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international human resource management

Questions and Answers of International Human Resource Management

2. Do you see any patterns? For example, are more of the factors listed within the control of individuals versus outside of their control? Are there any surprising or unexpected themes or
- Does the mission or purpose of your company make you feel that your job is important?
- Does your supervisor, or someone else at work, seem to care about you as a person?
- Do you have the opportunity to do what you do best every day there?
- Do you know what your manager and colleagues expect of you at work?
3. Less effective managers fail to develop similar expectations, . . . _ _ _ _ your own manager1al style. It also requires that you be a pos1—so, as a consequence, the productlvlty of the1r
2_ A unique characteristic of superior managers is their ability dealmg With the complexrtres and contmgencres of Job des1gn.to create high performance expectations that their subordi— MÜSt 1mpor
]. What managers expect of their subordinates and the way Being a positive Pygmalion is one of the single most they treat them largely determine subordinates’ perfor— important ways in which you
I Which of your reasons (if any) were not under your controli>
I Which of your reasons (if any) were under your direct Ændpersamd control?
I W/7y were you so motivated and able to work so productively?
3. In your description answer the following questions:
2. Write a short description of that situation. What was the situation, who was involved, what did you do, what was the outcome?
]. Think of a moment or situation during the last few months when you felt really motivated and as a result were productive and high performing.
4. Assume that you were going write Don’s objectives. What would be your first step? \What objectives would you suggest as appropriate for Don?
3. What should Nancy have done differently to achieve unity and alignment?
2. Why did Nancy’s approach to the MBC program generate such a negative reaction? Review the four steps or phases that are included in a good performance management system? Which of these steps did
l. Review the four conditions for gaining strategic unity and alignment. To what extent did these four conditions exist at Countrywide?
6. How would you go about resolving any questions, inconsistencies, or problems you have, based on your answers to the questions above?
5- HOW Will YÜU. HIÊHSUI'Ë progress 3.11d SUCC€SS 011 ËHCh Of thfi‘ Väf10üS goals? HOW Will YOU kDÜW that YÛL1 hHVË &ChÏËVËd ËflCh gDfll?
4. Do the various goals support and complement one another, or might there be some potential conflict and competition among some of the goals? What modifications might be appropriate?
3. How difficult and challenging are each of your goals? Rate each one.
2. How do you know that your goals will bring you closer to the realization of your personal vision?
1. Are these goals consistent with your story/vision from the Practice segment in Developing and Communicating a Vision? \Why or why not? If not, what changes might you make to create better
Write or share answers to the following questions:
List at least one goal (but do not restrict yourself to one) that you have in each of the following four categories.You will refer to these goals throughout the discussions and activities in this and
I How aligned do you think those values will be with our organization? \Why?
I What do you see as the most important values that define who you are as an individual?
I What is it about you that makes you think you would be a good fit for us and that we would be a good fit for youi>
I What do you want most from an organization/ career?
I Why this company and not (insert names of two most obvious competitors)?
I What about this organization makes you want to be a part of it?
Learn How to Manage Execution cmd Drive for Results.
Discover How to Design et Structure and 0rgonize People to Achieve Gools.
Understond How to Motivote Self cmd Others.
Understond How to Set Gools cmd Objectives.
Describe How to Develop and Communicoie o Vision.
d. Have you come across any situations where company policies made it difficult to actually comply with some requirements? If so, what can be done to improve the situation?
c. What types of strategies does your organization use to encourage compliance?
How often is the code of conduct reviewed?
b. What is covered in your organization’s code of conduct? Are copies readily available to employees?|
a. Does your organization have a compliance and ethics office?
2. Use the questions below to evaluate how your organization attempts to obtain compliance with rules,
1. Identify an organization to analyze, preferably your employer.
' Do you feel that some strategies were not used that should have been used? Why or why not?
' Which strategies do you think have the most impact in reducing illegal and unethical behavior?Why?
' How many different strategies did you find?
2. Briefly review the guidelines looking for evidence of different strategies for encouraging compliance.Then answer the following questions with a group or as a class:
]. The United States Sentencing Commission has posted the current version of the Federal Sentencing Guidelines Manual on its web site. Download or view the most recent copy of Chapter 8: The
2. What changes in context are most influential in changing your compliance with the requirements of a situation?
1. What factors seem to most influence whether you will comply with the requirements of a situation?
6. As instructed by the professor, share your answers in groups or with the class.
5. Reconsider the situation from the perspective of your instructor. Do you think your instructor has the same objectives that you do? Why or why not? If there are differences between your objectives
4. Now, consider what the instructor can do to help you achieve your objectives. VVhat measures would be appropriate for assessing the instructor”s performance relative to your objectives? Write a
' How much control do you have over achieving your objectives?
