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Porter says there are five basic forces at work in the marketplace which determine the profitability of the firm and industry. Which of the following is NOT one of these forces?

Porter says there are five basic forces at work in the marketplace which determine the profitability of the firm and industry. Which of the following is NOT one of these forces?

A. The extent of the rivalry within the industry
?
B. The firm?s internal strengths and weaknesses
?
C. Buyers of the products of the industry and firm
?
D. Suppliers to the industry and firm

The industry environment includes all of the following EXCEPT:

?
A. customers.
?
B. suppliers.
?
C. the company.
?
D. competitors.

Identifying external strategic factors includes all EXCEPT:

?
A. identifying likely emerging trends.
?
B. assessing the probability of trends actually occurring.
?
C. attempting to identify the impact of each trend on the corporation being examined.
?
D. determining an approach to addressing each of the trends.

Internal analysis results in the identification of __________ factors that impact the competitive position and profitability of an organization.

?
A. strategic
?
B. key success
?
C. competitive
?
D. economic

The __________ environment relates to issues on different organizational levels. At country and industry levels, it includes issues such as taxation, monopoly legislation, and environmental laws.

?
A. economic
?
B. social
?
C. political and legal
?
D. natural

Personality type and personal interests are related to __________ segmentation.

?
A. geographic
?
B. demographic
?
C. psychographic
?
D. behavioral

__________ coalitions are those set up among firms with complementary business activities.

?
A. Connex
?
B. Non-connex
?
C. Complementary
?
D. Non- complementary

External analysis results in the identification of __________ factors that impact the competitive position and profitability of all organizations within an industry.

?
A. strategic
?
B. key success
?
C. competitive
?
D. economic

Identifying external environmental variables includes all EXCEPT __________ forces.

?
A. economic
?
B. technological
?
C. competitive
?
D. sociocultural

A(n) __________ involves identifying external environmental variables and identifying external strategic factors.

?
A. strategic analysis
?
B. industry review
?
C. environmental scan
?
D. competitive analysis

An important dimension of the __________ environment that impacts the development and use of the Internet is online usage patterns.

?
A. economic
?
B. social
?
C. political and legal
?
D. natural

Health Care Education

Health Care Education

You are required to submit a multimedia enhanced presentation using Prezi.

Image Resource: http://oregonstate.edu/tac/prezi

Your presentation can be about a new interactive technology tool that you use in your working/studying environment related to Multimedia and Health Care .

Your presentation must contain at least 8 pages/slides, and include different multimedia options such as Images, Sounds, Videos, 3D effects, etc. You also need to be aware that you MUST reference all the external content that you use in your presentation.

You can enjoy the free education version of the tool by registering your email via this link: https://prezi.com/signup/new/edu/enjoy/ .

Here are a few more details about the Project:

? All the submitted projects will be judged based on your efforts, uniqueness, usage of multimedia tools in the presentation and the usage of right type of animation at suitable place.
? Copied work will be marked ?0.?
? You are not allowed to work in groups. Only individual work is allowed.
? Minimum ?8? slides/pages are required from each student.

Financing International Operations: Prada?s Foreign IPO

Financing International Operations: Prada?s Foreign IPO

Most multinational companies (MNCs) secure equity funding in their home countries; however, some may choose a global IPO in which ?they can simultaneously access equity from multiple countries? (Madura, 2015, p. 523). In placing the stock, these MNCs focus on a few countries where they have large subsidiaries that require financing. The MNC?s stock is listed on a foreign exchange in the foreign country and is denominated in its local currency allowing investors to trade their stocks there. The local investors will only purchase stocks in a global IPO if the MNC offers a large number of stocks locally as this ensures a more liquid and active local secondary market for the stock, makes trading them easier for the local investors (Madura, 2015).

Based on the required readings and research, discuss:

? Why did Prada need additional capital?
? Why did Prada choose to issue its IPO in Hong Kong? What were the advantages and disadvantages of doing so?
? What circumstances might make a foreign IPO ineffective for a company like Prada?
? What other financing options were available to Prada?
? What currency exposure risks did Prada face? How could the company have hedged against them?
? For a family-owned private company such as Prada, how did the dilution effect of the IPO impact their control of the company?

Sources used in the development of the Prada Mini Case Study (not required reading!):

? Daniel, J.D., Radebaugh, L.H., & Sullivan, D. P. (2015). International business (15th ed.). Upper Saddle River, NJ: Pearson Education
? Madura, J. (2015). International financial management (12th ed.). Stamford, CT: Cengage Learning

Topic 2. Foreign Exchange, Accounting Issues Mini Case Studies: Ecuador Dollarization & Parmalat Scandal

2A. Ecuador Dollarization: Individuals whose surnames begin with the letters A-M respond.

2B. Parmalat Scandal: Individuals whose surnames begin with the letters N-Z respond

Topic 2A. Ecuador Dollarization Mini Case Study

Dollarization is the replacement of a foreign country?s currency with the U.S. dollar. Dollarization is different from pegging, when pegging, the foreign countries retain their local currencies. The decision to dollarize cannot be easily reversed as the country does not have a local currency anymore (Madura, 2015). For example, the Gulf Cooperation Council (GCC: Saudi Arabia, United Arab Emirates, Bahrain, Qatar, and Omar) peg their local currencies to the U.S. dollar using a fixed exchange rate i.e. their currencies change up and down with the changes in the U.S. dollar; and accordingly, their economies are affected by the U.S. economy. This also has an impact on their revenues are most of their oil exports are in U.S. dollar.

From 1990 to 2000 Ecuador?s local currency, the sucre, depreciated around 97% against the U.S. dollar. The sucre weakness led to volatile interest rates, high inflation, and unstable trade conditions. In an effort to stabilize economic conditions and trade, Ecuador replaced the sucre with the U.S. dollar in 2000, and used it as its currency. By November of the same year, economic growth has increased, and in inflation decreased. So it seems that dollarization had a favorable effect (Madura, 2015).

Read

Berr?os, R. (2006). Cost and benefit of Ecuador’s dollarization experience. Perspectives on Global Development & Technology, 5(1/2), 55-68. doi :10.1163/156915006777354491 Based on the required readings and research, discuss:

? Why did Ecuador choose to dollarize?
? Fast forward: What is the impact of the dollarization on the country today? In retrospect, was it a good decision to dollarize?
? How important is transparency of the financial system when dollarizing?
? What is the combined impact of dollarization and low revenue (due to decreasing oil prices) on the Ecuadorian economy today?

Source used for the development of the Ecuador Dollarization Mini Case Study (not required reading):

Madura, J. (2015). International financial management (12th ed.). Stamford, CT: Cengage Learning

Topic 2B. Parmalat Scandal Mini Case Study

In 2003, Parmalat Group, Italy’s eighth largest company, and which is ranked among the top ten international food products companies, collapsed and entered bankruptcy protection after disclosing that nine billion dollars were was missing from its accounts. Its management and controlling shareholder were then indicted for fraud. Parmalat?s global investors around, especially in Italy and the United States suffered severe losses as a result of that fraud (Segato, 2006).

Melis (2005) stated that ?the ownership and control structure of Italian listed companies is characterised by a high level of concentration, and by the presence of a limited number of shareholders, linked by either family ties or agreements of a contractual nature (i.e. shareholders? agreements), who are willing and able to wield power over the corporation. Parmalat was a complex group of companies controlled by a strong blockholder (the Tanzi family) through a pyramidal device;? and ?despite ownership disclosure rules, the structure of the group is not easy to trace, especially at an international level. This is not unusual among large Italian groups? (p. 479).

Based on the required readings and research, discuss:

? What is the role that Parmalat?s management and its accounting department played in this case?
? Compare and contrast the U.S. GAAP and the IFRS; which is a better system, and why? Should the United States move to IFRS?
? Some of the Anglophone business media have branded the Parmalat case as a particularly Italian scandal, where they suggested that Parmalat?s case is countryspecific that is more likely to happen in Italy than in any other country. Do you agree/disagree with this statement? Explain your rationale.
? The Parmalat case has exposed how deficient the Italian rules of corporate governance are. Explain the importance of corporate governance when doing business internationally.

Sources used in the development of the Parmalat Mini Case Study (not required reading!):

? Melis, A. (2005). Corporate governance failures: To what extent is Parmalat a particularly Italian case? Corporate governance, 13(4); 478-488.
? Segato, L. (2006). A Comparative Analysis of Shareholder Protections in Italy and the United States: Parmalat as a Case Study. Northwestern Journal of International Law & Business, 26(2), 373-446.

Topic 3. Lessons Learned

Based on your discussion of the Prada, Ecuador, and Parmalat mini cases and the course readings, discuss the broader lessons for international business and the managerial implications. What advice would you give to the company your team selected to study for Team Report #2?

Topic 4: In the News!

Post one news source in Session 7 ? In the News! and explain briefly how the news story bears on this Session?s course topics.

Please include in-text citations and references in APA format

Session Module/Topics Readings and Assignments
7
International Operations: International Monetary
System, Accounting and Financial Management
Objective 6. Examine forces that shape international markets in money and energy, and the impact of these forces on business.
Objective 7. Determine how the choice of business models affects business success and requires adaptation in response to changes impacting on business.
Competency: Quantitative
literacy, critical thinking, effective communication. Required Reading
Chevis, G. (2014). The language of accounting: Practice differences in the U.S. and around the globe. Baylor Business Review, 32(2), 18-21.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=95937978&site=eds-live&scope=site
Edmondson, G., & Cohn, L. (2004). How Parmalat went sour. Businessweek, (3865), 46-48.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=11815706&site=eds-live&scope=site
Melis, A. (2005). Corporate Governance Failures: to what extent is Parmalat a particularly Italian Case?. Corporate Governance: An International Review, 13(4), 478-488. doi:10.1111/j.1467-
8683.2004.00443.x
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=17450117&site=eds-live&scope=site
Gibbons, R. (2011). Strategies to protect against global uncertainty. Financial Executive, 27(7), 52-55.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=66459002&site=eds-live&scope=site
Protect Against Loss When Managing Multiple Currencies. (2013). Controller’s Report, 2013(10), 12-13.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=102375065&site=eds-live&scope=site Berr?os, R. (2006). Cost and benefit of Ecuador’s dollarization experience. Perspectives on Global Development & Technology, 5(1/2), 55-68. doi :10.1163/156915006777354491
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=iih& AN=20927137&site=eds-live&scope=site
Vasconcellos, R., & Nicklaus, G. (2011). Economic Stability and Uncertainty Combined: The Impact of Dollarization on the Ecuadorian Economy and United States Trade, 20042010. Proceedings Of The Northeast Business & Economics Association, 509-513.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=101332153&site=eds-live&scope=site
Bybee, R. (2016). Inversion Acceleration. Dollars & Sense, (324), 14.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=f5h& AN=115471872&site=eds-live&scope=site
Surowiecki, J. (2016). Why firms are fleeing. New Yorker, 91(43), 21.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=mth &AN=112032703&site=eds-live&scope=site
Zargani, L., Kaisar, A., & Jones, N. (2011, January 27). Bertelli’s bold move: Prada’s longawaited IPO planned for Hong Kong. WWD, 201(19), 1.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=edsg be&AN=edsgcl.248664872&site=eds-live&scope=site
Chu, K., & USA, T. (n.d). Companies see cachet in Hong Kong. USA Today.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=f5h& AN=J0E240775406512&site=eds-live&scope=site

Assignments
Discussions: Individual Activity
Topic 1. Financing International Operations: Prada?s Foreign IPO
Most multinational companies (MNCs) secure equity funding in their home countries; however, some may choose a global IPO in which ?they can simultaneously access equity from multiple countries? (Madura, 2015, p. 523). In placing the stock, these MNCs focus on a few countries where they have large subsidiaries that require financing. The MNC?s stock is listed on a foreign exchange in the foreign country and is denominated in its local currency allowing investors to trade their stocks there. The local investors will only purchase stocks in a global IPO if the MNC offers a large number of stocks locally as this ensures a more liquid and active local secondary market for the stock, makes trading them easier for the local investors (Madura, 2015).

Based on the required readings and research, discuss:
? Why did Prada need additional capital?
? Why did Prada choose to issue its IPO in Hong Kong? What were the advantages and disadvantages of doing so?
? What circumstances might make a foreign IPO ineffective for a company like Prada?
? What other financing options were available to Prada?
? What currency exposure risks did Prada face? How could the company have hedged against them?
? For a family-owned private company such as Prada, how did the dilution effect of the IPO impact their control of the company?
Sources used in the development of the Prada Mini Case Study (not required reading!):
? Daniel, J.D., Radebaugh, L.H., & Sullivan, D. P. (2015). International business (15th ed.). Upper Saddle River, NJ: Pearson Education
? Madura, J. (2015). International financial management (12th ed.). Stamford, CT: Cengage Learning
Topic 2. Foreign Exchange, Accounting Issues Mini Case Studies: Ecuador Dollarization & Parmalat Scandal
2A. Ecuador Dollarization: Individuals whose surnames begin with the letters A-M respond.
2B. Parmalat Scandal: Individuals whose surnames begin with the letters N-Z respond
Topic 2A. Ecuador Dollarization Mini Case Study
Dollarization is the replacement of a foreign country?s currency with the U.S. dollar. Dollarization is different from pegging, when pegging, the foreign countries retain their local currencies. The decision to dollarize cannot be easily reversed as the country does not have a local currency anymore (Madura, 2015). For example, the Gulf Cooperation Council (GCC: Saudi Arabia, United Arab Emirates, Bahrain, Qatar, and Omar) peg their local currencies to the U.S. dollar using a fixed exchange rate i.e. their currencies change up and down with the changes in the U.S. dollar; and accordingly, their economies are affected by the U.S. economy. This also has an impact on their revenues are most of their oil exports are in U.S. dollar.
From 1990 to 2000 Ecuador?s local currency, the sucre, depreciated around 97% against the U.S. dollar. The sucre weakness led to volatile interest rates, high inflation, and unstable trade conditions. In an effort to stabilize economic conditions and trade, Ecuador replaced the sucre with the U.S. dollar in 2000, and used it as its currency. By November of the same year, economic growth has increased, and in inflation decreased. So it seems that dollarization had a favorable effect (Madura, 2015).
Read
Berr?os, R. (2006). Cost and benefit of Ecuador’s dollarization experience. Perspectives on Global Development & Technology, 5(1/2), 55-68. doi :10.1163/156915006777354491 Based on the required readings and research, discuss:
? Why did Ecuador choose to dollarize?
? Fast forward: What is the impact of the dollarization on the country today? In retrospect, was it a good decision to dollarize?
? How important is transparency of the financial system when dollarizing?
? What is the combined impact of dollarization and low revenue (due to decreasing oil prices) on the Ecuadorian economy today?

