What are some practical measures you might take in order to reduce this resistance?
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Scenario: You are the manager at a firm that has recently undergone significant technological updates. Several staff have expressed their concerns/anxieties regarding the changes.
What are some practical measures you might take in order to reduce this resistance?
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- An engineering company is using Autocad2017 software to produce engineering drawings. The top management decided to buy a new Autocad2020 to replace the current one. However, the engineers and draftsmen are reluctant to use the new software and might resist this technological change. As a manager, what techniques should you apply to reduce the employees’ resistance to change? List 3 techniques and explain how do they help.Q1: One of your employees was performing highly at the beginning of the year (pre COVID pandemic). However, the transition to working from home due to COVID-19 pandemic has been difficult and long, for a myriad of potential reasons (some that you may not even be aware of) his performance was not up to the mark and his work was affecting the company Now being the Head of Department, answer all questions: 1-What will be your reaction to situation? Will you discuss the matter with your employee? 2-will you try to motivate the employee? If yes, how will you motivate? 3-Which performance will you consider, The performance of an employee throughout the year or the recent performance since the start of COVID -19 pandemic.List down the risks that involved in implementing of such a system which can learn from human interaction, emotions, and behavior. Identify the goals that these companies want to achieve from the implementation of AI technologies? What is the acceptable level of evolution of A.I. at which people will be willing to compromise for data collection?
- One of your employees was performing highly at the beginning of the year (pre-COVID pandemic). However, the transition to working from home due to the COVID-19 pandemic has been difficult and long, for a myriad of potential reasons (some that you may not even be aware of) his performance was not up to the mark and his work was affecting the company Now being the Head of Department, answer all questions:-What will be your reaction to the situation? Will you discuss the matter with your employee?2-will you try to motivate the employee? If yes, How will you motivate?T3-Which performance will you consider, The performance of an employee throughout the year or the recent performance since the start of the COVID -19 pandemic.Scenario: You work as a business manager for a multi-national company. Your department has a regional business office, with six employees and one support staff, in a developing country. At this point, the office has one desktop PC used by the support staff. The six employees are all very experienced and highly competent in traditional business process management techniques. One is a good mainframe IS professional. Their training and experience in using a PC, however, ranges from little to none. Your department has a decentralized philosophy in managing its regional offices. Your Chief Executive believes that positive customer relations are of paramount importance, and local autonomy allows the regional employees to fit into local cultural norms. Despite her decentralized philosophy, the Chief Executive just can’t stand to see this office so far behind the technological times any longer. She has charged you with bringing the office to a one-to-one employee/PC ratio. Develop fifteen…“… In a survey conducted in 2019 by McKinsey, 60% of executives interviewed expected half of their employees to be retrained or upskilled in the next five years. A Gallup study shows that organizations that have made a strategic investment in employee development report 11% greater profitability and are twice as likely to retain their employees. Still, the Covid-19 crisis pushed companies to increase pay cuts, voluntary retirement and layoffs. The consequences on the workforce have been devastating, reducing the long-term competitive edge of the companies. Employee morale has decreased, training and development costs have been cut off, and valuable knowledges has been lost. At the same time, many other companies are ramping up hiring to accommodate new skills needed.” Question :- Discuss comprehensively on the human resource management planning in relation to industrial revolution 4.0.
- Scenario # 3: Ethical Dilemma In 2006, Hewlett-Packard Development Company LP became embroiled in a controversy over methods used to investigate media leaks from its board. HP Chairperson Patricia Dunn could have simply asked the directors who was the source citedin the story, sought an apology and gone from there. With some direct face-to-face communication, the story would likely have ended quickly. It did not. “Not only did investigators impersonate board members, employees and journalists to obtain their phone records, but according to multiple reports, they also surveilled an HP director and a reporter for CNet Networks Inc. They sent monitoring spyware in an e-mail to that reporter by concocting a phoney tip. They even snooped on the phone records of former CEO and Chairperson Carly Fiorina, who had launched the quest to identify media sources in the first place.” The situation continued to escalate. For example, the New York Times reported that HP consultants even considered…In the midst of the COVID-19 pandemic, a multinational corporation faced numerous challenges that required swift and effective crisis management. With employees working remotely and supply chains disrupted, the company had to adapt quickly to ensure business continuity. The management team implemented a robust crisis management plan that included regular communication with employees, suppliers, and customers, a flexible remote work policy, and the development of new product lines to meet changing customer needs. This proactive approach not only ensured the company's survival but also positioned it for future growth in a post-pandemic world. Question: How did the company's crisis management strategy impact its long-term success and resilience in the face of unexpected challenges?how to respond to this in 100 words? A stability strategy is a corporate strategy that focuses on maintaining the current business operations and staying consistent with existing products, markets, and business processes (Parnell, 2017). This strategy aims to avoid major changes and risks, and instead, focuses on optimizing efficiency and profitability within the current business model (Wang et al., 2020). There are many reasons why an organization may choose to adopt a stability strategy, as this strategy is usually adopted when a company operates in a stable industry with limited growth opportunities and has achieved a dominant market position (Parnell, 2017). Oftentimes, stability strategies are employed during times of uncertainty or economic downturn, making core business and resource conservation a priority (Wang et al., 2020). Although stability strategies appear to be less dynamic and aggressive in comparison to growth or innovation-focused strategies, stability strategies can,…
- Outline a background of the case below. (Please note that this is not an essay question.) In June 2011, Steve Katsaros, founder and CEO of Nokero, was contemplating how to build on his company's accomplishments during the last 12 months. Nokero, a marketer of solar bulbs, has emerged as a successful born-global social enterprise. Opportunities in the Social Enterprise Sector As previously mentioned, Nokero, has been engaged in partnership programs with various social enterprises, such as Project CURE and American Green. Social enterprises have actively sought out Nokero for possible partnerships.magine that you have just accepted a leadership position with a medical imaging equipment company. The organization's financial performance has been worsening and its market share slipping, which is why the company hired you to come in and make some changes. You have been given the authority to do whatever you need to do to improve the company's performance. After collecting a lot of information and speaking with a wide variety of employees, you have determined that the biggest cause of the company's underperformance is that its culture is too complex and consensus-oriented, which makes decision making too slow. The first thing you decide to do is to change the culture. What type of culture do you want to adopt? How will you change the culture? What will you do to reinforce the changes you suggest (e.g., staffing, rewards, performance feedback)?Scenario # 3: Ethical DilemmaIn 2006, Hewlett-Packard Development Company LP became embroiled in a controversy over methods used toinvestigate media leaks from its board. HP Chairperson Patricia Dunn could have simply asked the directors who was the source cited in the story, sought an apology and gone from there. With some direct face-to-face communication, the story would likely have ended quickly. It did not. “Not only did investigators impersonate board members, employees and journalists to obtain their phone records, but according to multiple reports, they also surveilled an HP director and a reporter for CNet Networks Inc. They sent monitoring spyware in an e-mail to that reporter by concocting a phoney tip. They even snooped on the phone records of former CEO and Chairperson Carly Fiorina, who had launched the quest to identify media sources in the first place.”The situation continued to escalate. For example, the New York Times reported that HP consultants even considered…