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business
managing organizational change

Questions and Answers of Managing Organizational Change

Source a current advertised job/volunteer opportunity that you would like to be considered for and outline: (1) three different recruitment methods that could be used by the hiring organization, and
What are the key reasons for claiming that recruitment and selection are the most important of all HR processes?
Recognize sources of bias in selection decision-making.
Identify a variety of selection techniques and the advantages and disadvantages of each.
Explain some current trends in recruitment including the impact of digital, AI, and emerging technologies.
Describe different sources and methods for generating a pool of job applicants.
Appreciate the links between recruitment and selection and other human resource management (HRM) activities.
Discuss how succession planning can contribute to SHRM in a sport organization you are familiar with. What might be some of the barriers/constraints to its implementation? What are some of the
Find at least two currently advertised sport industry job descriptions. Compare the elements of each description: What are the key job specifications? What does this tell you about the position(s)?
Conduct a job analysis of the most recent paid or volunteer position of a classmate or workmate. Do this based on interview questions and consider what to ask so that you collect the most relevant
How would you assess the internal and external workforce available for an organization that is planning to launch a new product line (e.g., an athletic footwear company launching an athletic apparel
Choose a sport organization. When exploring the sport organization’s HR planning process what factors of TOE theory (Tornatzky & Fleischer, 1990) should be considered?
Develop an internal workforce profile template for a sport organization where you have worked or volunteered, or with which you are very familiar. What information would be critical to include?
How do the designated volunteer and staff roles help the Paris 2024 host committee to meet its objectives?
How might the job description be adjusted to mitigate these biases or barriers?
Referring to Whisenant et al. (2005), what biases or barriers might be present in this job posting?
What aspects of this job description help define the purpose and role of this position for the CPC?
What problems may arise when attempting to recruit and select new board members?
How might internal analysis be used to enhance deep-level diversity (see Chapter 3) through succession planning?
What information would be useful in forming recommendations for recruiting and selecting board members?
How might technology be used to track skills that are needed for the board member roles?
Explain different approaches to job design.
Comprehend the key components of job descriptions.
Identify how to conduct a job analysis and associated techniques.
Outline the purpose of HR outsourcing.
Discuss key aspects of succession planning.
Outline and work with the key steps in the HR planning process.
In groups, discuss affirmative action policies and programs, using real or hypothetical examples. Outline their potential impact on hiring, orientation, and training decisions.
Consider your most recent paid or volunteer position: On a scale of 1 (low) to 5(high), rate “all things considered, how satisfied are you with your job?” Using the same scale, rate low to high
What might happen when an employee with a Type A personality and an employee with a Type B personality have to work together? Consider coaches, committee members, board members, camp counselors, and
Think of an organization where you have worked or volunteered, or with which you are very familiar. Describe the diversity in the organization’s workforce (consider surface- and deep-level
Discuss in groups, or within the class as a whole, whether anyone has worked/volunteered with someone quite different from themselves. What were these differences? Were there any associated
Consider (with specific examples) how surface- and deep-level diversity within the local host committees (and the national organization) could help them engage, and contribute to, the community, and
What might hinder diversity among volunteers in community sport organizations or club?
What might be some other bases of affirmative action targets that sport organizations can, and should, consider?
What is an example of an international or cross-cultural sport league or event?Outline the importance of cultural intelligence for management, staff, and volunteers associated with that league or
Describe the benefits and challenges of diversity in a sport organization.
Explain factors contributing to workplace diversity.
Describe the basis and impact of the workplace attitude of job satisfaction.
Explain the role of personal values and beliefs in shaping individuals’ workplace attitudes.
Describe several personality types and their implications for managing individuals in organizations.
Explain bias through the stereotyping, prejudice, and discrimination that individuals and groups may express and experience in the workplace.
Identify personal attributes and competencies that may explain, and distinguish, individuals’ behavior in the workplace.
Using the same sport organization discussed in question 2, review the organization’s HR practices and discuss the level of fit with Pfeffer’s seven best practices –and note how these fare on