Source used for the development of the Ecuador Dollarization Mini Case Study (not required reading):

Madura, J. (2015). International financial management (12th ed.). Stamford, CT: Cengage Learning
Topic 2B. Parmalat Scandal Mini Case Study
In 2003, Parmalat Group, Italy’s eighth largest company, and which is ranked among the top ten international food products companies, collapsed and entered bankruptcy protection after disclosing that nine billion dollars were was missing from its accounts. Its management and controlling shareholder were then indicted for fraud. Parmalat?s global investors around, especially in Italy and the United States suffered severe losses as a result of that fraud (Segato, 2006).
Melis (2005) stated that ?the ownership and control structure of Italian listed companies is characterised by a high level of concentration, and by the presence of a limited number of shareholders, linked by either family ties or agreements of a contractual nature (i.e. shareholders? agreements), who are willing and able to wield power over the corporation. Parmalat was a complex group of companies controlled by a strong blockholder (the Tanzi family) through a pyramidal device;? and ?despite ownership disclosure rules, the structure of the group is not easy to trace, especially at an international level. This is not unusual among large Italian groups? (p. 479).
Based on the required readings and research, discuss:
? What is the role that Parmalat?s management and its accounting department played in this case?
? Compare and contrast the U.S. GAAP and the IFRS; which is a better system, and why? Should the United States move to IFRS?
? Some of the Anglophone business media have branded the Parmalat case as a particularly Italian scandal, where they suggested that Parmalat?s case is countryspecific that is more likely to happen in Italy than in any other country. Do you agree/disagree with this statement? Explain your rationale.
? The Parmalat case has exposed how deficient the Italian rules of corporate governance are. Explain the importance of corporate governance when doing business internationally.
Sources used in the development of the Parmalat Mini Case Study (not required reading!):

? Melis, A. (2005). Corporate governance failures: To what extent is Parmalat a particularly Italian case? Corporate governance, 13(4); 478-488.
? Segato, L. (2006). A Comparative Analysis of Shareholder Protections in Italy and the United States: Parmalat as a Case Study. Northwestern Journal of International Law & Business, 26(2), 373-446.
Topic 3. Lessons Learned
Based on your discussion of the Prada, Ecuador, and Parmalat mini cases and the course readings, discuss the broader lessons for international business and the managerial implications. What advice would you give to the company your team selected to study for Team Report #2?
Topic 4: In the News!
Post one news source in Session 7 ? In the News! and explain briefly how the news story bears on this Session?s course topics.

Please include in-text citations and references in APA format.

pricing and marketing plan imprementation

pricing and marketing plan imprementation

Required Reading/Resources
Reingold, J., Jones, M., & Kramer, S. (2014). How to fail in business while really,
really trying. Fortune, 169 (5), 80.
Lublin, J. S., & Mattioli, D. (2013, Apr 09). Penney CEO out, old boss back
in. Wall Street Journal (Online). Retrieved from ProQuest.
Glazer, E., Lublin, J. S., & Mattioli, D. (2013, Apr 9). Penney backfires on
ackman. Wall Street Journal (Online). Retrieved from ProQuest.
D’Innocenzio, A. (2012, January 27). J.C. Penney slashing prices on all
merchandise. USA Today. Retrieved from http://www.usatoday.com/money
/industries/retail/story/2012-01-25/penneys-price-overhaul/52787388/1
Reingold, J. (2012, March 19). Retail’s new radical. Fortune. Retrieved from
http://management.fortune.cnn.com/2012/03/07/jc-penney-ron-johnson/
Mattioli, D. (2012, January 26). J.C. Penney chief thinks different. Wall Street
Journal.
Mattioli, D. (2012, January 25). How J.C. Penney was minted. Wall Street
Journal.
There’s a lot going on at J.C. Penney in recent years. With a new CEO, J.C.
Penney, confronted with pressing competition up, down, and sideways in the
department store wars, is reinventing itself in terms of merchandising, supply, and
pricing strategies. Here we will concentrate only on the pricing aspects of these
new directions. However, this is ultimately about positioning; trying to find a space
that is responsive to potential customers as well as differentiating the Penney
brand from Target, Kohl’s, Wal-Mart, and Macy’s.
These articles shed additional light on the implications of Penney’s new
direction:
Berfield, S. (2012, May 24), Remaking J.C. Penney Without Coupons. Bloomfield
Business Week.Retrieved from http://www.businessweek.com/articles/2012-05-24
/remaking-j-dot-c-dot-penney-without-coupons
Listen
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Girard, K. (2012, March 5). Is J.C. Penney’s makeover the future of
retailing? Harvard Business School Working Knowledge. Retrieved from
http://hbswk.hbs.edu/item/6944.html
Halkias, M. (2011, December 7). J.C. Penney buys stake in Martha Stewart?s
company. The Dallas Morning News. Retrieved from http://www.dallasnews.com
/business/retail/20111207-j.c.-penney-buys-stake-in-martha-stewartscompany.ece
Timberlake, C., & Townsend, M. (2012, February 28). Macy’s says Martha’s
dance card is too full.Business Week. Retrieved
from http://www.businessweek.com/articles/2012-02-28/macys-says-marthastewarts-dance-card-is-too-full
Case Assignment
A well-written report should have a brief introduction, headings or subheadings,
and a brief concluding comment. Note that you should use some keywords as
headings or subheadings such as “Johnson?s pricing strategy,” instead of a
sentence or a question. Read and cite article listed above, supplemented with any
other articles related to J.C. Penney, and develop a report addressing following
issues.
Briefly describe Johnson?s pricing strategy, also providing background on the
company and department store industry.
1.
Explain why Johnson?s pricing strategy did not work. Support your position in
terms of environmental factors such as economy, the competition, and
changing consumer behavior.
2.
What do you think Johnson could have done better? Take into account J.C.
Penney’s segmentation, positioning, and branding strategies to explain this
issue.
3.
Compare J.C. Penney?s current pricing strategy and Johnson?s pricing strategy,
based on your research on the most recent situation of J.C. Penney. How do
you think J.C. Penney would perform in the next five years? Take into
consideration the relationships between pricing and other aspects of the
marketing effort such as a change in merchandising, logo, atmospherics, use
of celebrity spokespersons, and so on.
4.
Assignment Expectations Regarding Your References and Defense
of Your Positions
Write clearly, simply, and logically. Your paper should be 750-1500 words long,
excluding title pages and references, but quality of writing is more important than
length. Use double-spaced, black Verdana or Times Roman font in 12 pt. type
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size.
Back up your positions or opinions with references to the required reading found
in the Module 1-4 Background reading and Ongoing Useful Resources. In using
those references, demonstrate your understanding of the concepts presented.
Rather than grading on how much information you find, emphasis will be on the
defense of the positions you take on the issues. Also remember that:
1. The “why” is more important than the “what.”
The defense of your positions on the issues is more important than the
positions you take.
2.
Do not repeat or quote definitions. Your use of the required reading to support
your opinions (that is, contentions or positions) should demonstrate that you
understand the concepts presented. Do not include definitions or summaries of
the readings or simply describe what the company did. Instead, your responses to
the questions should be analytical and should demonstrate that (a) you
understand the principles from the background reading and (b) you can apply
them to this particular case. Vague, general answers will not earn a good grade.
Avoid redundancy and general statements such as “All organizations exist to
make a profit.” Make every sentence count.
Paraphrase the facts using your own words and ideas, employing quotes
sparingly. Quotes, if absolutely necessary, should rarely exceed five words.
When writing an academically oriented paper, you will uncover many facts about
the product. If you paraphrase the facts, cite the sources in your text and link
those citations to references at the end of the paper.
Here are some guidelines on how to conduct information search and build critical
thinking skills.
Emerald Group Publishing. (n.d.). Searching for information. Retrieved from
http://www.emeraldinsight.com/learning/study_skills/skills/searching.htm
Emerald Group Publishing. (n.d.). Developing critical thinking. Retrieved from
http://www.emeraldinsight.com/learning/study_skills/skills/critical_thinking.htm
Guidelines for handling quoted and paraphrased material are found at:
Purdue Online Writing Lab. (n.d.). Academic writing. Retrieved from
https://owl.english.purdue.edu/owl/section/1/2/
Purdue Online Writing Lab. (n.d.). Quoting, paraphrasing, and summarizing.
Retrieved from https://owl.english.purdue.edu/owl/resource/563/1/
Purdue Online Writing Lab. (n.d.). Is it plagiarism yet? Retrieved from
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Privacy Policy | Contact
https://owl.english.purdue.edu/owl/resource/589/02/
Your paper consists of arguments in favor of your opinions or positions on the
issues addressed by the guidelines; therefore, avoid the following logical fallacies:
Purdue Online Writing Lab. (n.d.). Logic in argumentative writing. Retrieved from
https://owl.english.purdue.edu/owl/resource/659/01/
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SOCW 6000

