Marketing Analysis International Marketing - 1546 Words

Introduction Marketing is nothing but the process to sell the product to the consumers in order to satisfy customers’ needs and to obtain profits. According to the American Marketing Association (AMA)international marketing is the multinational process of planning and executing the conception, pricing, promotion and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives. In today’s competitive environment, there is a necessity for many companies to be globalized, to remain in this competitive market and satisfy customer’s needs across the world. Marketing a product internationally is a little difficult job for the company who is planning to launch their products internationally. Many manufacturing companies have the expertise to build the new product as per their local country’s needs unless they have a deep and though analysis of launching a product as per global needs and considering a global marketing strategy. Companies can manufacture or design certain product which can sustain globally and can be sold internationally, however to launch and market those products internationally is a challenge. Marketing or sale a product globally, would need a research and thorough analysis. Many companies have their own international marketing CEO’s and separate department who handles, how to launch or market a product in certain countries, by considering so many factors, including country related governance policies,Show MoreRelatedMarketing Analysis : International Marketing1544 Words   |  7 PagesMarketing is nothing but the process to sale the product to the consumers in order to satisfy customers’ needs and to obtain profits. According to the American Marketing Association (AMA)international marketing is the multinational process of planning and executing the conception, pricing, promotion and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives. In today’s competitive environment, there is necessity for many companies toRead MoreMarketing Analysis : International Marketing1098 Words   |  5 Pa gesGhauri and Cataora, in their book, â€Å"International Marketing†, state that â€Å"the analysis of international Marketing in emerging markets is imperative in today’s business environment.† Indeed, with the saturated markets and low future growth prospect in developed economies such as the US and Western Europe, emerging markets such as China and India are becoming unprecedented attractive for investors for their rapid economic growth and open and stable political landscape. However, before an investor decidesRead MoreMarketing Analysis : International Marketing1340 Words   |  6 Pagesin generation ,faster communication high end technology ,improved transport system are making international market more approachable. When businesses looking for global position then hunger give them brand awareness and cost effectiveness. The main process of international marketing is start from the domestic marketing to international marketing and after that try to reach global marketing. Global marketing always refers to the globalization. When its about identical product standardization is importantRead MoreMarketing Analysis : International Marketing1749 Words   |  7 Pages Midterm Report Individual Assignment Patrick Marco International Marketing - LMIB2 3rd November 2014 Professor David James Marketing is one of the most fundamental aspects in any business success. In fact it is what you say and the way you say it whilst trying to explain how a certain product or service is, giving your target audience reason why to use or purchase it. Marketing can be a bunch of things, whether promotion, an ad, a brochure or a press release. It can simplyRead MoreMarketing Analysis : International Marketing2073 Words   |  9 Pagesinternational marketing can include all these activites incluing licensing,importing and exporting, and franchising or the full direct entry of one country into another country for business objectives. This is achieved by one country exporting other countries’ products into its own business environment; it can also enter on franchising terms or through licensing in the country of interest, or direct investment in the foreign country. Market mix development involves product promotion, product pricingRead MoreInternational Marketing Swot Analysis8581 W ords   |  35 Pages1.0 Executive Summary The main objectives of this marketing plan is to evaluate the possibilities for May Soap to enter into the new market- Philippine. There are three possible market entry strategies, which are indirect exporting, direct exporting and joint venture. Direct exporting is more favourable as it provides greater control and this is important for expanding the business in future. Most-Likely, for Lam Soon to enter into a new market like Philippine, may incur loss of around RM 25,000Read MoreMarketing Analysis : Nerium International1105 Words   |  5 PagesNerium International is a relationship marketing company that focuses on selling an innovative anti-aging product. Relationship management is also known as multi-level management, the structural dimension of this company is complexity, it contains many levels, many divisions and it is geographically dispersed. The company, founded by Jeff Olsen, launched its scientifically backed anti-aging night cream within the United States back in 2011. The companies one product made a big hit in the market byRead MoreAnalysis of the Primary Models of International Marketing721 Words   |  3 PagesInternational Marketing Introduction The three primary models that international marketing is predicated on include ethnocentric, geocentric and polycentric approaches to entering, selling to and serving new markets. Each of these approaches have inherent strengths and weaknesses