Group 21: David Villanueva, Graciela Villarreal, Jose Villarreal, Kimberley Richards

Chapter 10 Discussion Questions:

1. If you wanted to add a group of big data scientists to a large organization such as
PepsiCo, would you centralize the scientists in a central pool at headquarters or
decentralize them to separate divisions? Discuss your reasons.

Response: Centralization and decentralization are based on the decisions made at

different levels of an organization. In centralization, those placed at the top of the
organization are given the power to make decisions. On the other hand, decentralization
gives those at the bottom of the organization the power to authorize decisions. The
approach that should be used depends on how the managers of the organization believe
would be the most beneficial to solving the situation. To determine which approach to go
with, the organization must consider several factors such as organizational size, history,
strategy, and availability of managers. Data scientists are important to an organization
because they help solve difficult problems by analyzing data. I believe centralizing the
data scientists would be the most beneficial to PepsiCo because the contribution that is
made by the scientists will be more beneficial when reporting to those at the top of the
organization versus a decentralized approach where decisions are made amongst
several individuals.

2. How does relational coordination differ from teams and task forces? Do you think
that relational coordination seems more valuable for a service technology or a
manufacturing technology? Explain your answer.

Response: Relational coordination is described in the textbook as the level of

communication that takes place between members of an organization. Teams and task
forces are other methods besides relational coordination that increase horizontal
coordination. The difference is that teams work by working with other departments as a
whole and for a longer period of time, versus a task force that focuses on temporary
problems. Of these three, relational coordination is the highest level of horizontal
coordination. There are three basic types of manufacturing technologies which are
small-batch production, mass production, and continuous process production. The
difference between the three depends on its technical complexity, or the extent to which
machinery is required. Service technologies are represented by intangible output and
direct contact with customers. Relational coordination would be more valuable for a
service technology because there is more coordination that occurs in service
organizations than occurs in a manufacturing technology.

3. An organizational consultant was heard to say, “Some aspect of functional

structure appears in every organization.” Do you agree? Explain.
 Response: I do agree with the statement that there is some aspect of functional
structure in every organization. Functional structure, otherwise known as U-form, or
unitary structure, is the way that different functional activities are divided up into the
different departments that make up the organization. Functional structures have a
vertical design that work from the bottom to the top of the organization. Each level of the
organization, starting from the bottom, shares and collects information in their
department and passes it up the hierarchy until it ultimately reaches the very top where
decisions and orders are made. If organizations did not have functional structure, it
would be very difficult for decisions to be made because information would not be
communicated so easily. Divisional structure on the other hand would most likely appear
less in an organization than functional structures simply because divisional structures
are more useful in organizations that produce products for different markets.

4. Some people argue that the matrix structure should be adopted only as a last
resort because the dual chains of command can create more problems than they
solve. Discuss. Do you agree or disagree? Why?

Response: The matrix structure would only be an issue or “last resort” if it is

implemented in the wrong setting. The best situation to utilize a matrix structure would
be in a rapidly changing environment where the organization needs to be more flexible.
If the matrix structure would be used in any other environment, there would definitely be
frustration with the dual chains of command. This would also have an impact on the
global and domestic structures because the goals and agendas of one boss can clash
with the goals and agendas of the other. Another disadvantage is the time lost to
constant coordination of meetings and assignments. I agree with the statement that the
dual chains of command would create more problems than it can solve. It would be best
to use the matrix structure as a last resort due to the high complexity that is involved in
maintaining this type of structure. The matrix structure can successfully be implemented
in an organization that has clear communication and relational coordination.

5. What is the virtual network approach to structure? Is the use of authority and
responsibility different compared to other forms of departmentalization? Explain.

Response: A virtual network structure is an approach that organizations use to

outsource its major functions to separate organizations. The idea behind the virtual
network approach is that there is a small central office that focuses on the main goals of
the organization while allowing other contracted activities to be handled by companies
that specialize in those fields. The virtual network approach has a decentralization
structure where each party responsible for an outsourced activity acts in its own self-
interest. There is a lot more coordination that must take place to ensure that all
departments of the organization are in alignment with the organization’s goals. The
advantages that a virtual network has is that it can be more flexible and has the power to
obtain information and support from experts around the world. Another benefit is that it
 saves the organization money from all the overhead costs. On the other hand, the
disadvantages that are experienced in this structure include low supervision which
causes a lack of control within the organization and creates weak boundaries since all
departments are separated by distance.

6. The Hay Group published a report that some managers have personalities suited
to horizontal relationships, such as project management, that achieve results with
little formal authority. Other managers are more suited to operating roles with
much formal authority in a vertical structure. What type of structure—functional,
matrix, team, or virtual network—do you believe your personality would best fit
into? Which structure would be the most challenging for you? Give your reasons.

Response: Personally, I perform better when operating in a horizontal, or flat, structure

setting. I am familiar with working in this setting and believe that it is effective because
the organization can achieve results with little formal authority. As an assistant
department manager, I am tasked with setting the overall morale for my team as well as
coaching them frequently to help them understand our department goals. The horizontal
structure gives freedom to the managers or specialists to be as creative as possible to
achieve company goals. Furthermore, I would say that my personality would best fit into
either a functional or team approach because they most resemble a flat structure. The
structure that would be the most challenging for me would be a matrix and virtual
network approach because these structures either have too much authority or would
have too many barriers in place that would prevent me from interacting with the entire
team.

7. Describe the primary differences between manufacturing and service technology.

How do these differences influence the type of structure that will be most
effective?

Response: Manufacturing technologies can be categorized into three basic types of

production technology: small-batch production, mass production, and continuous
process production. Service technology is characterized by intangible outputs and direct
contact with customers. The primary difference between the two is that manufacturing
technology produces physical, or tangible, goods that can be seen and touched while
service technology produces intangible services. Another difference is that
manufacturing firms provide no direct contact between employees and customers while
there is direct contact in a service firm. A horizontal structure would be the most effective
in a service industry. A vertical structure would be the most effective in a manufacturing
organization that uses a mass production technique. Small-batch production and
continuous process production would be more effective with a flexible horizontal
structure.

