methods helps guard against recency error? Answer Selected Answer: critical incident Question 10 0 out of 1 points High potential for rating errors, but inexpensive to develop and use characterize which type of appraisal method? Answer Selected Answer: behavioral method Question 1 0 out of 1 points Which method of performance appraisal requires managers to place a certain percentage of employees into various performance categories? Answer Selected Answer: percent method Question 2 0 out of 1 points The appraisal system based on the concept that learning helps organizations improve their internal processes and allows individuals to see how their performance ties in with the firm is: Answer Selected Answer: management by objectives Question 3 0 out of 1 points Requirements for successful MBO programs include all of the following except: Answer Selected Answer: goal statements must be accompanied by descriptions of how they will be accomplished. Question 4 1 out of 1 points Total-quality management concerns have led to the increased use of: Answer Selected Answer: team and customer performance appraisals. Question 5 out of 1 points If you rate an average employee’s performance high because you compared the employee to poor performers, you are committing a: Answer Selected Answer: contrast error. Question 6 1 out of 1 points The choice of an appraisal method should be largely based on: Answer Selected Answer: the purpose of the appraisal. Question 7 1 out of 1 points Self-appraisals are best for: Answer Selected Answer: developmental purposes. Question 8 1 out of 1 points In most instances, who is in the best position to perform the function of appraising an employee’s performance? Answer Selected Answer: the employee’s supervisor Question 9 1 out of 1 points The strategic relevance of performance appraisals refers to: Answer Selected Answer: the extent to which standards relate to the overall objectives of the organization. Question 10 1 out of 1 points Disadvantages of the essay method include all of the following except: Answer Selected Answer: it must follow a jobspecific format. Sunday, November 18, 2012 9:06:30 AM CST Question 1 1 out of 1 points If the performance evaluations that salespeople receive are based solely on sales revenue to the exclusion of other important factors, the instrument suffers from: Answer Selected Answer: riterion deficiency. Question 2 0 out of 1 points If the performance evaluations that delivery drivers receive are partially influenced by the fact that some drivers operate in areas where there are major traffic problems while others operate in areas with few traffic problems, the instrument suffers from: Answer Selected Answer: rater bias. Question 3 1 out of 1 points Administrative purposes of performance appraisal include all of the following except: Answer Selected Answer: providing performance feedback Question 4 1 out of 1 points Which of the following appraisal methods helps guard against recency error? Answer Selected Answer: critical incident Question 5 1 out of 1 points As an appraiser, you should try to do all of the following except: Answer Selected Answer: change the person, not the behavior. Question 6 0 out of 1 points A performance-rating error in which the appraiser tends to give employees either unusually high or unusually low ratings is referred to as a: Answer Selected Answer: halo error Question 7 1 out of 1 points Disadvantages of the essay method include all of the following except: Answer Selected Answer: it must follow a jobspecific format. Question 8 1 out of 1 points Performance appraisals must meet legal requirements because: Answer Selected Answer: they are used as a basis for HRM actions and decisions Question 9 0 out of 1 points Requirements for successful MBO programs include all of the following except: Answer Selected Answer: a specific time must be set when goals are to be reviewed and evaluated. Question 10 1 out of 1 points Appraisal training for raters should focus on: Answer Selected Answer: eliminating subjective errors Question 1 1 out of 1 points Positive discipline is different from progressive discipline in that it is based on a â€Å"problem-solving† approach to discipline. Answer Selected Answer: True Question 2 0 out of 1 points Decision-making leave is typically paid leave, and eliminates the negative effects of loss of pay. Answer Selected Answer: False Question 3 1 out of 1 points In order to be effective, employee discipline must take place as soon as possible after the problem is verified. Answer Selected Answer: True Question 4 1 out of 1 points One of the goals of discipline is that it should be seen as training that molds and strengthens the desirable conduct – or corrects undesirable conduct – and develops self-control. Answer Selected Answer: True Question 5 1 out of 1 points It is important when applying either progressive or positive discipline, to maintain complete records of each step of the procedure. Answer Selected Answer: True Question 6 1 out of 1 points One of the major reasons for investigative interviews is to establish the facts surrounding an employee’s offense. Answer Selected Answer: True Question 7 0 out of 1 points Documentation of employee misconduct includes stating the improvement expected by the employer. Answer Selected Answer: False Question 8 1 out of 1 points Progressive discipline results from using positive reinforcement instead of punishment. Answer Selected Answer: False Question 9 1 out of 1 points A major responsibility of the HR department is to develop, and to have top management approve, its disciplinary policies and procedures. Answer Selected Answer: True Question 10 1 out of 1 points Management’s failure to communicate rules to employees is one of the major reasons for reversing disciplinary action. Answer Selected Answer: True How to cite Hrm 352, Essay examples

Wild Squid Essay Example For Students

Wild Squid Essay Squid are wild and wonderful. They are believed to be remarkablyintelligent because of their apparently complex communication system. They include the Vampire Squid, and the elusive and mysterious Giant Squid. I researched the Giant Squid which is the biggest animals in the sea. The giant squid lives in most of the world`s oceans and is among the biggest animals in the sea but it is rarely seen. It hunts smaller sea creatures butlarger animals feed on it. It has inspired fantastic tales but the facts are even more fascinating than the ficiton. For over 2,000 years the giant squid has inspired fear, fascination, and fantastis stories. Encounters with this huge invertebrate have alwaysbeen rare and distant. And only recently has there been scientific evidence to dispute the legends. Centuries ago, people invented explanations for what their astonished eyes saw. In 1500`s, when several large unfamiliar sea creatures were stranded inNorway, people decided they were ?gMermen?h. A merman is a giant squid. Until the 1880`s , the giant squid was thought to be a legend. But in 1888, a giant squid 57 feetlong washed ashore on a New Zealand beach. It had tentacles 35 feet long, and its eyes were each larger than a dinner plate. (It is amazing!) One captured sperm whaleregurgitated two 42 foot long tentacles in an aquarium, meaning the squid they came from was roughly 66 feet long, and weighed 85,000 pounds. Scientists do not know exactly where in the sea it lives, they have not been to study it alive. The giant squid can be up to 18m (59 ft), and their weight can be up to 900kg (1980lb,nearly 1ton). In addition, They were caught everywhere in the world, especially in the North of Atlantic. Scientists suspect giant squid live mostly at depth of 200 to 700,One of the giant squid found stranded on U.S. shores where in Washed ashore on Plum Island, Massachusetts, in 1980. It was the only third giant squid that they found stranded in U.S. shores. The total of specimen was 2.7m ( 9 ft) and theweight was 200 kg (440 lb).The giant squid eat mainly fishes and other squids, basedon scientific analysis of the stomach contents of two giant specimens. Giant, menacing sea monsters have been written about for centuries. Sailors have told fantastic stories of being attacked by monsters with enormous flailing tentacles and huge, black menacing eyes . These stories probably originated from sightings of the largest marine invertebrate which is the giant squid. The giantsquid have the ability to jet propel themselves through the water at 20 miles per hour, faster than most sailing ships of the past. As squid can also launch itself out of the water while moving at high speed , appearing to fly, which would be pretty unnerving to superstitious sailors on a whaling ship. In recently, a scientific expedition was launched to search the deepestoceans of the world for the elusive giant squid. Deep water manned and unmanned submarines will be used to try to find out more about the huge invertebrates. Perhaps there are still many things that we don?ft know about the squid, but the mystery of the sea monsters will soon be solved. Science Essays