Training and Development

Imagine that you work for a global automobile manufacturer as a lead training and development associate. The head of human resources (HR) has had meetings with various departments, and a training need was identified by the sales department. Sales have dropped considerably in the last quarter, and through a training needs analysis, it was shown that sales associates lack the proper knowledge, skills, and abilities (KSAs) to effectively sell automobiles to various car dealerships in the United States and abroad.

The head of HR has asked that you give him or her a presentation on which major training theory you would recommend to apply to this scenario to equip the sales associates with the necessary skills to increase sales.

Select one training theory. This can be any of the four discussed in this unit or a training theory of your choice that interests you. Then, in your PowerPoint presentation, include the elements listed below.       

  • Discuss the training theory and its primary tenets.
  • Explain why you recommend this theory.
  • Discuss two to three activities that you would build from this theory. For example, if you chose action theory, you may create group activities where sales associates run through sales scenarios with each other to see what works and what does not. Feel free to be as creative as you would like with your given theory. 
  • Explain how your activities will address each learning style (i.e., visual, audible, and kinesthetic learning styles).

Your presentation must be at least 10 slides in length, not counting the title and reference slides. You are required to use at least one outside source and to utilize the notes section within PowerPoint. Within the notes section, include additional explanations for each slide. As you create your presentation, keep in mind that you are presenting for executives at your organization. All sources used, including the required unit resources, must be cited and referenced according to APA guidelines.

Strayer discussion

Apa format

1-2 paragraphs 

references

Step 1 – Read the Information Below

Motivation is the psychological process that arouses and directs behavior. There are three theories that will help us understand the motivation of employees in the workplace:

  • Goal-setting theory suggests behavior can be motivated with specific, challenging goals that are obtainable. The key to goal-setting theory is ensuring employees understand what is expected and accept the goals.
  • Self-efficacy is the belief in one’s personal ability to do a task. There is a lot to be said to scoring high in this trait. People who are confident about their ability tend to succeed, whereas those who doubt their ability tend to fail.
  • Reinforcement theory explains how behavior can be altered by administering positive or negative consequences to actions of employees. Behavior with positive consequences tends to be repeated, and behavior with negative consequences tends not to be repeated.

ASSIGNMENT 10/31

Work as a team to complete a Lean Six Sigma implementation case.  EVERYONE will interview two different person(s) who have experienced or associated with the Lean, Six Sigma, or Lean Six Sigma implementation project.  The interviews can be via phone, f2f meeting, or video conference and focus on the following topics:

–  The project’s objectives and outcomes (successful/failure), brief explaining methodology

–  The roles of this person in the project

–  Any forces and factors enabling the implementation process

–  Any barriers or obstacles that limited or constrained the process

–  Any techniques/tools and relevant metrics used by the organization

Section 1 – brief description of all interviews following the above topics

–  Section 2 – drawing tables/figures finding similarities and differences of these interviews focusing on forces and factors enabling the implementation, as well as the barriers or obstacles that limited or constrained the process. Any other useful information on Lean Six Sigma implementation process should be presented.

A list of reference noting the interviews conducted (names of individuals and organizations can be masked), data utilized, and additional source materials cited or consulted.

QUESTIONS WHICH HAVE TO BE ASKED ARE LISTED IN BELOW ATTACHED PHOTO

Create a D&I Infrastructure

Choose an organization that you currently work for or are very familiar with and create a D&I infrastructure for that organization that addresses the following:

  1. Discuss the organization’s vision and mission.
  2. Identify the various diversity dimensions the organization may have. Hint: These were discussed in Week 2.
  3. Create a comprehensive D&I infrastructure that includes:
    1. A Diversity Council. Outline its mission, goals, and structure. Discuss who will be involved in the council and what their roles will be. Also, discuss how the council will collect, analyze, and evaluate the progress of the organization’s D&I strategy.
    2. An Employee Resource Group (ERG). Discuss how it will work in tandem with the Diversity Council. Determine who will be involved and its structure. Also, discuss how the group will measure success. Will it be measured through retention, engagement, talent development? 

Support your assignment with at least three scholarly or professional resources. In addition to these specified resources, other appropriate scholarly resources, including seminal articles, may be included.

Length: 3-5 pages, not including title and reference pages

Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. 

