Write a 1,200- to 1,400-word paper, one not using question-and-answer format, discussing an organization’s code of ethics in detail.

Write a 1,200- to 1,400-word paper, one not using question-and-answer format, discussing an organization’s code of ethics in detail. Perform the following steps: Obtain a copy of your employer’s code of ethics or find an example on the Internet from a major corporation, such as Shell Oil Company’s Statement of Ethics. This is the document upon which to base your inquiry. Write a general information paragraph on the company, including its mission statement. Determine the type of ethical system used by the firm and reasons or examples upon which you based your decisions. Ethical systems include ends-driven, relativistic, entitlement, and duty-driven (legal or religious) ethics. Identify and discuss how the code of ethics is used. Include several paragraphs on each use: one for employees, one for management, one for the board of directors, and so forth. Some of this information comes from the company’s code of ethics. Others may be available through an Internet search. Consider the following: Why it is used—the general or special circumstances How it is used When it is used Note. You may not be able to find all the information. In that case, state this fact and indicate which sources were examined with no results. Why might the organization need to modify their existing code of ethics? Consider how you might modify the code if you were the new CEO and how you would implement the changes. What possible reactions to the code are to be expected from employees and managers? What effects does the organizational culture have on the acceptance of the code? What is the effect of the code on the organization? Summarize the results of your systematic analysis or inquiry into the code of ethics of this organization.

 

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The article citation and persistent link. These are provided above for you to paste into the assignment and are not included in the total word count.

Use the following information directions:

A. Provide an annotated bibliography (750-1,000 words total) of the articles attached in APA format. Including the following for each article:

  1. The article citation and persistent link. These are provided above for you to paste into the assignment and are not included in the total word count.
  2. A written summary of the key concept(s) of the article. Why was the study done? What was the population studied? What did the researcher(s) conclude? What other information about this study do you believe is unique or important to recall? Are there specific statements made by the author that you wish to retain?
  3. Each summary should consist of 150-250 words.

B.Provide an outline that explain and synthesize the attached articles. The paper will require identification of themes common to the articles as well as a statement of the conclusions that can be drawn when the articles are taken together as a single entity.

** Please see attached articles. Please do not submit the response to me late as I will not respond. Please provide a complete response (complete outline and annotated bibliography)**

 

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Discuss lessons from W.L. Gore should not be applied to work groups, such as project teams, virtual teams, and contractual and contingent workforces?

Discuss lessons from W.L. Gore should not be applied to work groups, such as project teams, virtual teams, and contractual and contingent workforces?

W.L. Gore and Associates (W.L. Gore) is a successful company that uses non-traditional management processes, leadership concepts, organizational structure, and organizational design.

Describe how W.L. Gore operates in terms of management, leadership, organizational structure, and organizational design.

What lessons from W.L. Gore could be applied to work groups, such as project teams, virtual teams, and contractual and contingent workforces?

What lessons from W.L. Gore should not be applied to work groups, such as project teams, virtual teams, and contractual and contingent workforces?

To support this assignment, use at least three credible research references. At least two of these references must be outside materials not found in the course readings.

Your paper should be 3-4 pages in length and conform to the APA.

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Describe how W.L. Gore operates in terms of management, leadership, organizational structure, and organizational design.

Describe how W.L. Gore operates in terms of management, leadership, organizational structure, and organizational design.

W.L. Gore and Associates (W.L. Gore) is a successful company that uses non-traditional management processes, leadership concepts, organizational structure, and organizational design.

Describe how W.L. Gore operates in terms of management, leadership, organizational structure, and organizational design.

What lessons from W.L. Gore could be applied to work groups, such as project teams, virtual teams, and contractual and contingent workforces?

What lessons from W.L. Gore should not be applied to work groups, such as project teams, virtual teams, and contractual and contingent workforces?

To support this assignment, use at least three credible research references. At least two of these references must be outside materials not found in the course readings.

Your paper should be 3-4 pages in length and conform to the APA.

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Sociology homework Assignment

Sociology homework Assignment

Sample 1:

The film “Tough Guise 2,” started out talking about the relationship between violence in real life and the violence in video games? Is there a connection? Does this affect different genders? Men are the biggest gender pool when it comes to video games and violence in real life, and the fact that violence is a men’s issue is extremely backed up by statistics. While men are the main gender within violence, the media always finds a way to gender neutralize it. They will use terms such as, “shooter” and “killer” rather than “he” or “the man.” Another interesting point is that the person, or rather thing, being blamed is the parents, media, gun, mental health, etc… and not the person who committed the crime. The media has also given men excuses when it comes to violence, because the old saying in the book is “boys will be boys.” However, all of these responses to male violence are extremely frustrating because it’s giving males an excuse… When in reality, women are exposed to all of the same experiences that men are, yet rarely are the ones committing these crimes. When women stand up against violence, it often becomes a women’s issue and not a men’s issue. Another common media trick is when women violence is referred to as “girl fights.” This is interesting considering any male related violence would just be referred to as a “fight.”

Sample 2:

My idea of socially responsible gender representation is showing characters of genders and sexual orientation equally, while also, breaking barriers of gender stereotypes. For instance, men don’t have to be violent or hide emotion and females don’t have to be overly emotional and be into hair, makeup or nails. I think showing genders in all lights and with all different personalities and interests is imperative to media culture. This being said, in Tough Guise 2, men were made to be interested in violence, weapons, explosives, etc. It shows how men are made to feel not masculine without these interests. That culture is dangerous.

In the show “Friends”, while it was made a couple of years ago, there were still glimpses of gender being responsibly shown in the media. One of the characters Ross, is a more emotional and sensitive character, and for a male role, I do not think this type of characterization is shown enough. This is a very light hearted show, however, the male characters are portrayed in a softer and more realistic light than many other shows I have watched.

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Discussion On GENDER AND DIVERSITY IN MEDIA

Discussion On GENDER AND DIVERSITY IN MEDIA

Gender and Sexual Orientation representation and reception are complex- Consider MISS Representation (2011) and Tough Guise 2: Violence, Manhood and American Culture (2013) and ideas from Ng (2008) and Garretson (2014) research. Describe your idea of socially responsible gender and sexual orientation representation in media and give one example you know from any media format. Explain how human truth and responsible media representation was demonstrated by the creators of the work; writers, actors, directors or other voices in the creative work.

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Trajectories Of Performance Improvement Sustaining Vs. Disruptive Innovation

Trajectories Of Performance Improvement Sustaining Vs. Disruptive Innovation

MET AD 741: The Innovation Process: Developing New Products and Services

Instructor: Dr. Barry Unger

E-mail: unger@bu.edu

Session 4 (rev 9-26-2018)

Disruptive Tech and Approaches vs Value Networks and Financial Realities (Continued).

Addressing The Market And Industry Challenges Of Newness: Making Early Targeted Sales To Demonstrate Value And Create Credibility & Momentum For Expansion.

Moore’s Concept Of Being A “Whole Product” As A Way To “Cross The Chasm.”

Slide 1 of 28

1

Review of Class 3 Types of Innovation and Their Organizational and Business Challenges

Trajectories Of Performance Improvement

Sustaining Vs. Disruptive Innovation

Value Networks and Their Impact

Kittyhawk Case

Slide 2 of 28

Review question:

*Give two examples of sustaining innovation and two examples of disruptive innovation

*Define “value networks” and describe one positive and one negative impact they can have (refer to specific businesses if you like)

2

Next Session (# 5) – Timeliness and Competitive Factors Facing Innovation

THEME: UNDERSTANDING THAT MARKET NEEDS EVOLVE AND USING THIS IN MAKING PRODUCT DECISIONS. “SHIFTING BASIS OF COMPETITION”, “WHAT JOB WAS YOUR PRODUCT HIRED FOR,”, “PRODUCT EXPLORATION SPACE.”