associated with them, and the intent of this analysis is to explain how the way a company markets a product or service will dictate the selection of one over another. There are many cultural differences and factorsRead MoreInternational Marketing Analysis Report For Nestle Essay1636 Words   |  7 Pagesan international Marketing Analysis report for Nestlà ©. This report will mainly focus on the evaluation of Nestlà © s international marketing activities and that of their key competitors. The latest trends and developments within this particular sector investigate will also be investigated. Nescafà ©, the instant coffee from Nestlà © is the most famous products of the company, therefore Nescafà © has been chosen as the company s products for the purpose of this report to conduct a thorough analysis. WithinRead MoreInternational Marketing Analysis of Loreal1405 Words   |  6 PagesInternational marketing of LOreal 1. Introduction LOreal is a symbol of beauty and elegance. Women across the globe associate the brand with style and splendor and thrive to purchase the products. But aside from the beauty factor, LOreal is also an intriguing business agent, leading the global cosmetics industry and representing an example to other business players as well. The company has attained this position of international industry leader through sustained and gradual strategies of

Recruitment Of Store Clerks At The Store - 1402 Words

Through my personal observations, one of the areas to ongoing effectiveness is the attentiveness of store clerks to assist a customer in locating a department or product in the store. In observing the behaviors of the store clerks on several occasions, they were always friendly, neatly dressed, knowledgeable about their departments, and willing to engage in conversations with the customers. My observations were positive in the attitudes and behaviors of the store employees in several encounters with them. The employees were productive, made certain the store was clean and neat, engaged with the customers, and provided assistance when approached. These actions demonstrated how employees adequately align and fit with the organization’s†¦show more content†¦Through engagement in their ideas, solving problems, and commitment to customer service, they moved up in the ranks of the store. Also, she revealed Boscov’s provides a year-long executive training program , which highly motivated trainees focus on developing skills sets for problem solving, strategic thinking, and customer service (D. Bailey, personal communication, January 20, 2017). Through morning huddles, employees are encouraged to submit new ideas for actively engaging with customers and make suggestions for improving a shopper’s experience within the store. Therefore, employees can tap into the ownership tendencies with requests for new ideas and suggestions. In fact, taking ownership can lead to upper level management position opportunities for entry-level employees. An employee’s talent, commitment and accomplishments can lead to important career objectives and a potential to become a manager. Second, trust, engagement, and ownership can make certain many valuable policies, practices, and behaviors, such as collaboration, collocation, and team-based efforts. From my observations, witnessing teams of employees collaborating within each department from diffe rent backgrounds and different responsibilities has shown that employees have high morale and camaraderie. For example, I observed employees assisting customers with their purchases while their coworkers had to step away from the departments to either take a lunch break orShow MoreRelatedEmployee Relations And Increase Employee Loyalty978 Words   |  4 Pagestherefore, it is imperative GC3 restructure their staff within all levels of the organization to increase employee relations and increase employee loyalty. The following recommendations are for staffing and recruitment within GC3. The First two hires from the proposed Staffing and Recruitment plan should be the addition of two new Chief of Operations’ (COO). A COO is needed for their DaDeli division and one will be required at Corporate Headquarters. With the continued lack of structured trainingRead MoreKudler Accounting System Paper962 Words   |  4 PagesKudler Accounting System Paper David Story BSA 310 06/18/2012 Ivon Young Kudler Accounting System Paper Kudler Fine Foods is a gourmet specialty grocery store, and has three locations in three upscale San Diego, Ca. Kathy Kudler is a gourmet cook and saw the need to open a shop for consumers to shop for ingredients for her dishes. With years of the corporate America, Kathy Kudler turned her passion into a very lucrative business. As a result, Kudler Fine Foods was founded in 1998Read MoreThe Role Of Chief Role Of Chief Financial Officer952 Words   |  4 Pagesestablished with the purchase of fourteen Coffee Hut stores in Columbus, OH, by three former Coffee Hut associates. Over the next few years, GC3 expanded into Cincinnati and Cleveland, but have kept Columbus as their regional headquarters. Moving forward, GC3 grew with the purchase of Great Scoops and DaDeli. Due to this extreme growth, and the need for centralized decision making, most of GC3 staff will reside at the company’s headquarters, aside from store managers and administrative staff. With the continuedRead MorePrinciples Practices of Management1333 Words   |  6 Pagesneeds b. Safety needs c. Ego needs d. Social needs 9. A management function which ensures â€Å"jobs to be filled with the right people, with the right knowledge, skill attitude† a. Staffing defined b. Job analysis c. Manpower planning d. Recruitment 10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life a. Selection b. Raining c. Reward d. Counseling Part Two: 1. Differentiate between ‘Administration’ and ‘Management’. 