How would you describe the leadership style of the Executive Director? What management theory/theories appear to characterize this organization?
How are major decisions made within the organization? Who has input into these decisions? How well do the concepts discussed in the text or other readings apply?
How well do the leadership and management styles fit the organization’s goals? What modifications to the leadership and management styles would you recommend, if any?
Is there a mission statement? A vision statement? If yes, please attach them as an appendix..
This includes your perceptions of the extent to which the mission and philosophy permeate the organization. Are program goals and objectives understood and supported by staff? How well do the concepts discussed in the text and/or other readings apply?
Why does or doesn’t the mission permeate the organization? How could the organization improve in this respect, if at all? • IV. Organizational Structure/Operations (refer to text, chapter 3) o A. What is the staffing structure?
Why do you think the agency is structured as it is? Does the structure support optimal working relationships between/among staff who are expected to work together and collaborate on cases and projects? Does the current structure pose any barriers, either to internal collaboration or to work outside the agency? Are informal structures working as intended? How well do the concepts discussed in the text and/or other readings apply?
What is your assessment of the adequacy of this structure for this organization? What changes, if any, would you recommend? Why? • V. Organizational Structure/Governance (refer to text, chapter 3)
Is there a Board of Directors? How large? Are there Bylaws outlining the Board’s governance functions? How often does the Board meet? If there is not a Board of Directors, what entity performs governance oversight? o B. Analysis: Create a Board matrix of current Board members.
What is the nature of the relationship between the Board and the rest of the staff? Are Board members actively engaged? How well do the concepts discussed in the text and/or other readings apply?
Is the current composition of the Board appropriate and adequate to suppo the organization’s mission? Are Board policies and procedures adequate? What modifications, if any, would you recommend to the Bylaws
Evaluation: What job design modifications, if any would you recommend?
Description: Do the organization’s Human Resources policies and procedures incorporate all aspects of Human Resources Law?
Does the organizational culture value diversity beyond the letter of the law? How is this expressed? How well do the concepts discussed in the text and/or other readings apply?
What recommendations would you make, if any, to enhance the cultural competency of the organization?mployee Recruitment, Screening, and Selection.
Description: Does the organization have written policies and procedures for recruitment, screening, and selection? Have any of these activities occurred recently? If so, what happened?
Analysis: If there are written policies and procedures, how well do they address the legal requirements described in the text? If any of these activities occurred, how well do you think they followed both the letter and the spirit of the requirements? o C. Evaluation: How do the recruitment, screening, and selection policies and procedures affect the organization’s ability to acquire the best staff? What recommendations would you make, if any, to modify these policies and procedures? • IX. Supervision, Training, and Staff Development (refer to text, chapter 7)
Description: How is supervision structured in this organization? How frequently does supervision occur? What are the organization’s training and staff development policies and practices? Does the budget incorporate training and staff development? Are any of the costs the responsibility of the staff? Are career paths apparent within the organization?
Analysis: How do staff feel about the supervision practices and about training and staff development opportunities? What effects, if any, do you perceive between practices in these areas and other aspects of the organization’s functioning or culture? How well do the concepts discussed in the text and/or other readings apply?
Evaluation: What recommendations would you make, if any, to modify these supervision, training and/or staff development policies and practices? • X. Motivation and Reward System (refer to text, chapter 8) o A. Description: What methods, techniques, policies, etc. does the organization use to motivate employees?
Analysis: What appears to be the organization’s assumptions about motivation?How well do the concepts discussed in the text and/or other readings apply?
What written policies and procedures does the organization have, if any, regarding performance appraisal and termination? If there are no written policies, what do staff at various levels understand and expect regarding performance appraisal? From interviews with staff, what are some examples of recent performance appraisals (note: be careful of confidentiality issues here)? How are involuntary terminations managed? Does the organization practice progressive discipline techniques?
Analysis: How well do the concepts in the text apply to this organization? What effects, if any, do the organization’s practices in this area have on other aspects of the organizational culture and functioning?
Evaluation: What recommendations would you make, if any, to modify these policies and procedures? XII. Data Collection and Information Systems.
Description: What data collection and information systems does the organization have in place?
Analysis: Who are the stakeholders served by the information systems? Is the organization collecting the right information, and in an efficient manner, to answer the questions it needs to answer and to produce required reports? Is the information shared with staff? Is the information being used? How well do the concepts discussed in the text and/or other readings apply?