Christensen Module 2 in BB (Note: this includes three smaller articles in one pdf file). (includes Frameworks Of “Jobs To Be Done”, “Product Exploration Space”, “Discovering What Has Been Discovered”, and “Discovery Driven Planning” that are valuable in creating new products and improving existing products).

Adams Ch. 9 (in BB) from “A Good Hard Kick ..” “Big companies need to act more like startups”

CASE: Eli Lilly case (Harvard coursepack) – What went wrong, why, and what they should do in future? How do concepts of “Shifting Basis of Competition” (new reading), “Value Networks” (previous readings), and resistance to changing business models (previous Kaplan Ch. 3) explain what happened? Do you think Eli Lilly was getting “netflixed?” How would Adams recommend Eli Lilly should act ?

INDIVIDUAL PAPER DUE (ON ELI LILLY CASE – 20% OF GRADE . 750 WORDS MINIMUM, 1250 WORDS MAXIMUM. IMPORTANT TO FOLLOW THE INSTRUCTIONS &“GUIDELINES & CHECKLIST FOR CASE ANALYSIS DOCUMENTS “ IN BB GENERAL FOLDER .

Slide 3 of 28

Class 4 (Today) : Agenda

Slide 4 of 28

CONCEPTS OF TODAY’S CLASS:

Avoiding Tragedies Like Kodak, And Correctly Dealing With The Many Challenges Of Disruptive Technologies And Service Models.

More than just internal organizational politics: The Market Challenges Of Innovation Are Equally Daunting.

Classic ‘Product Life Cycle” Vs The Innovator’s Reality. The “Whole Product” As Necessary For Pragmatists, The Importance Of Creating A Cycle Of Credibility And Momentum. – Targeting Early Market Segments And Applications. : The Art Of Picking & Establishing “Beachheads”.

KODAK & FUJI MINI-CASE

BIG STRATEGIC LESSONS FOR THE FUTURE:

Denning Book review of McGrath – What is the big lesson?

Kaplan, Ch. 3, “Why Organizations Fail at Business Model Innovation” – a list of whiny excuses. What is the big lesson?

GETTING EARLY SALES:

Moore: Crossing the Chasm —and Beyond (BB).

Kawasaki, Ch. 4 – Break Down The Barriers (BB);

Adams, Chapter 2. – “You Don’t Know Your Customer…”;

COLOR KINETICS VIDEO (IF ENOUGH TIME).

KODAK– WHAT HAPPENED? WHAT COULD HAVE BEEN DONE? WHAT CAN WE LEARN FROM FUJI AND RITA MCGRATH? From Steve Sasson (https :// www.huffingtonpost.com /2013/05/21/digital-camera-inventor-kodak-bankruptcy_n_3315622.html )

Slide 5 of 28

How organizational pride, not recognizing the importance of disruptive technology, and attachment to the business model/ business definition of Kodak’s past successes led it to being “a day late and a dollar short” on the opportunity of digital photography

Slide 6 of 28

THIS IS ABOUT STARTING TO MAKE REAL SALES.

Enable test driving

It forces you to make the product easy to use

Low price, price barrier is removed

Sidestep the distribution channel

Money back guarantee is a test drive when creating a sample is impossible

Create sense of ownership (psychological bond to the product)

Make “Matterhorn out of mountains” (shock people into recognizing the potential impact of your product) reduce the ignorance and inertia barrier

Glom on to a “bandwagon” (key is to find bandwagon, that are irresistible concepts)

Focus on a subset of customers

Create a subset of customers

Kawasaki (Chapter 4)

Break Down the Barriers

Slide 7 of 28

New products or services based on radical innovations in technology and business models are considered especially valuable because they provide opportunities for differentiation with especially big margins and profits.

However, they often have issues finding their first customers.

