This is a CONFLICT of MANAGEMENT course. This assignment will consist of 4 parts. Please keep questions in order and answer all questions with 75 plus words each along with citing your references per each section. There is an upload for Part C question.
Part A 1. Explain the differences between I-messages and you-messages. Provide an example of each. 2. Describe the benefits gained from rehearsing prior to engaging in a real negotiation. 3. Additionally, explain at least two differences between a conversation and a sell job.
Part B
Discussion Forum - Building Collaborative Skills- Part 1 Pick 2 of the following 3 questions to answer;
1. Give an example of an empathic response to demonstrate you are “listening for feelings”. 2. Describe the brainstorming process and ground rules for effective brainstorming. 3. Give examples of questions you might ask to test options before committing to a solution.
Negotiating Challenges- Part 2 1. Describe the distinction between process and content issues in negotiation. Which elements are process elements? Which are content elements?
Part C
Challenges of Integrative Negotiations- Part 1 1. Summarize two major points in the article-integrative negotiations.
Common Barriers to Negotiations- Part 2 Pick 1 of 2 questions to answer; 1. Describe at least three common causes of impasse and strategies for responding to them 2. Describe how to strengthen your bargaining position when faced with resistance
Part D
Discussion Forum: The Challenge of Consensus- Part 1 1.Describe the distinctions between mediation in workplace vs. more formal settings
2.Identify situations for which mediation is appropriate/inappropriate
Current conflict in the news to write about. The news article must be less than 1 year old and from a credible source (not a tabloid). Students will write a 1-page paper and explain what their article was about and how it relates to the material we've read/watched/discussed. Papers must be 12 font, double spaced and spell checked. A works cited page is also required. Please address the following questions in your essay. -Explain what strategies were used to resolve the conflict. -What was the end result? - Did you agree with the results? -What would you have done differently? - Do you feel the conflict could have been avoided? If so, how?
LIVE NEGOTIATION FINAL PAPER: Sometime during the course, you must actually go out and conduct a live negotiation. The substance of this negotiation may be anything of value, something related to a job or employment search, relations with peers or coworkers, etc. The following rules apply for the live negotiation a. You must negotiate for something nontrivial (i.e: you should care how the negotiation turns out). b. The opponent(s) may not be another student in this class, the instructor, or one of your parents. c. The opponent(s) must not be aware either before or during the negotiation that it will be used to satisfy course requirements. d. If at all possible, you should try to interview your opponent and/or observers about the negotiation after it is over.
Students must write a final paper on the live negotiation. Your paper should describe your reactions, perceptions, impressions, and significant insights gained from participation in (and reflection on) the negotiation. You may talk about yourself or the behavior of other people. I encourage you to address such points as the following: -What was your goal? What happened in the negotiation (a brief overview of key events)? -What did you learn about yourself from the experience? -What did you learn about the behavior of others? - How does this experience compare to others that you have had in similar or comparable circumstances? -What did you learn about bargaining or conflict from this situation? -How do the concepts in the lectures or readings enrich your understanding of the process of this negotiation and its outcome? -What would you do the same--and what would you do differently--in the future, or how would you like to behave in order to perform more effectively in such situations? -Did you use a specific model to resolve the conflict?
There are two sections of this answer the questions for each week on material that is uploaded for each week and then follow the journal template for each week also.
