EMPLOYMENT AND LABOR LAW DB 3

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Amanda is a 40-year-old Asian female. She has been with a law firm for 5 years as a receptionist. The company has 120 employees. Recently, Amanda has been missing work because she has been taking care of her mother who has Stage V cancer. Amanda will usually call out of work at the last minute as she never knows how her mother is feeling until her mother wakes up in the morning. Amanda has been reprimanded on several occasions and given a warning that she will be terminated if this behavior continues. Amanda needs her job as she helps to cover the expenses of her mother’s home, and she is fearful she will lose her job. She also recently found out she is 2 months pregnant and is fearful that she will lose her health benefits if she is let go from the company. Please discuss what Amanda’s recourse is at the present time and what she can do (if anything) if she is terminated. She is contemplating legal action if necessary. Also, what will happen to her health benefits if she is terminated from the company?

 

Please post a 4-5 paragraph analysis that discusses the laws and specific acts (and the dates enacted) that may protect Amanda. Address how each law applies to Amanda’s specific situation.

4 to 5  paragraph

Charlie’s Share DQ

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Charlie Waugh owned and operated an auto parts junkyard in Georgia. Charlie’s son, Mack, started working in the business part-time as a child and full-time when he left school at age sixteen. Mack oversaw the business’s finances, depositing the profits in a bank. Charlie gave Mack a one-half interest in the business, telling him that if “something happened” to Charlie, the entire business would be his. In 1994, Charlie and his wife, Alene , transferred to Mack the land on which the junkyard was located. Two years later, however, Alene and her daughters, Gail and Jewel, falsely convinced Charlie, whose mental compentence had deteriorated, that Mack had cheated him. Mack was ordered off the land. Shortly thereafter, Charlie died. Mack filed suti in a Georgia state court against the rest of the family, asserting, among other things, that he and Charlie had been partners and that he was entitled to Charlie’s share of the business. Was the relationship between Charlie and Mack a partnership? Is Mack entitled to Charlie’s “share?” Explain why or why not.

Discuss some ways you might attract your audience’s attention as you begin a presentation at your workplace or at a community gathering in your location.

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You have learned that it is best to get your audience’s attention as you begin a presentation.  How you do so is determined by the audience and the situation.

 

Discuss some ways you might attract your audience’s attention as you begin a presentation at your workplace or at a community gathering in your location.   You should not discuss the entire presentation.

Please do not copy offline.

APA Guidelines

CSU requires that students use the APA style for papers and projects. Therefore, the APA rules for formatting, quoting, paraphrasing, citing, and listing of sources are to be followed. A document titled “APA Guide” is available for you to download from the APA Guide link, found in the Learning Resources area of the myCSU Student Portal. It may also be accessed from the Student Resources link on the Course Menu. This document includes examples and sample papers and provides links to The CSU Success Center and the CSU Online Library staff.

Buiding Diverse Teams

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It can become difficult to create a harmonious diverse team considering the differences of all the team members involved. Realizing the potentials and possible downfalls of the multicultural team is just the start. The selection of team members and the assignment of tasks play a huge part in this harmony. The

Building a team can be a difficult task. As a leader, the choices made with the formation of a group of people that will work together will reflect on the final project. The team must be able to work together and do it well. Building global teams can possess an extra level of difficulty that can actually be an advantage: diversity. Teams of a diverse composite are most effective when they are challenged with non-routine tasks that require innovativeness.

One model defines three stages of team development and these are the factors to observe when developing a diverse team.

Entry Stage

During the first stage of development, the entry or formation stage, the focus should be placed in building trust and forming cohesion within the team. The team is defined and various needed adjustments are made during this phase. Some member’s customs may be to dive right into work and not get to know the team; this is generally the case for people from American, German, and Swiss backgrounds, which is the opposite of the overall Latin American, Middle Eastern, and Southern European culture that would like to create a true sense of a team by getting to know one and other better.

Creation Stage

During the second phase of creation, known as the work or development stage, the focus is placed on the description of the task and the analysis of the problem at hand. Cohesion within team members begins and reinforcements are in place to motivate the team members. This particular stage is not difficult in a diverse team due to the variety of experiences and ideas that result from a multicultural setting.

Action Stage

In the final stage, the focal point is decision making and implementation. This stage can become difficult because it generally requires a consensus among the team in regards to decisions to be made. Successful managers create and guide the decision making process and implementation as a facilitator for the diverse suggestions and comments added by team members without disrupting the flow of the project.

Guidelines for Success

Some guidelines to follow in order to successfully and effectively manage a diverse team include the selection style of the members. The team members should be selected by their task related capabilities and abilities instead of ethnicity or cultural quota building. The basis and nature of the project should be taken under account. Diverse teams perform better in innovative type of projects, so routine types of projects should be accomplished by homogenous teams. It is a given that diverse teams will involve a variety of personalities, styles, and customs, so the team members should expect this and be prepared to handle and accept diversity within the team. By understanding and accepting this fact of a diverse team, the members should also respect each other regardless of personal indifferences.

The different points of views may create difficulty in determining the final objective of the team and the milestones involved in the project, thus the involvement of the team leader. For this reason, the team leader should closely guide the group and define the overall goals. The team leader also creates equal power amongst the rest of the members in order to avoid cultural or ethnical dominance or preference within the team. The team leader must also provide the team with the proper feedback during and after certain accomplishments. This helps in the continual motivation of the team members, and helps build job satisfaction and enhances performance.

Additional Resources

This PowerPoint Presentation will give more information on Leadership and Employee Behavior in International Business.

This PowerPoint Presentation will give more information on International Marketing.

This video gives insight on the marketing changes a company must consider when entering the global market.

This PowerPoint Presentation will give more information on International Human Resource Management and Labor Relations.

 

 

This particular taxonomy of a global executive contains various traits grouped into four main categories: training, knowledge, skill, and character.

 

Additional Resources

This video gives insight on the knowledge needed to manage a workforce in the global market.

 

 

This article gives more information on making of a global executive:

 

The making of a global executive

Fernandez, Jorge E . The Journal of Business Strategy 24.5 (2003): 36-38.

 

 

Full text

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Headnote

Keywords:

Executive development, Globalization

With the business world becoming ever more global, leaders skilled in the international arena are critical to business success. Research and experience tell us that international assignments are the most powerful means of developing global leaders. But how does a business determine whom to send overseas? The right mix of selection, training, and experience-based strategies increases the likelihood of developmental success as well as value-added performance.

Selection

Research indicates that selection decisions are most successful when personality factors are taken seriously, because individuals whose personality matches their jobs perform better. The work of organizational psychologist Robert Hogan, for instance, shows us that such managerial competencies as drive for results, composure under pressure, comfort with uncertainty, emotional maturity, positive people skills, effective communication, strategic thinking, and learning ability are rooted in personality. More importantly, these competencies can be assessed accurately and inexpensively, and while it is necessary to assess natural abilities and consider work experience, this evaluation by itself is not sufficient.

Individual motives and goals also need to be taken into account. Studies indicate that the most effective executives are those whose values are compatible with their employers’ values. Conversely, a poor match with company culture is one of the leading causes of failure. Therefore, personal values shape careers in subtle but significant ways, but because they are unrelated to interpersonal competence they must be assessed separately. Management scientists Hogan and McCleland report that not all values are equal to the task of leadership. While managers displaying high altruism and power with a low need for recognition tend to perform more effectively, those primarily motivated by a need for high recognition, money, and security are disliked by their subordinates and unable to create a high-performing team.

In the global arena, other values also become important. According to the Center for Global Assignments (CGA), the most successful global executives are open-minded, imaginative, enjoy traveling, networking, and meeting new people, and tend to develop strategic alliances. As with interpersonal competencies, core values are formed early in life and are best selected rather than developed.

A sound managerial selection process would employ personality assessment to qualify candidates and to drive the questions for the hiring interview. The best personality assessments are designed for the workplace, predict managerial performance, and do not discriminate.

 

Training

Technical and cross-cultural knowledge are best learned in classroom settings because they are mainly factual in nature. Most companies do technical training well, but they often ignore cross-cultural factors, They segment the two, assuming business is business and good management is good management. CGA claims, however, that maximum results are obtained when managers attend programs with international participants, and when the content emphasizes self-understanding and cultural differences in relationships, time, and environment. Frons Trompenaars and Charles Hampden-Turner, the two most prominent figures writing on cultural diversity in business, have found that the most effective global leaders are those who can embrace seemingly contradictory values in the service of a greater strategic goal. This ability recalls the importance of selecting people capable of abstract and strategic thinking and dealing with ambiguity.

Experience

True understanding evolves out of experience that generates insights and culminates in wisdom. Competencies such as deciding on a course of action when faced with a host of complicated business issues, leading people from different cultures and knowing how to get things done in a complex global organization cannot be learned by imitation. Only actual exposure will do.

Expatriate assignments are inherently high risk because they require performing under first time and tough, changing conditions. A recent study of expatriates’ performance and learning on-the-job found that curiosity, rapid learning, and risk tolerance differentiated high potentials from average performers. Once again, the role of proper selection procedures is underlined, for willingness and ability to learn are core personality factors.

The dark side of talent

Many interviewers believe that when selecting employees the brighter the better, and the more the motivation the greater the chance of choosing a high performer. They view the relationship between ability and success as positive, linear, and straight, but too much or too little of any human characteristic may be undesirable. It is the optimal amount that is crucial.

Few interviewers consider the dark side of talent. Most interviewers look for: intelligence, motivation, social skills, ambition, and a record of accomplishment. The problem is that intelligent people may intimidate others with their brain power. Highly motivated managers may expect others to be workaholics. The socially adept may use their charm to manipulate others. Ambitious managers can trample over people and rules to achieve personal glory. Finally, track records may be deceiving, because they do not always reveal how people have achieved success (destructively, by luck, etc.).

Whatever the list of competencies, it is always important to consider the consequences of possessing these characteristics in excess. Instead, one needs an optimal amount, a cut-off point at each end of the continuum, a desirable score.

Unfortunately, the dark side is not readily observable. Neither job interviews nor assessment center activities will detect them. But there are two ways to capture the dark side: using a well validated measure of personality designed to predict career derailment or conducting structured interviews with direct reports who have had prolonged exposure to the individual.

Developing global executives is a strategic business priority. To accomplish this successfully, the right mix of selection, training, and experiential procedures is necessary. Businesses that believe they can acquire the needed global executive talent will find that the all-purpose global manager who can be slotted into any organization, function or industry exists only in management textbooks.

References

References

Behling, O. (1998), “Employee selection: will intelligence and conscientiousness do the job?”, Academy of Management Executive, February, pp. 77-86.

Furnham, A. (2000), The Hopeless, Hapless, and Helpless Manager, Whurr Publishers, London.

Gaines-Ross, L. (2002), “CEO’s stranded in wonderland”, Journal of Business Strategy, 1 March.

Hogan, J. and Hogan, R. (1996), Motives, Values, Preferences Manual, Hogan Assessment Systems, Tulsa, OK.

Hogan, R. (1994), “Trouble at the top: causes and consequences of managerial incompetence”, Consulting Psychology Journal, Vol. 46 No. 1, pp. 9-15.

Hogan, R., Curphy, G.J. and Hogan, J, (1994), “What we know about leadership: effectiveness and personality”, American Psychologist, Vol. 49 No. 6, pp. 493-504.

McClieland, D.C. and Burnham, D.H. (1976), “Power is the great motivator”, Harvard Business Review, March-April, pp. 100-10.

Rajagoplan, N. and Datta, D.K. (n.d.), “CEO characteristics: does industry matter?”, Academy of Management Journal.

Spreitzer, G.M., McCall, M.W. and Mahoney, J.D. (1997), “Early identification of international executive potential”, Journal of Applied Psychology, Vol. 82 No. 1, pp. 6-29.

team leader should be prepared to accept the responsibility of leading a diverse team.

With this in mind and after conducting some research, create a 1-2 page human resource strategy for creating a diverse workforce. Be sure to address:

  • The nature of group dynamics
  • Recruitment and selection strategy(ies)
  • Training and development activities
  • How you will ensure fairness in hiring along with fairness in diversifying your workforce

Please use only reliable, online-accesible sources.

 

 

Plagarism and late work are unacceptable.