KEY POINTS:

Innovation and New Product Development (and even startup funding!!) have changed from traditional “product life cycle” to focus on “crossing the chasm”

Understanding and utilizing “disruptive innovations”, and finding appropriate early applications

Crossing The Chasm Today

Traditionally Marketing People Thought Of A “Product Life Cycle” (Stolen From Sociology Studies of Dissemination)

Slide 8 of 28

Slide 9 of 28

Introduction

Getting the product or service into the marketplace – building familiarity – getting noticed

Growth

Gradual acceptance by potential and actual customers (make money and profits!)

Maturity

Acceptance – (make lots of money and profits!).

Decline (and gradually lessening profits).

Why should it follow this pattern?

Elements of The “In Your Dreams” Product Life Cycle

9

Innovators

Technology

Enthusiasts

Early

Adopters

Visionaries

Early

Majority

Pragmatists

Late

Majority

Conservatives

Laggards

Skeptics

But Moore Saw A Different Reality For Innovation!

Chasm between

early and mainstream

markets

2.5%

13.5%

34%

34%

16%

Slide 10 of 28

The True Segments In Moore’s Reality.

Innovators

Techies, have influence not money, every family has one

Early Adopters – Visionaries

First to bring real money to the table, help publicize

Early Majority – Pragmatists

Make the bulk of technology/ innovation purchases, adopt when there’s a proven record (“CYA”).

Late Majority – Conservatives

Price sensitive, skeptical, demanding

Laggards – Skeptic

Sell around them!

Slide 11 of 28

The Chasm

Moore suggests that getting to the place where you make the big profits involves crossing a ‘Chasm’- especially with ‘tech’ products

Tech Enthusiasts and Visionaries will go with a new product

Pragmatists need more convincing

A BIG DISCONNECT! Getting to the mainstream volume markets is therefore challenging

A PAINFUL PLACE TO BE: Early market interest declining but the mainstream market is not comfortable with maturity of the product.

Slide 12 of 28

Slide 13 of 28

A HUGE GAP IN PERSPECTIVES!

Early Adopters – Visionaries motivated by opportunity and what is possible)

Early Majority – Pragmatists motivated by present problems and immediately available full solutions)

Different perspectives on price, completeness of solution, ease of use

Receptiveness vs. delay and doubting

Very difficult to bridge this gap (from requirements of visionaries to those of pragmatists): Each application or vertical market segment has different sets of required features, usage scenario, sales channels, and so forth, difficult to know in advance.

OFTEN CAUSES PRODUCT INTRODUCTIONS TO UNEXPECTEDLY STALL, AND COMPANIES TO HIT FINANCIAL PROBLEMS

Slide 14 of 28

Moore: A “whole product” / “solution” is necessary to cross the chasm

Solution = “The minimum set of products and services necessary to ensure that the target customer will achieve his or her compelling reason to buy”

“In this light, we saw that high-tech companies were prolonging their stays in the chasm because they were unable, or unwilling, to commit to taking any particular whole product all the way through to this level of completion” – (Geoffrey Moore, 2000).  THE REASON FOR FOCUSING, FINDING TARGET NICHES, AND WINNING IN THEM.

Why the Early Stage is Critical

Dominant product design is discovered

Skill & capabilities are built

Most compelling value propositions are uncovered

Learn about customers needs and what would be a “WHOLE PRODUCT” — These are all prerequisites for success in later growth markets

Begin to start building a reference group – either get a “Cycle Of Credibility And Momentum” (Unger 1997) or start to go down.

Slide 15 of 28

Two different buyer types:

Slide 16 of 28

Early Adopters (Visionaries) Pragmatists (Early Majority)
Product: Willing To Improvise To Make A Product “Whole” For Themselves Must Have What They Consider To Be A WHOLE PRODUCT (At Least For Their Application Or Niche) Tuned To Their Specific Needs, And Not Requiring Much Improvisation Or Extra Work On Their Part).
Brand Conservatism: More willing to try products from less known upstart companies with less industry reputation. Want To Buy From Market Leader (Or At Least ‘Recognized’ Brand), Well Accepted In Their Specific Industry. “You Never Get Fired For Buying From IBM”
Price: Relatively price insensitive Must Prove Cost/Benefit
Promotion: They’ll find you Peer Group & Influencers
Successfully Crossing the Chasm