8. Experts say that organizations are becoming increasingly decentralized, with

authority, decision-making responsibility, and accountability being pushed farther
 down into the organization. How will this trend affect what will be asked of you as
a new manager?

Response: I have experienced this situation as a new manager. I personally don’t mind
the decentralization, authority, and responsibility that was placed on me as an assistant
department manager. While it may be overwhelming for others, it was empowering to me
because I was able to start implementing my own ideas for developing my team and
help them achieve our department goals. In the long term, I plan on growing with my
company and will have the experience of making important decisions to support me as I
continue to grow. Once I am able to climb up the hierarchy of my organization, my focus
can shift from making important decisions for my department to developing others who
are willing to grow. In a decentralized organization, decision making is quick,
communication is more efficient, employee morale increases depending on the
manager, and those higher up in the hierarchy don’t have to worry about the small
problems that are quickly handled by lower-level managers.

9. The chapter suggested that structure should be designed to fit strategy. Some
theorists argue that strategy should be designed to fit the organization’s
structure. With which theory do you agree? Explain.

Response: I would agree with the latter statement. All organizations are different;
therefore, the structure that is effective and efficient for one organization may not work at
all in other organizations. However, a strategy that works best in one structure may also
be the best strategy to use in a different organization that uses the same structure.
Strategies should be designed to fit the organization’s structure because they are easier
to change and implement. Organizational structures are more solid and while it is
possible to alter a structure, it is not as fluid to change as a strategy. However, strategy
and structure must work hand in hand in order to achieve company goals and deliver
plans. An organization without a strategy does not have a rigid structure, and without a
structure there is no strategy to achieve results. Once an organization implements a
structure, it is strengthened by the strategy that is put in place. Strategy will always
follow the organization’s structure, meaning that anything that disrupts the structure will
change the strategy to adjust to the organization’s new goals.

10. Would you expect the structure of a company such as Facebook, which operates
almost entirely online, to differ from the structure of a bricks-and-mortar
company, such as AT&T, which uses the Internet only for some things, such as
customer service and business-to-business transactions? Why or why not?

Response: There would definitely be a huge difference between the structures of both
of these companies. Facebook’s focus would be on accomplishing the goals of
delivering a better social media experience to its users. Facebook operates entirely over
the internet and would reach its customers in a different way than AT&T. AT&T’s focus
would be on selling its products and services by internet and through its brick-and-mortar
 stores. Facebook does not sell physical goods like AT&T does. Since Facebook is used
around the world, a matrix organizational structure would probably be the most effective
to use to help achieve the organizational needs while also promoting creativity and
innovation. AT&T would benefit from a horizontal structure since it is better designed for
an organization that sells physical goods. Specifically, a team or functional structural
approach would be the most effective structure for their organization.

Chapter 10: Ethical Dilemma

What Would You Do?

1. Prepare a memo to Golopolus, summarizing the new safety guidelines that affect
the Rockingham product line and requesting his authorization for implementation.

Response: This would be the best scenario to go with. It could be possible that Frank
Golopolous is not aware that certain product lines are not meeting federal safety
guidelines even though that is his responsibility. By preparing a memo to Golopolous
that is short, concise, and to the point, Tom Harrington will be able to reveal the
problems that are present that are preventing meeting the new safety guidelines. This
action will also show the initiative that Tom is taking in his new position and can create a
more trusting relationship with Golopolous. The worst thing that Tom can do is keep
putting off and avoiding questions from the factory floor as it could cause a lot of damage
to the company reputation and more negative attention from the operations manager. If I
were Tom, I would prepare the memo for Golopolous and instead of requesting
authorization I would provide a plan of how I will begin implementing the necessary
changes. I would then carbon copy (CC) the operations manager through email so that
they are aware of the actions taking place to ensure safety guidelines are being met and
initiated by Tom.

2. Mind your own business. Golopolus hasn’t said anything about the new
guidelines, and you don’t want to overstep your authority. You’ve been
unemployed and need this job.

Response: Minding his own business can have a negative effect on Tom Harrington.
While the ultimate responsibility lies on Frank Golopolous, Tom is also expected to
perform at high expectations to provide the best product quality for the company. If the
operations manager, who is Golopolous’s boss, decides to visit the facility to check on its
operations and notices that they safety guidelines are not being met, Golopolous would
be at fault but would then also spread that fault with Tom Harrington since he is also
responsible for ensuring federal safety guidelines are being met. Harrington shouldn’t
feel like he is overstepping authority because he shares the same responsibility as his
boss, Golopolous, does. Tom Harrington instead would be showing initiative to his boss
and the team by setting the expectation that all federal safety guidelines must be met. If
Harrington has plans to grow with the company, this would be a good situation where
 Harrington was placed in a difficult situation that he had to overcome to complete the
responsibilities of his job.

3. Send copies of the reports anonymously to the operations manager, who is

Golopolus’s boss.

Response: This would be the worst situation to be involved in. From experience, I have
learned that it is important to keep your direct supervisor in the loop regarding important
information especially with the safety guidelines that Tom Harrington is concerned about.
In this scenario, the anonymous report could bite Harrington in the butt by placing Frank
Golopolous in a position where he has to address the issue with Harrington. This
situation can be avoided if Harrington communicates his concerns with Golopolous
instead of jumping the gun and blindsiding his boss. If Tom Harrington is that concerned
with this issue that he feels he needs to report to the operations manager, he should
keep Golopolous up to date with the concern and if that doesn’t settle anything then he
can report to the operations manager non-anonymously and with Golopolous’ knowledge
of the concern. This would reveal Tom’s initiative to the operations manager and would
earn his support with ensuring the product quality is up to the company’s expectations.
Chapter 11: Discussion Questions

1. Microsoft and Intel are giants of the computer industry. Why do you think that
these large companies have had such a hard time competing against disruptive
innovations such as mobile computing?

