MG3120: The Complexities Of Virtual Collaboration Result In Almost Half Of Virtual Teams: Work In A Global Context Assignment

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University National University of Ireland (NUI)
Subject MG3120: Work in a Global Context

Objective

The objective of this assignment is to assess your understanding of the following learning outcome(s):
1. Describe the global context of Human Resource Management (HRM) and the impact of multinational enterprises on the variations in people management practices in different countries.
2. Describe the impact of culture and institutions on HRM practice and outline the challenges and opportunities involved in conducting business on a multi-national basis.
3. Apply tools and techniques to analyze HR issues and implement suitable HR policies and practices.
4. Discuss contemporary issues such as employee voice, conflict management, and precarious work incorporating the employer and employee perspective in a cross-cultural context.

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Assignment Details

You may choose one of the following five essay titles:
1. “The complexities of virtual collaboration result in almost half of virtual teams being unsuccessful” Discuss.
2. Organizational culture is more important than national culture in the context of cross-border acquisitions. Discuss
3. There are a number of universal leadership traits that are applicable across cultures. Discuss, citing examples.
4. Hofstede identified a number of polar opposite dimensions in his study of national cultures. Discuss, citing examples.
5. You are asked by the HR department to give input on a new pre-departure training program for managers traveling from the USA to Japan. What are your recommendations and why are these recommendations important?

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Choose An Organization Of Your Choice (Preferably The Organization Where You Worked Before (Or) Are Currently Employed): Strategic Planning Assignment

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University National University of Ireland (NUI)
Subject Strategic Planning

Assignment Overview:

Choose an organization of your choice (preferably the organization where you worked before (or) are currently employed). Understand the organization’s objectives, strategic plan, vision, mission, goals, and understand the working operational processes of the company, with special reference to undertaking a full strategic review of company activities. The review will include an assessment of the organization’s external environment, a review of its existing plans, consideration of strategic options, the development of a strategic plan, an examination of core values and, finally, the development of a schedule for implementation of the plan, including how it will be monitored and evaluated.
You are required to make a strategic plan of your chosen organization, by specifically answering the questions given below. Before answering these questions, give out a brief introduction to your chosen organization. Your strategic plan should be made in the form of a Formal Report.

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The report should include the following:
1. Explain and examine the external factors affecting your chosen organization? How important are they for a company’s sustainability and survivability? Analyze the major changes taking place in the external environment that will affect the strategy of your chosen organization.
2. List the important stakeholders of your chosen organization, analyze the needs and expectations of these stakeholders, including how they can influence strategic decision making in the organization.
3. Use appropriate tools, for e.g. value chain analysis, Porter’s Five Forces, Boston growth-share (BCG) matrix, SWOT analysis, etc. to analyze and review where your own organization is positioned in the marketplace with respect to its current business plans? Thereafter, evaluate the competitive strengths and weaknesses of your chosen organization’s current business strategies.
4. Use any two modeling tools to develop strategic options for your chosen organization, for e.g. you can choose Ansoff matrix strategies; vertical, backward and forwards integration; horizontal integration; differentiation; cost leadership; Mintzberg’s strategies (deliberate, emergent); leadership and differentiation; etc.
5. Develop comparative activities between your chosen organization with another competitor in the market. Thereafter, create options to form the basis of the future organizational strategy of your chosen organisation.
6. What are the key factors you would consider while constructing a strategy plan for your chosen organisation? Based on the key factors identified, propose a suitable structure for a strategy plan that ensures appropriate participation from all the stakeholders of the organisation.
Based on the proposed structure of the strategic plan of the organisation, develop criteria by reviewing potential options available for developing a robust strategic plan. Thereafter, construct an agreed strategy plan that includes all resource implications.
7. Explain the core values (ethical, cultural, environmental, social, and business) of the chosen organization and compare these with the current business objectives of the organization?
8. Based on core values alignment with business objectives, as stated in Q.7, develop appropriate vision and mission statements of the chosen organisation. In further alignment with the vision and mission statements of the organisation, produce agreed future management objectives of the organisation. Finally, develop measures to evaluate the strategic plan of the organisation?
9. Based on the constructed agreed strategy plan designed by you in Q.6 for your chosen organisation, develop a schedule for implementing this strategy plan; and also design monitoring and evaluation systems for implementing the strategic plan of the organisation. As stakeholders play a vital role in influencing business strategies, create an appropriate dissemination process to gain their commitment and approval of the strategic plan.
The report shall not exceed 6,000 words and should include relevant examples and illustrations.

 
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Briskhill Resource Centre (Briskhill) Is An Independent Limited Company That Provides Service: Organisational Development Assignment

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University Dublin City University (DCU)
Subject Organisational Development

Case Study

Restructuring of Briskhill Resource Centre

Introduction

Briskhill Resource Centre (Briskhill) is an independent limited company that provides service to local communities and small businesses. They are funded primarily by central and local government and European grants. The services they provide include employment support, training and upskilling, enterprise support for business start-ups, and support for community groups.
They currently have responsibility for two large urban areas that are designated as under-privileged. Both areas have high unemployment rates. Education is also a problem. The number of students who do not complete their secondary education is high. As a result, the number of students who go on to 3rd level or further education is low. Crime in the areas is also seen as a problem. While organised crime is not a major problem. Petty crime and anti-social behaviour are a problem.
The company has had great success in addressing the problem areas over the last five years. They have put a lot of focus and resources into trying to change the mindset within the community. Programs designed to encourage and enable families to keep children in education for longer and to progress to 3rd level have been highly successful.
As have the programs designed to create a better living environment by involving the community in creating parks and community gardens. The creative initiatives, good management, and dedicated employees have all contributed to this success. BRISKHILL is recognized as a success story and has the admiration of all the other operators within the sector and of the central and local government and European agencies who manage and allocate the funding grants.

Driver for change

As a result of Briskhill’s success, they have been mandated to incorporate two additional under-privileged areas into their programs. While from the outside this is seen as something positive and great public recognition of the good job Briskhill are doing, it presents some challenges for the company.

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Challenges

The new areas that are being transferred over to Briskhill are currently being managed by Greenfield Resource Centre (Greenfield). The management of Greenfield is happy to hand over the management of the areas to Briskhill as they feel this will allow them to concentrate on other initiatives that better suit their specialist skillset. As part of the deal, Greenfield will hand over all resources and funding associated with the areas in question.
This will almost double the number of employees for Briskhill. Increasing the number of employees from 50 to 85. The current management structure consists of a Chief Executive Officer (CEO), 3 senior managers, and 6 supervisors. Each senior manager has 2 supervisors reporting into him/her. Of the employees transferring over to Briskhill, 1 is at the senior management level and 2 are at the supervisor level.
As the restructure will result in some duplication of roles, some job losses will be inevitable. Office space will also need to be looked at as Briskhill is currently running at 75% capacity within their current office space. Even with some redundancies, they do not think they will be able to accommodate all the employees after the transfer takes place.
A concern for Briskhill is that the Greenfield employees being transferred are not being given a choice in whether they want to go to Briskhill. They either transfer or they have no job. Some rumblings of discontent have already been heard and communicated to Briskhill.
It will, for some employees, result in a longer commute to work. Some have been working in Greenfield for several years and do not want to move the company. They are worried that they will not get on with new colleagues and management. They are concerned about how their role will change and who will they be reporting into.
However, the biggest challenge for Briskhill will be the salary scales. The transferring employees are on a higher salary scale than the Briskhill employees. This will mean that the transferring employee will be on a higher level of pay than the equivalent existing Briskhill employee.
Briskhill does not have the budget to increase the existing employees’ pay scales. They cannot reduce the rates for the transferring employees either. They know this is going to cause a problem.
Briskhill is immensely proud of its effective work practices. They have spent a lot of time and effort in getting the right policies, procedures, and processes put in place. This was done by open consultation with all the staff. Which has contributed greatly to forming the inclusive and open culture that currently exists?
They do not want all this good work destroyed by either a reluctance by the transferring employees to adapt the Briskhills work practices or by discontent by Briskhill’s current employees based on the unlevel pay scales.
The CEO and senior management of Briskhill need to come up with a plan on how to manage all of the challenges that this change presents. The first decision they have to make is whether or not to engage with a consultancy company to manage the restructure or manage it internally.
If they decide to use an external consultant, the budget will have to come out of the operational budget as all project funding has already been accounted for.

Task

Analyse the case study and answer the following questions:
1. BRS can either manage the restructure themselves or engage an external consultancy company to manage it for them.
Describe and compare the advantages and disadvantages of using an external consultant over managing it internally. Describe and discuss the types of consultancy models. Analysis and discuss which might be best suited to the case study situation. Relate your answers to the case study situation.
Link your answers back to the relevant theory
2. BRS can either manage the restructure themselves or engage an external consultancy company to manage it for them.
Describe and compare the advantages and disadvantages of using an external consultant over managing it internally. Describe and discuss the types of consultancy models. Analysis and discuss which might be best suited to the case study situation. Relate your answers to the case study situation.
Link your answers back to the relevant theory

 
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Vita Health WLL, A Healthcare Company Run By The Hasan Family: Managing Finance In Healthcare Organisation Assignment

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University Trinity College Dublin (TCD)
Subject Managing Finance in Healthcare Organisation

Learning Outcomes that should be met:

  1. Compare and contrast the main principles of financial and management accounting.
  2. Prepare and evaluate a Business Case
  3. Interpret and critically analyze financial information.
  4. Assess and demonstrate examples of good financial management.
  5. Critically discuss, budgeting and costing, revenue and capital expenditure, and how they inform decision making in organizations.
  6. Critique the necessity for good financial policy and practice.