SOCW 6000

Week 3 first post SOCW 6000
Respond by Day 5 to at least two colleagues who identified strengths and challenges that were different from yours
1. Shawanta Shelton

Having the title of being a social worker in the Commonwealth of Virginia comes with many different stipulations. Two strengths that I find are the education and work requirements. In order to considered a social worker one has to have a Bachelors Degree in Social Work; however in order to go for licensure in social work one has to have obtained a masters degree from a school that is apart of the Council of Social Work Education (CSWE). With pursuing to become licensed one has to have completed a 600-hour clinical practicum that focuses on diagnostic, prevention, and treatment services. I feel that education is a strength because it pushes an individual to a higher level along with having the chance to get more information in a specialize field. With having work experience a social worker with a bachelors degree has to have 3,000 hours post graduate experience. In Virginia licensed social workers have to take an exam as well and submit paperwork to the Board of Social Work before being licensed.

The challenges that come with having the title of being licensed is one being licensed eligible. Some stop at pursing a licensed once they become licensed eagle. Being licensed legible gives individuals some opportunities to work in the field and even hold jobs and duties that one can stay in without having to continue on with being licensed. Another challenge is the route one plans to take to get licensed. In Virginia one can become licensed by examination with a MSW degree or by BSW degree. Gaining licensed with BSW degree requires more work I find it challenge due to the process being lengthier.

Virginia Board of Social Work. (2016). Licensure Process handbook. Retrieved from http://www.dhp.virginia.gov/Forms/social/Licensure_Process.pdf
Demetria Smith
RE: Discussion 1 – Week 3
COLLAPSE

To be a social worker in Georgia, you must have a master?s degree and have state licenses. There are two types of licensure which are Licensed Master Social Worker (LMSW)and Licensed clinical social worker(LCSW). A LMSW must be supervised for two years before working alone. A LMSW can have their own practice. In older to be a license clinical social worker, you must be supervised for three years before working alone(http://www.socialworklicensure.org/state/social-work-licensure-georgia.html#context/api/listings/prefilter). A LCSW is required to have a hundred and twenty supervision hours with at least sixty supervision hours with a LCSW. LCSWs and LCSWs have to take thirty-five hours of continuing education every two years to renew their Georgia social work license (http://www.socialworkguide.org/licensure/georgia/ ). The two strengths associated with the tittle protection and licensure are I would be able to get my own practice in Georgia if I chose to. I also will have the current trends of being a social worker because of the hours of continuing education. The two weaknesses associated with the tittle protection and licensure are a person may not be able to work and complete the two or three years of being supervised to get their license as a social worker. Also, it may be hard for a person to find a place where he or she can get the continuing education that is needed to keep your license as a social worker.
REFERENCES
(http://www.socialworklicensure.org/state/social-work-licensure-georgia.html#context/api/listings/prefilter
(http://www.socialworkguide.org/licensure/georgia/
Demetria Smith

Week 3 Post 2
Respond by Day 6 to at least two colleagues who selected the other scenario. Compare the approaches you each took in addressing ethical concerns associated with the scenario
2.
Said Ali
EXPAND

Scenario 2: Ethical Steps in Social Work Practice
This case study is a clear example of stigma in the social work practice. Some mental health professionals often stigmatize their clients rather than helping them. The first step that I will undertake when confronted with such a case is to embrace the professional ethics and acceptable standards. Embracing professional values and personal biases is the ultimate way in which social workers are able to deal with issues of stigma within their places of work (Daley & Doughty, 2006). Doing this can be a very difficult transformation that demands considerable personal work as well as therapy. Social workers can also improve the relationship with their clients without stigma through outreach efforts, triage roles, and their treatment provisions. The National Association of Social Workers ethical codes stipulates that all the professional social workers should uphold human dignity, the rights of the clients, self-determination, empowerment, self-realization, and social justice, and every person?s worth irrespective of their mental state (Ahmedani, 2011). These specific professional codes of ethical conduct values directs all the social workers to moderate their stigma levels as well as work with professional colleagues to reduce the levels of social stigma as well as self-stigma.
The next step that I should have undertaken is engaging the client?s family members. Social workers often work with individuals as well as families. The family allows a social worker to mitigate social stigma on a micro level. In this case, it is apparent that the client had a serious borderline disorder that requires close attention by family members. As a social worker, I would have contacted the family members and guide them through family therapy that can help the client improve on her condition. The family is an individual support system at a micro level (Ahmedani, 2011). Various studies have shown that there exists a positive impact between family interventions as well as treatment engagement on a mentally sick person?s condition.
References
Ahmedani, B. K. (2011). Mental health stigma: Society, individuals, and the profession. Journal of social work values and ethics, 8(2), 4-1.
Daley, M. R., & Doughty, M. O. (2006). Unethical social work:

B. Week 4 SOWC6000

Message Unread
1. Julie Braley
RE: Discussion – Week 4
COLLAPSE

Working With Survivors of Sexual Abuse and Trauma: The Case of Angela
The social worker in this case (Plummer, Makris & Brocksen, 2014) shows competence by acting as ?competent only within the boundaries of their education, training, license, certification, consultation received, supervised experience, or other relevant professional experience? (National Association of Social Workers, 2008, 1.04); she acted as a therapist (the case was somewhat unclear) and referred Angela for group therapy. However, she could have done a better job of acting as a broker and promoting social justice. After reading the Case of Brenna, I feel like there are probably more sources of help available to survivors of sexual abuse than one-on-one therapy and group therapy. Briefly looking online, I found the Rape, Abuse & Incest National Network (RAINN). They offer guidance to survivors and their family and friends, provide programs, advocate for public policy, and operate the National Sexual Assault Hotline (www.rainn.org). To address another concern of Angela?s, obesity, I would also recommend she consider attending Overeaters Anonymous (www.oa.org). There are also meetings of Survivors of Incest Anonymous (SIA) (www.siawso.org), if she is interested. Finally, I think the social worker should discuss bringing Angela?s father to justice or other ways to confront her father and family. The social worker could also ask Angela if she would like to contribute to public policy changes, locally or nationally.
The social worker in the case (Plummer, Makris & Brocksen, 2014) acted with integrity and upheld the value of importance of human relationships (National Association of Social Workers, 2008). She displayed integrity when confronting the group facilitator about her dual relationship (conflict of interest) with Angela. It may have been a difficult decision to make as the social worker knew Angela lacked friends she trusts and she lives far from her other friends. However, the professional and ethical thing to do was to confront the group facilitator. The social worker also showed adherence to the Code of Ethics by respecting the importance of human relationships. Her and Angela?s professional relationship was jeopardized due to the social worker confronting the group facilitator and her eventual termination; Angela could not overcome these trust issues and somewhat closed herself off from the social worker. The social worker knew that Angela needed to speak with a therapist and asked Angela if she would like to terminate their relationship. Upon Angela?s agreeance, she provided her with the names of other therapists. Angela needs to continue seeing a therapist and must trust them.
National Association of Social Workers. (2008). Code of ethics of the National Association of Social Workers. Retrieved from http://socialworkers.org/pubs/code/code.asp
2. Dorella Fountain
RE: Discussion – Week 4
http://www.vitalsource.c
The Case of Carol and Joseph
The National Association of Social Workers has a set of core values that all Social Workers are expected to follow when providing services in the community. According to the NASW, these include “services, social justice, dignity and worth of a person, importance of human relationships, integrity and competence” (pg. 1). In my opinion , the Social Worker in the case of Carol and Joseph upheld to all of these core values. The National Association of Social Workers also has 6 ethical standards in which are considered the Social Worker’s Ethical responsibilities to clients. These standards include “commitment to clients, self-determination, informed consent, competence, cultural competence and social diversity, conflicts of interest” (p. 5). The Social Worker provided service to Carol and Joseph by providing assistance and encouragement to Carol and Joseph to make the changes necessary in order to keep their family together. The Social Worker was also patience, understanding and non-judgmental despite the decisions of Carol and Joseph. Judgment could have easily be placed when hearing all that has transpired in this case, but the Social Worker remained non-judgmental and did not give up.
References:
National Association of Social Workers. (2008). Code of Ethics of the National Association of Social Workers. Retrieved from https://www.socialworkers.org/pubs/code/code.asp
Plummer, S.-B., Makris, S., & Brocksen S. M. (Eds.). (2014). Working with families: The case of Carol and Joseph. In Social work case studies: Foundation year. Retrieved