10: Coaching & Performance Management
• Welcome to the tenth week of HR and Organizational Development. Here we are with Week 10! Already? What is HR’s role in organizations? What is OD and how does it fit into an organization? What are some of the factors that influence employee motivation? What is the role of Career Management and Development both organizationally and individually? What is Learning and Development? What is HRD’s role with Diversity? What is HRD’s role in change? What is HR’s role as a change agent? What is employee counseling and EAPs? This week is oriented toward coaching and performance management. Why is coaching important? Coaching skills are important ones to have in today’s environment. Within SHRM's body of knowledge on their certification exam, coaching and counseling are listed a number of times. SHRM's workshops on the topic include sessions on learning active listening, asking powerful questions and effective communication techniques. See more at: https://www.shrm.org/education/seminar/pages/coachingskills.aspx#sthash.18qIeND3.dpuf What is the textbook’s focus? definition comes down coaching is encouraging employees to accept responsibility, enable them to achieve and perform and to treat them as a partner. A good example of one of the coaching approaches in the book is the Fournier approach that focuses on: o A problem exists o Developing alternative solutions o Agreeing on an action plan o Measuring results o Recognizing achievement From the Dan Pink video there is still a lot of resistance against moving towards more self-autonomy in work. Many companies, like GE, are doing away with their old performance management system and moving to a coaching model. Under the Jack Welch era, they used to force rank their employees every year and then cut the bottom 10%. It was referred to as “Rank ‘em and yank ‘em.” This approach was inherently unfair and at times found to be illegal. GE's more recent focus is more on training managers on communication and feedback skills. One of the benefits of this change in approach is a more neutral and positive approach to solving employee work related problems. Hopefully, we’ll see the focus on describing current and desired behavior; exploring causes and alternative solutions, and providing follow up and support.
See more at: https://www.shrm.org/education/seminar/pages/coachingskills.aspx#sthash.18qIeND3.dpuf https://learn.granite.edu/pluginfile.php/1499855/mod_resource/content/2/How%20to%20have%20a%20coaching%20conversation.pdf https://www.ted.com/talks/dan_pink_on_motivation?language=en
Part A Question: Share your experiences engaging in coaching conversations (no names please). What worked, what didn't work. Why?
Part B Journal:
11 Discussion Forum - Team Building
Welcome to the eleventh week of HR and Organizational Development. We’ve touched on a lot of the elements of successful Human Resource professionals during this class. The video this week sums it up well in that HR should be a partner in the business and not just a stand along function. While this is a bit vague, essentially it means that as goals are set, plans made, and actions are implemented that HR considerations are included. For example, if a business plans to move its R&D facility to Cambridge, MA, HR needs to be involved in making the decisions given the divestiture, transfer and acquisition of talent. There may be a number of legal requirements such as WARN notifications. What does the organization look like in the new location? Which employees will transfer? Who will be laid off? What liabilities might result from these decisions? What jobs need to be filled in the new locations? Where will these workers come from? What is the job market like at the new location? What is the compensation that will be needed to attract local talent?
In this class we have focused on the Human Resources Development (HRD) skill set of which HR professionals should have a working knowledge. Human resource development (HRD) (Chapter 1) is defined as a set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands. Some of these activities include: · Training and Development – improving employee knowledge, skills, and attitudes. · Organizational Development – enhancing the effectiveness of an org and its members · Management Development training program focused on current and future managers · Career Planning – setting goals and taking action · Coaching – enabling employees to do their best · Cross-Cultural training - training to help employees who will be working in or with others who are not in their culture · Diversity Management – valuing differences training · Employee Orientation – introducing new worker to the job and organization · Employee Wellness Programs – organized efforts to ensure employee health and fitness. · OJT – on-the-job training · Performance Management – employee goals setting, feedback, coaching and rewards · Succession Planning – evaluating employee potential ensuring that are employees who have the right development activities to step into management roles as they open. · Team Building – Building trust and cohesiveness.
Describe your experience with HR as a Collaborator and Teambuilder. What have you learned throughout this course that may provide context to your past behavior, and how might you apply that learning?
Prepare a strategic plan that contains the following sections:
Executive Summary Company Overview (with ticker symbol) Company History Products and or services Operations Vision Mission Statement Corporate Values & Culture SWOT Analysis Competition Management team/Leadership Financial Outlook Strategies Conclusion
Instructions:
Paper must be written in flawless APA format using headers, headings, in-text references, reference page, 1' margins (use template provided below) Make sure you use adequate, credible and reliable APA source citations to support your work. This strategic plan will incorporate what you have learned over the past 7 weeks. Your company selection must be listed on either the NASDAQ or NYSE. You may review the sample strategic plans shared in the resource section and use them as a guide in developing your strategic plan. Please keep in mind that you must still meet the 20% similarity scan requirements upon submission. Review the examples in the resource section of the course prior to submittal. DO NOT SIMPLY COPY AND PASTE MATERIAL FROM THE COMPANY WEBSITE.