2. What wereRead MorePrinciples and Practices of Management1349 Words   |  6 Pagesc. Ego needs d. Social needs 9. A management function which ensures â€Å"jobs to be filled with the right people, with the right knowledge, skill attitude† is comes under__________ a. Staffing defined b. Job analysis c. Manpower planning d. Recruitment 10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life: a. Selection b. Raining c. Reward d. Counseling Part Two:- 1. What do you understand by Maslow‟s Theory of Motivation? 2. DefineRead MoreOverview of Management1112 Words   |  5 Pagesto embark on an opportunity on an upscale epicurean food shop in La Jolla. Kathy opened her first store in June, 1998 and within the year the store was profitable. Kathy later opened two more stores by 2003, one in Del Mar and Encinitas and now Kathy is looking at expanding and opening another store. Kathy is the president of Kudler Fine Foods and her primary function is to oversee the three stores. Kathy is responsible for the planning and strategizing, however, each manager or department supervisorRead MoreBusiness Intelligence ( Bi )1637 Words   |  7 PagesMohammedAljohani ISYS250 Introduction Business Intelligence (BI) makes use of methods, processes, and technologies that help organizations to collect, store, report, and analyze business data for purposes of facilitating decision making. Institutions of higher learning are going through ab period of transformation as they become digitalized to make them competitive like other organizations. There is need to adopt technologies to improve the quality and efficiency of delivering study processes andRead MoreHiring Process - Recruitment Selection1287 Words   |  6 Pages Hiring Process: Recruitment The entire hiring process consists of recruitment, selection, induction and follow-up. Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based some components of the recruitment process, mid and large-size organizations and organizations often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process ofRead MoreAmazon s Success And Customer Service1749 Words   |  7 PagesAmazon has earned a great reputation in customer service for allowing customers to shop without face to face, avoiding talking to a customer’s service representative agent on the phone, everything it done online. Sales clerk does not exist, everything is ordered with a click of the mouse, and arrives extremenely quick in the mail (Cohen, 2009). Amazon at interval has gotten involved with the customers when they can have too. According to Green , H. (2009), â€Å"Amazon stands out most markedly from otherRead MoreTesco Job Analysis2152 Words   |  9 PagesIntroduction The following report examines the recruitment process used by Tesco Ireland for the selection of employees to fill five positions available through the retail stores’ expansion programme. These positions were as follows: sales executive, store manager, assistant store manager, clerk and two cleaners. The recruitment and selection was done following a number of procedures that were accompanied by letters used to inform candidates about their performance. (Sarah, 2007) Reception of application

Human Resource Management in Contemporary Organisations

Question: Discuss about the Human Resource Management in Contemporary Organisations. Answer: Introduction Various distinct external phenomenal plays substantive roles in shaping human resource management (HRM) in contemporary organisations. These distinct environmental factors, depending on their magnitude, may have negative or positive impacts on the management policies, the underlying principles, and strategies of the organisation. This paper focuses on this inherent environmental aspect and subsequently- their impacts on the human resource policies. An analogy with reference to Sydney University is employed to analyse how the discussed characters shapes organisations. The paper also critically discusses the responsibilities of the HRM in an organisation. Higher Education Provider This chapter succinctly reviews the services, vision, and mission of Sidney University. University of Sydney is a higher education institution that delivers tertiary training to the students. The university principles are entrenched in fostering progressive thinking and improving the world through breaking the status quo. It is the first Australian University and today it boasts of manufacturing leaders that have contributed positively in transforming Australia and global community. Driven by freethinkers, pioneers and philanthropists, they were the first to admit female students. The vision of Sydney University, in brief, speaks equality and inclusion. The vision is Leading to improve the world around us. The university also has a strategy, To create place where best researchers and most promising students can realize their potential. The 2016-20 Sydney University strategy was drafted after wide consultation with students, staff, and key stakeholders. The strategy vests on the trajectory that was started 170 years ago with the aim of realizing excellence and public service. The mission lays emphasis on investing in research, being influential in national and global community. The strategy also aims at producing graduates that will be instrumental in transforming the world. In addition, the University seek to create an environment where students and staff can realize their individual opportunity. External environmental factors presented in Jackson and Schuler HRM Model Various distinct external phenomenal aspects encompass HRM. The first aspect is based on the legal, social, and the political milieu. In the event of conforming to the regulatory and legal, mandate in the HRM, political and social concerns such as