2. Describe or summarize how plastic pollution affects animals in our oceans and waterways through social sciences.

1.    Reexamine the Exposure to chemical additives that plastic contains can cause health issues, damage to the environment, etc. We are directly affected by the chemical additives we are exposed to by the overuse of plastic, not just indirectly by worsening our environment it now through the social sciences

2.     Describe or summarize how plastic pollution affects animals in our oceans and waterways through social sciences.

3.    How have you’re understanding the latest data on the harm of plastic harming our sea animals been affected by the lens of the social sciences?

4.     How does the lens of the social sciences support the lens According to Oceana, the world’s largest ocean conservation group, there have been around 1,800 cases of animals suffering harm from plastic since 2009.

 

Define and discuss the “balancing test” applied to investigations of employee conduct that may or may not be job-related.

THIS IS DUE AS SOON AS POSSIBLE IN APA FORMAT EACH QUESTION (1-8) SHOULD BE ANSWERED SEPERATELY WITH THE CORRECT WORD COUNT AND FORMAT! 

 

       Case Summary

1.        1.Summarize the most common causes of employee dissatisfaction, and discuss the options a law enforcement agency or corrections facility has in dealing with employee grievances. Identify the factors that are relevant to a determination of how an employee grievance should be handled. (Respond in no less than 300 words.)APA FORMAT

Case Analysis

2.       2.What are the supervisory or management practices most likely to cause employee dissatisfaction? What effects on the individual officer and on the organization are associated with unresolved employee dissatisfaction? What impact does a supervisor’s attitude about the employee’s grievance have on employee dissatisfaction? How should a supervisor respond to an employee grievance that the supervisor believes is without substantial merit? (Respond in no less than 250 words.)APA FORMAT

 

3.       3. Define and discuss the specific actions and behaviors of supervisors that will erode employee morale and adversely impact efficiency in a police department or corrections facility. (NO SPECIFIC WORD COUNT)APA FORMAT

 

4.        4. Define what is meant by “due process” in the context of disciplinary actions involving police or corrections employees. Describe a public employee’s “property interest” and “liberty interest” in his or her position. Identify the legal consequences that may follow from a failure to afford procedural due process to an officer.(NO SPECIFIC WORD COUNT)APA FORMAT

 

5.        5. Critically analyze the relevant distinctions between internal, external, and anonymous complaints and how subsequent investigations should be conducted in a police department or corrections facility. Briefly discuss the relative weight that should be given to each type of complaint, and how the supervisor should handle the complaint. Justify your response by referencing course materials or other scholarly sources of information. (Respond in no less than 250 words.)APA FORMAT

 

6.        6 .Define and discuss the “balancing test” applied to investigations of employee conduct that may or may not be job-related. Analyze how the Supreme Court’s 1985 holding in City of Muskegon v. Briggs should be applied in a case of police or correction officer off-duty conduct that is objectionable but not illegal.(NO SPECIFIC WORD COUNT)APA FORMAT

 

7.        7. Explain why “a supervisor should follow up to ascertain the effect of any disciplinary action that was imposed” by referencing relevant principles of personnel complaint investigations(NO SPECIFIC WORD COUNT)APA FORMAT

 

 

8.         8. Imagine that you are a first-line supervisor at a police department or corrections facility. You noticed that a veteran officer is hypercritical of new officers, and goes out of his way to make things difficult for them. The veteran officer is not technically violating any policy, so there is no basis for disciplinary action. Should you transfer the veteran officer to an assignment that limits his contact with new officers? What alternatives should you consider other than a transfer?(NO SPECIFIC WORD COUNT)APA FORMAT

Provide a written summary of the key concept(s) for each of the 6 articles.  Consider the following questions and include them in the written summary

Provide a written summary of the key concept(s) for each of the 6 articles.  Consider the following questions and include them in the written summary

Directions:

 

Please see attached (6) articles.  Provide annotated bibliography of each article with the following questions addressed in bibliography and synthesis the summary.  Show how the articles relate to each.