II. SOCW 6001
Respond by Day 5 to at least two colleagues who discussed a different challenge from the one you discussed and explain a different skill you might use to overcoming that challenge.
1. Anne Solari
RE: Discussion 1 – Week 3
COLLAPSE

I think some of my biggest challenges is working on responses that are genuine when restating what they have said. Kirst-Ashman speaks of, “conveying to the client” that you understand how they feel (p 60). I often feel the practitioner is disingenuous when I hear phrases like, “What I hear you saying is…”. I feel like my biggest strength is my ability to make connections with people and meet them on their level. I know that I can practice to improve, but I cannot use this is I don’t feel I can do it with a genuine outcome. I feel like that is the point of the reading as well. We need to work to get better so our clients trust us. We need to learn what works for them based on many factors including their culture. As Kirst-Ashman state, we are the learners and our clients the informants (p 77). It’s really important to listen to them and learn from them through their words, their actions and their body language. Listening means more than hearing, but also paying attention. I believe this is one thing that allows me to connect with my students. I listen to them and allow them to be real, themselves.

Kirst-Ashman, K. K., & Hull, G. H., Jr. (2012). Understanding generalist practice (6th ed.). Stamford, CT: Cengage Learning. Chapter 2, “Practice Skill for Working with Individuals? (pp. 54-93)

2. Syreeta Hill
RE: Discussion 1 – Week 3
COLLAPSE

Challenges I will encounter when using micro practice skills while interviewing the client are maintaining my facial expression, and body positioning. Apparently I have had issues with facial expressions all my life. Of course this has been a difficult skill to master since working in the helping field. My colleagues have stated to me numerous times to be mindful of my facial expressions. I honestly try on a daily basis to watch my expressions. Kirst-Ashman, K. K., & Hull, G. H., Jr. (2012) stated giving a client a mixed message by saying one thing, while looking like you mean another, is not helpful. With me, my facial expression matches what I am saying
I try to keep a blank stare so that I will not make a face. Has it worked? Let?s say some of the times. I think this will be a constant skill I will have to practice. My body position speaks volumes when I am in the home of a client. If I feel it is unsafe or unsanitary I am in a rigid upright position. I am sure that comes off cold to others but in my mind I am trying to protect myself. Extreme tension may convey lack of confidence or excessive nervousness. It may put distance between you and your clients and make feeling comfortable and trusting you difficult for them (p 58).
Skills I believe I do very well with are being able to communicate to my clients, showing empathy and having compassion for my job in order to provide a quality service to my clients.

Kirst-Ashman, K. K., & Hull, G. H., Jr. (2012). Understanding Generalist Practice (6th ed.). Stamford, CT: Cengage Learning.

Dicusion2 week 4 Respond by Day 6 to at least two colleagues who selected a different role from the one you selected and explain what types of behaviors are associated with that role and how you might use those behaviors to promote appropriate group interactions
1.Syreeta Hill
RE: Discussion 2 – Week 4
COLLAPSE

A particular group member that would be challenging for me if I were a group facilitator would be the Quiet members simply do not participate, and they make getting to know them impossible for anyone (p. 116). I am one who tries to read a person and if the quiet member does not participate in group I will have a hard time trying to interpret what type of person they are. In order to get to know the quiet member better I would probably meet with them after group and have causal conversation with them trying to build a rapport with them. If they continue to be quiet during group I would start going around the group asking members questions that they all can participate in.
Kirst-Ashman, K. K., & Hull, G. H., Jr. (2012). Understanding Generalist Practice (6th ed.). Stamford, CT: Cengage Learning
2Christina Burns
RE: Discussion 2 – Week 4
COLLAPSE

Working with groups can have its benefits and its negative aspects. People are all so different and have varying personalities. As a social worker, it will be my job to work with all these differences and facilitate productive groups. In social work groups, members inevitably end up taking on a role. There are various positive, negative, and non functional roles that a client may possess. One role that I think would be extremely difficult for me to deal with would be a dominator.
Dominators are individuals whose presence take over the group. They talk more than the others and generally make their own problems the center of the group (Kirst-Ashman and Hull, 2012). Individuals taking on this role are most likely not doing so with ill intentions. They probably have a strong personality or are feeling a desperate need to be heard. As a social worker, my instinct is to help those in need. I worry that I may give in to this role due to their obvious high need of attention and help. This would not be beneficial to the other members in the group though and I would have to learn the skills to handle the situation appropriately. I would also have to decide if group sessions were the correct intervention for this client.
I experienced this my first year of teaching.There was a student who had a lot of external issues going on at home and therefore acted out and dominated the classroom. Looking back, I unintentionally gave this student more attention than the others in my class. The other students suffered due to me not being able to handle the situation to where it would benefit all. In group work, social workers must look at each individual as themselves and decide what their particular needs are. The group as a whole body though must be kept in mind so that each individual in turn can benefit.
Kirst-Ashman, K., & Hull , G. H., Jr. (2012). Understanding generalist practice (6th ed.). Stamford, CT: Cengage Learning

Module 4 – Case: Managing Organizational Change

Module 4 – Case: Managing Organizational Change

Assignment Overview
For this assignment, first do a thorough review of the required background materials and read up on each author?s discussion about Kotter?s eight step model of change, Lewin?s three step model, and the five steps involved in action research. All of the authors discuss at least one of these models. There are also some optional videos on some of these models that might help.
Case Assignment
When you are done reviewing these models of organizational change, take a look at the scenarios described in Questions 1-3. For each of these scenarios, explain which of the three models of change would be most appropriate for this situation. Finally, Question 4 is a summary question that you should also answer using the required readings. Explain your reasoning for each of your answers to the four assignment questions, and use at least one of the required readings to support each answer. You are required to cite at least one of the required videos or tutorials and two of the required readings in your paper. Your paper should be four to five pages in length:
Ten years ago the CEO of a company attempted to implement a major restructuring of her company. However, this restructuring ended up being delayed repeatedly due to opposition from both the employee union as well as by several senior managers. Now that ten years have passed, it has become clear to the CEO that the change should have been implemented as now the company is facing many of the problems that she predicted ten years ago. Furthermore, the CEO believes the company will go out of business unless the restructuring is done. Also, in the past ten years she has made peace with many union leaders and senior managers and believes she might be able to get their support for a restructuring if she is able to convince them of the extreme necessity of making this change.
The Chief Financial Officer (CFO) and the Chief Marketing Officer (CMO) have a major disagreement. The CFO wants to radically scale back expenditures on marketing and change the focus of the organization away from expensive advertising and instead rely on cheaper relationship marketing techniques. The CMO wants to greatly expand advertising, and even wants the company to borrow money to finance a major new advertising campaign. Both present detailed data to support their point of view, but the CEO cannot tell who is wrong or who is right as the data they present is confusing and contradictory. Furthermore, the CEO does not want to anger the marketing department or the finance department by seeming to favor one side or the other. However, the CEO does see the need to make major changes in marketing strategy and other areas in order to boost revenues.
A small town newspaper still has a loyal following in the town and in neighboring areas, especially among the older residents. However, the publisher of the paper is concerned that nobody under the age of 30 seems to ever read the paper and instead they get all their news from the internet. Furthermore, all of the employees at the newspaper have been working there for over 20 years and are very resistant to any type of change. The publisher wants to publish a print version only once a week instead of every day, and instead focus on reporting the news through blogs and social media. He is confident his well-qualified staff will be able do a good job in this new format, but since they have been doing the exact same type of work for the last 20 years he is concerned about rather extreme resistance to making any type of change in the workplace.
Conclude your paper with a discussion about which of the three change models you think is the most useful and which one you think is the least useful. Support your answer with references to the required background materials.