promulgation, implementation of the Congress Act, tax reforms and executive orders (Jackson and Schuler 1995). Jackson and Schuler (1995) observe that the expansion of corporation always invite additional ordinance concern, for instance, such corporations are bound by the law to appropriate funds for training and development. In addition, assimilating external personnel and immigrant workers have an impact on the staffing decisions. Jackson and Schuler also notes that global corporation experience are always confronted with political and social realities such as civil wars and religious cultures that shape the context of HRM in those counties. Resource dependence theory and institutional theory emphasizes on how socio-political and legal ob ligations shapes HRM (Jackson and Schuler 1992). The second external phenomenal aspect is the unionization. Lawler and Mohman (1987) agree that unionized employees have earned approximately 33% more wages than their non-union counterparts. Unions charge workers to be instrumental in demanding better working conditions, collective bargaining, secure health, and retirement benefits (Jackson and Schuler 1995). However, in the recent past, union activities have dramatically moved to the downward trajectory contingent on the emerging concerns like shift to service economy and international competition. In the contemporary outfit, unions playing substantive role in the management context such as firm location and design concerns, work-team design, team-focused pay plan hiring procedures and participatory roles in electing the board of directors (Jackson and Schuler 1995). As the outgrowth of globalisation blossoms, multinational enterprise (MNEs) and unions endorse the idea of the need to understand the divergent concept of collective ba rgaining and union-management relations operations. The next phenomenal external factor is the labour-market conditions. Labour-market structure, unemployment trajectory, labour diversity features underpin the concept of the labour-market conditions. Surging unemployment levels indicates that there is excess supply of labour more than the businesses or firms can absorb. Research conducted in the United States implies that when the level of unemployment reduces, profits drop as the wages and cost rise. Consequently, these conditions underscore reduction in demand for labour Levine Tyson 1990). However, rise in unemployment dramatically leads to decrease in cases of absenteeism and turnover rates (Kerr 1954). Besides, the cases of employee discontentment are seldom (Carsten Spector 1987). In line with transaction cost theory, hiring schemes seem to vary the level of unemployment. According to Hanssens and Levien et al, when there is tight labour supply, firms employ intensive and expensive hiring methods (1983). Under tight labour sup ply, organisations also to improve wages and benefits as well as improved working conditions to retain and attract employees .Such aspects may have detrimental implications on the human resource practices. For instance, lower recruitment standards necessitate additional training (Jackson and Schuler 1995). Still on the external aspects that influence HRM decisions, there are industry characteristics. Based on the scope of production, manufacturing organisations are different from service-oriented organisations. Since in the service sector both employee and the customer cooperate to harness service production and delivery process, they depict partial-employees who subject the HRM (Jackson and Schuler 1995). Concisely, sharp differences in the management of the manufacturing organisation and service-delivery organisation have substantive implications on the HRM systems such as hiring, training, selection, stress-management, and upholding a healthy organizational climate (Davis-Blake Uzzi 1993). Industry characteristics such as national cultures may have a broad impact on HRM especially on the effectiveness reality. Finally, HRM decisions are affected by the national culture. Towers Perrin argues that the evolution of MNEs and the globalization of the national economies attributed to creating awareness of different systems of human resource management in different countries (1992). Since countries embrace different cultural values, it is paramount that the MNEs understand the local customs in which they operate. Such approach will enhance effective human resource management. Hofestede (1980) developed a framework that aids in comparing different cultures. The approach is based on four cultural dimensions: power distance, individualism, masculinity, and uncertainty avoidance. Generally, scholars have compared divergent HRMs in different countries agree that cultural norms is what underpin such differences. Organisational characteristic, according to Hofstede, may be more significant in determining the HRM than national culture (1991). Hofstedes argument endorses the notion that some HRM approache s can be employed across the countries that are culturally dissimilar. In this part, we analyse how external aspects, using Jackson and Schuler model affects Sydney University. The first aspect is legal, social-political environment. As the population of students in the Sydney University increases, the management is compelled to hire more professors in order to contain the situation. With the rapid growth of technology, professors have to adopt to the underlying changes to perform their duties effectively. With increased level of plagiarism cases in learning institutions, professors, for instance have adopted employed software approaches to curb the menace in the university. Unionization of professors has also affected service delivery in Sydney University. On April 2013, the National Tertiary Education Union (NTEU) led by Sydney staff Union