Human Resources Management

  

CASE 6: THE REGENCY GRAND HOTEL 

By Elizabeth Ho, Gucci Group, under the Supervision of Steven L. McShane, Curtin University (Australia) and University of Victoria (Canada) 

The Regency Grand Hotel is a five-star hotel in Bangkok, Thailand. The hotel was established 15 years ago by a local consortium of investors and has been operated by a Thai general manager throughout this time. The hotel is one of Bangkok’s most prestigious hotels and its 700 employees enjoyed the prestige associated with the hotel. The hotel provides good welfare benefits, above market rate salary, and job security. In addition, a good year-end bonus amounting to 4 months’ salary was rewarded to employees regardless of the hotel’s overall performance during the year. Recently, the Regency was sold to a large American hotel chain that was very keen to expand its operations into Thailand. When the acquisition was announced, the General Manager decided to take early retirement when the hotel changed ownership. The American hotel chain kept all of the Regency employees, although a few were transferred to other positions. 

John Becker, an American with 10 years of management experience with the hotel chain, was appointed as the new General Manager of Regency Palace Hotel. Becker was selected as the new General Manager because of his previous successes in integrating newly acquired hotels in the United States. In most of the previous acquisitions, Becker took over operations with poor profitability and low morale. Becker is a strong believer in empowerment. He expects employees to go beyond guidelines/standards to consider guest needs on a case-to-case basis. That is, employees must be guest-oriented at all times so as to provide excellent customer service. From his U.S. experience, Becker has found that empowerment increases employee motivation, performance, and job satisfaction, all of which contribute to the hotel’s profitability and customer service ratings. Soon after becoming General Manager in Regency Palace, Becker introduced the practice of empowerment so as to replicate the successes he had achieved back home. 

The Regency Grand hotel has been very profitable since it opened 15 years ago. The employees have always worked according to management’s instructions. Their responsibility was to ensure that the instructions from their managers were carried out diligently and conscientiously. Innovation and creativity were discouraged under the previous management. Indeed, employees were punished for their mistakes and discouraged from trying out ideas that had not been approved by management. As a result, employees were afraid to be innovative and to take risks. Becker met with Regency’s managers and department heads to explain that empowerment would be introduced in the hotel. He told them that employees must be empowered with decision-making authority so that they can use their initiative, creativity, and judgment to satisfy guest needs or handle problems effectively and efficiently. However, he stressed that the more complex issues and decisions were to be referred to superiors, who were to coach and assist rather than provide direct orders. Furthermore, Becker stressed that mistakes were allowed but there was no justification for making the same mistake more than twice. He advised his managers and department heads not to discuss with him minor issues/problems and not to consult minor decisions with him. Nevertheless, he told them that they are to discuss important/major issues and decisions with him. He concluded the meeting by asking for feedback. 

Several managers and department heads told him that they liked the idea and would support it, while others simply nodded their heads. Becker was pleased with the response, and was eager to have his plan implemented. In the past, the Regency had emphasized administrative control, resulting in many bureaucratic procedures throughout the organization. For example, the front counter employees needed to seek approval from their manager before they could upgrade guests to another category of room. The front counter manager would then have to write and submit a report to the General Manager justifying the upgrade. Soon after his meeting with managers, Becker reduced the number of bureaucratic rules at the Regency and allocated more decision-making authority to front-line employees. This action upset those who previously had decision-making power over these issues. As a result, several of these employees left the hotel. Becker also began spending a large portion of his time observing and interacting with the employees at the front desk, lobby, restaurants, and various departments. This direct interaction with Becker helped many employees to understand what he wanted and expected of them. 

However, the employees had much difficulty trying to distinguish between a major and minor issue/decision. More often than not, supervisors would reverse employee decisions by stating that they were major issues requiring management approval. Employees who displayed initiative and made good decisions in satisfying the needs of the guests rarely received any positive feedback from their supervisors. Eventually, most of these employees lost confidence in making decisions, and reverted to relying on their superiors for decision making. Not long after the implementation of the practice of empowerment, Becker realized that his subordinates were consulting him more frequently than before. Most of them came to him with minor issues and consulted with him on minor decisions. He had to spend most of his time attending to his subordinates. Soon Becker began to feel highly frustrated and exhausted, and very often would tell his secretary that “unless the hotel is on fire, don’t let anyone disturb me.” Becker thought that the practice of empowerment would benefit the overall performance of the hotel. 