Evaluation: What are the strengths and weaknesses of the organization’s current data collection and information systems? What modifications, if any, would you recommend?
Description: What kind of budgeting system(s) does the organization use? o B. Analysis: Do budget priorities reflect the organization’s mission and philosophy? Do the budget reports indicate levels of effort and accomplishment that are consistent with projections? How well do the concepts discussed in the text and/or other readings apply?
Evaluation: Do you think the organization should consider changes in either the way budgets are organized the way resources are allocated, or both?
Main Strengths of the Organization
Main Weaknesses of the Organization
Prioritized Recommendations for Organizational Improvement
Human asset administration (HRM) alludes to the exercises an association completes to use its HR successfully, including deciding the association's human asset system, staffing, execution assessment, administration advancement, remuneration, work relations. The staffing movement is worried about the determination of representatives who have the reasonable aptitudes required to play out a specific employment. To perform staffing capacity adequately, there are three fundamental methodologies inside universal business recognized: the ethnocentric approach, the polycentric approach, the geocentric approach (Dowling PJ, Festing M and Engle AD, 2008). In the article, the ethnocentric approach will be thoroughly and profoundly investigated, and after that the favorable circumstances and hindrances of ethnocentric approach will be made sense of. Joined with breaking down the instance of Hilton Group, we will see that the motivation behind why the ethnocentric way to deal with HRM for multinational organization (MNC) is out, that how a universal human asset administration (IHRM) adequately has its influence under the worldwide setting. 2 The ethnocentric way to deal with HRM for MNC is out. 2.1 General circumstance of Hilton International Group Whichever significant city you wind up in you may have a top dog to going over a Hilton Hotel. Hilton International Group is a main worldwide inn mark; the organization works 380 inns all round the world and has backups situated in 66 nations. Its 80,000 in number workforce takes care of and serves a normal of 8 million visitors consistently (Article, 2002; Annual Report, 2003). The nature of the Hilton mark is base on the client administration and its operational perfection is higher than in many enterprises. The same as all administration organizations, the commitment of individuals is of focal significance to Hilton's prosperity. Hilton International is very decentralized: part into nations, urban communities and individual lodgings. This implied several its supervisors must be persuaded about the activity - an activity in which Skill-Soft assumes an essential part to handle distinctive issues emerged from its 66 nation backups. (Article, 2002) 2.2 Recruitment examination of Hilton International Group The wide enrollment methodology decides the idea of the universal chief advancement program and the kind of IMD, proposed by Perlutter (1969) and later on by D'Annunzio-Green (1997). Other than the ethnocentric approach which tends to utilize exiles in key positions abroad, there are other two distinct methodologies accessible for overseeing and staffing organizations' auxiliaries, the polycentric approach and geocentric approach. The polycentric approach tends to utilize neighborhood nationals wherever conceivable and the polycentric approach tends to utilize a blend of nationals, exiles and third nation nationals (Treven S., 2001; Datamonitor, 2004). For the ethnocentric approach, the social qualities and business practices of the nation of origin put a dominating impact on the backups. The partnership headquarter decides every one of the gauges of assessment and controls the branch's administration hone as requests and orders (Miles, 1965; Malkani, 2004). For the polycentric approach, it is simply immediate inverse to the ethnocentric approach. The enterprise headquarter enables its auxiliaries to grow locally however the organization headquarter will administer the nearby directors. Be that as it may, this outcomes in little correspondence between the company headquarter and its auxiliaries. For the geocentric approach, it joins the upsides of ethnocentric approach and polycentric approach. The determination of administrator depends on competency as opposed to nationality and associations attempt to join the best from both the enterprise headquarter and its backups. With respect to Hilton Hotel Group, it attempts to coordinate diverse parts of the gathering through the collaboration amongst headquarter and auxiliaries, and after that execute consolidated standard of both general side and nearby side for assessment and administration (Johnson, 2003). What's more, in the meantime, Hilton has endeavored to select and build up a gathering of universal supervisors from assorted nations for a long time. These global directors constitute a portable base for an assortment of administration offices as the need emerges. 2.3 The marvel Hilton Group unfurls and suggests: the ethnocentric way to deal with HRM for MNC is out The enlistment approach of Hilton inn demonstrates something that uncovers the deficiencies of the other two methodologies. As this article goes for the ethnocentric approach examination, it very well may be presumed that the Hilton Group did not receive the ethnocentric approach as the staffing system for reasons unknown. Here what is should have been investigated is that what the reason is. Subordinate the marvel of Hilton Group not receiving the ethnocentric approach, there may exists some basic truth shared the multi-national partnership, as Hilton Group. Is the ethnocentric approach out to human asset administration for Multi-national Corporation? The response to this inquiry certainly is yes; the clarifications and its investigation will be expressed in the accompanying passage. 