organized a strike to trumpet for better working conditions and implementation of collective bargain agreement ( World Socialist Website 2013). Such strike undermines learning in the university. However, today the unionized staffs in the university are engaged in designing work plan with the management and are involved in selecting the board of directors in the university. On the aspect of industry characteristic, it is worth noting that Sydney University is a service delivery oriented organisation. To realize effective management, students and staff have been involved in management process. Students also participate in performance appraisal to aid improvement of the services delivered. National cultures have also shaped the operation and performance in the Sydney University. Driven with a culture that consistently demands excellence, Sydney University has drafted their visions and strategies that conform to the expectations of the society in manufacturing leaders that add value to the society. Furthermore, the performance in the university has been colossally driven and spawned by up surging competition in the education sector. Different functions of HR Human resource (HR) performs various significant functions in an organisation. The first function is planning. Human Resource planning is the formulation of strategies to meet the ultimate organisational human resource objective. The planning encompasses the forecasting the available number of employees and projecting the number of employees needed in future. However, human resource planning must conform to the business strategy. Business strategy is the activity that is undertaken to realize organisational objectives. To realize efficiency in organisation, HR must draft a strategy to forecast future demand and supply of employees. HR management need to monitor - consistently- the qualifications, the skills, and the knowledge needed to undertake a given duty. Human resource management also performs the function of recruiting. Recruitment is the process of seeking qualified job applicant from which to pick the most suitable applicant to undertake the job. Recruitment may be internal or external depending on where the organisation decides to hire its staff. Internal recruitment involves choosing the applicant from the existing employees to undertake the job. The process is suitable if the organisation is substantially large enough. Internal recruitment is advantageous in that it is less costly to the organisation, and in addition, the selected employee is ostensibly familiar with the organisation. On the other hand, external recruitment entails selecting the suitable applicant from outside environment. This method employs various approaches, depending on the size of the organisation to hire the suitable candidate: media advertisement, university, colleges, and recruitment agencies. The next responsibility of human resource management is remuneration. Remuneration involves financial settlement to the employees in the return of their duties. The entitlement may be in form of wage or salary. Wages are often settled weekly or hourly whereas salary is paid monthly. Employees should be paid fairly because their morale and the quality of the output implicitly depend on the remuneration. In most countries, the minimum wage paid to the employees is under regulation by national minimum wage. However, depending on the financial muscle of the organisation, some organisation also incurs on-cost (non-wage) benefit on employees. They include holiday leave, occupational safety, maternity leave study leave, sick leave, and superannuation. While employees performance is subject to many factors, adequate salary is important in motivating them. Human resource management also performs orientation or induction process. This process entails familiarising the employee with the organisation and the nature of work that he is about to undertake ( Komoche 2001). It is during this process that the employee is exposed to the organisational history, objectives, career paths, training and policies. Induction process plays a vital role in curtailing anxiety that may be associated with performing the new job, building employees confidence in the job and creating safety awareness in the job. Furthermore, human resource management aids in training and development of employees. Training and development is significant in improving the employees skills as well as improve their output. Training process is advancing the staffs knowledge and skills perform their tasks effectively and efficiently ( Mondy 2014). On the other hand, development is the systematic method of grooming the staff to undertake more responsibilities that are aligned in the future through impacting them with better skills to acquire more experience in a specific field. Training process sharpens employees skills in long-term and in turn improving their performance. Training of employees is remains crucial in organisations today due to dramatic changes that come with technology. However much training of employees may be expensive, its importance is far-reaching benefits than cost. Training enhances developing an employee to carry out future tasks. Concisely, developing employee depends on organisational needs as well as the career stage of the employee. In addition, human resource management performs recognition and reward programs. It entails acknowledging the employee when he has performed an impeccable and great job. It is done by giving out cash, merchandise, or travel allowance (Mondy 2014). The aim is to motivate and retain employees. Rewards may be intrinsic, that is, those that the employee derive from work itself or extrinsic-those that are gained from the outside job. At times, organisation may adopt a profit sharing approach to reward