Response: Chapter 11 states that many disruptive innovations come from small
entrepreneurial firms like Square. It also states that change, especially major change
such as that associated with disruptive innovation, is not easy, and many organizations
struggle with changing successfully. In some cases, employees don’t have the desire or
motivation to come up with new ideas, or their ideas never get heard by managers who
could put them into practice. In other cases, managers learn about good ideas but have
trouble getting cooperation from employees for implementation. Especially managers
within corporations that've been around for years. Successful change requires that
organizations be capable of both creating and implementing ideas, which means the
organization must learn to be ambidextrous. An ambidextrous approach means
incorporating structures and processes that are appropriate for both the creative impulse
and for the systematic implementation of innovations. For example, a loose, flexible
structure and greater employee freedom are excellent for the creation and initiation of
ideas; however, these same conditions often make it difficult to implement a change
because employees are less likely to comply. With an ambidextrous approach,
managers encourage flexibility and freedom to innovate and propose new ideas with
creative departments and other mechanisms like innovation labs.

2. A manager of an international chemical company says that few new products in

her company have been successful. What would you advise the manager to do to
help increase the company’s success rate?

Response: I would let the manager know that innovation is a team sport and that a
company that successfully innovate usually have the following characteristics:
● People in research and marketing actively work with customers to understand their
needs and develop solutions. ● Technical specialists are aware of recent developments
and make effective use of new technology.
● A shared new product development process that is advocated and supported by top
management cuts across organizational functions and units.
● Members from key departments—research, manufacturing, marketing—cooperate in
the development of the new product or service.
● Each project is guided by a core cross-functional team from beginning to end.
I would recommend they use the horizontal linkage model. Employees from research,
manufacturing, and sales and marketing should meet frequently in teams and task
forces to share ideas and solve problems. Research people inform marketing of new
technical developments to find out whether they will be useful to customers. Marketing
people pass customer complaints to research to use in the design of new products and
to manufacturing people to develop new ideas for improving production speed and
 quality. Manufacturing informs other departments whether a product idea can be
manufactured within cost limits. Throughout the process, development teams keep in
close touch with customers. The textbook states that, a study by McKinsey found that 80
percent of successful innovators periodically test and validate customer preferences
during development of new products and services.

3. As a manager, how would you deal with resistance to change when you suspect
that employees’ fears of job loss are well founded?

Response: The text states that the fear of personal loss is perhaps the biggest obstacle
to organizational change. It goes on to say that reasons for resistance are legitimate in
the eyes of employees affected by the change. Managers should not ignore resistance;
instead, they should diagnose the reasons and design strategies to gain acceptance by
users. Strategies for overcoming resistance and implementing change typically involve
three approaches: making people aware of the need for change by creating a sense of
urgency, analyzing resistance through the force-field technique, and using selective
implementation tactics. I would make sure that employees have rational reasons for
change. I would then use the force-field analysis to identify the driving forces and the
restraining forces. Once that process is completed, I would use one of the following
implementation tactics: Top Management Support, Communication and Education,
Participation, Negotiation, Coercion (in a crisis situation when a rapid response is
urgent).

4. If you were a manager responsible for floor-cleaning products at a consumer

products company, how might you apply crowdsourcing to identify a new product
that would meet customer needs?

Response: Crowdsourcing is an open innovation approach used by Quirky, Netflix, Mod

Cloth, General Electric, Fiat, and even the U.S. government. It taps into ideas from
around the world and lets thousands or hundreds of thousands of people participate in
the innovation process, usually via the Internet. If I were a manager responsible for floor-
cleaning products at a consumer products company, I would allow customers to express
opinions on solutions through the company’s website. I would enlist the help of a crowd
through a survey. Customers and other individuals from the public would be able to
participate in a survey. Individuals who complete the survey would be entered into a
contest with a chance to win $100 worth of products. Using this method would help me
identify a new product that would meet customer needs. This crowd based model makes
the process of innovation much faster and the cost of failure much lower.

5. To tap into the experience of battle-tested soldiers, the U.S. Army recently has
begun encouraging personnel from all ranks to go online and collaboratively
rewrite some of the Army’s field manuals in a Wikipedia-like fashion. When the
rank and file showed little interest, one retired colonel suggested that top leaders
 should make soldiers participate. Does coercion seem like a good way to
implement this type of change? Discuss.

Response: No, coercion does not seem like a good way to implement this type of
change. In most cases, this approach should not be used because employees, in this
case soldiers, feel like victims, are angry at change managers, and may even sabotage
the changes. Rewriting the Army field manual would be a very important task and you
wouldn't want anyone jeopardizing that. Communication and education are used when
solid information about the change is needed by users and others who may resist
implementation. They should have a champion(s) educate personnel about the need for
this change. They should inform them about the why behind this change. They could
also try the participation method, which involves users and potential resistors in
designing the change. Research studies have shown that proactively engaging people in
upfront planning and decision making about changes that affect their work results in
much smoother implementation. Participation also helps managers determine potential
problems and understand the differences in perceptions of change among employees.
The only time I would suggest using coercion is in crisis situations when a rapid
response is urgent.

6. Analyze the driving and restraining forces of a change that you would like to make
in your life. Do you believe that understanding force-field analysis can help you
more effectively implement a significant change in your own behavior?

Response: The textbook states that force-field analysis grew from the work of Kurt
Lewin, who proposed that change was a result of the competition between driving and
restraining forces. Driving forces can be thought of as problems or opportunities that
provide motivation for change within the organization. Restraining forces are the various
barriers to change, such as a lack of resources, resistance from middle managers, or
inadequate employee skills.
Personally, I have been unemployed for quite some time and I would like to become
employed. Driving Forces include the reward of having an income and health insurance.
Motivation and technology. Some restraining forces are the pandemic and high volume
of applicants. I believe that understanding force-field analysis can help me more
effectively implement a significant change in my own behavior. I would have to analyze
both the forces that drive change (problems and opportunities) and the forces that resist
it (barriers to change). By selectively removing forces that restrain change, the driving
forces will be strong enough to enable implementation,

7. Why do you think research has shown that idea champions are so essential to the
initiation of change? Could they be equally important for implementation?
 Response: Chapter 11 defines an idea champion as a person who sees the need for
and champions productive change within the organization. Champions are passionately
committed to a new idea or product despite rejection by others. They will stop at nothing
to reach their goal. Idea champions often persevere through numerous challenges and
setbacks, which requires perseverance and passion, sometimes called grit. I believe that
champions are equally important for implementing change. Implementing change will
take persuading and influencing individuals who better to do that than those who truly
believe in the change taking place. The textbook provided a great example: When Texas
Instruments studied 50 of its new product introductions, a surprising fact emerged:
Without exception, every one that failed lacked a zealous champion. By contrast, most of
the new products that succeeded had such a champion. Managers made an immediate
decision: No new product would be approved unless someone championed it. Similarly,
at SRI International, a contract R&D firm, managers use the saying “No champion, no
product, no exception.” Research confirms that successful new ideas are generally those
that are backed by someone who believes in the idea wholeheartedly and is determined
to convince others of its value.