Important Notes:
You must include a minimum of 6-9 sources and 3-4 must be from a peer-reviewed source (library/journal articles)
Your paper should be in essay format; not bullet format. Minimum 12 full pages of content (Word Document) of strategic material (does not include cover page, executive summary nor reference pages); DO NOT GO OVER 14 pages of actual CONTENT (max content). All charts, graphs and pictures are to go in appendix (not a substitute for content)
Use the PESTEL framework to analyze the POLITICAL, ECONOMIC, SOCIAL, TECHNOLOGY, ENVIRONMENTAL AND LEGAL opportunity and threat factors and trends in the external environments of South Africa and Brazil.
Please review the written paper, read the case Study - VF Brands, VF Brands Paper (word document) that needs to be edited and the ebook chapters 13 and 14 ( access provided below) 1. Issues portion - Each issue should be clearly defined. 2. Analysis portion should bee at least one page and should include the graphs from the case study appendices that will support the recommendation 3. Recommendation portion should be at least one page and should also address all of the issues 4. Include appendices from the case study at the end of the paper to support the recommendations and analysis
Below are the Initial Instructions for the paper:
Read the Attached Case study - VF Brands Read Chapter 13 and Chapter 14 of the textbook - Operations Management (please download here https://transactions.sendowl.com/orders/26646500/download/8c51aea6822f362ae67ce4b08c65acfa )
Follow the instructions CLOSELY outlined below to complete a 3 pages case study analysis. It should include all of the following: Abstruct, Background, Issues, Analysis Recommendations and Conclusion:
The criteria for grading individual written case analyses include: · Identification of key problems/strategic issues. · Demonstrate that you can use the concepts, tools and techniques of operations management presented in your textbook. Both breadth and depth of analysis will be evaluated. · Present realistic workable, well-supported recommendations for action. · Use good communication skills. Each case should be written using good grammar and formatted to meet APA requirements. Mistakes, bad grammar and lack of format will reflect in your score on the assignment. Proof read all assignments. Don’t rely on spell check to correct all mistakes. Properly document all sources of references—no exceptions. · Evidence of adequate preparation, pride of workmanship, and display of professional attitude and approach. · Case Study Paper Format
should be as follows (use APA format for case study): o Not to exceed 3 pages – double spaced o Abstract (check your APA manual on how to do this properly for case studies) o Background – no more than ½ page. Only include pertinent information that has brought the organization to its current situation. o Issues – Identify the pertinent issues that the organization is facing. o Analysis – Using analysis tools/concepts from your text or appropriate mathematical calculations; perform the appropriate analysis of the data/situation. (Analysis tools can be placed in an appendix and are not counted in the limit of 3 pages. Only include a summary of the results of the analysis performed in the body of the paper). o Recommendations – Provide possible recommendations that will resolve the issues identified. Select the best recommendation(s) and support your decision. o Conclusion
Develop solutions for the problems identified in the Engstrom Auto Mirror Plant case study. Specifically, the following critical elements must be addressed: III. Solutions Development a) Create organizational improvement outcomes that are a direct remedy to the organizational issues. Apply human behavior theories and concepts and validate your recommendations with supportive research evidence. b) Recommend strategic actions that would lead the organization in a proactive manner. Be sure to apply human behavior theories and concepts when crafting your recommendations
Ethics has been broadly defined as concerning certain issues or situations as being fair/unfair, right/wrong, or just/unjust according to the values adopted by a given culture or society. These values act as the acceptable standards developed and nurtured by society. As societies have developed and become more knowledge-oriented and socially alert, the need for social responsibility has increased. According to Davis and Blomstrom (1975), social responsibility is “the obligation of decision makers to take actions which protect and improve the welfare of society as a whole along with their own interests” (p. 39).