Assignment Expectations
Follow the assignment instructions closely and follow all steps listed in the instructions
Stay focused on the precise assignment questions, don’t go off on tangents or devote a lot of space to summarizing general background materials
List supporting references and cite sources in proper format
Use appropriate writing style in essay form (organization, grammar, and spelling).
Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13-14 on in-text citations. Another resource is the ?Writing Style Guide?, which is found under ?My Resources? in the TLC portal.
Module 4 – Case
Managing Organizational Change

Assignment Overview
For this assignment, first do a thorough review of the required background materials and read up on each author?s discussion about Kotter?s eight step model of change, Lewin?s three step model, and the five steps involved in action research. All of the authors discuss at least one of these models. There are also some optional videos on some of these models that might help.
Case Assignment
When you are done reviewing these models of organizational change, take a look at the scenarios described in Questions 1-3. For each of these scenarios, explain which of the three models of change would be most appropriate for this situation. Finally, Question 4 is a summary question that you should also answer using the required readings. Explain your reasoning for each of your answers to the four assignment questions, and use at least one of the required readings to support each answer. You are required to cite at least one of the required videos or tutorials and two of the required readings in your paper. Your paper should be four to five pages in length:
Ten years ago the CEO of a company attempted to implement a major restructuring of her company. However, this restructuring ended up being delayed repeatedly due to opposition from both the employee union as well as by several senior managers. Now that ten years have passed, it has become clear to the CEO that the change should have been implemented as now the company is facing many of the problems that she predicted ten years ago. Furthermore, the CEO believes the company will go out of business unless the restructuring is done. Also, in the past ten years she has made peace with many union leaders and senior managers and believes she might be able to get their support for a restructuring if she is able to convince them of the extreme necessity of making this change.
The Chief Financial Officer (CFO) and the Chief Marketing Officer (CMO) have a major disagreement. The CFO wants to radically scale back expenditures on marketing and change the focus of the organization away from expensive advertising and instead rely on cheaper relationship marketing techniques. The CMO wants to greatly expand advertising, and even wants the company to borrow money to finance a major new advertising campaign. Both present detailed data to support their point of view, but the CEO cannot tell who is wrong or who is right as the data they present is confusing and contradictory. Furthermore, the CEO does not want to anger the marketing department or the finance department by seeming to favor one side or the other. However, the CEO does see the need to make major changes in marketing strategy and other areas in order to boost revenues.
A small town newspaper still has a loyal following in the town and in neighboring areas, especially among the older residents. However, the publisher of the paper is concerned that nobody under the age of 30 seems to ever read the paper and instead they get all their news from the internet. Furthermore, all of the employees at the newspaper have been working there for over 20 years and are very resistant to any type of change. The publisher wants to publish a print version only once a week instead of every day, and instead focus on reporting the news through blogs and social media. He is confident his well-qualified staff will be able do a good job in this new format, but since they have been doing the exact same type of work for the last 20 years he is concerned about rather extreme resistance to making any type of change in the workplace.
Conclude your paper with a discussion about which of the three change models you think is the most useful and which one you think is the least useful. Support your answer with references to the required background materials.

Assignment Expectations
Follow the assignment instructions closely and follow all steps listed in the instructions
Stay focused on the precise assignment questions, don’t go off on tangents or devote a lot of space to summarizing general background materials
List supporting references and cite sources in proper format
Use appropriate writing style in essay form (organization, grammar, and spelling).
Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13-14 on in-text citations. Another resource is the ?Writing Style Guide?, which is found under ?My Resources? in the TLC portal.

Module 4
Required Material
Managing organizational change. Pearson Learning Solutions. New York, NY.
Hartzell, S. (2013). Lewin stage model of change: Unfreezing, changing, refreezing Principles of Management. Retrieved from http://www.youtube.com/watch?v=kerDFvln7hU
Hartzell, S. (2013). Explaining Kotter?s 8 step change model. Principles of Management. Retrieved from https://www.youtube.com/watch?v=YJ3EGdZ3_pU
Lurey, J. & Griffin, M. (2012). Section 2: Chapter 4: Action Research: The anchor of OD practice. Handbook for Strategic HR : Best Practices in Organization Development from the OD Network. Saranac Lake, NY, USA: AMACOM Books, pp. 46-52. [[eBook Business Collection]]
Schein, E. H. (2010). Chapter 17: A conceptual model for managed cultural change. Jossey-Bass Business and Management : Organizational Culture and Leadership (4th Edition). Hoboken, NJ, USA: Jossey-Bass. [E[eBook Business Collection]]
Kotter, J. P. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 85(1), 96-103. [Business Source Complete]

Optional Reading:

Anson, J. H. (2011). Leaders are the critical element in the network: Applying the Kotter Change model in shaping future information systems. Army Communicator, 36(4), 20-27. [Academic Source Complete]

Toy Evaluation

Toy Evaluation

Step 1: Read the Week Three Electronic Reserve Readings. (ATTACHMENT)
As you read these articles, pay special attention to the following topics and issues:
Toys that may encourage violence and aggression
Toys that may promote pro-social behavior
Gender differences in toy selection and preference and/or social encouragement of gender-specific toys
Cultural influences on toys
Write a one-paragraph summary of the main findings from these articles, as they relate to the bulleted topics and issues.

Step 2: Investigate popular toys on the market today. You can use the internet or visit a toy store to do this research. See if you can find toys that fall into the four categories above: those that may promote aggression; those that may promote pro-social behavior; those that seem to encourage or discourage gender stereotyping; and those that seem to encourage or discourage cultural differences and/or stereotyping. Identify and investigate a minimum of four toys; one from each category. Discuss your observations about these four categories. Use the questions below as guidance for your analysis of the toys.
How do toys influence behavior, self-concept, and identity?
What did you observe concerning positive and negative gender stereotyping?
How has your research on toys and gender influenced your views on the relative influences of environment and heredity on gender and identity development in children?
From your review of the literature and your examination of actual toys on the market, do you believe that some toys may increase the likelihood of aggressive behavior in children? Under what circumstances might this occur? Explain.
How has your research on toys and aggression influenced your views on the relative influences of environment and heredity on aggressive behavior in children?
Do any of the toys that you have examined promote stereotypes? Do any discourage stereotypes? Explain.
Do any of the toys reflect or indicate cultural and ethnic stereotypes? What effect can you see this having on the development of self-concept and identity?
How do toys that promote pro-social behavior benefit development during childhood?
Create a 12- to 15-slide Microsoft? PowerPoint? presentation of your findings including detailed speakers notes. Your presentation should summarize the four or more toys you investigated and present your findings on how toys influence development. Conclude your presentation with a discussion of the following:
After evaluating toys, what would you advise parents concerning how toys can influence the development of their children? What would you want them to be aware of and why?
Have your views about the relative influences of heredity and environment on human development changed in any way? For example, are there things you once attributed to heredity that you now believe to be more strongly influenced by the environment, or vice versa?
Format your presentation consistent with APA guidelines.
Include: APA Title Reference pages, copy of your plagiarism report and 4 scholarly reference sources.
Please note: Your summary should be separate in a word doc from your PPT presentation.

