Prepare 15- to 20-slide Microsoft® PowerPoint® presentation with speaker notes responding to Norman from a Human Resource standpoint.  The presentation should address the following topics:

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You are a first-year Human Resource Specialist at “State of Estates” estate planning firm.  Norman is the mid-level manager responsible for the southern regional office.  The following events have recently occurred in Norman’s office:

• Ken, an estate planner in Norman’s office, recently adopted a baby with his wife. He applied for 12-week family leave, but was denied by Norman because his wife did not physically give birth.  The corporate human resource department (where you work) was not given notice of this decision.

• June, part of the full-time housekeeping staff, has been asking other employees if they would like to join a union. There are currently no unions within the organization.

• Maria is concerned about ladders that are placed around the office for remodeling. Norman said not to worry, and that there are no official policies for safety in an office setting.

Prepare 15- to 20-slide Microsoft® PowerPoint® presentation with speaker notes responding to Norman from a Human Resource standpoint.  The presentation should address the following topics:

• An overview of the FMLA and its key provisions relating to Ken.

• Recommended resolution for Ken’s situation (both for Ken as an employee and as a company handling these requests moving forward).

• An overview of key labor laws to briefly educate Norman on employee rights in unionizing.

• A brief discussion of OSHA and possible application to Norman’s office setting.

Create a scenario of the specific working conditions that has prompted the attention of employees.

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Select one (1) company headquartered in your home state that you would like to work for, that does not currently have unionized employees. Assume that you are an employee of this company and interested in starting a union. Use the Internet to research industry union.

Write a five to seven (5-7) page paper in which you:

  1. Create a scenario of the specific working conditions that has prompted the attention of employees.
  2. Outline the major benefits of organizing a union for this particular company.
  3. Create a mission, purpose, and objective statement for a strategic plan to organize a union for this group.
  4. Outline the components you would need to start a union and brainstorm ideas for each step of the process.
  5. Determine a possible timeline for the execution of the union based on the plan you drafted with rationale.
  6. Speculate two (2) of the management teams’ objections the union is likely to face. Develop two (2) arguments to counter the management position.
  7. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia does not qualify as an academic resource.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

  • Examine the relationship between management and unions.
  • Create a strategic plan to organize a union for a specific labor force.
  • Use technology and information resources to research issues in employee and labor relations.
  • Write clearly and concisely about employee and labor relations using proper writing mechanics.

Explain how the compensation, staffing, and training strategies were aligned or integrated with each other to create an overall HR strategy for the Oakland A’s organization

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HRMG PROGRAM ASSESSMENT CASE QUESTIONS

For the “Billy Beane: Changing the Game” Case

1. Based on the “Billy Beane: Changing the Game” case, explain how and why the Oakland A’s economic situation after 1995 shaped its:

a) Compensation strategies

b) Staffing (recruiting, selection, and retention strategies) strategies

c) Training and development strategies

2. Explain how the compensation, staffing, and training strategies were aligned or integrated with each other to create an overall HR strategy for the Oakland A’s organization.

Are there potential problems with the HR strategies adopted by the Oakland A’s?

You are to analyze the case, not just review it, from an HR professionals perspective.  What is right, what is wrong, what can be better with this situation.  Use scholarly references.

You are to analyze the case, not just review it, from an HR professionals perspective.  What is right, what is wrong, what can be better with this situation.  Use references.  The path to the case study is below

file:///C:/Users/dfiel/Downloads/HRMG%206000%20case%202009.pdf 

Print screen of Report:

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Example Plagiarism Report #8046636

Significant Plagiarism Detected

39% Unique Content

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The report above is an example with phrases that are in the top results for possible instances of plagiarism. We cannot make guarantees, please use

Evaluate this firm’s decision

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Evaluate this firm’s decision

1      1 unread reply.    1      1 reply.

Refer to the strategic situation below and evaluate this company’s (lower right hand quadrant) decision using the ADR framework.  Hint: Do not change the question, or add new facts,just evaluate the decision from an ADR model perspective.  Use the expectancy-valence logic to discuss this strategic move. Do you agree or disagree with the decision given the strategic context (aka strategic situation)?

When a company with low Relative Strength in a high Stakes market decides to increase resource commitment (i.e. attack), this is referred to as a “strategic bet” in the language of ADR. Strategic bets are “doubling down on a weak hand” with only moderate motivation to act.  The strategist is attacking (applying effort, resources etc.) while weak, which strategically is not strongly recommended. The lower (higher) the Relative Strength, the greater (lesser) the strategic bet.

Why place this bet; why attack and not retreat given the low relative strength? The answer is, companies take such strategic bets when either (1) they misread the strategic situation and believe they have higher Relative Strength than they do; or (2) they believe the additional resource commitment will increase their overall Relative Strength in the given battle, and thus they will be in a better position to take a larger slice of the pie in the future. These firms, though weak in this particular market, are not ready to retreat as the stakes remain high, so they accept the risk of additional investment. This often means new product design and development, additional capacity, marketing, distribution etc. But it remains a bet because the outcome is not easily predictable.  Compared to committing additional resources when relatively strong and confidence is high, a strategic bet is highly risky and needs to be viewed as such.