 

Provide a written summary of the key concept(s) for each of the 6 articles.  Consider the following questions and include them in the written summary:

Provide a written summary of the key concept(s) for each of the 6 articles.  Consider the following questions and include them in the written summary

 

1.     Why were the studies done? What were the populations studied? What did the researcher(s) conclude?

2.     How are the research questions or findings similar/different?

3.     What other information about these studies do you believe is unique or important to recall?

4.     Are there specific statements made by the authors that you wish to retain?

5.     How might these articles compare with others you read?

6.     What new ideas can come out of the articles you are evaluating?

 

 

750-1,000 WORD COUNT AND THE REFERENCE IS NOT COUNTED IN THE WORD COUNT

 

DUE DATE:  MAY 18, 2016 (WEDNESDAY) NO LATER THAN 8PM EST

 

DUE DATE:  MAY 18, 2016 (WEDNESDAY) NO LATER THAN 8PM EST

 

I WILL USE A PLARGIARMISM CHECK PRODUCT, PLEASE PROVIDE ORIGINAL WORK.

 

THANKS

Provide a written summary of the key concept(s) for each of the 6 articles.  Consider the following questions and include them in the written summary

Why are effective strategic control systems so important in today’s economy?   Also, what are the main advantages of “contemporary” control systems over “traditional” control systems and what are the main differences between the two? 

 

For this Discussion Forum, you need to read Chapters 9 & 10 in the textbook and review the Chapter 9 and Chapter 10 PowerPoint presentations.

This week we focus on how management can develop and use effective strategic control. The first two discussions below address:

Informational control (the ability to respond effectively to change), and, Behavioral control (the appropriate balance and alignment among an organization’s culture, reward, and boundaries). The third section, focuses on strategic control from a broader perspective – Corporate governance. Here, we focus on a firm’s need to assure that the elected representatives (board of directors) of the owners of the firm (shareholders) ensure that the firm’s executives (the management team – headed by the Chief Executive Officer) strive to fulfill their fiduciary duty of maximizing long-term shareholder value.

Our readings address “traditional” and “contemporary” approaches to informational control. Although both have the same purpose – using information to select, monitor, and implement effective strategies – they have a different impact on employees and organizational outcomes. Also, as environmental conditions become more complex or unpredictable, the need for contemporary approaches to informational control increases.

Traditional Approach to Strategic Control – With a traditional approach to strategic control, goals and objectives are set, strategies are implemented, and performance is compared to the desired standards. Then there is a feedback loop in which information about how performance compares to goals is used to revise strategies. Thus, it is a highly sequential process. Examples of control systems that rely on feedback controls include sales quotas, operating budgets, and production schedules. Traditional process can often be time consuming and many firms only update budgets or other control devices once a year during annual planning meetings. Thus, it may be best suited for environments that are relatively simple and stable.

Contemporary Approach to Strategic Control – Because business conditions typically change rapidly, information controls are needed that can quickly adjust. With contemporary controls, an organization’s assumptions, goals, and strategies are continuously monitored, tested, and reviewed. Thus, anticipating and adapting to change is built into the control process. Both informational and behavioral controls are needed for the contemporary approach. Informational controls ask whether the organization is “doing the right things.” Behavioral controls, by contrast, ask whether the organization is “doing things right.” With this framework, therefore, you can illustrate how the combination of effectiveness (“doing the right things”) and efficiency (“doing things right”) applies in the context of strategic controls.

Behavioral control is an approach to implementing strategy that relies on three behavioral forces or “levers” – culture; rewards and incentives; and, boundaries. The aim is to use these levers to evoke appropriate actions in the workforce and also to maintain a proper balance between these three factors. Depending on the type of organization and the business environment, the way these forces are manipulated may vary in order to achieve goals with the greatest degree of efficiency. There are two reasons why behavioral controls are important for strategic managers today.

Increasingly complex and unpredictable environments make it important that all workers respond quickly. Reward systems and culture provide an implicit type of coordination mechanism.

Today’s work force includes younger managers who see themselves as free agents. Traditional controls such as rules and regulations typically will not motivate such employees. Effective behavioral controls are needed to build loyalty and commitment.

Finally, we focus on the need for both shareholders (the owners of the corporation) and their elected representatives – the board of directors – to actively ensure that management fulfills its overriding purpose: increasing long-term shareholder value. As noted by Robert Monks and Nell Minow, two of the leading scholars in corporate governance, the primary participants in corporate governance are: (1) the shareholders, (2) the management (led by the Chief Executive Officer), and (3) the board of directors. In recent years, there have been many instances of poor corporate governance. Corporate governance can be defined as the relationship between the various participants in determining the direction and performance of the corporation. The primary participants include shareholders, management (led by the chief executive officer), and the boards of directors. There are several internal and external mechanisms that can serve to align managerial interests and shareholder interests. The internal mechanisms include a committed and involved board of directors, shareholder activism, and effective managerial incentives and rewards. The external mechanisms include the market for corporate control, banks and analysts, regulators, the media, and public activists.