Week Three Electronic Reserve Readings

Early Childhood through Middle Childhood: Physical, Cognitive, Emotional, and Social Development
Readings:
? Bakir, A., & Palan, K. M. (2010). How are children’s attitudes toward ads and brands affected by gender-related content in advertising?. Journal of Advertising, 39(1), 35.
? Johnson, G. M. (2010). Internet use and child development: The techno-microsystem. Australian Journal of Educational & Developmental Psychology, 10, 32.
? Zaff, J. F., & Smerdon, B. (2009). Putting children front and center: Building coordinated social policy for America’s children. Applied Developmental Science, 13(3), 105.
Toy Evaluation Field Research Assignment
Readings:
? Bradley, R. H. (1985). Social-cognitive development and toys. Topics in Early Childhood Special Education, 5(3), 11.
? Caldera, Y. M., & Sciarraffa, M. A. (1998). Parent-toddler play with feminine toys: Are all dolls the same?. Sex Roles, 39(9/10), 657.
? Klinger, L. J., Hamilton, J. A., & Cantrell, P. J. (2001). Children’s perceptions of aggressive and gender-specific content in toy commercials. Social Behavior & Personality, 29(1), 11.
? Miller, C. L. (1987). Qualitative differences among gender-stereotyped toys: Implications for cognitive and social development in girls and boys. Sex Roles, 16(9/10), 473.
? Schwartz, L. A., & Markham, W. T. (1985). Sex stereotyping in children’s toy advertisements. Sex Roles, 12(1/2), 157.
Searches:
? (social development or emotional development) and middle childhood
? cognitive development and early to middle childhood
? middle childhood and caretaker-child relationship
? social and emotional development and middle childhood

International Operations: Company Structure and Human Resources Management

International Operations: Company Structure and Human Resources Management

Objective 1: Construct a global approach to the process of business management.
Objective 7: Determine how the choice of business models affects business success and requires adaptation in response to changes impacting on business.
Objective 8: Identify forces impacting on what global business managers and leaders need to know in uncertain times. Required Reading
Ananthram, S., & Nankervis, A. (2013). Global managerial skill sets, management development, and the role of HR: An exploratory qualitative study of North American and Indian managers. Contemporary Management Research, 9(3), 299-322. doi:10.7903/cmr.9731
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h &AN=97747727&site=eds-live&scope=site
Friedman, B. A. (2007). Globalization implications for human resource management roles. Employee Responsibilities and Rights Journal, 19(3), 157-171. doi:10.1007/s10672-007-9043-1
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=26618680&site=eds-live&scope=site
Hill, J. A. (2016). Protecting a global workforce in a changing world. Benefits Magazine, 53(5), 26.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=f5h& AN=114649123&site=eds-live&scope=site
Competencies: Effective communication, problemsolving, critical thinking. Overman, S. (2016). Tapping talent around the globe. HR Magazine, 61(1), 46.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=f5h& AN=112810959&site=eds-live&scope=site
Dixit, A. (2013). Globalization & HR challenges. Human Capital, 36-40.
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=109266641&site=eds-live&scope=site
Required Media
Managing Global Resources (36 min, 40 sec.) https://youtu.be/RRdKQhS2CLc

Assignments
Discussions: Individual Activity
Topic: Mini Case Study – Global Strategic HR Management at IBM
In 2003, Sam Palmisano took over as the Chairman and CEO of IBM; a company that was in good financial shape. This helped Palmisano position IBM as a globally integrated company by capitalizing on the ?strength of its human capital,? and not only its products (Grossman, 2007, p. 54). Palmisano called for IBM to create an on demand global supply chain that provides IBM customers with services and products whenever and wherever they need it. Palmisano then eliminated layers of management bureaucracy, and shifted IBM?s workforce nearer to its global customers to enhance the company?s service delivery competitiveness. Palmisano centered IBM?s global strategy on the assumption that its human capital will continue to be the company?s key differentiator in global markets, and that HR and talent management, rather than products and services are IBM?s core business (Grossman, 2007). As of today, IBM generates more than $ 81 billion revenue from continuing operations (IBM, 2016), and employs more than 378,000 people worldwide (Statista, 2015).

When HR departments focus on best practices, they may lose sight of the continuously changing demands of global markets that require updating certain practices. These changing demands may be due to regulatory, geographical, industry standards, technological, or customer preferences shifts, and may require the quick mobilization of a disaggregated and flexible global workforce. IBM?s success as a global company may be partially attributed to its local flexibility and global coordination. However, the company has not been historically flexible or coordinated; it was more firm than flexible, and more controlled than coordinated (Morris & Calami, 2009).
For Palmisano, the key was to remain loyal to the original principles upon which IBM was founded; the pursuit of excellence, customer service, and respect for the individual. However, over the years, these values morphed into egotism instead of excellence, selfishness instead of customer focus, and entitlement instead of respect (Palmisano, Hemp, & Stewart, 2004). This required a top down system to ensure that everyone was on the same wavelength; however, IBM learned the hard way that top down management is incompatible with most global companies today (Morris & Calami, 2009).
In this era of globalization with continuously changing market needs and preferences, the only path for IBM to succeed was through enduring values of a strong entrepreneurial mindset and continuous renewal that would help the company survive the many geopolitical shifts and economic cycles. The role of IBM?s HR managers was crucial here; they had to be more entrepreneurial in how they handled the changing demands of IBM?s global workforce, as well as the company?s customers, and also become networkers, i.e. they needed to stay networked with each other to be able to reintegrate the modified or renewed practices (Morris & Calami, 2009). In other words, they needed to develop dynamic capabilities that would allow them to continuously renew and integrate HR practices (Teece, 2007).
IBM usually responded quickly to its customer demands, but has not been usually flexible.
Entrepreneurial HR meant analyzing the industry for changing trends standards, or regulations. They are open to local knowledge, and search globally for best practices that can be implemented (Morris & Calami, 2009); they basically accept new challenges and come up with new ways to solve them (Nonaka, 1994). Networked HR meant that IBM?s HR departments had a huge amount of information of HR practices that are globally shared and integrated. This information exchange was enhanced by having HR departments that are both company and customer oriented, with minimal centralization, allowing IBM to provide superior and consistent global services (Morris & Calami, 2009).
Successful organizations such as IBM benefit from short-term advantages, while building their capabilities for ?long-term strategic renewal? (Tushman & O?Reilly, 1997, p. 2). They alter
themselves through strategic change and proactive innovation. Proactive organizations shift from their current strength to their future strength by being the leaders in innovation within their industries. First, their managers excel at short-term competition, which involves the alignment among structure, strategy, culture, people and process. This efficiency ?requires mastering the basics;? however, efficiency on its own will not ensure IBM?s long-term success (p. 3). To achieve sustainable and long-term success, IBM should excel at understanding when and how to? initiate revolutionary innovation,? and accordingly a revolutionary change within the company (p. 3).
Sources used in the development of the IBM Mini Case Study (not required reading!):
Grossman, R. J. (2007). IBM’s HR takes a risk. HR Magazine, 52(4), 54.
IBM (2016). IBM reports 2015 fourth-quarter and full-year results. Retrieved on May 22, 2016 from www.ibm.com
Morris, S., & Calami, R. (2009). Dynamic HR: Global applications from IBM. Human Resource Management, 48(4), 641-648.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1); 14 ? 37.
Palmisano, S., Hemp, P., & Stewart, T.A. (2004). Leading change when business is good: The HBR interview ? Samuel J. Palmisano. Harvard Business Review, 82(12), 60-71.
Power, B. (2012, January 10). IBM focuses HR on change. Harvard Business Review. (This article is available by searching at the Harvard Business Review. Licensing terms prohibit providing a direct URL to the article.)
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
Tushman, M. L., & O?Reilly III, C. A. (1997). Winning through innovation. Boston, MA: Harvard Business School Press