8. You are a manager, and you believe that the expense reimbursement system for
salespeople is far too slow, taking weeks instead of days. How would you go
about convincing other managers that this problem needs to be addressed?

Response: This example would be considered a technology change. A technology

change is defined as a change in the organization’s production process—how the
organization does its work. Technology changes are designed to make the production of
a product or service more efficient. Chapter 11 states that change does not occur by
itself. Personal energy and effort are required to promote a new idea successfully.
Research confirms that successful new ideas are generally those that are backed by
someone who believes in the idea wholeheartedly and is determined to convince others
of its value. I would make sure that I am a zealous champion for this idea. Champions
are passionately committed to a new idea or product despite rejection by others. I would
make sure that the other managers feel the need for change rather than just giving them
facts and figures. I would analyze the problems, opportunities, barriers and change. I
would then selectively remove forces that restrain change, the driving forces will be
strong enough to enable implementation. I would follow the 3 OD stages for achieving
behavioral and attitudinal change: (1) unfreezing, (2) changing, and (3) refreezing.
Unfreezing makes people throughout the organization aware of problems and the need
for change. This stage creates the motivation for people to change their attitudes and
behaviors. Changing occurs when individuals experiment with new behavior and learn
new skills to be used in the workplace. This process is sometimes known as
intervention, during which the change agent implements a specific plan for training
managers and employees. Freezing occurs when individuals acquire new attitudes or
values and are rewarded for them by the organization. The impact of new behaviors is
evaluated and reinforced. The change agent supplies new data that show positive
changes in performance.
 9. Do the underlying values of OD differ from assumptions associated with other
types of change? Discuss.

Response: Chapter 11 defines Organizational development (OD) as a planned,

systematic process of change that uses behavioral science knowledge and techniques
to improve an organization’s health and effectiveness through its ability to adapt to the
environment, improve internal relationships, and increase learning and problem-solving
capabilities. Chapter 11 goes on to say that in the newer approach, the focus is on the
entire system, which takes into account the organization’s interaction with its
environment. The sources of information for discussion are expanded to include
customers, suppliers, community members, and even competitors, and this information
is shared widely so that everyone has the same picture of the organization and its
environment. The acceleration of change when the entire system is involved can be
remarkable. In addition, learning occurs across all parts of the organization
simultaneously, rather than by individuals, small groups, or business units alone. The
result is that the large-group approach offers greater possibilities for fundamental, radical
transformation of the entire culture, whereas the traditional approach creates
incremental change in a few individuals or small groups at a time.

10. What do you see as the major advantages and disadvantages of a company
moving to open innovation?

Response: Chapter 11 defines open Innovation as extending the search for and
commercialization of new ideas beyond the boundaries of the organization and even
beyond the boundaries of the industry, sharing knowledge and resources with other
organizations and individuals outside the firm. Forward innovation is usually utilized by
forward-looking companies. Open innovation is a profitable way to innovate. Some major
advantages of open innovation are reduced costs, increased differentiation in the
market, increased revenue stream for the company, and accelerated time to market.
Open innovation can also increase competitive advantage. Some major disadvantages
are the possibility of revealing information not intended for sharing and the possibility
that the hosting company will lose their competitive advantage as a consequence of
revealing intellectual property.

Chapter 11: Ethical Dilemma

What Would You Do?

1. Go to the meeting and argue for abandoning crowdsourcing for now in favor of
maintaining the artistic integrity and values that Off the Hook has always stood
for.
 Response: I would not take this approach because the text states that over the past 18
months, Off the Hook’s sales had been stagnating. Crowsourcig made T-shirt design
more responsive to consumer desires. It reduced the uncertainty that surrounded new
designs, and it dramatically lowered costs. I believe that she should come up with a
solution on how to maintain the aesthetic integrity and values that Off the Hook has
always stood for while utilizing crowdsourcing. Crowdsourcing is an open innovation
approach that has been proven to work. Open innovation means extending the search
for and commercialization of new ideas beyond the boundaries of the organization and
even beyond the boundaries of the industry, sharing knowledge and resources with
other organizations and individuals outside the firm.

2. Accept the reality that because Rob strongly favors crowdsourcing, it’s a fait
accompli. Be a team player and help work out the details of the new design
approach. Prepare to lay off graphic designers as needed.

Response: I would accept that because Rob strongly favors crowdsourcing and for
good reasons, it’s a fait accompli. I would help work out a new design approach and find
out ways to utilize my top-notch graphic designers. If she wants to continue upholding
the values of the founder, Chris Woodhouse, she should not agree to convert to a fully
crowdsourcing model. Graphic designers will help ensure that each screen print is a
work of art. They should continue handing over winners’ designs to the in-house
designers, so that they can tweak the submissions until they meet the company’s usual
quality standards. At some point in the process, Ai-Lan should consider using the force-
field analysis. Force-field analysis is a technique for determining which forces drive a
proposed change and which forces restrain it.

3. Accept the fact that converting Off the Hook to a crowdsourcing business model
is inevitable, but because it violates your own personal values, start looking for a
new job elsewhere.