employees, for instance, performance payment or annual bonuses (Martin 2009). Reward approach should aim at motivating staff, cost-effective, relevant, transparent, and consistent. Most organisations use reward matrix approach to reward appropriately. Conversely, performance-focused rewards are detrimental among the employees such as increased competition and fall in cooperation. Finally, human resource management is tasked with the performance management. Performance management aids in improving individual performance and organisational operation by evaluating the organisational performance target with the employees performance target. Performance objective are always drafted with the aim of pursuing overall objective in an organisation. It is designed scrutinize whether the right employees with the appropriate skills were selected to undertake the prescribed duty (Cadrey 2010). This act of managing employees performance is known as performance appraisal. Performance appraisal is critical in identifying the relevant skills that employees need to learn. It also helps in monitoring employee selection. Performance appraisal aids in conveying feedback from the organisation to the employees concerning their performance. Besides performance management is a blueprint in improving future performance. However, if the employees perform below the set targets, organisat ion may be compelled to change hiring process and introduce training process. Impacts of external of external environmental factors on human resource management External environmental factors may have an impact on human resource management on various ways. For instance, change in technology. According to Palmer (1995), development in science and technology aids in establishing a suitable organisation structure. Technological changes have positively been embraced in Sydney University by both staff and the students. Professors; performance can be evaluated online. Professors can also issue assignments online. Human resource in Sidney University will need to hire employees that are comfortable with technological skills to be effective. In addition, the action of the union has played significant role in improving the working conditions of the staff. Unions have solid impact on shaping the wages, compensation, and physical condition of the employees (Bingol 2006). Actions of organisations in terms of HRM are realized under union results. Unions, according to Bingol, limit management flexibility when implementing HR policies. Staff union in Sydney University has also been instrumental in advocating for improved working conditions of employees. Furthermore, the action of potential competitors may also shapes the HR practices in an organisation. Employers are implicitly attracted to higher wages and if the rival firm gives a raise, it may work to the detriment of the company that maintains its wages (Cardrey 2010). HRM at Sydney University has adopted performance appraisal schemes to motivate their staff and retain those whose performance are robust. This is a way of improving its organisational output against its potential competitors. Moreover, the general rules and regulations also have a significance impact on the HR policies. The organisations have to uphold the labour standards and labour Acts. Sidney University Human Resource policies, in need to enforce efficiency and quality performance, have also shaped by such regulations. Such regulations, however, poses a threat on human resource practices when there is need for flexibility within the organisation. Conclusion Indeed external environmental factors play substantive roles in influencing the human resource plans and objectives. Organisations should adopt strategies in addressing such realities. For, instance the organisation should engage employees in decision-making. The management should be sincere with the employees to instil trust within the organisation. The management is dynamic and the organisation should always ensure the employees have relevant skills to improve their performance. References Bingol,B., Zinn,K.G., California Institute of Technology. (2006). Ubiquitin-proteasome system at the synapse. Pasadena, CA: Caltech. Chou, J. C.-C, Tsai, S. C.-C. (2008). Employment relationships and employees' knowledge sharing: In human resource management practices. Saarbrucken, Germany: VDM Verlag Dr. Mu?ller. Condrey,S.E. (2010). Handbook of human resource management in government. San Francisco, CA: Jossey-Bass. Dessler,G. (2017). Human resource management. Kamoche,K.N. (2001). Understanding human resource management. Buckingham [England: Open University Press. Kerr,D., Gammack,J.G., Bryant,K. (2011). Digital business security development: Management technologies. Hershey, PA: Business Science Reference. Lawler, Worley, Kanopy (Firm). (2014). Built to change: How to achieve sustained organisational effectiveness. Martin,J. (2009). Human resource management. Los Angeles: SAGE. Mondy,R.W., Mondy,J.B. (2014). Human resource management. Harlow Essex: Pearson. Rothwell,W.J., Prescott,R.K., Taylor,M.W. (1998). The strategic human resource leader: How to prepare your organization for the six key trends shaping the future. Palo Alto, CA: Davies-Black Pub. Schuler,R.S., Jackson,S.E. (1995). Understanding Human Resource management in the context of organisation and their environments. Annual Review of Psychology. Schuler,R.S., Jackson,S.E. (2007). Strategic human resource management. Malden, Mass. [u.a.: Blackwell. Torrington,D., Hall,L., Taylor,S. (2017). Human resource management. Towers Perrin. (1992). Workforce 2000: Gaining competitive advantage- whose job is it? Washington, D.C.: Author. Uzzi,B.D. (2008). The dynamics of organizational networks: Structural embeddedness and economic behavior. Ann Arbor, Michigan: UMI.