However, contrary to his expectation, the business and overall performance of the hotel began to deteriorate. There had been an increasing number of guest complaints. In the past, the hotel had minimal guest complaints. Now a significant number of formal written complaints were turned in every month. Many other guests voiced their dissatisfaction verbally to hotel employees. The number of mistakes made by employees had been on the increase. Becker was very upset when he realized that two of the local newspapers and an overseas newspaper had published negative feedback on the hotel in terms of service standards. He was most distressed when an international travel magazine had voted the hotel as “one of Asia’s nightmare hotels.” The stress levels of the employees were continuously mounting since the introduction of the practice of empowerment. Absenteeism due to illness was increasing at an alarming rate. In addition, the employee turnover rate had reached an all-time high. The good working relationships that were established under the old management had been severely strained. The employees were no longer united and supportive of each other. They were quick to point fingers or backstab one another when mistakes were made and when problems occurred. Note: This case is based on true events, but the industry and names have been changed. 

1) Assignment: Read the Case Study 6: The Regency Grand Hotel, Selected Cases of the textbook.  Answer, discuss, and examine the following questions: 

1. What is your diagnosis of the situation in the company and the accounting department? Use 4 theories from chapters 5-7 in the textbook to diagnose the situation.

2. How would you go about helping Becker determine if empowerment is a good fit for the Regency Grand Hotel?

3. What might a new decision-making process look like at the Regency? How would you expect it to benefit the overall performance of the hotel?

4. How should the Regency transition to self-managed teams if it chooses to go in that direction? 

Case Study assignment will be 4 pages in length (exclusive of title page, reference page, etc.) and include two levels of headings. Required questions should serve as headings. Each paper will contain a minimum of four scholarly sources, one reference may be the textbook. 

-12-point Font; New Times Roman; Double Spaced; 1” Margins

-APA Format with regard to citations; Reference page required. APA Running Head or Abstract are not required. 

-Development of Main Points – Quality of Writing 

answer questions

answer questions 

Option #1: Analyzing Leadership Decisions

Option #1: Analyzing Leadership Decisions

For this option, your final Portfolio Project is a thoughtful analysis of an ineffective or poor leadership decision. You may use a well-known leadership decision, such as the 2011 decision to split Netflix, which resulted in serious financial losses for the organization. Your project must include the following:

  • Research a leadership decision that was ineffective or did not have the desired results.
  • Describe the problem that may have precipitated the decision, as well as the apparent processes used by the leaders involved in the decision-making effort. Use terms from this course.
  • Critique the processes they implemented, applying what you learned from this course.
  • Recommend a different approach that could have been taken, using theories and methodologies from this course.
  • Present a strong case for how your recommendations could have altered the decision made, leading to more effective results for the organization.
  • Use theory from this course to support your evaluation, critique, and recommendations.

This assignment may be delivered in the form most suitable to your response. You can write a paper or create a slide presentation, website, or video. You could also try out a new tool such as Prezi or VoiceThread.

  • If you choose a written format, your paper should be 10 pages in length.
  • Cite a minimum of twelve scholarly sources to support your positions, claims, and observations, in addition to the textbook, ten of which should be academic, peer-reviewed sources. (You may not use the required and recommended readings for this course.)
  • Format your project according to the CSU Global Writing Center (Links to an external site.) . You will find resources focused on helping you create your 

Strategic Planning

 Do some research and write a 500-600-word summary (body content length) that discusses two different strategic planning concepts. Locate a minimum of two scholarly journal articles for each concept—a minimum of four articles for the paper altogether (these articles must be new to this assignment for this course). You want to select research that presents each concept and its usefulness in strategic planning within organizations. If you elect to write the paper, then keep your writing in third person if you discuss how these concepts work in your sector. 

Can someone help me with Week 2 Assignment in Principle of Marketing?

 

Prior to beginning work on this assignment,

Read

  • Chapter 9: Managing the Marketing Effect, Sections 9.1 and 9.2 of the course text, Principles of Marketing

Watch

This week, you will be creating components of your capstone marketing plan assignment. You will then finish your plan in Week 5.

Using the company you selected for your marketing manager internship, you will complete a situation analysis with the goal of identifying a new product/service to develop your marketing plan against.

+Describe the selected company and it’s brand. Include a brief history of the company.

+List the core products and services the company offers.

+Identify the key current competitors.

+Complete a SWOT Analysis

+Propose the product or service line you want to develop a marketing plan for.

+Justify your proposal with a SWOT-based argument for why it warrants marketing investment.

+Describe the core product, extended product, and the product concept.

+Explain how you plan to achieve competitive differentiation through creating customer value in four areas: branding, packaging, support, and quality

 

The Marketing Plan: Product Identification and SWOT Analysis paper

 

BUS 322 Discussion

 

Jack Welch, GE’s former CEO, said, “We now know where productivity comes from. It comes from challenged, empowered, excited, rewarded teams of people.”

  • Explain how group dynamics, team characteristics, team leadership, and team management all play a vital role in company productivity.