Category: Business and Management

Over the last several weeks we have researched various organizational structures and cultures.  Business is in constant change with many forces that influence these changes such as global, local, legislative, cultural, etc. This week we consider how these forces impact the organization along with what managers can do when confronted with these forces.
In this discussion, address how internal and external factors impact organizations.  the following create both challenges and new opportunities for business:
Pick one of the companies that your profiled in Discussion 3-4 and one of your recent employers.
What broad external factors are impacting both of these organizations and their industries? What differences do you see?
In this discussion response, address how the following create both challenges and new opportunities for both of these organizations.
Global economic trends
Regulatory changes
Demographic shifts
Geographic shifts
Social perspectives
Technological developments
Based on your understanding of the structure and culture of both organizations (yours and the one you profiled), which one do you think is best positioned to succeed in the coming 10 years? What are the most pressing external concerns that need to be addressed immediately? Use the online library for research-based support and include citations and reference list as required.
When replying to others, compare their analysis of the challenges with your own, share your research, experiences, and expand on the topics. Read responses from other students and reply to at least three other students and anyone who responded to you.

Research Paper– The research paper should incorporate the concepts and principles
related to the study of Compensation covered within the course. The organization,
and/or compensation issue, that you choose must have enough written about it in order
for you to do an in-depth analysis. All papers should be proofread, free of
spelling/grammatical errors, include proper citations, and be in accordance with
current APA standards. A minimum of three (3) scholarly references are required. 
• Cover sheet (Subject, Title, Course Number and Name)
• A total 5-6 pages (numbered), double-spaced (12-point font: TNR)
• The paper must be written in “3rd person.”
• Margins: (1.0”)
• No newspaper or Internet sources will be accepted, including Wikipedia; professional
trade magazines (e.g. Bloomberg Businessweek, Fortune, Harvard Business Review,
etc.) may be used, but will not count toward the required scholarly references.
• A Reference List is required; appropriate tables and figures may be used when
warranted.
The course is HRM 425 

How
have your values shaped the vision of your Civic Engagement Project (CEP)?
Ethically discuss the
relationship between your personal values, Putnam’s Model of Engaged Citizenship,
and participation in a good society. Relate your life and/or work
experiences—both good and bad—that have influenced your values and, thereby,
affected the vision of your project. Consider how your college major can play a
role in your project. After reviewing this reflection entry, your audience
should have a good sense of why your project is important to you.

Assignment needs to be 3 to 5 pages! So it needs to be reduced from the 8 pages and free of any plagiarism 

The four policies that I selected is dress code,  technology use, fraternization and harassment. I have attached the annotated bibliograghy to use as reference. Please feel  free to add too. Rubric   attached as well

It is a summative assessment, and the brief is in the first file. The second file is the data that will be used for the data analysis

JONES & JONES ACCOUNTING
Ron Powell received his B.B.A. degree in accounting from a state university in the Northeast
and began his career at the Chicago office of Jones & Jones, a large accounting firm, in 1991.
Nine years later, he became a partner in the firm, one of the youngest ever. The firm’s
executive committee spotted Powell’s leadership potential and aggressive style and, in 2003,
called on him to open a new office in a suburb of New York. The work was predominately doing
audits that required considerable judgment and self-control on the part of subordinates. Powell
was quite task oriented, yet he used a democratic leadership style. He insisted that the entire
office be on a first-name basis and encouraged subordinates to participate in decision making.
Long range goals and objectives were known by everyone, but the methods of achieving the
goals were very unstructured. The office grew rapidly, and the professional staff increased to
over 30 by 2008. Powell was considered to be a highly successful leader and manager. Powell
was then transferred to Dallas, Texas, to try to salvage an office that had been losing money and
whose employees seemed to lack both ability and motivation. Powell took over as managing
partner in Dallas in early 2009. He started out with the same aggressive managing style that had
worked so well in New York. He immediately replaced nearly the entire professional staff of 25
people. Short-and-long-range client development plans were made, and the staff was expanded
quite rapidly to ensure that a sufficient number of employees were available to accommodate
the expected growth. Soon, there were about 40 professional staff members.
But, the aggressive style that had worked in New York did not work well at all in Dallas. The
office lost two of its best clients within one year. Powell soon realized that the office was badly
overstaffed and decided to fire 12 staff members, whom he had hired only one year earlier, to
minimize losses.
He was convinced that the setback was temporary and continued with his strategy. The
staff was increased by six professional over the next few months to again accommodate the
expected increased workload. The expected new business did not materialize, so the staff was
again trimmed, by 13 professionals, on “Black Tuesday” in the summer of 2011.
Following these two layoffs, the remaining staff members were insecure and began to
question Powell’s leadership ability. The firm’s executive committee sensed the problem and
transferred Powell to a New Jersey office, where his leadership style has now operated quite
effectively. The Dallas office is currently looking for a new accounting office manager.
Questions:
1. Explain the apparent sources of Ron Powell’s power as a leader.
2. Describe Ron’s leadership style.
3. Explain this situation in terms of one or two motivation theories.
4. Why did Powell’s strategy work in New York but not in Dallas?
5. If you were a management consultant, what would you suggest Jones & Jones of Dallas
do next?
6. How do you think Jones & Jones should rate Ron Powell’s overall performance (for the
past two years) as a manager on his performance appraisal on a scale of 1-10? What
comments would you add to the PA?

Find an example of a small business that is using social media, such as Facebook, Twitter, or LinkedIn, to promote their products or services.
Q1) Give some advantages and disadvantages this company’s use of social media.
Q2) How effective do you think this strategy is? Why? What is one thing would you recommend the business due to enhance its social media results?
Q3) Supporting Activity – Special Discussion – Improving the Course

Based on the communications that you have received from your team depicted in Assessment 2, it is clear that your team is struggling with effective team interaction and decision-making. Your examination of the communication surrounding your team members’ feelings about the upcoming meeting has left you concerned. You have resolved to reset the team members’ attitudes so they clearly understand your approach to future communication strategies.
After analyzing the situation, your plan is to briefly introduce items for your team to consider before the meeting via a posted 4–5 minute video. Your goals for this video are to:
Explain three critical communication issues and challenges faced by the team, including communication issues to date.
Describe an action or policy that you will introduce to improve communications and assure people are working with a unified purpose.
Define your expectations, or contract, for ethical discourse in team communications.
Provide a rationale that addresses the importance of the expectations or contrac

The following parameters listed below apply to the final exam:
Each answer must include references from the text and TWO peer-reviewed articles relevant to the subject matter. Unsupported answers will receive zero. All information must be referenced using APA format (plagiarism will receive a zero grade for the question)
The topics include:
Human resource strategy and performance
Job analysis and talent management
Personnel planning and recruiting
Training and development of employees
Performance management and appraisal