Managerial Decision Making for Administrative Policy-myassignmenthelp

Question: Discuss about theManagerial Decision Making for Administrative Policy. Answer: Investing in a new business Starting a business is not easy and it thus requires proper decision making before knowing how to invest in that particular business. Investing in a new business requires someone who is ready to take a risk. One has to carry out careful steps while investing in a new business. While investing in a new business, one may experience bias in the course of conducting the managerial duties. Someone has to make the right decision on which business he plans to invest in. Bias may be experienced in the sense that there may be somebody else may have planned to start the same business in that particular area. Sometimes the amount he invests in the business may not be enough to cater for the business needs. The kind of bias that he experienced is self-serving bias. It is self-serving because it involves the idea of a single person. The lack of availability of some things needed in the business may make the business suffer. In the course of undertaking the business, he may experience bias by find ing out that some things were not bought. Bias may be evaluated by hiring individuals in the business who will check the performance of the business and what is missing in it. They can may be look at the stock or look for what the business is lacking (Bazerman, 2017). The individuals can also evaluate why the business is not running smoothly. The owner can also check for what is missing in the business in order to identify the bias. The bias may be overcome by ensuring that you invest the right amount of money in the business. The owner should also make sure that he put a business that is not owned by many people to avoid bias and competition (Benson, 2014). He should also ensure that he makes the right decisions regarding the business at all times. The process may improve the decision outcomes in the scenario by ensuring that the owner makes decisions that eliminate bias. Eliminating the bias would improve the decision outcomes of the manager. Laying off workers The decision of laying off of the workers is arrived at in the business when something happens in the business. For instance, the work may have reduced or the business may be running at a loss (Saunders, 2005). The manager may experience bias while making the decision of laying off the workers. For instance, he may not be willing to lay off some workers whom he finds hardworking but may be forced by the circumstances. He may also lack the qualified personnel that he had for good. When he decides to lay them off, they may seek a permanent source of employment where the employee who layed them off may not see them again even when he needs them back (Kahneman, 2008). Some of the workers may be holding a big position in the company and it may be difficult for the manager to lay them off. The kind of bias that is experienced is diversity. The reason is that it involves the workers. The bias in this scenario may be evaluated by knowing the place that the worker held in the company. The action will help examine the bias that would be related to laying off the worker ( Jones, 2004). It can also be evaluated by knowing the number of employees in the company and those that would be layed off. Bias may also be evaluated by measuring the impact of the employees to the company the time they be layed off. The manager can develop strategies that would overcome bias in the scenario. For instance, he may choose to be left with the very hardworking employees in the company. He may also find means of explain to the one ones that he will lay off the reason for making that decision so that he can manage to lay them off without fear. He may also inform them the time that things would turn back to normal so that h may not lose them for good. The process may improve the decision outcomes in the scenario because the workers would be assured of coming back to work once it resumes. Maintaining the most productive workers may also be beneficial because they would ensure that the company remains productive. Resolving conflicts between employees The other decision that the manager can make is to resolve conflict among employees who may not be in good terms. The employees may be conflicting with each other regarding an issue. The bias that may appear is when the manager supports one side of the conflicting individual and then disregards the other. The manager may also solve the problem in the manner that it is not supposed to be solved since he is biased towards a given individual. In future he may also develop hatred towards a given individual and love the other since he might see as if one of them is to blame for the conflict. Bias in this scenario may be measured by seeing how the manager judges the cause of the conflict between the individuals. It can also be evaluated by seeing the love that the manager shows towards one employee and the hatred he shows towards the other (Wang, 2011). Bias can also be evaluated by observing how the manager treats the conflicting employees after resolving the conflict. The bias may also be evaluated by seeing whom the manager blames for the cause of the conflict. The kind of bias experienced is over-confident. The bias in the scenario can be overcome by having other people to resolve the conflict together with the manager. The action will help ensure that he does not show partiality of on employees against the other. The manager should also try to solve the conflict without favoring any individual since both of them were involved. It would also be necessary for the manager to treat the two conflicting individuals in the same way even after resolving the conflict (Bennett, 2004). It would also be necessary for the manager to get other people to advise him on how to deal with the individuals who were conflicting at the place of work. The process of overcoming the bias may improve the decision making outcome of the company. If the manager involves other people in resolving the conflict, the decisions would be better than when he was alone. If he fails to show partiality on one side of the employees, he may improve the decision making outcome when he involves them in the process. The manager may involve the employees at arriving at the right decision outcome if he is in good terms with them even after the conflict. References Bazerman, M. H. (2017). 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