Forum Assignment

After reading this week’s material, select ONE (1) of the questions below to answer.  Use your own words and do not copy or quote from the book.

1 –  Why are effective strategic control systems so important in today’s economy?   Also, what are the main advantages of “contemporary” control systems over “traditional” control systems and what are the main differences between the two?

2 – What are the relative advantages and disadvantages of the types of organizational structure – simple, functional, divisional, matrix.  Discuss which of these structures are used in your place of business (or your home or church).

3 – Discuss the different types of boundaryless organizations and the pros and cons of each:  barrier-free, modular, and virtual.

What are the relative advantages and disadvantages of the types of organizational structure – simple, functional, divisional, matrix. 

For this Discussion Forum, you need to read Chapters 9 & 10 in the textbook and review the Chapter 9 and Chapter 10 PowerPoint presentations.

This week we focus on how management can develop and use effective strategic control. The first two discussions below address:

Informational control (the ability to respond effectively to change), and, Behavioral control (the appropriate balance and alignment among an organization’s culture, reward, and boundaries). The third section, focuses on strategic control from a broader perspective – Corporate governance. Here, we focus on a firm’s need to assure that the elected representatives (board of directors) of the owners of the firm (shareholders) ensure that the firm’s executives (the management team – headed by the Chief Executive Officer) strive to fulfill their fiduciary duty of maximizing long-term shareholder value.

Our readings address “traditional” and “contemporary” approaches to informational control. Although both have the same purpose – using information to select, monitor, and implement effective strategies – they have a different impact on employees and organizational outcomes. Also, as environmental conditions become more complex or unpredictable, the need for contemporary approaches to informational control increases.

Traditional Approach to Strategic Control – With a traditional approach to strategic control, goals and objectives are set, strategies are implemented, and performance is compared to the desired standards. Then there is a feedback loop in which information about how performance compares to goals is used to revise strategies. Thus, it is a highly sequential process. Examples of control systems that rely on feedback controls include sales quotas, operating budgets, and production schedules. Traditional process can often be time consuming and many firms only update budgets or other control devices once a year during annual planning meetings. Thus, it may be best suited for environments that are relatively simple and stable.

Contemporary Approach to Strategic Control – Because business conditions typically change rapidly, information controls are needed that can quickly adjust. With contemporary controls, an organization’s assumptions, goals, and strategies are continuously monitored, tested, and reviewed. Thus, anticipating and adapting to change is built into the control process. Both informational and behavioral controls are needed for the contemporary approach. Informational controls ask whether the organization is “doing the right things.” Behavioral controls, by contrast, ask whether the organization is “doing things right.” With this framework, therefore, you can illustrate how the combination of effectiveness (“doing the right things”) and efficiency (“doing things right”) applies in the context of strategic controls.

Behavioral control is an approach to implementing strategy that relies on three behavioral forces or “levers” – culture; rewards and incentives; and, boundaries. The aim is to use these levers to evoke appropriate actions in the workforce and also to maintain a proper balance between these three factors. Depending on the type of organization and the business environment, the way these forces are manipulated may vary in order to achieve goals with the greatest degree of efficiency. There are two reasons why behavioral controls are important for strategic managers today.

Increasingly complex and unpredictable environments make it important that all workers respond quickly. Reward systems and culture provide an implicit type of coordination mechanism.

Today’s work force includes younger managers who see themselves as free agents. Traditional controls such as rules and regulations typically will not motivate such employees. Effective behavioral controls are needed to build loyalty and commitment.

Finally, we focus on the need for both shareholders (the owners of the corporation) and their elected representatives – the board of directors – to actively ensure that management fulfills its overriding purpose: increasing long-term shareholder value. As noted by Robert Monks and Nell Minow, two of the leading scholars in corporate governance, the primary participants in corporate governance are: (1) the shareholders, (2) the management (led by the Chief Executive Officer), and (3) the board of directors. In recent years, there have been many instances of poor corporate governance. Corporate governance can be defined as the relationship between the various participants in determining the direction and performance of the corporation. The primary participants include shareholders, management (led by the chief executive officer), and the boards of directors. There are several internal and external mechanisms that can serve to align managerial interests and shareholder interests. The internal mechanisms include a committed and involved board of directors, shareholder activism, and effective managerial incentives and rewards. The external mechanisms include the market for corporate control, banks and analysts, regulators, the media, and public activists.