Three Main Topics (A, B and C) have been created.
Topic A. Individuals whose surnames begin with the letters A-M, based on your readings and research respond to these questions in detail:

? Explain: Why in this era of globalization, renewal and reintegration of HR practices are necessary for global companies to remain competitive?
? From your research, give examples of global companies where the HR departments have shifted their focus from administration to supporting organizational changes. Describe those changes.
Topic B. Individuals whose surnames begin with the letters N -Z, based on your readings and research respond to these questions and discuss in detail:
? IBM spent $ 100 million on its restructuring effort. Was this a good investment? Why or why not?
? What should IBM?s HR do to ensure that it recruits the best talent worldwide? How would the selection of the right global managers impact IBM?s revenue and market share?
Topic C. Reflection. Everyone responds!
? What are the criteria that HR should look for when selecting global expatriate managers?
? How important are family issues in an expatriate career?
? How is an expatriate’s package calculated and what factors are considered in the calculation?
In the News!
Post one news source in Session 9 ? In the News! and explain briefly how the news story bears on this Session?s course topics.

Entrepreneurial HR meant analyzing the industry for changing trends standards, or regulations. They are open to local knowledge, and search globally for best practices that can be implemented (Morris & Calami, 2009); they basically accept new challenges and come up with new ways to solve them (Nonaka, 1994). Networked HR meant that IBM?s HR departments had a huge amount of information of HR practices that are globally shared and integrated. This information exchange was enhanced by having HR departments that are both company and customer oriented, with minimal centralization, allowing IBM to provide superior and consistent global services (Morris & Calami, 2009).

Successful organizations such as IBM benefit from short-term advantages, while building their capabilities for ?long-term strategic renewal? (Tushman & O?Reilly, 1997, p. 2). They alter

themselves through strategic change and proactive innovation. Proactive organizations shift from their current strength to their future strength by being the leaders in innovation within their industries. First, their managers excel at short-term competition, which involves the alignment among structure, strategy, culture, people and process. This efficiency ?requires mastering the basics;? however, efficiency on its own will not ensure IBM?s long-term success (p. 3). To achieve sustainable and long-term success, IBM should excel at understanding when and how to? initiate revolutionary innovation,? and accordingly a revolutionary change within the company (p. 3).

Sources used in the development of the IBM Mini Case Study (not required reading!):

Grossman, R. J. (2007). IBM’s HR takes a risk. HR Magazine, 52(4), 54.

IBM (2016). IBM reports 2015 fourth-quarter and full-year results. Retrieved on May 22, 2016 from www.ibm.com

Morris, S., & Calami, R. (2009). Dynamic HR: Global applications from IBM. Human Resource Management, 48(4), 641-648.

Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1); 14 ? 37.

Palmisano, S., Hemp, P., & Stewart, T.A. (2004). Leading change when business is good: The HBR interview ? Samuel J. Palmisano. Harvard Business Review, 82(12), 60-71.

Power, B. (2012, January 10). IBM focuses HR on change. Harvard Business Review. (This article is available by searching at the Harvard Business Review. Licensing terms prohibit providing a direct URL to the article.)

Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.

Tushman, M. L., & O?Reilly III, C. A. (1997). Winning through innovation. Boston, MA: Harvard Business School Press

Three Main Topics (A, B and C) have been created.

Topic A. Individuals whose surnames begin with the letters A-M, based on your readings and research respond to these questions in detail:

? Explain: Why in this era of globalization, renewal and reintegration of HR practices are necessary for global companies to remain competitive?
? From your research, give examples of global companies where the HR departments have shifted their focus from administration to supporting organizational changes. Describe those changes.

Topic B. Individuals whose surnames begin with the letters N -Z, based on your readings and research respond to these questions and discuss in detail:

? IBM spent $ 100 million on its restructuring effort. Was this a good investment? Why or why not?
? What should IBM?s HR do to ensure that it recruits the best talent worldwide? How would the selection of the right global managers impact IBM?s revenue and market share?

Topic C. Reflection. Everyone responds!

? What are the criteria that HR should look for when selecting global expatriate managers?
? How important are family issues in an expatriate career?
? How is an expatriate’s package calculated and what factors are considered in the calculation?

In the News!

Post one news source in Session 9 ? In the News! and explain briefly how the news story bears on this Session?s course topics.

Mini Case Study – Global Strategic HR Management at IBM: Competencies: Effective communication, problemsolving, critical thinking.

Mini Case Study – Global Strategic HR Management at IBM: Competencies: Effective communication, problemsolving, critical thinking.

Overman, S. (2016). Tapping talent around the globe. HR Magazine, 61(1), 46.

http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=f5h& AN=112810959&site=eds-live&scope=site

Dixit, A. (2013). Globalization & HR challenges. Human Capital, 36-40.

http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth& AN=109266641&site=eds-live&scope=site

Required Media

Managing Global Resources (36 min, 40 sec.) https://youtu.be/RRdKQhS2CLc

Assignments

Discussions: Individual Activity

Topic: Mini Case Study – Global Strategic HR Management at IBM

In 2003, Sam Palmisano took over as the Chairman and CEO of IBM; a company that was in good financial shape. This helped Palmisano position IBM as a globally integrated company by capitalizing on the ?strength of its human capital,? and not only its products (Grossman, 2007, p. 54). Palmisano called for IBM to create an on demand global supply chain that provides IBM customers with services and products whenever and wherever they need it. Palmisano then eliminated layers of management bureaucracy, and shifted IBM?s workforce nearer to its global customers to enhance the company?s service delivery competitiveness. Palmisano centered IBM?s global strategy on the assumption that its human capital will continue to be the company?s key differentiator in global markets, and that HR and talent management, rather than products and services are IBM?s core business (Grossman, 2007). As of today, IBM generates more than $ 81 billion revenue from continuing operations (IBM, 2016), and employs more than 378,000 people worldwide (Statista, 2015).

When HR departments focus on best practices, they may lose sight of the continuously changing demands of global markets that require updating certain practices. These changing demands may be due to regulatory, geographical, industry standards, technological, or customer preferences shifts, and may require the quick mobilization of a disaggregated and flexible global workforce. IBM?s success as a global company may be partially attributed to its local flexibility and global coordination. However, the company has not been historically flexible or coordinated; it was more firm than flexible, and more controlled than coordinated (Morris & Calami, 2009).

For Palmisano, the key was to remain loyal to the original principles upon which IBM was founded; the pursuit of excellence, customer service, and respect for the individual. However, over the years, these values morphed into egotism instead of excellence, selfishness instead of customer focus, and entitlement instead of respect (Palmisano, Hemp, & Stewart, 2004). This required a top down system to ensure that everyone was on the same wavelength; however, IBM learned the hard way that top down management is incompatible with most global companies today (Morris & Calami, 2009).

In this era of globalization with continuously changing market needs and preferences, the only path for IBM to succeed was through enduring values of a strong entrepreneurial mindset and continuous renewal that would help the company survive the many geopolitical shifts and economic cycles. The role of IBM?s HR managers was crucial here; they had to be more entrepreneurial in how they handled the changing demands of IBM?s global workforce, as well as the company?s customers, and also become networkers, i.e. they needed to stay networked with each other to be able to reintegrate the modified or renewed practices (Morris & Calami, 2009). In other words, they needed to develop dynamic capabilities that would allow them to continuously renew and integrate HR practices (Teece, 2007).

IBM usually responded quickly to its customer demands, but has not been usually flexible.