Throughout the course of your graduate studies, you have studied a variety of social problems and issues. Specifically, identify the top five (5) ethical issues confronting your field of study. After you have briefly addressed each ethical issue, then rank them according to the literature in your field of study and/or by the importance placed upon them by the current media. As you rank them, please document your sources and justification for the ranking. Finally, analyze each ethical issue according to its impact on the field, relevance to the current and future stakeholders in the field, and make any and all recommendations for improving such ethical issues, situations or dilemmas that impact your field of study. During this analysis, please consider the issue of social responsibility and how leaders in your field have addressed these ethical issues.
Write a well researched, thorough response to one of the questions posed above in an APA formatted paper to be reviewed by your faculty member in practice for your final comprehensive exam. Include 7 scholarly references in your paper. Upload your submission for review here.
Respond in 2100-2450 content words, not including title page, abstract, or references, to each question
As economic times change, management styles have changed accordingly. New concepts and issues of management styles have been analyzed, synthesized, and evaluated to meet the changing needs of the marketplace. The concept of change management has gained great acceptance and/or disapproval by all sectors, including civilian and military.
Katzenbach (1995) wrote that “Real change leaders are the linchpins connecting three critical forces for organizational change and performance: top leadership aspirations (what are we trying to become?); workforce energy and productivity (how will we climb the mountain?); and the marketplace reality (what do our target customers truly seek, and what can and will our potential competitors really do?) (pp. 8-9).
Analyze the changes in your field to determine if there have been periods of time in which leaders in the field, as well as actual practitioners in the field, have had to address the issue of change management. Specifically, this analysis should be based on a synthesis of the current literature (and literature no older than 1995) to demonstrate how leaders in your field of study have addressed the issue of change management – as well as any changes in management style. Next, you should relate these specific changes to their own current, previous, and/or future career paths. This analysis should help to reveal how you have seen changes occur over the past decade or so in your field. Finally, what possible changes, suggestions and/or recommendations would you consider to be necessary in your field of study?
Instructions:
Write a well researched, thorough response to the questions posed above in an APA formatted paper, to be reviewed by your faculty member in practice for your final comprehensive exam. Include 7 scholarly references in your paper. Note: Nonscolarly sources will be ignored and not counted.. Upload your submission for review here.
Respond in 2100-2450 content words, not including title page, abstract, or references, to each question
Task C: Commentary on Task B – 600 Words. Using Task A & Task B, discuss and summarize the issues faced by the leaders, what changes can be enforced, assess the effectiveness of the change programme, and recommendation and conclusion.
Reflective commentary – 500 Words, reflective commentary on the experience of producing this patch and on the contribution of seminar group work to this patch. The reflective commentary should explain the contribution of this patch to your academic and professional progression, and in particular to the development of your intellectual and employability skills. In your reflection, you should also clearly refer to specific group work contributions to your patch.