Response: I do not believe this is the way to go. Instead I believe that Ai-Lan should
stay and help the company make the best decision for both the company and its employees. Ai-
Lan should let Rob know that she felt that the designs were competent, and that none achieved
the aesthetic standards attained by her in-house designers. She should express why she
believes this is important for the brand and advocate for her designers. As stated before, they
should continue handing over winners’ designs to the in-house designers, so that they can
tweak the submissions until they meet the company’s usual quality standards.
Chapter 12: Discussion Questions

1. Does it seem like a good idea to let a big data computer program make hiring
decisions, as some companies like Xerox are doing, as described in this chapter?
What types of positions do you think this might be suitable for? What might be
some drawbacks to this approach?

Response: The rising cost of manpower and demands, including hikes and other
expenses on a human worker such as a HR, or employee who is responsible for making
hiring decisions and looking out profiles, nowadays can be replaced by software using
Big Data Analysis which runs a computer program to make hiring decisions. Such a
computer program will analyze the data in the form of big data and filter out candidates
and also see their records and every data that is available, past working experience etc.,
whether they are suitable for the job etc. Thus, it seems like a good idea to let the
software use big data to make hiring decisions at the preliminary level. Some companies
like Xerox are doing this. Now, this might be suitable for all types of positions depending
on the way we use them. Human interventions would be required as the job level and job
risk and job priority goes up. Thus, behind the computer's brain for big data, we need to
have a human brain which will oversee the hiring methods and the filtering of the
information using big data. Thus, the human can use this as a tool for making hiring
decisions and the main decision should be made by the human when it is a high-level
job. For smaller and petty jobs, little or no human interventions are required. There might
be some drawbacks in this approach as: 1) We are giving out human jobs to machines,
thus reducing the job market and job positions in the HR category. 2) Defects in the
software may produce anomalies and thus filter out eligible candidates. 3) Human
interventions will be required, so why not use it as just a tool and maintain the human
workforce. 4) In regard to the software anomalies, it may hire and filter in candidates
who are not good enough. 5) Big data may use past experiences and other data about
the candidates, which may not be the prime factor in the selection of the candidate,
meaning even if the software filters the candidate out, he may be good enough for the
job

2. Assume that it is the year 2027. In your company, central planning has given way
to frontline decision making, and bureaucracy has given way to teamwork. Shop
floor workers use handheld devices and robots. A labor shortage currently affects
many job openings, and the few applicants that you do attract lack skills to work
in teams, make their own production decisions, or use sophisticated technology.
As vice president of HRM since 2015, what should you have done to prepare for
this situation?

Response: Recruitment is the process in which a company is headhunting the perfect fit
for a particular position or a designation fulfilling all the requirements and qualities that
are desired for the profile of an organization. The manager plays an important role in the
implementation of the effective recruitment process in an organization. The expertise of
 the managers along with senior management of the organization are vital in assessing
and evaluating potential candidates for a particular position. The important goal of
human resources management is finding the best fit candidate, training to develop their
skills and maintain an efficient and effective workforce. The effective training techniques
to enrich the skills of the selected candidates must be initiated, In this situation, the
preparations that I would try to avoid are the following: The matching model that helps
the organization to match the needs, interests and values with the candidates need to
implement for the benefit of all. Human resource planning is important in forecasting
human resources needs and the matching skill sets of individuals with anticipated job
vacancies. The use of social media platforms such as, twitter, LinkedIn, Facebook to
screen candidates in the recruitment process, being it is the prospective source for
productive candidates. Using realistic job previews (RJPs) for recruiting which provides
both positive and negative information about jobs is basically realistic in nature.

3. Is it wise for managers to evaluate a promising candidate’s tweets or postings on

social networking sites as grounds for rejection before even interviewing him or
her? What might be some ethical and legal issues that managers should
consider? Discuss.

Response: I do not believe it is prudent for managers to base their decisions of a

promising candidate off their tweets or postings on social media platforms. There are no
applicable laws preventing employers from doing so. I believe it is an unethical practice
because it would be viewed as violation of the privacy and confidentiality of the
candidates. More than ever before, recruitment by HR has been seen as one of the key
determinants of the success of a business, and the HR managers are becoming
increasingly aware of the need to hire the right candidates. Although interviews can be
deceiving, the managers get tempted to go through the social media of candidates to
know their traits, behaviors, and skills. However, this is an unethical behavior. Based on
a SHRM survey undertaken in 2013, social media is only used after interviewing the
candidates but before the offer can be given Some of the ethical and legal issues that
might arise from this may be 1. Hiring negligence- this is an ethical issue, where a
candidate may feel that the information on social media has an impact on whether they
will get a job or not. 2. Discrimination-This can be based on views pertaining politics,
religion, and personal information, rather than being evaluated based on competence

4. What does it mean to say that HRM plays a strategic role in driving organizational
performance? Consider recruiting, training, performance appraisal, and
compensation strategies as part of your answer.

Response: Chapter 12 discusses the importance of HRM and the roles it plays in a
strategic operational performance because the work of the company is done by people,
and all of the people working at the company are impacted by HRM decisions. This
includes: Recruiting: The methods of recruiting used determine who will apply for
positions and therefore impacts who will be hired. A professional and well managed
 process with detailed information for candidates on what to expect will help attract high-
quality applicants. Training: Evaluating the needs of employees and providing
appropriate training so that all staff can perform their position with a high level of skill will
improve the performance of the entire company. Performance appraisal: The
performance appraisal process provides feedback to employees on what they are doing
well – and should continue to do – and on areas needing improvement. A good quality
process will give employees specific steps to take to improve their work skills and
improve their performance, leading to an enhanced ability to successfully do their job.
Compensation: The overall compensation strategy of the company influences who will
apply and accept positions, and how long staffers will stay. Companies that pay higher
than average wages tend to get more and better-quality applicants, and those applicants
are less likely to leave because they would have to take a pay cut at another
organization. Companies who pay lower wages will tend to have fewer applicants, and
those who accept positions will be more likely to take higher-paying positions elsewhere
in the future.

5. If you were asked to advise a private company about its EEO responsibilities,
what two points would you emphasize as most important?