3 Advantages and inconveniences of ethnocentric way to deal with HRM 3.1 The ethnocentric approach To investigate the inquiry and reply above, right off the bat let us see what does ethnocentric approach mean and why the general population utilize it to human asset administration. Ethnocentric approach implies the nation of origin rehearse wins inside the organization (Albrecht MH (Ed), 2001); central command from the nation of origin settles on significant choices; workers from the nation of origin hold critical positions, and the backups take after the headquarter administration hone. The organizations that receive ethnocentric approach hold three reasons: right off the bat the organization trusts that there is an absence of qualified people in the host nation to fill senior administration positions(Dickman M, Brewster C, Sparrow P, 2008); furthermore, the firm views an ethnocentric approach as the most ideal approach to keep up a brought together enterprise culture; thirdly, the organization trusts that the most ideal approach to make an incentive by exchanging center skills to an outside branch is to exchange home-nation nationals who have adequate information and competency for the branch. In any case, as of late the ethnocentric is on the melt away in most worldwide business, for two fundamental reasons: prompting "social astigmatism" and constraining headway open doors for have nation nationals. 3.2 Advantages and weaknesses of ethnocentric approach With regards to the issue whether ethnocentric way to deal with HRM ought to be utilized in Multi-national Corporation, both the points of interest and drawbacks of ethnocentric approach have the right to be investigated and assessed. The benefits of ethnocentric approach include: offers multi-national introduction chances to representatives through the working knowledge at parent organization; social similitude with parent organization ensures different exchange of business and administration hones; grants more tightly control and closer coordination of global backups for the central station (Grandrose CS, 1997); set up a major pool of universal experienced officials for the parent nation. The detriments of ethnocentric approach include: the auxiliaries may make issues of versatility to the nearby condition and culture; the company may include high exchange expense and compensation costs; sending chiefs to backups may result in individual and family issues; it might be more conceivable to prompt high disappointment rate; it might has disincentive impact on neighborhood administration spirit and inspiration; the backups might be liable to neighborhood government limitations, and others. For Multinational Corporation, the ethnocentric approach demonstrates a brought together expert administration style. The nearby backups don't have such a large number of basic leadership rights contrasted and the geocentric approach auxiliaries. Be that as it may, the business environment change starting with one nation then onto the next. One administration choice works out in a nation yet may not work out in another. Clearly this is unsolvable issue looked by the enterprise headquarter that embraced ethnocentric way to deal with HRM. Unquestionably there are other intense issues stood up to with the MNC which embraces ethnocentric approach. Be that as it may, every one of the issues are emerged from the ethnocentric approach. Along these lines I think the burdens of the ethnocentric approach put a heavier negative part on the MNC administration than the positive part put by the benefits of the ethnocentric approach. Joined with Hilton inn's operational condition contrasts, Hilton Group settled on a correct choice of not embracing the ethnocentric approach. 3.3 Deeply investigating the motivation behind why the ethnocentric way to deal with HRM for MNC is out. Since it is a correct choice for Hilton Group not to receive the ethnocentric approach, at that point place it in another way, it is a wrong choice for Hilton Group to embrace the ethnocentric approach, at any rate at the season of present. At that point it tends to be inferred that the ethnocentric way to deal with HRM for Hilton Group is out. Be that as it may, can the end be connected all around into other multi-national organization like Hilton? On the off chance that the appropriate response is yes and the ethnocentric way to deal with HRM for Multinational Corporation is out, at that point what is the reason and how can it happen. The accompanying is to profoundly examine the motivation behind why the ethnocentric way to deal with HRM for MNC is out. On the related subject, if the outside backups of MNC expect to prevail in a specific market, they should contract, prepare, and bear the cost of appealing profession way to the nearby chiefs in the auxiliary nation (Lucas R et al, 2006). Having the individuals who know the dialect, the way of life, and the business traditions to work the backups is very essential to achieve the accomplishment of the auxiliaries. Every one of these prerequisites above in this passage can't be acknowledged by the ethnocentric approach. For MNC, the ethnocentric approach denies progression to the subs>GET ANSWER