------------------------------------------------------------------------------------------------------------------------- Key Text Books 1. Goetsch, David L. and Stanley Davis, (2013), Quality Management for Organizational Excellence: Introduction to Total Quality, 7/E, ISBN-13: 9780132558983 Prentice Hall 2. Foster, S. Thomas W. (2013) Managing Quality: Integrating the Supply Chain, 5/E ISBN-13: 9780132737982 Prentice Hall 3. Aikens, C. Harold (2011), Quality Inspired Management: The Key to Sustainability ISBN-13: 9780131197565 Prentice Hall 4. Masaaki Imai, None (2012), Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy 2/E, 2nd Edition, ISBN-13 9780071790352, McGraw Hill 5. Pearce, J. A. and Robinson, R. B., (2007). Strategic Management. Boston, MA: McGraw -Hill. 6. Stacey, R.D., (2007). Strategic Management and Organisational Dynamics: the Challenge of Complexity. Harlow: Prentice Hall. 7. Luo Y, (2007). Global Dimensions of Corporate Governance. Blackwell 8. Lynch, R (2007), Corporate strategy, Prentice Hall, Essex, England. 9. Mintzberg, H, Lampel, J, Quinn, B and Ghoshal, S (2007), The Strategy Process Concepts, Contexts, Cases, Pearson Education, Upper Saddle River, New Jersey. ------------------------------------------------------------------------------------------------------------------------- Journal Articles
1. Hambrick, D.C. & Chen, M.J., (2008). New academic fields as admittance-seeking social movements: The case of strategic management. Academy of Management Review, 32-54. 2. McNamara, G., Haleblian, J., & Dykes, B. (2008). Performance implications of participating in an acquisition wave: Early mover advantages, bandwagon effects, and the moderating influence of industry characteristics and acquirer tactics. Academy of Management Journal. 51: 113-130. 3. Baldwin, C. Y. (2008). Where do transactions come from? Industrial and Corporate Change, 17, 155-195 4. Chakratarti, A., Singh, K., & Mahmood, I., (2007). Diversification and performance: Evidence from east Asian firms. Strategic Management Journal, 101-120. 5. Nag, R., Hambrick, D.C., & Chen, M.J. (2007). What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28: 935-955. 6. Moliterno, T.F. & Wiersema, M.F. (2007). Firm performance, rent appropriation, and strategic resource divestment capability. Strategic Management Journal, 28: 1065-1087. 7. Chen, M-J., Su, k-H., & Tsai, W. (2007). Competitive tension: The awareness-motivation-capability perspective. Academy of Management Journal, 50: 101-118. 8. Yu, T. & Cannella, A. (2007). Rivalry between multinational enterprises: An event history approach. Academy of Management Journal, 50: 665–686. 9. Andersen, T. J., Denrell, J. & Bettis, R. A. (2007). Strategic responsiveness and Bowman’s Risk-Return Paradox. Strategic Management Journal, 28: 407-429 10. Gnyawali, D. R., He, J., & Madhavan, R. (2006). Impact of co-opetition on firm competitive behavior: An Empirical Examination. Journal of Management, 32: 507-530. 11. Lado, A. Boyd, N., Wright, P., and Kroll, M. (2006). Paradox and theorizing within the resource-based view. Academy of Management Review, 31(1): 115-131. 12. Arend, R.J. (2006). Tests of the resource-based view: Do the empirics have any clothes, Strategic Organization, 409-422. 13. Hayward, M.L.A. & Shimizu, K., (2006). "De-commitment to losing strategic action: Evidence from the divestiture of poorly performing acquisitions." Strategic Management Journal, 541-557. 14. Langlois, R. N. (2006). The secret life of mundane transaction costs, Organization Studies, 27, 1389-1410. 15. Boyd, B., Gove S., and Hitt, M.A. (2005) Construct measurement in strategic management research: Illusion or reality? Strategic Management Journal, 26(3): 239-258 16. Boyd, B., Finkelstein, S. and Gove, S. (2005) How advanced is the strategy paradigm? The role of particularism and universalism in shaping outcomes. Strategic Management Journal, 26(9): 841-854. 17. Villalonga, B. & McGahan, A.M. (2005). The choice among acquisitions, alliances, and divestitures. Strategic Management Journal, 26: 1183-1208. ---------------------------------------------------------------------------------------------------------------------- Text Books
18. D'aveni, R.A. and Gunther, R.E., (2005). Hypercompetitive rivalries; competing in highly dynamic environments. London: Free. 19. Deal, T.E. and Kennedy, A.A., (2005). Corporate Cultures: the Rites and Rituals of Corporate Life. Harmondsworth : Penguin Books. 20. Handscombe, R.S. and Norman, P.A., (2005). Strategic Leadership: managing the missing links, London: McGraw-Hill. 21. Johnson, G, Scholes, K and Whittington, R (2005), Exploring corporate strategy, Financial Times Prentice Hall, Harlow, England. 22. De Bono, E., (2004). Lateral Thinking for Management a Handbook. Harmondsworth: Penguin. 23. Coyal, G., (2004). Practical Strategy. Structured Tools and Techniques. Harlow: Prentice Hall 24. DeWit, B and Meyer, R (2004), Stratregy: process, content, context: an international perspective, Thomson Learning, London. 25. Hill, CWL, Jones, GR and Galvin, P (2004), Strategic management: an integrated approach, John Wiley & Sons, Milton, Queensland. 26. White, C (2004), Strategic management, Palgrave MacMillan, New York. 27. Mintzberg, H., (2004). Mintzberg on Management. New York: Free Press. 28. Pascale, R., (2004).. Managing on the Edge: How successful companies use conflict to stay ahead. London: Penguin Books. 29. Slatter, S. and Lovett, D., (2004). Corporate Turnaround. London: Penguin. 30. Warring, A. and Glendon, I.A., (2004). Managing Risk. London: International Thomson Business Press Journal Articles 31. Arend, R. (2004). Revisiting the logical and research considerations of competitive advantage. Strategic Management Journal, 24: 279-284. 32. Rugman, A., and Verbeke, A. (2004). Edith Penrose’s contributions to the resource based view of strategic management. Strategic Management Journal, 23: 769-780. 33. Ray, G., Barney, J., and Muhanna, W. (2004). Capabilities, business processes, and competitive advantage: Choosing the dependent variable in empirical tests of the resource-based view. Strategy Management Journal, 25: 23-27. 34. King, D.R., Dalton, D.R., Daily, C.M., & Covin, J.G. (2004). Meta-analysis of post-acquisition performance: Indications of unidentified moderators. Strategic Management Journal, 25: 187-200. 35. Ketchen, D., Snow, C. & Hoover, V. (2004). Research on competitive dynamics: Recent accomplishments and future challenges. Journal of Management, 30, 6, 779-804. 36. Ferrier, W. & Lyon, D. (2004). Competitive repertoire simplicity and firm performance: The moderating role of TMT heterogeneity. Managerial & Decision Economics, 25: 317-327. 37. Gimeno, J. (2004). Competition within and between networks: The contingent effect of network embeddedness on alliance performance. Academy of Management Journal, 47: 820-842. 38. McGrath, R. G. & Nerkar, A. (2004). Real options reasoning and a new look at the R&D investment strategies of pharmaceutical firms. Strategic Management Journal, 25 (1): 1-21. 39. Adner, R. & Levinthal, D. A. (2004). What is not a real option: Considering boundaries for the application of real options to business strategy. Academy of Management Review, 29: 74-85. 40. McGrath, R., Ferrier, W. & Mendelow, A. (2004). Real options as engines of choice and heterogeneity. Academy of Management Review, 29. 41. Adner, R. & Levinthal, D. (2004). Real options and real tradeoffs. Academy of Management Review, 29. 42. Kilty, D. & Ferrier, W. (2004). The role of institutional forces on competitive strategy and performance: Rudder or straightjacket? Paper presented at the Southern Management Association Annual Meeting, San Antonio, Texas 43. Andersen, T. J. (2004). Integrating decentralized strategy making and strategic planning processes in dynamic environments, Journal of Management Studies, 41: 1271-1299. 44. Volberda, H. W. (2004). Crisis in strategy: Fragmentation, integration or synthesis, European Management Review, 1: 35-42. 45. Andersen, T. J. (2004). Integrating decentralized strategy making and strategic planning processes in dynamic environments, Journal of Management Studies, 41: 1271-1299 46. Slywotzky, A. and R. Wise. (2003). The Dangers of Product-driven Success: What’s the next growth act? Journal of Business Strategy, March/April, pp. 16-25. 47. McNamara, G., Deephouse, D., and Luce, R. (2003). Competitive positioning within and across a strategic group structure: The performance of core, secondary and solitary firms. Strategic Management Journal, 24: 161-181. 48. Foss, N. J. (2003). The strategic management and transaction cost nexus, central questions, and future research possibilities, Strategic Organization, 1, 139-169.
Are there any work-related goals that appear to be universal? Which work-related goals vary significantly across countries? How might cultural values impact these work-related goals?
This website is owned and operated by PFS Limited.
Company Registration office is at:
2875 NE 194st St 404, Miami, FL 33180
Edudorm.com provides writing and research services for limited use only. All the materials from our website should be used with proper references and in accordance with Terms & Conditions