Forum Assignment

After reading this week’s material, select ONE (1) of the questions below to answer.  Use your own words and do not copy or quote from the book.

1 –  Why are effective strategic control systems so important in today’s economy?   Also, what are the main advantages of “contemporary” control systems over “traditional” control systems and what are the main differences between the two?

2 – What are the relative advantages and disadvantages of the types of organizational structure – simple, functional, divisional, matrix.  Discuss which of these structures are used in your place of business (or your home or church).

3 – Discuss the different types of boundaryless organizations and the pros and cons of each:  barrier-free, modular, and virtual.

Discuss the different types of boundary less organizations and the pros and cons of each:  barrier-free, modular, and virtual.

For this Discussion Forum, you need to read Chapters 9 & 10 in the textbook and review the Chapter 9 and Chapter 10 PowerPoint presentations.

This week we focus on how management can develop and use effective strategic control. The first two discussions below address:

Informational control (the ability to respond effectively to change), and, Behavioral control (the appropriate balance and alignment among an organization’s culture, reward, and boundaries). The third section, focuses on strategic control from a broader perspective – Corporate governance. Here, we focus on a firm’s need to assure that the elected representatives (board of directors) of the owners of the firm (shareholders) ensure that the firm’s executives (the management team – headed by the Chief Executive Officer) strive to fulfill their fiduciary duty of maximizing long-term shareholder value.

Our readings address “traditional” and “contemporary” approaches to informational control. Although both have the same purpose – using information to select, monitor, and implement effective strategies – they have a different impact on employees and organizational outcomes. Also, as environmental conditions become more complex or unpredictable, the need for contemporary approaches to informational control increases.

Traditional Approach to Strategic Control – With a traditional approach to strategic control, goals and objectives are set, strategies are implemented, and performance is compared to the desired standards. Then there is a feedback loop in which information about how performance compares to goals is used to revise strategies. Thus, it is a highly sequential process. Examples of control systems that rely on feedback controls include sales quotas, operating budgets, and production schedules. Traditional process can often be time consuming and many firms only update budgets or other control devices once a year during annual planning meetings. Thus, it may be best suited for environments that are relatively simple and stable.

Contemporary Approach to Strategic Control – Because business conditions typically change rapidly, information controls are needed that can quickly adjust. With contemporary controls, an organization’s assumptions, goals, and strategies are continuously monitored, tested, and reviewed. Thus, anticipating and adapting to change is built into the control process. Both informational and behavioral controls are needed for the contemporary approach. Informational controls ask whether the organization is “doing the right things.” Behavioral controls, by contrast, ask whether the organization is “doing things right.” With this framework, therefore, you can illustrate how the combination of effectiveness (“doing the right things”) and efficiency (“doing things right”) applies in the context of strategic controls.

Behavioral control is an approach to implementing strategy that relies on three behavioral forces or “levers” – culture; rewards and incentives; and, boundaries. The aim is to use these levers to evoke appropriate actions in the workforce and also to maintain a proper balance between these three factors. Depending on the type of organization and the business environment, the way these forces are manipulated may vary in order to achieve goals with the greatest degree of efficiency. There are two reasons why behavioral controls are important for strategic managers today.

Increasingly complex and unpredictable environments make it important that all workers respond quickly. Reward systems and culture provide an implicit type of coordination mechanism.

Today’s work force includes younger managers who see themselves as free agents. Traditional controls such as rules and regulations typically will not motivate such employees. Effective behavioral controls are needed to build loyalty and commitment.

Finally, we focus on the need for both shareholders (the owners of the corporation) and their elected representatives – the board of directors – to actively ensure that management fulfills its overriding purpose: increasing long-term shareholder value. As noted by Robert Monks and Nell Minow, two of the leading scholars in corporate governance, the primary participants in corporate governance are: (1) the shareholders, (2) the management (led by the Chief Executive Officer), and (3) the board of directors. In recent years, there have been many instances of poor corporate governance. Corporate governance can be defined as the relationship between the various participants in determining the direction and performance of the corporation. The primary participants include shareholders, management (led by the chief executive officer), and the boards of directors. There are several internal and external mechanisms that can serve to align managerial interests and shareholder interests. The internal mechanisms include a committed and involved board of directors, shareholder activism, and effective managerial incentives and rewards. The external mechanisms include the market for corporate control, banks and analysts, regulators, the media, and public activists.

Forum Assignment

After reading this week’s material, select ONE (1) of the questions below to answer.  Use your own words and do not copy or quote from the book.

1 –  Why are effective strategic control systems so important in today’s economy?   Also, what are the main advantages of “contemporary” control systems over “traditional” control systems and what are the main differences between the two?

2 – What are the relative advantages and disadvantages of the types of organizational structure – simple, functional, divisional, matrix.  Discuss which of these structures are used in your place of business (or your home or church).

3 – Discuss the different types of boundaryless organizations and the pros and cons of each:  barrier-free, modular, and virtual.

analyze AstraZeneca’s expatriate management practices.

analyze AstraZeneca’s expatriate management practices.

Write a three-page analysis using the Case Study on pages 325-327 of your textbook, (ATTACHED) “Expatriate Management at AstraZeneca.”

Your analysis should address the following questions:

1. Critically analyze AstraZeneca’s expatriate management practices.

2. According to the 2007 Expatriate Work/Life Balance Survey, 65% of expats report feeling the strain of managing the demands of work and home, leading to more anxieties at home and at the workplace. What steps can an organization take to mitigate this?

3. What decisions related to expatriates could organizations take to maximize the benefits to the company despite ongoing economic recessions? Do you think a company that paid more careful attention to selection could further boost their chances of success?

Your case study analysis should follow APA guidelines for formatting of all resources, both in-text and as references. Your analysis should include a title page and should include a separate reference page. Remember to use an Library to complete your research for this assignment

Write a three-page analysis using the Case Study on pages 325-327 of your textbook, (ATTACHED) “Expatriate Management at AstraZeneca.”

Write a three-page analysis using the Case Study on pages 325-327 of your textbook, (ATTACHED) “Expatriate Management at AstraZeneca.”

Write a three-page analysis using the Case Study on pages 325-327 of your textbook, (ATTACHED) “Expatriate Management at AstraZeneca.”

Your analysis should address the following questions:

1. Critically analyze AstraZeneca’s expatriate management practices.

2. According to the 2007 Expatriate Work/Life Balance Survey, 65% of expats report feeling the strain of managing the demands of work and home, leading to more anxieties at home and at the workplace. What steps can an organization take to mitigate this?

3. What decisions related to

expatriates

 

could organizations take to maximize the benefits to the company despite ongoing economic recessions? Do you think a company that paid more careful attention to selection could further boost their chances of success?

Your case study analysis should follow APA guidelines for formatting of all resources, both in-text and as references. Your analysis should include a title page and should include a separate reference page. Remember to use an Library to complete your research for this assignment

Describe how firms evaluate their strategies and HR implementation.

  • Describe how firms evaluate their strategies and HR implementation.

Case Study Domino’s Tries to Get Its Strategic Recipe Right

Please see the attached files to case study to answer Two questions, which is in the attached filecase study. The questions at the end of the case study

  1. Explain how Domino’s strategy differed from its competitors.
  2. Has the firm been able to achieve a long-term strategic fit between its strategy and HR practices in your opinion? Why or why not?

require you to probe more deeply into a variety of topics covered in the chapter.

  • Explain how human resources planning and a firm’s mission, vision, and values are integrally linked to its strategy.
  • Understand how an organization’s external environment influences its strategic planning.
  • Understand why it is important for an organization to do an internal resource analysis.
  • Explain the linkages between competitive strategies and HR.
  • Understand what is required for a firm to successfully implement a strategy and assess its effectiveness.
  • Describe how firms evaluate their strategies and HR implementation.

You will express your understanding of the topics by composing a few short paragraphs.

 

Explain the linkages between competitive strategies and HR.

Explain the linkages between competitive strategies and HR.

Case Study Domino’s Tries to Get Its Strategic Recipe Right

Please see the attached files to case study to answer Two questions, which is in the attached filecase study. The questions at the end of the case study

  1. Explain how Domino’s strategy differed from its competitors.
  2. Has the firm been able to achieve a long-term strategic fit between its strategy and HR practices in your opinion? Why or why not?

require you to probe more deeply into a variety of topics covered in the chapter.

  • Explain how human resources planning and a firm’s mission, vision, and values are integrally linked to its strategy.
  • Understand how an organization’s external environment influences its strategic planning.
  • Understand why it is important for an organization to do an internal resource analysis.
  • Explain the linkages between competitive strategies and HR.
  • Understand what is required for a firm to successfully implement a strategy and assess its effectiveness.
  • Describe how firms evaluate their strategies and HR implementation.

You will express your understanding of the topics by composing a few short paragraphs.