' Do any measures show up for multiple objectives?
' Do you see any objectives that appear to be contradictory?
3. Compare the objectives and measures that you have developed. Then develop answers to the follow—ing questions:
2. For each of the strategic objectives that you listed, identify some key measures that will help you determine whether or not you are on track to achieve that objective. Remember, one objective may
1. Write a list that summarizes your strategic objectives for getting an education at this point in your life.As you work on developing the list, think about more than just getting a degree (although
4. What concerns do you have about internal and/or external integration? How do you think you should handle these concerns?
3. What are your current scheduling concerns? Assuming that you do not have unlimited resources, make a few suggestions for resource leveling and set up a Gantt chart.
2. Create a chart of earliest and latest start and finish times. Determine the critical path. What is the shortest time from start to finish?
1. Based on the list of activities, prepare a PERT/ CPM network diagram. What is the critical path?
5. Overall, how well was this project or event coordinated? What were the key successes? \Where were some needed details overlooked?Rfiectian As we noted in Module 1 in the Managing Groups and
4. To what extent was there a need to coordinate resources (money, equipment, supplies) as well as people? What role did you play in the coordination of resources?
3. To what extent was there a clear understanding regarding a schedule or timeline? What role did you play in devising the schedule?Planning :md Caordändtäng Projects ]. 29
2. To what extent was the project explicitly segmented into smaller, more manageable activities? Describe the process by which the project was divided up. What role did you play in dividing the
]. To what extent were goals and objectives of the project made explicit? What role did you play in clarifying goals and objectives?
. Once you are confident that you have identified the root causes of the problem, write a memo sug—gesting how the operations of the cross-functional team could be improved.
When you identify a problem, try to determine its specific source(s). That is, don’t just say “Meetings do not accomplish anything.M Try to determine the cause of the problem: Are goals unclear?
. Analyze the situation in terms of the key guidelines for managing cross—functionally as presented in this section. Find specific ways in which the situation is being managed well, as well as
l. Identify a situation that you are currently in at school, at work, or in some other formal organization that has cross-functional elements to it.
4 What was better about the previous format for student orientations? What is better about the new format?
3. What issues of internal and external integration will need to be addressed in carrying out this task?
2 What people-related issues do you foresee?
]. What work— or task—related issues need to be addressed in order to carry out the provost’s request?
' Does your chart match with the larger chart in terms of how you actually accomplish your worki
' Which areas depend on inputs from you to get their work donel>
' Which areas are you most dependent on to get your work done?
3. Think about your job in the organization (as an employee or student) and draw a new chart. Put yourself in the center and draw connections to all the areas in the organization that you need to be
' Suppose you had to select members to be part of a cross-functional team. Your project would be large scale and would affect the basic needs of many employees. (For example, an upgrade to a central
' Choose one central and one supportive unit represented on the organization chart. Based on what you see in the chart, what power differences would you expect to see when comparing the two units?
' What parts play a supporting role to other functions in the organization? Why would you describe these parts as supporting?
' Are there any central divisions or units that might be in competition for the same customers?
' What parts of the organization seem central to the organization?
2. Study the official chart. Based on what you see, analyze what the structure of the organization suggests as answers to the following questions:
1. If you are currently employed, obtain a copy of an organization chart for your employer. If you are not currently employed, find a copy of your school’s organization chart (check with the human
8. At your job, what kind of information do you typically need to act on? What type of information do you need to refer to others? Could you begin to refer more things to others, rather than acting
7. Do you turn off your e—mail and phone when you need to concentrate on a major project? Do you forward your phone and turn off your cell phone when you are meeting with other people?
6. How effectively do you manage phone time? Do you always answer your phone when it rings? Do you often find that you spend more time on the phone than you realized?
5. How many messages do you have in your e-mail in-box? Do you use folders to file messages you want to keep? How often do you have to search for an old e-mail message? How long does it typically
4. How much time do you think you spend each day looking for documents (including scraps of paper with phone numbers or other bits of information on them)? Do you ever lose track of important
3. How do you “process” your paper mail? Is your method effective? Do you allow mail to pile up unopened? Do you sort through the same piles multiple times?
“Where do you see yourself in 5 years?”
“What is your greatest strength? Your largest weakness?”
“What is your biggest accomplishment?”
“What did you like and dislike about your last job?”
Why do you want to work here?”
9. Investigate three organizations to determine the virtual nature of their recruitment and selection processes. Compare as well as contrast your findings and report them to the entire class.

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