Part A:

The scenario:

Vita Health WLL, a healthcare company run by the Hasan family, has recently been experiencing liquidity problems. The company has an overdraft of 50,000 BD on the 31st of May 2019 and the bank has been pressing for a reduction in this overdraft over the next six months. The Hassan family is unwilling to raise finance through long-term borrowing.
The following projections for the six months ended 30th November 2019 will be as follows:
Sales and purchases.
Sales and purchases

  1. 70 percent of sales are on credit and 30 percent are cash sales. Credit sales are received in the following month. Credit sales in May were 140,000 BD. All purchases are bought on one month’s credit. On the 31st May 2019, the company has Creditors of 150,000 BD.
  2. Wages are 20,000 BD for each of the first 2 months. However, this will increase by twenty percent from the beginning of August 2019. All wages are paid in the month they are owed.
  3. Administration expenses are expected to be 6,000 BD in each of the first 3 months and 8,000 BD in the following months. These figures include a monthly charge of 1,000 BD in respect of the depreciation of fixed assets. Administration expenses are paid in the month they are incurred.
  4. Selling expenses are expected to be 3,000 BD per month except for August 2019 when an advertising campaign costing 6,000 BD will also have to be paid for. The advertising campaign will start at the beginning of September 2019. Selling expenses are paid for in the month they are incurred.
  5. An outstanding dividend of 50,000 BD will be paid out by the company in June 2019.
  6. The company intends to purchase, and pay for, new fixtures and fittings in the last week of August 2019 for 57,000 BD. These will be delivered in September 2019.
  7. Stock as of the 31st May 2019 is 250,000 BD.

A cash flow projection was prepared based on the above information for Vita Health WLL. for each of the six months to 30th November 2019.
Vita Health WLL, a healthcare company run by the Hasan family

Required:

  1. Critically explain ways in which the company might reduce the bank overdraft, over the next 6 months, as required by the bank. Explain in an evaluative way any advantages or disadvantages of pursuing these courses of action. Support with reference to the literature.
  2. Critically explain the benefits associated with cash flow forecasting. Explain in an evaluative way why businesses can experience cash flow problems and what happens if a business runs out of cash. Support with reference to the literature.

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Part B:

Critically evaluate a service area in your organization and identify an area for improvement. Once you have identified the area for improvement work through the Budget Impact Analysis steps for that improvement. Draft a costed Business Plan (Budget Impact Analysis) for submission to your Board providing suggested solutions to the issues outlined. Provide supporting backup for your proposal with relevant data and assumptions including the consideration of associated risks/benefits (both tangible and intangible). The Business Plan must be clearly tied to your organisation’s corporate strategy.
The following should be covered:

  1. Introduction that includes background information, context, and the case for change (500 words).
  2. Clearly state the project scope and objectives (250 words)
  3. Evaluate the risks and constraints associated with the change (250 words)
  4. Provide a critical financial/budget impact analysis (250 Words)
  5. Evaluate the impact analysis on the service area (500 Words)
  6. Critically reflect on how the change will meet your organization’s Strategy (250 words)

Part C:

Budgeting & Costing: How they are used to inform decision making
Prepare a paper for the executive board of your organisation on budgeting and its importance in setting good financial policy. Review your organisation’s approach to the budgeting process and financial control and critically evaluate the organisation’s approach to budgeting. In your answer you will need to:

  • Describe your organisations current approach to the process of budget (e.g. bottom-up) with reference to the literature.
  • Critically analyse the budgets used (e.g. zero based, flexible).
  • Evaluate the method of budgetary control used (e.g. variance analysis, frequency of analysis).
  • Outline at least two areas for improvement and justify these changes to your executive board with reference to the literature.

Following should be covered:

  • Introduction – introduce your organisation and the contents of the paper. Provide a critical evaluation of the importance of budgeting (200 Words).
  • Critically evaluate your organisation’s approach to budgeting (200 Words).
  • Critically analyse the budgets used (200 Words).
  • Critically evaluate the method of budgetary control used (200 Words).
  • Outline two areas for improvement and justify these changes to your executive board with reference to the literature (400 Words).
 
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