Response: The chapter discusses EEO or Equal Employment Opportunity. EEO simply
means forbidding employment discrimination. It prevents discrimination against
employees in workplace. EEO is the responsibility of each employee; however, some of
them require greater role and responsibility for its implementation and success. If I would
have to advise a company about its EEO responsibilities I would emphasize the
following two as the most important. Avoid Discrimination. Discrimination happens when
an employee is treated unfavorably because of his personal characteristic, including
age, race, genetic information, national origin, or religion. Workplace discrimination
occurs in number of situations for instance, in recruiting and selecting staff,
compensation and other benefits offered as part of employment or who receives training
and who is considered and selected for transfer and promotion. Some examples of
workplace discrimination are not employing a 50-year-old man on a pre-conceived
notion of inability of old people to learn new skills; paying lower to women workers;
exclude, competencies). Communicate job opening to all employees and make the
promotion criteria known to all; and Self-assess compensation practices and
performance appraisal systems. Custom design system to investigate and resolve
charges discrimination. Secondly, an important point an EEO officer must be in mind is
to ensure the availability of a customized system to minimize the cases of discrimination
and ensure effective complaint handling procedure. Some of the practices an officer can
follow in this are: Train human resource managers and other employees on respectful
workplace behavior, EEO laws, diversity, and inclusion. Promote an environment of
professionalism and respect for personal differences in the workplace; Foster open
communication of “hot” employment issues; establish standardized and objective criteria
 to avoid employment decisions based on personal characteristics; and ensure early
dispute resolution through a thorough investigation of the allegations.

6. As HR manager for a small company that makes computer games and software,
what are some steps that you might take to create an employer brand?

Response: Chapter 12 states that Employer branding refers to the process which
makes the employer brand as the identity of the company. To promote the employer
brand, the company needs to attract employees effectively. Employer brand is nothing,
but the positive image of an organization created as an employer and its value
proposition to its employees. The steps taken by the HR manager of a small company to
create an employer brand would include being able to attract new talents. It is
imperative to attract new talents and for that the organization should advertise or
promote the best qualities of the organization to appeal to the candidates more than
other organizations. Interview, the interview process should be such that the interviewer
portrays a very good brand image to the candidates. On-boarding, it is important to
select the right candidate and deliver effective induction to them to make them
understand about the organizational culture. Retaining the best employees, Companies
should use different strategies to retain the best talents. A clear and positive employer
brand will be advantageous for the organization. It will help in increasing the number of
applicants applying for the job and gives opportunities to the employer to select the best
talent out of a wide pool of talent. It can also make the company stand on top and helps
in creating a positive reputation.

7. One HR manager recently got a thank-you note on her iPhone that said “Thx 4 the
Iview! Wud ♥ to wrk 4 u!!!” The manager had liked the candidate in the interview,
but after getting this note, she put him in the reject pile. Do you think it was fair for
the manager to reject the candidate so automatically? Should “textspeak” be
considered acceptable workplace communication? Discuss.

Response: The rejection his application seems to be a punitive choice it is genuine act
in terms of HR. Even though the HR manager did like the way the candidate interviewed
it does not make it acceptable for the candidate to “text speak”. This is a lack of
professionalism. The HR manager has done an appropriate thing by rejecting the
application because the communication used by the applicant, known as “text speak” is
not an acceptable code of communication in terms of formal communication. Because
the applicant is still not a member of the organization the HR manager needs to
communicate with him in a formal way only and hence the result. Thus, the act of the HR
manager is justified and the proper thing to do.
8. If you are in charge of training and development, which training option or options
—such as OJT, crosstraining, and classroom—would you be likely to choose for
your company’s production line manager? A customer service representative? An
entry-level accountant?

Response: The best method of training will vary based on the position needing the
training. For example: A production line manager would have many years of experience
with the work being done by his team and in company processes and methods. The
most appropriate training method for this position would be mentoring, where a more
experienced manager provides feedback and advice on situations as they occur. A
customer service representative, newer customer service representatives will likely
benefit from formal classroom training explaining methods to use when dealing with
upset callers and how to effectively use company technology. More experienced
representatives would benefit from cross-training, where they learn to perform other
positions within the department to enhance their skills and prepare them for future
management positions. Entry-level accountant: a new accountant will come prepared
with technical skills, but may not know how to apply those skills in the workplace. They
also will likely need technology training. The most beneficial training method for this
staffer would be on-the-job training, where a manager sits with them and walks through
performance of job tasks and answering questions.

9. What might be some disadvantages of acqui-hiring? As a manager, how would

you draw up a contract with a new employee who was an acqui-hire? Include
considerations such as compensation and benefits, performance measures,
training, and a noncompete agreement.

Response: While acqui-hiring provides a company quick access to an intact talent pool,
it also has some disadvantages. It may be challenging for acqui-hires to fit in with the
company’s culture. Typically, entrepreneurs have a different mindset from employees.
The move from being co-founders to employees can lead to discontent among acqui-
hires. It could end up costing the company a great deal to retain talent in such a
situation. Both current employees and acqui-hires may have apprehensions about their
jobs in an environment of consolidation. A contract for a new acqui-hire should be
attractive while being fair to other employees of the company. The compensation and
benefits should be structured to maintain parity with other employees in similar roles.
Acqui-hires would have had limited benefits as entrepreneurs. Hence it is an important
factor in accepting an offer from an acquiring company. A competency-based pay
ensures that they are encouraged to learn while on the job. In order to encourage
innovation, the compensation can also be partly linked to job performance. Performance
measures should focus on innovation and the value added to business. In addition,
training opportunities are essential and valued by entrepreneurs who receive access to
the resources of a large company. A critical inclusion for acqui-hires is a non-compete
clause in the employment agreement. This ensures that the hires do not join a direct
competitor on leaving the company or within a specified period of time after leaving the
 company. This is essential as acqui-hires are valued for their talent and will be targeted
by competitors.

10. How would you go about deciding whether to use a job-based, skills-based, or
pay-for-performance compensation plan for employees in a textile manufacturing
plant? For waitstaff in a restaurant? For salespeople in an insurance company?

Response: Job-based compensation plan refers to the plan where employees are
being paid based on the responsibilities of a position. Skills-based compensation
plan refers to the plan where employees are being paid based on their personal
skills. Pay-for performance compensation plan refers to the plan where
employees are being paid based on their performance. In a textile manufacturing
plant, where the employees perform most of the repetitive and unskilled work
hence the most appropriate compensation pay would be a job-based
compensation plan. For waitstaff in a restaurant the best compensation plan
would be a skill-based compensation plan as they are professional which provide
great customer service. For salespeople in an insurance company, pay-for-
performance would be the best compensation plan because they work on salary
plus compensation and are required to complete the target.

Chapter 12: Ethical Dilemma

What Would You Do?

1. Honor the agreement, trusting that Winston’s rehabilitation is complete on all

levels and that he is now ready for a responsible position. Give him a good
recommendation.

2. Contact the vice president of sales and ask him to release you from the agreement
or to give the reference himself. After all, he’s the one who made the agreement.
You don’t want to lie.

3. Without mentioning specifics, give Winston such an unenthusiastic reference that

you hope the other HR director can read between the lines and believe that
Winston will be a poor choice.

Even though Terry Winston had issues due to heavy alcohol and drugs use, he
was granted the opportunity to secure his future as a sales manager in a different
company. This would be possible by cooperating with the agreement in going to
rehabilitation. According to Ms. Danville, the agreement was not violated as he also
completed a 30-day rehab treatment. The issue now was the fact that Winston had
covered up some of his errors with fraudulent activity before he resigned and now
Danville must decide whether to provide good feedback or not.

Contacting the vice president of sales will make matters worse. There are other
ways to handle this situation without having to lie. It is important to maintain a
professional image for the company. The Vice president will most likely not expect
Danville’s support in such a situation if it happens again in the future if she were to leave
him the full responsibility of resolving the issue.

It would be unethical to give Winston such an unenthusiastic reference so he can

look bad at the other company. Afterall, Winston came through with the agreement that
was mentioned before he resigned. Perhaps limited information can be given to the
other company. By doing so, this will not violate her ethical concerns.

It is best to honor the agreement by trusting that Winston’s rehabilitation is

complete and give the good recommendations. As stated previously, limited information
can be given instead of a strong recommendation since Winston did generate lots of
revenue for the company with sales. He did commit some errors by using drugs and
alcohol, however, the company was able to prevent this issue from further emerging after
he was given the opportunity to resign.
Chapter 13: Discussion Questions

1. Have you ever experienced or witnessed the queen bee syndrome? What specific
strategies might top executives use to avoid the queen bee syndrome among
female managers? Do you think that men might employ some of the same tactics
as “queen bees” and are simply not scrutinized as women are?

Response: Personally, I have never experienced the queen bee syndrome in the
workplace. However, this does not mean that it does not exist. THe queen bee
syndrome is a real phenomenon and it can be mitigated by rewriting the by-laws of a
given organization and including rules that may make it harder for the queen bee
syndrome to manifest among the companies female management personnel. I fully
believe that male management personnel are fully capable of employing some tactics
that can be considered to be similar to the queen bee syndrome. The queen bee
syndrome is exclusive for women only because it is referencing the queen bee in the
beehive that happens to be female but this can also occur with a male manager or other
management employee.

2. Evaluate your own personal experiences with people from other cultural
backgrounds. How well do you think those experiences have prepared you to
understand the unique needs and dilemmas of a diverse workforce?

Response: I have lived in numerous places across the state. I grew up in an area that is
basically one cultural subgroup and prior to moving out for college, I had little to no
experience with a diverse population. However, after living around the state for a couple
of years, I got to experience a life that involved all sorts of cultural backgrounds. To this
day, I still have friends that come from different cultural backgrounds and we share
different ideas on different topics. This exchange of information between other cultures
has shown me that having a diverse workplace is not a bad thing. Sometimes different
mindsets can come in handy when tackling a hard task or brainstorming for a new
product for a company. I think that my experiences with other cultures have prepared me
mentally to understand the perks that come with a diverse environment regardless if it is
in the workplace or in the public sphere.

3. Until Sheryl Sandberg was promoted to chief operating officer of Facebook in

2012, its board was composed of only men. Yet a majority of Facebook’s 845
million users are women. Given this demographic, explain how Facebook might
benefit from increasing the presence of women on its corporate board.

Response: Given that a large percentage of its users are women, I feel that having
more women in the corporate board for facebook would be very beneficial to the
company as a whole because they are able to relate to the majority of their users and
therefore be able to understand how to better satisfy their users’ needs when it comes to
using their platform. Women understand women better than men do. Therefore I feel that
 having women in the corporate board of Facebook would be a good representation to
their users and give better insight on how to improve their experiences while using the
social media platform. When it comes to representation in higher level positions in an
organization, I think that there needs to be some diversity because the company surely
has a diverse workforce and therefore they all need to be represented somehow in order
to accommodate their needs to better improve their work experience with the company.

4. Describe employees who are most vulnerable to stereotype threat. Why is it

important for managers to understand that some employees may experience
stereotype threat?

Response: I think that the need to point out who is most vulnerable to a stereotype
threat is just being stereotypical in general. I feel that every subculture is equally prone
to experiencing stereotyping in the workplace. It all depends on the majority race or
subculture that primarily works at the company. A white person may experience some
sort of stereotype while working at a company that has primarily black or asian
employees. However, the roles can easily be reversed and the outcome can still come
out the same way. Each and every race and subculture has characteristics that distinct
them from the rest. Therefore, I am more than sure that each can experience some sort
of stereotype. It all depends on the situation and the circumstances that are present in
the given time and place.

5. How might employee affinity groups contribute to the advancement of women and
minorities to higher-level positions in an organization?

Response: With the implementation of employee affinity groups in a given company or

organization, this will help bring out the ideas of the people that are mostly overlooked
because they happen to be women or part of a minority subculture or race. Everyone
has good ideas and having employee affinity groups inside the company or organization
will help those individuals feel like they are a part of the company or organization and
therefore start to feel comfortable and included. This feeling of being included in the
company will help them be able to express their ideas or other notions or concerns in
order to better improve the company and the way they treat their employees or improve
their quality of services or products. Employee affinity groups help improve ties between
employees. Especially between genders and races or subcultures.

6. If talkative men are viewed as powerful and competent, why do you think talkative
women are seen as less capable and pushy? Do you think this perception would
be different in an organization with a large percentage of female managers at top
levels?

Response: The fact that there is a double standard is the main reason that men and
women are perceived differently even though they are doing the same exact things.
However, the fact that there is a double standard does not mean that it isn’t mutual. That
 double standard is in place by both the male and female population. I have seen it first
hand enough times to know that there is a double standard but both males and females
contribute to that double standard. I think that women are seen as less capable and
pushy because this notion is presented from a male’s point of view. It also may depend
on the person because a male can be seen as pushy and less capable simply by being
assertive. It also depends on what the person is being pushy and assertive for. With that
said, I think that if there was a large percentage of women in higher levels of
employment, they would see an assertive man as pushy or less capable.

7. What are the glass ceiling and bamboo ceiling, and why do you think they have
proved to be such barriers to women and minorities?

Response: The glass ceiling and bamboo ceilings are metaphorical barriers that exist in
the corporate realm of the workforce. Even in lower levels of the workforce may have a
glass ceiling or bamboo ceiling. These barriers are barriers that prevent females and
minorities from reaching higher positions in a given company or organization. The
reason it is referred to as a glass ceiling is because the positions in upper management
are visible to these subgroups but they will only be able to observe them rather than
actually become a part of those ranks. That is as far as they will be able to climb in the
social ladder in that given organization. I think that these have proved to be so because
people in upper management have been mostly male and part of the majority race or
culture for the longest times and now that more women and minorities are becoming
educated and employed, they are becoming more and more capable of being promoted
but since this is contradictory to what has already been established at that given
organization, upper management make it harder or even impossible for the status quo to
be altered.

8. Why do you think a large number of women are opting out of corporate
management? Discuss whether this trend is likely to continue over the next ten
years.

Response: I feel that the reason that women are opting out of the corporate
management realm is because they feel that they will never reach the levels of
employment that they seek to reach and therefore they are seeing that it is a waste of
their time and effort to continue to try and reach those positions when they can put their
time and energy to better use with their families or other careers that they feel have a
better future for them. With recent events and trends that are engulfing the world, I feel
that this will be less of an issue in years to come because the norms have certainly
changed and therefore it will be easier for women to reach those positions that were
hard to reach before. The workforce will unequivocally be completely different from what
it is now in ten years.
 9. Describe how a diversity of perspective boosts creativity and innovation in the
workplace. Why do managers consider a diversity of perspective a competitive
advantage?

Response: A diversity of perspective can boost creativity and innovation in the

workplace because there are a lot of ideas being presented from a variety of different
points of view and with different mindsets that the number of possibilities that can come
from this are endless. Someone may have an idea but he or she may not know that it
can conflict with some views around the world. Having someone in the group that is
aware of how that particular population thinks and perceives things may be beneficial to
better improve the idea at hand in order to better accommodate all populations around
the world. This will not only improve the quality of the product or service but it will also
give the company the competitive advantage over the competition because the idea is
refined to better accommodate a larger population.

10. How might organizations strike a balance between respecting and meeting the
needs of a diverse workforce and shaping a high-performance corporate culture
where shared values contribute to the accomplishment of strategic goals?

Response: With the simple act of allowing for a more diverse workplace is more than
enough to have respect and meeting the needs of different cultures. The fact that
promotions are available to those affected subgroups such as females and minorities
shows that their input to the company or organization is respected and important for the
benefit for the organization. This will also have a diverse management team and
therefore they will have a better understanding of the needs of their employees and
those employees will now have someone in upper management that can relate to them
and better understand the needs that those particular employees need. It all comes
down to having a diverse management team because they are the people that set the
stage for the rest of the company or organization.

Chapter 13: Ethical Dilemma

1. Continue the current policy that leaves it up to the Muslim workers as to when
they leave the assembly line to perform their sunset rituals.

Response: I feel that this is a good solution but it can also hinder the output of the
company. Having a large amount of workers leave the line in order to do their sunset
prayers would be hard for production to continue without them there. In order for this to
work, production will have to cease while the workers are in prayer. I do not think that
this is the best solution simply because of the impact that this will have on production.
However, I do think that there are worse ways that the company can go about the whole
thing. I feel that the second shift should be mostly comprised of non-muslim workers.
This way the first shift is able to carry on like normal since there is time for breaks during
the day and this time can be used to carry on their prayers during the day. This would be
 a better solution in my opinion. Perhaps even make adjustments that there is a break
time schedules around sunset so that they can conduct their prayer during that break
and therefore not hinder the production output.

2. Try to hire the fewest possible Muslim workers so the work line will be efficient on
second shift.

Response: I feel that this is a decent way to go about it but then this can leave the door
open for an accusation of bias and descrimination towards the muslim population.
People these days will read a lot into something that is insignificant so why would the
company make themselves vulnerable for such an accusation which can ruin public
relations. I do not think that this is a good way to go about it also because the muslims
are willing to work for much more affordable wages. If the company hires more workers
that are not muslims, the wages will have to go up and this is not something that the
company wants to do simply to keep their costs low. With these two problems that may
arise from going about the problem this way, I feel that this would not be a good solution
for the company to embark upon.

3. Ask the Muslim workers to delay their sunset prayers until a regularly scheduled
break occurs, pointing out that North Woods is primarily a place of business, not
a house of worship.

Response: This would probably not go well between the workers and the management
team of the company. The muslim workers will feel less welcome and perhaps even feel
like they are an inconviencence to the company and therefore ruin their satisfaction with
the company and perhaps go as far as to quit because the company is not willing to
cooperate with them. I understand that the workplace is not a place of worship but they
are not to make people change the ways of their culture for the betterment of the
company. That is not putting the needs of the workers in a priority position. This will not
only make the workers feel less welcome, but word of mouth will spread and the
company will be at risk of losing all of their muslim employees and even future temporary
muslim empllyees and therefore lose their lower wage workers. The costs of wages will
increase due to having to hire non-muslim workers which demand a higher wage.