Use the RBV approach to analyze a sport organization that you think has a competitive edge in the marketplace. How does HR fit into this analysis?
Exercise: Conduct a SWOT or PESTLE analysis for a sport organization that you know well. Take the perspective of a CEO planning the organization’s strategy for the next 3 years.
Identify key elements of good strategic human resource management practice.
Outline the Strategic HRM process.
Articulate developments in theories of strategy and how these emphasize the importance of strategically aligned internal processes within sport organizations.
Discuss the benefits of a strategic human resource management approach.
Identify three examples of challenges and/or opportunities for sport organizations in different areas of HR practice.
Think of a sport organization that you are familiar with – what is its approach to HRM?
How might a sport organization gain competitive advantage through HRM?
What value does HRM provide to a sport organization?
Identify the unique challenge of strategically managing diverse groups of people in contemporary sport organizations.
Discuss how workforce composition will vary between different types of sport organizations.
Outline unique human resource considerations for sport organizations.
Describe human resource management’s role in organizations.
6 Changes in the competitive, global macroeconomic and technological environments of the present render traditional measures inappropriate.
5 Managerial bonus and incentive schemes are commonly linked to accounting measures of performance.
4 Businesses are frequently run by managers with much more limited experience of the associated technology than was the case in the past.
3 Decisions were more transparent in the smaller organisations of the past.
2 In the past managers were promoted less frequently and as such had to live with the consequences of their decisions over longer periods.
1 There is currently greater pressure for good short-term results than prevailed several decades ago.
● providing a basis of remuneration, promotion and incentives.
● providing a control mechanism for comparison of actual v. target performance;
● indicating the effectiveness of current strategies;
● directing and motivating managers to adopt goal-congruent actions;
2 through the development of a strategy that will determine the actions needed to achieve its stated objectives.
1 through the adoption of goals that assist it in moving towards its mission:the quantification of these goals establishes specific objectives;
2 allocating indirect costs to the product.
1 tracing direct costs to the product;
4 Change transactions: dealing with various changes including product design and schedule changes.
3 Quality transactions: ensuring that processes and outputs comply with specification;
2 Balancing transactions: matching the supply of labour, material, machines and capacity with demand;
1 Logistical transactions: the ordering, execution and confirmation of material movement;
4 a general belief existed that overheads were fixed and could not be reduced.
3 the widespread use of direct labour hours to absorb overhead caused managers to have a bias towards reducing labour costs;
2 machines could often be readily introduced to replace manual tasks;
1 most managers were well versed in the concepts of scientific management which focus on achieving the most from direct labour;
3 a shift towards overheads that vary with factors other than volume.
2 the continued use of volume-related bases for overhead absorption;
1 the growth in overhead costs and the diminution of labour costs in modern businesses;
5 In financial planning it is important to remember that calculations complement rather than replace strategic analysis. Thus analysis informs decisionmaking and informed judgement is the key to
4 Astrategy creates value if the post-strategy value of the business exceeds its pre-strategy value but this involves:● the identification of options;● testing the validity of assumptions;●
3 Strategic analysis cannot be undertaken in isolation because competitors are also developing strategy and making decisions, rather than merely reacting to our decisions. Consequently anticipation
2 Planning is future-oriented and not necessarily a continuation of the present.
1 Strategic analysis requires an understanding of the market, the competition and customers.
3 Analysers: These organisations tend to operate in a matrix structure rather than hierarchically, and tend to have extensive planning systems, and elaborate control systems to measure performance
2 Prospectors: These organisations are concerned with exploiting market opportunities and therefore tend to have little formal structure, and control systems which are only concerned with overall
1 Defenders: These organisations are strong on control systems, operate in stable markets where growth is slow and incremental, and tend to have hierarchical structures.
● making decisions which will help in the operation of the business.
● controlling the plan in operation;
● planning the operations of the business;
● ensure sufficient resources are available to undertake the planned course of action.
● assess the consequences of the future activities of the firm;
● evaluate alternative courses of action in order to select the optimal course, in terms of the organisational objectives;
● critique the role of accounting in the planning process.
● describe the effect of IT upon the role of a business manager;
● discuss the relationship between strategy and organisation structure;

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