Dean Blake's Case Study Analysis

The position of dean is more of a leadership than management position. The position requires elements of both, but the dean seems to chiefly focus on his role as a leader. Dr. Winistorfer recognizes his opportunity and potential to impact the college and deliberately works to grow and develop as a leader. The dean described participating in an ‘expensive leadership workshop’ out of his own desire. And at the workshop, other attendees questioned the relevance of his participation, but the dean had no uncertainty regarding the applicability to his position. To cut down his managerial duties, the dean systematically structured his office, so he can direct most of his attention toward leadership. This is most evident when analyzing his presentation

Even though Kerrie’s issued memos to the entire business unit explaining what they were doing. David had expressed concern of uncertainty over the process and how it would or would not affect them (Bethel University, 2014-A). They need to communicate better; the employees want and need to see and hear from their leadership (Bethel University, 2014-A). Town hall meetings, according to David, would help with the perception and give the senior staff the opportunity to interact, provide relevant information and collect feedback for the employee population (Bethel University, 2014-A). With the new information and knowing the pulse of the employment base senior management should be able to understand better how decision affect the employee (Bethel University,

As I was concluding reading the case study I felt like Lord King and Sir Marshall ran out of ideas to continue their quest in changing BA. This was highlighted to me when the text described a loss of vision for the future and lack of communication as Jick & Peiperl (2011) stated: “BA also faced both a loss of focus and a contradictory message” (p. 36). Jick & Peiperl continued to describe the lack of vision by stating “And in looking for a new focus, management dealt with the seemingly unattractive alternative of trying to get staff to identify with an issue as glamorous as cost-cutting” (Jick & Peiperl, 2011, p. 36). Life changes daily and therefore, organizations should ensure that their leadership maintains a creative

RadioShack needs to revamp merchandise- RadioShack is mostly selling cell phones, a dangerously saturated category. They don’t have a strategy to sell many other things like internet radio or satellite phones, tablets, etc. It carries one 3D printer on its website, they should it have more and be the pioneer in this category.

In the case of ABC Inc. and their new campus recruiter, Carl Robbins, it’s very clear that ABC Inc. needs to improve their current hiring process and training orientation procedures. He was not given the proper tools to help guarantee a smooth and successful first recruitment effort. The follow up by his supervisor, Monica Carrols, was inadequate or did not take place at all. If Ms. Carrols had been checking on Carl’s progress on a consistent basis then the hiring debacle could have been avoided in the first place. The person tasked with maintaining the training room schedule is also very ill equipped to do their job. When Carl learns that the training room is double-booked for the month of June, it is

The Dean of the school of Business Leadership has copious and diverse responsibilities. The Dean will align their behavior and performance with mission statement of the university as a whole. It is vital for the Dean to provide a stellar example of professionalism within both the University and the community as a whole. Keeping competitive while looking toward the future, the Dean will lead the program into limitless possibilities. Paramount to the success of the Dean is a comprehensive and well-organized plan of action to address a multitude of duties.

Constructing a culture of change is challenging to any leader. As a new Dean of a community college division, the vice-president has asked for a three-month action plan on the approaches that will be taken to promote a positive and productive environment for the faculty. Since the previous dean did not offer a level service that met the faculty’s expectations, it is important that every faculty member that was impacted negatively be heard. This action plan will explore leadership and followership characteristics that will be helpful in this new role as dean as well as management theory.

Human resource management is the utilization of human resources to achieve organizational objectives. Consequently, all managers at every level must concern themselves with human resource management. Basically, managers get things done through the efforts of others; this requites effective human resource management. Today's human resource problems and opportunities are enormous and appear to be expanding. Individuals dealing with human resource matters face a multitude of challenges, ranging from a constantly changing work force to the ever present scores of government regulations and a major technological revolution. Furthermore, global competition has caused organizations both large and small to be more conscious of cost and

The concept of strategic human resources management tends to focus on organization wide human resource concerns and addresses issues that are related to the firms business both short-term and long term. Strategic human resource management derive from human resource management, which the influence of strategic human resource management will be addressed. Human resource departments need to transform human resources to strategic human resource as to ensure the effectiveness of the objectives of the organisation are achieved. More and more authors are still reshaping and redefining the broadly accepted definition of strategic human resource management however according to Caliskan (2010:102) mentions that many authors stand firm that strategic human resource management is concerned with the role of human resource management systems play in firm performance. In addition to that it highlights the importance of people management, as to improve the organisations performance and gain competitive advantage. In order to address the question of, what influence does the strategic human resource management play in the performance of an organisation. First issue of why is it important for organisations to have an effective and

In order to fix the problem the organization needs to follow the combined steps of the transformation process and the ones put forth by Kaplan and Norton. The first step in the transformation process is to alter the environment and the structure of the organization. This could include training and hiring additional faculty members. Since the university cannot transport or store anything within their organization, they must then insert the steps from Kaplan and Norton. These steps include determining how they will execute the strategy, use balanced scorecards, hold information sessions to employees and offer question and answer sessions so the organization can assert the employees concerns upfront. That should be followed by putting the strategy into action. Training should begin with all faculty members and geared towards sharing information and technology to make the process effective and fairly easy (Kaplan & Norton, 2008). Finally, the transformation process entails inspection (Meredith & Shafer, 2010). There should be evaluations and performance measurements to demonstrate the effect on productivity. The productivity of the Business school could be measured by asking for feedback from students and peers, looking for an increase or decrease in retention rate. Perform reviews each year and ask for candid feedback from faculty members. The problem will only go away with a change in structure, so giving

The role of human resource management is one of strategic partner, administrative expert, and consultant (managing all of the organization 's people related processes strategically). It is the job of hr management in to recognize that decreased turnover, higher employee morale, and involved employees in the decision making process are all optimal in providing key leverage in an organization 's strategic plan. Management integrate strategic hr management with the organization 's strategy formulation. This means that management has searched the organization and its environment for opportunities and initiated projects and decisions to bring about changes that are both advantageous

Human Resource Management (HR) acts to serve a function which is aimed at maximizing the overall performance of a business and its employees in relation to the employer 's set standards and strategic objectives. The primary focus of HR is concentrated upon the management of employees, and on the policies and systems within and outside the organisation. (Boxall & Purcell, 2011). “Strategic Human Resource Management (SHRM) aims to align the functions and processes of HR with the strategic aims and objectives and competitive advantage of an organisation.” (Hartel, Fujimoto, Strybosch & Fitzpatrick, 2006). After all, the key characteristic of HR is ‘integration.’ The role of HR and HR Professionals can be linked to four main SHRM theories which will be discussed below:

Achieving competitive advantage throuch human resources requires human resources activities be managed from a strategic perspective. (Becton, 2009). In order for human resources professionals to act in a more strategic matter they must become equal partners with other professionals in implementation and formulation of strategy. Providing managers at all levels in organizations the awareness of a critical source of competitive advantage not from having the most ingenious product design or service, the best marketing strategy, state-of-the-art technology, or the most savvy financial management but from having the appropriate systems for attracting, motivating, and managing the organizations’ human resources. This can contribute to transitioning to various forms of change such as, fundamental mindsets, organizational views and knowledge, view of employees, time frame, risk, and response.

Human resource management (HRM) has it own challenges, but management is more focus on what HR can offer their organization in the future. Looking back to the evolution of human resource field, it has followed the history of business in the United States and most western countries. HR has evolved from personal management to human resource management and from HRM to the modern term of Strategic Human Resource Management (SHRM). The purpose of this case study is to reflect light on the characteristic of strategic human resource in business operation that makes them

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative