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Description According to the prevention of academic plagiarism that copy and paste completely not acceptable, in additional adding the Reliable sources whether scientific sources or international article and please apply the conditions in the file . 1 attachments Slide 1 of 1 attachment_1 attachment_1 UNFORMATTED ATTACHMENT PREVIEW ???????? ??????? ????????? ?????? ???????? ???????? ???????? ???????????? Kingdom of Saudi Arabia Ministry of Education Saudi Electronic University College of Administrative and Financial Sciences Assignment 3 Introduction to International Business (MGT 321) Due Date: 26/04/2025 @ 23:59 Course Name: Introduction to International Business Course Code: MGT321 Student’s Name: Abdulah Alsanad Semester: Second CRN: 23350 Student’s ID Number: S220040287 Academic Year:2024-25-2nd For Instructor’s Use only Instructor’s Name: Dr. Abdulelah Alnafisah Students’ Grade: /Out of 6 Level of Marks: High/Middle/Low General Instructions – PLEASE READ THEM CAREFULLY • • • • • • • • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. Assignments submitted through email will not be accepted. Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. Students must mention question number clearly in their answer. Late submission will NOT be accepted. Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). Submissions without this cover page will NOT be accepted. Learning Outcomes: 1. Discuss the reasons and methods of governments' intervention in trade (CLO: 1.2) 2. Analyze the effects of culture, politics and economic systems in the context of international business (CLO: 2.1) 3. Carry out effective self-evaluation through discussing economic systems in the international business context (CLO: 3.6) Report Writing In this assignment, you will conduct an in-depth analysis of a selected multinational company (MCN) that operates in two distinct countries. Your aim is to investigate how the selected MCN deals with the challenges and opportunities it is facing due to cultural, political, and economic differences of the two countries. To complete this assignment, follow the questions highlighted below: Assignment Question(s): 1. Present the study report with clear Introduction and Conclusion including your own views. (minimum words: 300,) 2. Using SWOT analysis, analyze the external and internal environment of your selected company. (minimum words: 700,) Strengths: Explain the strengths of the selected company; Weaknesses: Describe the areas of weakness in the company's operations; Opportunities: Examine factors that may improve the company's chances of success; Threats: Discuss the external threats to the business company's success. 3. Analyze the political, economic, cultural and legal challenges the company currently faces in any of the country it operates (select one country in which the company operates for this analysis). (minimum words: 300,) 4. References: Your paper must include at least five (5) external sources such as academic papers, reputable business databases, company websites, or government websites. Important Notes: • This is an individual assignment. • • • The paper should be between 1,300-2,000 words. All references must be cited using APA format. This includes both in-text citations and the reference list at the end of the document. Originality, Similarity and Plagiarism Check: Your work must be original. All papers will be submitted through SafeAssign software to check for similarity and plagiarism. Any instance of academic dishonesty will result in a grade of zero for the assignment. No exceptions and no second chances! Answers 1. Answer2. Answer3. Answer4. Answer-  Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

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Description Module 2, Discussion: Importance of External Factors Introduction This discussion is designed to help you examine the relative importance of internal and external factors. You may come across research that favors one over the other; however, you are required to make a determination and explain the reasoning behind your answer. Instructions Respond to this question: The drop in gas prices benefitted thousands of firms. Does this fact confirm that “external factors are more important than internal factors” in strategic planning? Discuss. Directions Select "Create Thread" to generate your post. You also need to comment on at least two of your classmates' posts/threads. Your posts will be evaluated on both the quantity and quality of your contributions, the quality being more important than the length of the post. Consider quality tips. Did you: Help solve a problem or lend support? Challenge an idea or offer some alternatives? Propose a creative solution or ask pertinent questions? Assist someone in clarifying his or her ideas or give examples from your personal experience? Contribute with sound evidence to support your opinion? Show respect or acknowledge and affirm someone else’s ideas? Bring a derailing dialogue back on track? Evaluation Criteria Here is the discussion rubric Download rubricfor this course. TO COMMENT ON: Response 1: The drop in gas prices benefited thousands of firms, but this fact alone does not completely confirm that external factors have more importance over internal factors in strategic planning. External factors such as economic conditions, government regulations, technological advancements, and competitive dynamics can all significantly impact a firm's performance. A decrease in gas prices can lower transportation and production costs for businesses that rely on logistics, directly improving profitability. On the other hand, internal factors such as a firm's operational efficiency, leadership, financial management, innovation, and company culture are all equally important. A firm with a strong internal strategy will be able to better capitalize on changing external opportunities. The drop in gas prices shows how external factors can influence the outcomes of certain businesses; however, it does not confirm that they are more important than internal factors. A firm's ability to adapt, innovate, and optimize in response to external factors will allow for long-term success, making both just as critical in strategic planning. References: Ulen, T. S. (2010). Responding to change: Internal and external factors in organizational success. Journal of Institutional Economics, 6(1), 133-137. Retrieved from https://www.cambridge.org/core/journals/journal-of-institutional-economics/article/responding-to-change-internal-and-external-factors-in-organizational-success/2CF54103855647E1EA8F9940C6B6EC23Links to an external site. Response 2: The drop in gas prices undoubtedly provided financial relief to thousands of firms, particularly those heavily reliant on transportation and energy. This scenario illustrates how external factors, such as economic conditions and commodity prices, can significantly impact a company’s operations and profitability. External forces, described in PESTEL analysis (Political, Economic, Social, Technological, Environmental, and Legal), often lie beyond a firm’s control but must be anticipated during strategic planning (Hill et al., 2021). However, while this example highlights the influence of external factors, it does not automatically confirm that they are more important than internal factors in strategic planning. Internal factors, including company culture, leadership, resources, operational efficiency, and innovation, remain critical to long-term success. An organization’s ability to adapt to external changes—like fluctuations in gas prices—depends on internal competencies and decision-making capabilities. A firm with strong financial management or diversified energy sources may capitalize more effectively on reduced gas prices than a competitor lacking such strengths. Strategic planning integrates both internal and external analyses, ensuring firms leverage their strengths while mitigating external risks (Hill et al., 2021). Ultimately, the drop in gas prices serves as a reminder of the importance of external monitoring but does not outweigh internal strategic control. Successful organizations balance both forces in their planning processes. External factors may trigger immediate opportunities or threats, but internal factors largely determine a firm’s resilience, adaptability, and competitive edge. Therefore, external and internal factors are equally important, working together to shape effective strategic planning. Reference: Hill, C. W. L., Schilling, M. A., & Jones, G. R. (2021). Strategic management: Theory: An integrated approach (13th ed.). Cengage Learning. UNFORMATTED ATTACHMENT PREVIEW MGT6207 Discussion Rubric Criteria Points One initial major response (minimum 125 words) to discussion question Points Writing – Grammar, sentence structure, paragraph structure, spelling, punctuation Points Responding to other students Points Frequency of responses Below Expectations 0 Did not complete this portion of the assignment, or most of the discussion points were either inappropriate or not identified 0 Writing contained 5 or more different errors in sentence structure, paragraph structure, spelling, and punctuation. 0 Did not respond to other students, or responses were unoriginal and lacked substance 0 Did not post to the threaded discussion Developing Competent 14 18 Discussion Discussion points were points were identified and identified and described with described with fair accuracy, but good accuracy, some discussion and appropriate points were information was inappropriate or identified and were not discussed. identified. 14 18 Writing Writing contained 3–4 contained 1–2 different errors in different errors sentence in sentence structure, structure, paragraph paragraph structure, structure, spelling, and spelling, and punctuation. punctuation. 12 18 Responded to Responded to 1 other students, other student but responses and response were unoriginal was substantive and lacked substance 10 Posted on only 1 day of the week Exemplary 20 Discussion points were identified and described with high accuracy, and all appropriate information was identified and discussed clearly. 20 Writing contained no errors in sentence structure, paragraph structure, spelling, or punctuation. 20 Responded to 2 or more other students and responses were substantive 15 Posted on 2 or more different days of the week  Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Description Learning Goal: I'm working on a management multi-part question and need support to help me learn. Students are advised to make their work clear and well presented; marks may be reduced for poor presentation. This includes filling your information on the cover page. Students must mention question number clearly in their answer. Late submission will NOT be accepted. Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). Submissions without this cover page will NOT be accepted. Copying, plagiarism or theft is prohibited And it will be from his own book Citation is very important in every paragraph. "Note: If you need any other information to solve the assignment, send it to me." I attached also the Book UNFORMATTED ATTACHMENT PREVIEW Because learning changes everything. ® Chapter 1 Human Resource Management: Gaining a Competitive Advantage Human Resource Management Gaining A Competitive Advantage TWELFTH EDITION Raymond Noe, John Hollenbeck, Barry Gerhart, Patrick Wright © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill. Learning Objectives 1 LO 1-1 Discuss the roles and activities of a company’s human resource management function. LO 1-2 Discuss the implications of the economy, the makeup of the labor force, and ethics for company sustainability. LO 1-3 Discuss how human resource management affects a company’s balanced scorecard. LO 1-4 Discuss what companies should do to compete in the global marketplace. © McGraw Hill 2 Learning Objectives 2 LO 1-5 Identify how social networking, artificial intelligence, and robotics are influencing human resource management. LO 1-6 Describe how automation using artificial intelligence and robotics has the potential to change jobs. LO 1-7 Discuss human resource management practices that support high-performance work systems. LO 1-8 Provide a brief description of human resource management practices. © McGraw Hill 3 Introduction Human Resource Management (HRM) • Plays a role in company’s survival, effectiveness, and competitiveness. • Refers to the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. © McGraw Hill 4 Figure 1.1 Human Resource Management Practices © McGraw Hill 5 What Responsibilities and Roles Do HR Departments Perform? 1 High-Impact HR Functions • More integrated with the business • Skilled at attracting and retaining employees • Can adapt quickly • Identify and promote talent from within • Identify what motivates employees • Continuously building talent and skills LO 1-1 © McGraw Hill 6 What Responsibilities and Roles Do HR Departments Perform? 2 HR Department Responsibilities • Outplacement • Labor law compliance • Record keeping • Testing • Unemployment compensation • Some aspects of benefits administration © McGraw Hill 7 Table 1.1 Responsibilities of HR Departments 1 FUNCTION RESPONSIBILITIES Analysis and design of Job analysis, work analysis, job descriptions work Recruitment and selection Recruiting, posting job descriptions, interviewing, testing, coordinating use of temporary employees Training and development Orientation, skills training, development programs, career development Performance management Performance measures, preparation and administration of performance appraisals, feedback and coaching, discipline Compensation and benefits Wage and salary administration, incentive pay, insurance, vacation, retirement plans, profit sharing, health and wellness, stock plans SOURCES: Bureau of Labor Statistics. 2019. U.S. Department of Labor, Occupational Outlook Handbook, Human Resources Specialists; SHRM-BNA Survey No. 66. 2001. “Policy and Practice Forum: Human Resource Activities, Budgets, and Staffs, 2000–2001.” Bulletin to Management, Bureau of National Affairs Policy and Practice Series. Washington: Bureau of National Affairs. © McGraw Hill 8 Table 1.1 Responsibilities of HR Departments 2 FUNCTION RESPONSIBILITIES Employee relations/labor relations Attitude surveys, employee handbooks, labor law compliance, relocation and outplacement services Personnel policies Policy creation, policy communications Employee data and information systems Record keeping, HR information systems, workforce analytics, social media, intranet and Internet access Legal compliance Policies to ensure lawful behavior; safety inspections, accessibility accommodations, privacy policies, ethics Support for business strategy Human resource planning and forecasting, talent management, change management, organization development © McGraw Hill 9 Figure 1.2 HR as a Business with Three Product Lines SOURCE: Adapted from Figure 1, “HR Product Lines” in E. E. Lawler, “From Human Resource Management to Organizational Effectiveness,” Human Resource Management 44 (2005), pp. 165–69. Access the text alternative for slide images. © McGraw Hill 10 Strategic Role of the HRM Function 1 HRM Role • Time spent on administrative tasks is decreasing. • Roles as a strategic business partner, change agent, and employee advocate are increasing. • Shared service model • Central place for administrative and transactional tasks. • Includes centers of expertise or excellence, service centers, and business partners. © McGraw Hill 11 Strategic Role of the HRM Function 2 Role of Technology • Reducing HRM role in administrative tasks, maintaining records, and providing self-service to employees. • Shift to self-service gives employees access to many HR functions. • HR managers have more time to work with managers on employee issues. © McGraw Hill 12 Strategic Role of the HRM Function 3 Outsourcing • Most commonly outsourced activities: • Benefits administration • Relocation • Payroll • Most common reasons for outsourcing: • Cost savings • Increased ability to recruit and manage talent • Improved HR service quality • Protection of the company from potential lawsuits by standardizing processes such as selection and recruitment © McGraw Hill 13 Strategic Role of the HRM Function 4 Strategic Role • Lead efforts focused on talent management and performance management • Use and analyze data to make a business case for ideas and problem solutions • Use people management skills across the business • Structure and responsibilities changing to ensure strategic role © McGraw Hill 14 Table 1.2 Questions to Ask: Is HRM Playing a Strategic Role in the Business? 1. What is HRM doing to provide value-added services to internal clients? 2. Do the actions of HRM support and align with business priorities? 3. How are you measuring the effectiveness of HRM? 4. How can we reinvest in employees? 5. What HRM strategy will we use to get business from point A to B? 6. From an HRM perspective, what should we be doing to improve our marketplace position? 7. What’s the best change we can make to prepare for the future? 8. Do we react to business problems or anticipate them in advance? SOURCES: Ulrich, D., D. Kryscynski, M. Ulrich, W. Brockbank. Victory Through Organization. New York: McGraw-Hill Education, 2017; and Wright, P. Human Resource Strategy: Adapting to the Age of Globalization. Alexandria: Society for Human Resource Management Foundation, 2008. © McGraw Hill 15 Strategic Role of the HRM Function 5 Demonstrating the Strategic Value of HRM: HR Analytics and Evidenced-Based HR • HR can engage in evidence-based HR • Requires use of HR or workforce analytics • Big data • Information merged from HR databases, corporate financial statements, employee surveys, and other data sources • Results in evidence-based HR decisions • Show that HR practices influence the organization’s bottom line, including profits and costs © McGraw Hill 16 Strategic Role of the HRM Function 6 The HRM Profession: Positions and Jobs • Primary activities involve performing the HR generalist role • Fewer HR professionals involved in HR functions at the executive level, training and development, HR consulting, and administrative activities • Overall employment in HR-related positions expected to grow by 9 percent between 2014 and 2024 © McGraw Hill 17 Table 1.3 Median Salaries for HRM Positions © McGraw Hill POSITION SALARY Chief human resource officer (CHRO) $238,710 Global HR manager 127,800 Management development manager 123,543 Health and safety manager 102,162 Employee benefits manager 100,901 HR manager 102,162 Mid-level labor relations specialist 89,030 Campus recruiter 68,590 Entry-level HRIS specialist 56,590 HR generalist 55,283 Entry-level compensation analyst 59,855 Entry-level employee training specialist 40,590 SOURCE: Based on data from Salary Wizard, http://swz.salary.com. 18 Strategic Role of the HRM Function 7 Education and Experience • Four-year college or graduate HR degree • Senior HR role • Developing and supporting the company culture • Employee recruitment, retention, and engagement • Succession planning • Designing company’s overall HR strategy © McGraw Hill 19 Strategic Role of the HRM Function 8 Education and Experience continued • Junior HR role • Handle transactions related to paperwork, benefits, and payroll administration • Answering employee questions • Data management • Professional certification © McGraw Hill 20 Strategic Role of the HRM Function 9 Competencies and Behaviors • Most HRM professionals are generalists • Lack business acumen • Need nine competencies developed by SHRM • Primary professional organization for HRM with more than 300,000 members © McGraw Hill 21 Strategic Role of the HRM Function 10 Nine Competencies 1. HR Technical Expertise and Practice • Apply principles of HRM to contribute to success of the business 2. Business Acumen • Understand business functions and metrics within the organization and industry 3. Critical Evaluation • Interpret information to determine return on investment and organizational impact in making recommendations and business decisions © McGraw Hill 22 Strategic Role of the HRM Function 11 Nine Competencies continued 4. Ethical Practice • Integrate core values, integrity, and accountability throughout all organizational and business practices 5. Global and Cultural Effectiveness • Manage HR both within and across boundaries 6. Communications • Effectively exchange and create free flow of information with and among various stakeholders at all levels of the organization to produce meaningful outcomes © McGraw Hill 23 Strategic Role of the HRM Function 12 Nine Competencies continued 7. Organizational Leadership and Navigation • Direct initiatives and processes within the organization and gain buy-in from stakeholders 8. Consultation • Provide guidance to stakeholders such as employees and leaders seeking expert advice on a variety of circumstances and situations 9. Relationship Management • Manage interactions with and between others with specific goal of providing service and organizational success © McGraw Hill 24 Competitive Challenges Influencing Human Resource Management 1 Competing Through Environment, Social, and Governance (ESG) Practices • Sustainability • Company’s ability to meet its needs without sacrificing the ability of future generations to meet their needs • Company must meet stakeholders’ needs • ESG practices must be part of company’s business model to gain competitive advantage and reduce legal risks LO 1-2 © McGraw Hill 25 Figure 1.4 Competitive Challenges Influencing U.S. Companies Access the text alternative for slide images. © McGraw Hill 26 Competitive Challenges Influencing Human Resource Management 2 Deal with the Workforce and Employment Implications of the Economy • Skill demands for jobs have changed • Remaining competitive in global economy requires demanding work hours and changes in traditional employment patterns • Companies give more attention to HR practices that influence their ability to attract and retain employees • Currently economy is thriving and unemployment low © McGraw Hill 27 Table 1.4 Highlights of Employment Projections to 2026 • The labor force is projected to increase by 11.5 million, reaching approximately 168 million. • Today, 93% of U.S. jobs are nonagriculture wage and salary jobs: 12% are in goods-producing industries (mining, construction, manufacturing); 81% are in service-providing industries; and 1.3% in agriculture, forestry, fishing, and hunting. The distribution of jobs across industries is projected to be similar in 2026. • 46.5 million job openings are expected, with more than three-fourths resulting from the need to replace workers who retire or leave an occupation. • The median age of the workforce will increase to 42.3 years, the highest ever recorded. • Health care support and practitioner occupations are projected to be the fastest-growing occupational groups and contribute the most new jobs (one out of four new jobs). © McGraw Hill 28 Competitive Challenges Influencing Human Resource Management 3 Labor Force and Employment Characteristics • Population is most important factor in determining size and composition of labor force • Growth is slow as labor force is aging • Diversity is increasing, especially Hispanics • Importance of service sector, especially health care • Education is important to meet job requirements • Shortage of qualified workers, especially with STEM skills © McGraw Hill 29 Competitive Challenges Influencing Human Resource Management 4 Understand and Enhance the Value Placed on Intangible Assets and Human Capital • Three types of assets: • Financial assets (cash and securities) • Physical assets (property, plant, equipment) • Intangible assets (human capital, customer capital, social capital, intellectual capital) © McGraw Hill 30 Table 1.6 Examples of Intangible Assets Human capital • Tacit knowledge • Education • Work-related know-how • Work-related competence Social capital • Corporate culture • Management philosophy • Management practices • Informal networking systems • Coaching/mentoring relationships Customer capital • Customer relationships • Brands • Customer loyalty • Distribution channels Intellectual capital • Patents • Copyrights • Trade secrets • Intellectual property SOURCES: Weatherly, L. Human Capital: The Elusive Asset. Alexandria: SHRM Research Quarterly, 2003; Holton, E., and S. Naquin. “New Metrics for Employee Development.” Performance Improvement Quarterly 17, no. 1(2004): 56–80; Huselid, M., B. Becker, and R. Beatty. The Workforce Scorecard. Boston: Harvard University Press, 2005. © McGraw Hill 31 Competitive Challenges Influencing Human Resource Management 5 Understand and Enhance the Value Placed on Intangible Assets and Human Capital continued • Knowledge workers • Contribute specialized knowledge • Share knowledge and collaborate on solutions • In demand because companies need their skills and jobs requiring them are growing © McGraw Hill 32 Competitive Challenges Influencing Human Resource Management 6 Emphasize Empowerment and Continuous Learning • Give employees responsibility and authority • Hold them accountable • Employees share in the rewards and losses • Learning organization © McGraw Hill 33 Competitive Challenges Influencing Human Resource Management 7 Adapt to Change • Inevitable • Employees expected to take more responsibility for own careers • Challenge is how to build a committed, productive workforce • Employees manage change through agility • Changes in the employment relationship © McGraw Hill 34 Competitive Challenges Influencing Human Resource Management 8 Maximize Employee Engagement • Passionate about their work • Committed to the company and its mission • Work hard to contribute • Measured with attitude or opinion surveys • Focus on employee experience • Employee value proposition (EVP) © McGraw Hill 35 Table 1.7 Common Themes of Employee Engagement 1. Pride in employer 2. Satisfaction with employer 3. Satisfaction with the job 4. Opportunity to perform challenging work 5. Recognition and positive feedback 6. Personal support from manager 7. Effort above and beyond the minimum 8. Understand link between one’s job and company’s mission 9. Prospects for future growth with the company 10. Intention to stay with the company SOURCES: Vance, R. Employee Engagement and Commitment. Alexandria: Society for Human Resource Management, 2006; Lytle, T. The Engagement Challenge. HR Magazine, 2016. © McGraw Hill 36 Competitive Challenges Influencing Human Resource Management 9 Manage Talent • Acquiring and assessing employees • Learning and development • Performance management • Compensation © McGraw Hill 37 Competitive Challenges Influencing Human Resource Management 10 Consider Nontraditional Employment and the Gig Economy • Between 20 and 35% of total U.S. workforce • Workers set own schedule and do not work for a company • Offers flexibility © McGraw Hill 38 Competitive Challenges Influencing Human Resource Management 11 Provide Flexibility to Help Employees Meet Work and Life Demands • 46% of employees work more than 45 hours per week • Only half of employees in U.S. believe they have the flexibility they need for work/life balance • Solution: flexible work schedules, work-at-home arrangements, protecting employees’ free time, and more productively using employees’ work time • Co-working sites or shared offices © McGraw Hill 39 Competitive Challenges Influencing Human Resource Management 12 Meet the Needs of Stakeholders, Shareholders, Customers, Employees, and Community • Demonstrate performance to stakeholders: the balanced scorecard • Being customer-focused • Improving quality • Emphasizing teamwork • Reducing new product and service development times • Managing for the long term LO 1-3 © McGraw Hill 40 Table 1.8 The Balanced Scorecard PERSPECTIVE QUESTIONS ANSWERED EXAMPLES OF CRITICAL BUSINESS INDICATORS CRITICAL HR INDICATORS Customer How do customers see us? Time, quality, performance, service, cost Employee satisfaction with HR department services; Employee perceptions of the company as an employer Internal What must we excel at? Processes that influence customer satisfaction, availability of information on service, and/or manufacturing processes Training costs per employee, turnover rates, time to fill open positions Innovation and learning Can we continue to improve and create value? Improve operating efficiency, launch new products, continuous improvement, empowering of workforce, employee satisfaction Employee/skills competency levels, engagement survey results, change management capability Financial How do we look to shareholders? Profitability, growth, shareholder value Compensation and benefits per employee, turnover costs, profit per employee, revenue per employee © McGraw Hill 41 Competitive Challenges Influencing Human Resource Management 13 Demonstrate Social Responsibility • Helps boost company’s image with customers. • Helps gain access to new markets. • Helps attract and retain talented employees. © McGraw Hill 42 Competitive Challenges Influencing Human Resource Management 14 Emphasize Customer Service and Quality • Total quality management (TQM) five core values: 1. Methods and processes are designed to meet internal and external customers’ needs. 2. Every employee receives training in quality. 3. Promote cooperation with vendors, suppliers and customers. 4. Managers measure progress with feedback based on data. 5. Quality is designed into a product or service so that errors are prevented rather than being detected and corrected. © McGraw Hill 43 Competitive Challenges Influencing Human Resource Management 15 Malcolm Baldrige National Quality Award • Competition that promotes quality ISO (International Organization for Standardization) 9000 Standards • International standards of quality © McGraw Hill 44 Competitive Challenges Influencing Human Resource Management 16 Six Sigma • Process of measuring, analyzing, improving, and controlling processes Lean Thinking and Process Improvement • Do more with less effort, equipment space, and time • Improve quality of employees’ work experiences © McGraw Hill 45 Competitive Challenges Influencing Human Resource Management 17 Recognize and Capitalize on the Demographics and Diversity of the Workforce • Internal labor force • External labor market • Average age of workforce will increase • Increased workforce diversity • Immigration will affect size and diversity © McGraw Hill 46 Competitive Challenges Influencing Human Resource Management 18 Aging of the Workforce • Labor force participation of those 55 years and older expected to grow • HRM issues such as career plateauing, retirement planning, and retraining older workers The Multigenerational Workforce • Five generations © McGraw Hill 47 Figure 1.5 Comparison of the Age Distribution of the 2016 and 2026 Labor Forces SOURCE: Bureau of Labor Statistics, U.S. Department of Labor, “Employment projections: 2016–2026,” News Release, October 24, 2017, from www.bls.gov/emp, accessed January 5, 2019. Access the text alternative for slide images. © McGraw Hill 48 Table 1.11 Generations in the Workforce © McGraw Hill YEAR BORN GENERATION AGES 1925 to 45 Traditionalists Silent Generation >74 1946 to 64 Baby Boomers 55 to 74 1965 to 80 Generation X 39 to 54 1981 to 95 Millennials Generation Y Echo Boomers 24 to 38 1996 Generation Z Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Description CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via the allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work transparentand well-presented; marks may be reduced for poor presentation. This includes filling in your information on the cover page. • Students must mention the question number clearly in their answers. • Late submissions will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. • All answers must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). • Submissions without this cover page will NOT be accepted. UNFORMATTED ATTACHMENT PREVIEW ???????? ??????? ????????? ?????? ???????? ???????? ???????? ???????????? Kingdom of Saudi Arabia Ministry of Education Saudi Electronic University Department of Business Administration College of Administrative and Financial Sciences Assignment 3 Due Date: 26th April 2025 @ 23:59 Course Name: Project Management Student’s Name: Course Code: MGT 323 Student’s ID Number: Semester: 2nd CRN: 27206 Academic Year: 2024-25 For Instructor’s Use only Instructor’s Name: Dr Mohammed Mallick Students’ Grade: / 10 Level of Marks: High/Middle/Low General Instructions – PLEASE READ THEM CAREFULLY • • • • • • • • The Assignment must be submitted on Blackboard (WORD format only) via the allocated folder. Assignments submitted through email will not be accepted. Students are advised to make their work transparent and well-presented; marks may be reduced for poor presentation. This includes filling in your information on the cover page. Students must mention the question number clearly in their answers. Late submissions will NOT be accepted. Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. All answers must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). Submissions without this cover page will NOT be accepted. Assignment Workload: • This Assignment comprises a Case Study. • Assignment is to be submitted by each student individually. Assignment Purposes/Learning Outcomes: After completion of Assignment 3 students will be able to understand the 1. Defining the concepts, theories and approaches of project management. (L.O- 1.1) 2. Analyze to work effectively and efficiently as a team member for project-related cases. (L.O-3.1) 3. Evaluate to monitor and control the project. (L.O-3.2) Assignment-3-Case Study Assignment Question: (Marks 10) Please read Case-10.1 “The Blue Sky Project.” from Chapter 10 “Being an Effective Project Manager” given in your textbook – Project Management: The Managerial Process 8th edition by Larson and Gray page no: 384 also refer to specific concepts you have learned from the chapter to support your answers. Answer the following questions with a 500-word limit in total. 1. If you were Garth, how would you respond to the director? (3 Marks) 2. What mistakes did Garth make? (3 Marks) 3. What are the lessons to be learned from this case? Based on specific concepts from the chapter, give your opinion. (4 Marks) Answers: 1. 2. 3.  Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Description Part1: Discussion Question: The Perfectly Competitive Lemonade Stand! Due Tuesday Imagine you're running a lemonade stand on a hot summer day. There are many other lemonade stands on your street, all selling similar drinks. Using the concepts covered this week, discuss the following: Perfectly Competitive Characteristics: What are three key characteristics of a perfectly competitive market, and how do they apply to your lemonade stand situation? (Think about number of buyers/sellers, product homogeneity, and price control) Demand Curve and MR: Why is the demand curve faced by your lemonade stand perfectly elastic (horizontal)? How does this relate to the concept of marginal revenue (MR) for your stand? Long-Run Equilibrium: In the long run, what factors might cause lemonade stands to enter or exit the market? What conditions would indicate long-run equilibrium for the lemonade industry on your street? Industry Supply Curve: How can the individual cost curves of all the lemonade stands be combined to depict the industry supply curve? What does the shape of the long-run industry supply curve tell us about the production efficiency in this market? Economic Rent vs. Producer Surplus: Define economic rent. Are there any resources used in your lemonade stand that might generate economic rent? How does producer surplus differ from economic rent? How can you calculate the producer surplus for your lemonade stand at the long-run equilibrium price? Explanation: This question focuses on the key features of perfect competition and how they affect a firm's decisions: Perfectly Competitive Characteristics: A perfectly competitive market has many buyers and sellers, a standardized product, and individual firms cannot control the market price (price takers). These all apply to your lemonade stand situation. Demand Curve and MR: Because there are many sellers, a single stand has no influence on the overall price of lemonade. The stand can sell any quantity it wants at the prevailing market price, resulting in a perfectly elastic demand curve (acting as a horizontal line at the market price). Since price is fixed, marginal revenue (MR) is also equal to the market price for the stand. Long-Run Equilibrium: In the long run, firms can enter or exit the market. Equilibrium is reached when there are no excess profits to attract new entrants and existing firms are not making losses that would force them to exit. Industry Supply Curve: The industry supply curve is the summation of the individual supply curves of all lemonade stands. In the long run, efficient firms can adjust their production scale, leading to a relatively flat long-run industry supply curve, reflecting efficient production across the market. Economic Rent vs. Producer Surplus: Economic rent is the payment for a resource above its minimum opportunity cost. There might be economic rent associated with a prime location for your stand. Producer surplus is the difference between the price a firm receives and its minimum acceptable price (average total cost at equilibrium). You can calculate your producer surplus by finding the area above the long-run ATC curve and below the market price line. Discussion Question Requirements Initial responses are due by Tuesday, and two peer responses are due by Friday. The initial response should be a minimum of 200 words, with at least two peer-reviewed references. In-text citations are required. Peer responses should be a minimum of 150 words, with at least one peer-reviewed reference. Rubric Grading Initial response Response #1 Peer Response #2 APA References, Intext-citations, and Writing Mechanics Part 2: Assignment Title: Lemons, Laws, and Lemonade: Understanding the Business Environment Due Thursday Scenario: You're ready to open your lemonade stand on a bustling street corner. However, the lemonade business isn't as simple as it seems – you face regulations, potential competitors, and the uncertainties of running a small business. Assignment Task: Write a short report (approximately 1,000 words) to address the business environment around a lemonade stand. Consider the following areas of focus and research: Local Regulations: Research the permits, health code requirements, and other local ordinances a lemonade stand must abide by (zoning, safety, business licenses, etc.). Do these regulations act as barriers to entry? Discuss how they might protect the community and/or limit potential competitors. The Competitive Landscape: Analyze how the perfectly competitive model applies to the lemonade stand market. Consider ease of entry/exit, standardized product, and lack of price control. Conduct a brief competitor analysis (even if just informal observations of other lemonade stands or substitute sellers). Are there ways for your stand to slightly differentiate itself while maintaining the characteristics of a competitive market? External Influences: Identify external factors that can heavily influence the success of a lemonade stand that are outside of your direct control (weather, special events nearby, foot traffic, etc.). Research resources for small businesses in your community. Identify any potential support or training that might help you manage the uncertainties of your business venture. Additional Prompts Include a works cited section in an appropriate format (MLA, APA, etc.) to list your research sources. Consider incorporating images, if suitable, such as an example of a required business permit application for your location. Objectives: This assignment aims to develop the following skills: Researching rules and regulations affecting small businesses. Understanding the competitive dynamics of a specific market. Recognizing external factors that influence business success. Identifying resources and support for small businesses and entrepreneurs. Grading: Essay is at least 1,000 words All four sections are discussed. Content is researched and relevant to the topic. Content is free from mechanical written errors. There are at least three references used in the essay that support the topic. User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Description Explain what leadership means to you. What is the connection between leadership and psychology? Discuss leadership theories and connect those to relevant examples. In your responses to your classmates, compare their examples to your own and ask questions to further the discussion. Please use Reference. UNFORMATTED ATTACHMENT PREVIEW Please help answer two classmates post. 1 St post. Leadership, in my opinion, is the accumulation of many qualities and skills that are able to effectively make challenging decisions for the benefit of the relevant connected associates. Leadership should incorporate flexibility in understanding multiple perspectives as well as structure that provides the affected populations with security, safety and equality. Successful leadership is demanding in multitasking all these aspects which will come with personal growth in accepting that some paths will create hardship that could lead to mistakes. A strong mindset for overcoming failure is one of the many keys in developing transformational leadership. Steinmann et al., (2018) acknowledges that transformational leadership is essential for key behaviors that amplify motivation and encouragement which creates higher quality in goal achievement. My view on leadership aligns with behavioral and contingency theories as I find that great leaders can be made by understanding their environment through observations. Cherry (2024) mentions that behavioral theories monitor a leader’s actions that are contingent on their skillset while contingency theories follow through with adapting to their surroundings to best support the situation. For example, employees or a group of people may find themselves unsure about their tasks or goals, which can lead to a decrease in engagement and/or productivity. Childs et al., (2022) states that the contingency theory showcases plasticity for adjusting to internal/external variables that are causing disruptive occurrences. Combined with the ability to inspire and participate as a leader, this example demonstrates purpose in maintaining stability and professional advice for success. This ties into psychology as we are discussing the development of inter-and intra-personal skills which become responsible in navigating the role of a good leader. Being able to produce specific behaviors or influence positive effects requires a skillset that comprehends determinants of human thoughts, behaviors and decisions. Kleynhans et al., (2022) finds that leaders who have awareness and fluid communication to promote values such as honesty, transparency, positivity and authenticity cultivate a balanced environment capable of regulating the beliefs and perspectives of dependents. 2nd classmate post. Leadership has many meanings. Leadership to me is the way to help employees achieve goals. It’s about being supportive, providing motivation, and offering guidance when needed. A leader will help resolve conflicts, help with handling environmental changes and provide decision making skills as a group to help increase motivation, morale and productivity. It is important that a leader is trusted and holds accountability for the performance of the group. A leader should have good communication skills and patience. A good leader would encourage employees to be their very best ( Leis & Wormington, 2024). The connection between leadership and psychology relies on the understanding of human behavior, motivations and emotions. Leadership will think like a psychologist and apply psychological principles to help improve communication, build relationships and encourage their team to achieve their goals (Riggio, 2021). Some leadership theories are trait theory, situational theory and contingency theory. Trait theory is when someone inherits qualities and traits that are more appropriate for leadership. This can include a specific personality or behavioral characteristic shared by leaders (i.e. self-confidence, extroversion). This means someone who is very sociable in different circumstances and open to new experiences. Situational theory is based on leaders choosing the best plan in accordance with situational variables. This could mean that different leadership styles can be more appropriate for certain types of decision making. An example is an authoritarian style which is where the leader is knowledgeable and experienced might be more appropriate when compared to democratic style where a leader is skilled which could be more effective. Contingency theory focuses on variables related to the environment that determine the style of leadership appropriate to the situation. An example is if a task-oriented leader succeeds in a high controlled structured environment, while a relationship-oriented leader might be more successful in a less structured environment and builds on team relationships (Cherry, 2024). Leadership theories are important because they help set guidelines to improve leadership effectiveness and help organizations increase motivation, morale and productivity.  Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Description Organizational transformation is sometimes necessary for companies to succeed and grow. However, the changes that such strategies bring need to be planned and managed well for the transition to occur smoothly both for those leading the change as well as for the other employees in the organization. In your initial post, address the following: Next, address the following questions regarding organizational strategy and change management: Have you been impacted by strategic decisions that led to organizational transformation in your current or past workplace or school? If yes, share your experience with how the organizational change was managed, what helped the transition, and what didn't. If you haven't experienced organizational change in real life, imagine a situation where an organization you work for is being restructured. What would you want the organization to do before and during the restructuring to help you with the transition? In your response to two peers, address the following: Compare your experiences related to organizational change management with those of your peers. Do you share the same experience of what worked well and what didn't? Do you think any of the organizational changes in your peers' examples could have been handled better? How? UNFORMATTED ATTACHMENT PREVIEW response to two peers, address the following: Compare your experiences related to organizational change management with those of your peers. Do you share the same experience of what worked well and what didn't? Do you think any of the organizational changes in your peers' examples could have been handled better? How? 1st classmate I manage a mortuary and cemetery, as well as serve as an adjunct instructor of our local Mortuary Science program. I have my AS in Mortuary Science, a BA in Liberal Arts and am (like you!) close to receiving my MBA! The MBA program has provided me with a deeper understanding of programs I use regularly, like Excel and Microsoft Word. But the skills I really value from the program are focused on Change Management and working at a higher level to coordinate and guide a team. After this I am going to look into learning more about teaching online to expand my skills as an instructor. Honestly, it is not something I thought about doing before starting this program, but I have really valued the insight and education I have received online and the idea of teaching in this way does appeal to me! The organization where I work is currently undergoing a transformation with our digital systems. We currently have about 3 or 4 different software systems that we use daily. We constantly have to cross reference the information in each of them to make sure something does not get missed and it can be incredibly time-consuming (not to mention the large margin for errors to happen!). We are currently working to streamline all of our processes and information into one system, which has been interesting. The organization has made efforts to communicate the upcoming changes with everyone and identify “change champions” to assist with the transition. They have also had people who work in the systems daily involved in creating the new system to make sure it has the features we need. All of this has been really helpful in ensuring that everyone knows it will be coming. Another thing that has helped is that they are rolling out one piece at a time. For example, first, they rolled out our scheduling piece. This is the smallest and easiest program to change and it gets people used to the new system and how the changes will happen as we continue in this process with each piece. While the overall communication has been helpful in getting everyone aware that changes are coming, the communication has been a bit clunky and inconsistent. This has left room for speculation about timelines and concerns over what is happening. There are also deadlines and launch dates that have been set and then changed without notification. So while it has been good that there has been communication, we could improve the frequency and quality of the information being shared. 2nd Classmate post. I decided to pursue an MBA to gain a deeper understanding of business strategy and leadership. While I am still very early in my career, I am actively working on gaining the experience needed to one day lead a team. So far, my experience in the MBA program has been both challenging and rewarding. The coursework has broadened my perspective, especially in areas like organizational behavior, strategic management, and leadership. I have a solid understanding of business fundamentals, and I’ve been able to apply these concepts to real-world scenarios, which has been incredibly valuable. My ability to analyze data, make informed decisions, and think critically has improved significantly. One area I hope to continue to develop is leadership, specifically in leading teams through periods of uncertainty and navigating the complexities of corporate transformations. Regarding organizational strategy and change management, my current workplace has been facing a significant shift due to external factors. My organization heavily relies on research and grant funding, and due to recent changes in the government, our funding has been reduced considerably. This has led to major disruptions in our workflow, creating a sense of uncertainty and fear of layoffs among employees. The organization is grappling with managing these financial shifts, and the ambiguity has affected morale and productivity. While upper management has attempted to manage all of the changes and sudden barriers, there is a lack of concrete plans or clear direction about how we will navigate this. If I were part of the leadership team guiding this restructuring process, I would want the organization to focus on a few key actions both before and during the restructuring to ease the transition for employees: Transparent and frequent communication: I’d encourage leadership to communicate openly and regularly about the changes, the reasons behind them, and the steps being taken to manage the situation. This transparency would help reduce fear and insecurity among employees. Employee involvement: Involve employees in the process, whether through surveys, focus groups, or other forms of feedback. This gives employees a voice in the transition and helps them feel more invested in the organization's future. Focus on skill development: Encourage the development of skills that align with the company’s future strategy, helping employees to adapt to the new direction and making them feel like they’re part of the organization’s long-term success. I believe the transition could be smoother, and employees would feel more secure and supported during what is a difficult and uncertain time. Ultimately, managing change is about balancing organizational needs with empathy for the employees who are impacted by those decisions.  Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Description Assignment 4 Assignment Guidelines: When completing assignments, please identify the question to which you are responding by retyping the question. While retyping the question is not a typical APA style, it will ensure that I see your complete response. The following orientation should be submitted to verify that students can submit readable attached files and post information in the Discussion Forum Part 1:Discussion Post 4– Conduct a scholarly article review on 21st-century staffing models. What is the model? What are the elements? Why is a staffing model important? What are the pro's and con's of the model? (3 pages is not necessary, follow posting rubric) Part 2:Chapter 13: In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address in such a report and why? Chapter 14: If a person says to you - "It's easy to reduce turnover, just pay people more money" - what is your response? User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Description UNFORMATTED ATTACHMENT PREVIEW Department of Business Administration College of Administrative and Financial Sciences Assignment 3 MGT323 Project Management General Instructions – PLEASE READ THEM CAREFULLY • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. Peer-Reviewed Journals are required as references. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. • All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). • Reference more than 6 • Assignment Workload: • This Assignment comprise of a Case Study. • Assignment is to be submitted by each student individually. Assignment Purposes/Learning Outcomes: After completion of Assignment-3 students will able to understand the 1. Defining the concepts, theories and approaches of project management. (L.O- 1.1) 2. Analyze to work effectively and efficiently as a team member for project related cases. (L.O-3.1) 3. Evaluate to monitor and control the project. (L.O-3.2) Assignment-3-Case Study Assignment Question: (Marks 10) Please read the Case-10.1 “The Blue Sky Project.” from Chapter 10 “Being an Effective Project Manager” given in your textbook – Project Management: The Managerial Process 8th edition by Larson and Gray page no: 384 also refer to specific concepts you have learned from the chapter to support your answers. Answer the following questions with 500 Words limit in total. 1. If you were Garth, how would you respond to the director? (3 Marks) 2. What mistakes did Garth make? (3 Marks) 3. What are the lessons to be learned from this case? Based on specific concepts from the chapter, give your opinion. (4 Marks) Answers: 1. 2. 3. The Blue Sky Project* Garth Hudson was a 29-year-old graduate of Eastern State University (ESU) with a BS degree in management information systems. After graduation he worked for seven years at Bluegrass Systems in Louisville, Kentucky. While at ESU he worked part time for an oceanography professor, Ahmet Green, creating a customized database for a research project he was conducting. Green was recently appointed director of Eastern Oceanography Institute (EOI), and Garth was confident that this prior experience was instrumental in his getting the job as information services (IS) director at the institute. Although he took a significant pay cut, he jumped at the opportunity to return to his alma mater. His job at Bluegrass Systems had been very demanding. The long hours and extensive traveling had created tension in his marriage. He was looking forward to a normal job with reasonable hours. Besides, Jenna, his wife, would be busy pursuing her MBA at Eastern State University. While at Bluegrass, Garth worked on a wide range of IS projects. He was confident that he had the requisite technical expertise to excel at his new job. Eastern Oceanography Institute was an independently funded research facility aligned with Eastern State University. Approximately 50 full- and parttime staff worked at the institute. They worked on research grants funded by the National Science Foundation (NSF) and the United Nations (UN), as well as research financed by private industry. There were typically 7 to 9 major research projects under way at any one time, as well as 20 to 25 smaller projects. Onethird of the institute’s scientists had part-time teaching assignments at ESU and used the institute to conduct their own basic research. FIRST YEAR AT EOI Garth made a point of introducing himself to the various groups of people upon his arrival at the institute. Still, his contact with the staff was limited. He spent most of his time becoming familiar with EOI’s information system, training his staff, responding to unexpected problems, and working on various projects. Garth suffered from food allergies and refrained from informal staff lunches at nearby restaurants. He stopped regularly attending the biweekly staff meetings in order to devote more time to his work. He only attended the meetings when there was a specific agenda item regarding his operation. The IS staff at EOI consisted of two full-time assistants, Tom Jackson and Grant Hill. They were supported by five part-time student assistants from the Computer Science Department. Grant Hill was assigned full-time to a large fiveyear NSF grant aimed at creating a virtual library of oceanographic research. Grant worked out of the project leader’s office and had very little interaction with Garth or Tom. Garth’s relationship with Tom was awkward from the start. He found out, after the fact, that Tom thought he would get the job as director. They never talked about it, but he sensed tension the first couple of months on the job. One of the problems was that he and Tom were totally different personalities. Tom was gregarious and very talkative. He had a habit of walking around the institute after lunch, talking to different scientists and researchers. Often this led to useful information. Garth, on the other hand, preferred to stay in his office, working on various assignments, and ventured out only when called upon. While Garth felt Tom was not on top of the latest developments, as he was, he respected Tom’s work. Last month the system was corrupted by a virus introduced over the Internet. Garth devoted an entire weekend to restoring the system to operation. A recurring headache was one of the servers, code-named “Poncho,” that would occasionally shut down for no apparent reason. Instead of replacing it, he decided page 385 to nurse Poncho along until it could be replaced. His work was frequently interrupted by frantic calls from staff researchers who needed immediate help on a variety of computer-related problems. He was shocked at how computer illiterate some of the researchers were and how he had to guide them through some of the basics of e-mail management and database configuration. He did find time to help Assistant Professor Amanda Johnson on a project. Amanda was the only researcher to respond to Garth’s e-mail announcing that the IS staff was available to help on projects. Garth created a virtual project office on the Internet so that Amanda could collaborate with colleagues from institutes in Italy and Thailand on a UN research grant. He looked forward to the day when he could spend more time on fun projects like that. THE BLUE SKY CONVERSION PROJECT The “Blue Sky” conversion project began in earnest four months ago. Ahmet Green returned from Washington, D.C., with grim news. The economic downturn was going to lead to a dramatic reduction in funding. He anticipated as much as a 25 percent reduction in annual budget over the next three to five years. This would lead to staff reductions and cutting of operating costs. One cost-cutting measure was moving IT operations to the “cloud.” Ahmet had first proposed the idea to Garth after attending a meeting with several directors of other institutes who faced similar financial challenges. The basic strategy was to move all of the institute’s databases, software, and even hardware to a “private cloud.” Staff would use their current PCs to simply access more powerful machines over the Internet. These powerful machines could be partitioned and configured differently according to the needs of research staff, giving each staff member his or her own virtual machine (VM). Staff could also access, use, and share virtual servers over the Internet as needed. Garth worked with the institute’s accountant on a cost/benefit analysis. From their standpoint it made perfect sense. First, the institute would not have to replace or upgrade aging computers and servers. Second, the institute would enjoy significant IT savings, since they would pay for only IT resources actually used. They would not have to make any major IT capital expenditures. Third, cloud computing would provide the scientists greater flexibility by accessing desired resources or software from anywhere at any time. And finally, once the system was up and running, the institute would no longer need the services of at least one full-time IT worker. Ahmet decided to name the project “Blue Sky” to put a positive spin on the conversion. At first the associate directors balked at the idea. Some had a hard time conceptualizing what cloud computing meant. Others were worried about security and reliability. In the end they reluctantly signed off on the project when given alternative cost-cutting initiatives. Garth assured them that cloud computing was the wave of the future and setting up or accessing virtual machines on the “cloud” was as simple as setting up or accessing their g-mail account. The conversion project would be completed in stages. The first stage was selecting a provider. The next stage was migrating non–mission critical information to the cloud. The next stages would entail migrating each of the six big grant projects in waves to the cloud. The final stage would focus on the remaining smaller projects. Training would be an integral part of each stage. The institute would maintain a back-up for all the data until six months after complete conversion. After that the cloud service provider would be responsible for backing up the data. At first Tom was excited about the project. He was savvy enough to realize that this was the future of computing and he was intrigued with how the whole system would work. His feelings soon changed when he started thinking about the potential ramifications for his job. He asked Garth more than once what the department would look like after the conversion. Garth replied vaguely that they would figure it out once the system was up and running. A task force was formed, headed by Garth, to select a cloud service provider. Garth was surprised by how many choices there were. Plans and cost structures page 386 varied considerably. After much deliberation the committee narrowed the choices to three. The first two were among the bigger providers in the industry, VMWARE and Microsoft. The third choice was a relatively new company, OpenRange, which offered a cheaper solution. Tom argued that even though the bigger providers would cost more, they were a much safer bet. Garth responded that he had confidence in OpenRange and cutting costs was the primary goal behind the project. In the end, Garth persuaded the committee to choose OpenRange. Not only would cost be significantly cheaper, but OpenRange would help in training the personnel. Garth liked this idea; training was not his strength, and he wasn’t looking forward to holding senior scientists’ hands through the process. It took Garth and Tom six weeks to identify noncritical data. Garth worked on the back end while Tom met with staff to identify noncritical information. The motto was when in doubt, leave it out. The actual migration only took a couple of days. Training proved to be more problematic. The staff sent by OpenRange appeared to be straight out of college. While enthusiastic, they were inexperienced in the art of getting older staff to accept and use new technology. Many trainers had the habit of simply doing things for the staff instead of showing them how to do it themselves. It all came to a head when a power outage at the OpenRange storage system shut down and disrupted operations at the institute for 36 hours. Ahmet held an emergency meeting. Garth reported that the power outage occurred in North East India and that OpenRange was expanding their back-up systems. Several members argued that the institute should switch to one of the bigger providers. When this came up Garth looked at Tom and was relieved when he remained silent. In the end, Ahmet announced that it would be too costly to switch providers and Garth and his staff would have to make the conversion work. Tom stepped forward and volunteered to manage the training. Everyone agreed that the institute should hire three more part-time assistants to help the staff with the transition. Garth worked behind the scenes, coordinating with his counterparts at OpenRange and planning the conversion of the next segment of the project. Tom worked closely with the OpenRange trainers and refocused their attention on teaching. Resistance was pretty high at first. Tom used his personal contacts within the institute to rally support for the change. He persuaded Garth to change the conversion schedule to begin with those projects in which the leads were most supportive of the change. Training improved and Tom created some useful training materials, including short videos on how to access the virtual machines. One problem that occurred early in the process involved a graduate research assistant who mistakenly hit the wrong commands and terminated her virtual machine instead of logging off. This resulted in complete loss of that machine’s data in the cloud. Fortunately, the institute had back-up and Tom was able to recover the work. Collaborating with some programmers at OpenRange, Tom wrote a program that triggered a pop-up message on the screen, warning users not to terminate their virtual machine when logging off. CLOSING OUT THE BLUE SKY PROJECT It took almost a year to complete the Blue Sky project. After the rocky beginning things went relatively smoothly. Acceptance was slow, but Tom and his staff worked with the staff to demonstrate how the new system would make their work easier. Two student assistants were always on call to address any problem or question. Garth spent most of his time interacting with the OpenRange counterparts and rarely ventured out of his office. He had his student assistants collect information from staff so he could configure the new virtual machines to exactly match staff needs. He put in long hours so that customized databases would work in the new environment. This proved to be a very difficult task and he was quite pleased with his work. Twice OpenRange experienced page 387 momentary power shortages at their server facility, which disrupted work at the institute. Garth was happy to report that OpenRange was breaking ground on an alternative server system in Ukraine. When the institute conducted a retrospective (project review) on the Blue Sky project, some still questioned the choice of OpenRange as a cloud service provider but praised Tom’s work on helping the staff make the transition. Despite the criticism over the choice of OpenRange, Garth felt good about the project. The system was up and running and the staff was beginning to enjoy the flexibility it provided. Besides, the institute would achieve real savings from the new system. Soon after the retrospective, Garth was surprised when Ahmet walked into his office and closed the door. Ahmet began by thanking Garth for his work on the project. He then cleared his throat and said, “You know, Garth, one of the consequences of Blue Sky is reducing our IT staff. Grant Hill is needed for the data library project. So it comes down to you or Tom. Frankly, there is general agreement among the associate directors that Tom is essential to the institute. I know this might come as a surprise to you, and before I make a decision I want to give you a chance to change my mind.” 1. If you were Garth, how would you respond to the director? 2. What mistakes did Garth make? 3. What are the lessons to be learned from this case? * Prepared by Erik Larson and V. T. Raja, senior instructor at the College of Business, Oregon State University. Case 10.2 Tom Bray Tom Bray was mulling over today’s work schedule as he looked across the bay at the storm that was rolling in. It was the second official day of the Pegasus project and now the real work was about to begin. Pegasus was a two-month renovation project for AtlantiCorp, a major financial institution headquartered in Boston, Massachusetts. Tom’s group was responsible for installing the furniture and equipment in the newly renovated Accounts Receivable Department on the third floor. The Pegasus project was a dedicated project team formed out of AtlantiCorp’s Facilities Department, with Tom as the project lead. Tom was excited because this was his first major league project and he was looking forward to practicing a new management style—management by wandering around (MBWA). He had been exposed to MBWA in a business class in college, but it wasn’t until he attended an AtlantiCorp leadership training seminar that he decided to change how he managed people. The trainer was a devout MBWA champion (“You can’t manage people from a computer!”). Furthermore, the testimonies from his peers reinforced the difference that MBWA can make when it comes to working on projects. Tom had joined the facilities group at AtlantiCorp five years earlier after working for Electronic Data Systems for six years. He quickly demonstrated technical competencies and good work habits. He was encouraged to take all the internal project management workshops offered by AtlantiCorp. On his last two  Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.