Identify a group of ‘Pragmatist’ potential customers, and resolve their doubts

Moore talks of a ‘bowling alley’ and aiming for one pin at a time…

Attack the ‘Early majority’ as a series of ‘niches’ – and meet their expectations

Different ‘pins’

‘Snowball’ effect from adoptions

Using early ‘niches’ as evangelists Hopefully- experience a ‘Tornado’ of demand

Mass Market adoption

Slide 17 of 28

Crossing the Chasm: Critical Elements

Slide 18 of 28

Segmentation is crucial

Must have the “whole product” for targeted segments

Build a self-referencing set of users

Via a “bowling alley” strategy

Operational excellence becomes critical

“NICE TO HAVE” VS. COMPELLING

Not having the whole product (something critical to application).

Not focusing => leads to lack of “self-referencing” set of users

Slide 19 of 28

SOME CRITERIA FOR SELECTION OF INITIAL TARGETS FOR CROSSING THE CHASM

DOES APPLICATION HAVE THE RIGHT CHARACTERISTICS? (Reproduced from Moore’s Article):

“Is target customer well funded and accessible to sales force?”

“Compelling reason to buy?”

“Can we deliver a product that is whole enough for them?”

“Do we have the right competencies?”

“Can entrenched competition stop us?”

“Can we leverage small “wins” in one segment to other segments?”

Added Note – Detailed “Segmentation Analysis ” Lets You Focus On Finding The Right Target And Then Create A Full Enough Solution And Doing The Accurate “Stakeholder Analysis” Necessary For Success (“DOES EVERYONE LEAVE THE PARTY HAPPY?”)

Restating Moore’s Criteria To Reflect Present Day Priorities.

In light of the importance of getting early sales, rephrase criteria 1 of the target being “well-funded and accessible” to “Can a sale be made quickly and installed this year?” (SPEED!), or is it subject to bureaucratic slowness or other impediments to getting the deal and shipping it?” Rephrase criteria 2 of “compelling reason” to “Is It a Must Have Central To What they do?” (NEED!).

And ……… add your own “common sense” criteria to guide your analysis.

Slide 20 of 28

The Real World!

It’s never as clear as it seems – but you MUST figure it out!

Issues of Market maturity, segmentation scheme, best target segment, whole product elements

Often, internal company positioning and politics are as difficult as external market issues.

As your product moves through the various stages, your strategy must change

Geoffrey Moore’s model of what it takes may not always be specifically referred to, but it is ingrained in every high tech marketing effort

Building the strategy is one thing, executing it is another.

Slide 21 of 28

Slide 22 of 28

“CROSSING THE CHASM” EVEN MORE CHALLENGING WITH “DISRUPTIVE” AND/OR NEW-MARKET-ENABLING INNOVATIONS, AND THE SPEED WITH WHICH THEY PROPAGATE

The problems of Crossing the Chasm (you can lose a lot of precious money and momentum chasing the wrong vertical markets that are not ready or appropriate) only more difficult with fast moving rapidly improving disruptive innovations

Job #1 – Locate The Initial Market for the Disruptive Technology (Christensen, 1994).

AND TODAY’S CAUTIOUS INVESTORS NEED PRAGMATIST BUY-IN OR “VALIDATION” (EVEN A SMALL BUT REAL NICHE), AND A WELL THOUGHT OUT SALES PLAN RIGHT FROM THE BEGINNING (…IN OTHER WORDS, INNOVATIONS NEED TO START TO CROSS THE CHASM ON DAY 1)

Slide 23 of 28

“CROSSING THE CHASM” SUCCESSFULLY IS MOST CHALLENGING WITH “DISRUPTIVE” AND/OR NEW-MARKET-ENABLING INNOVATIONS, AND THE SPEED WITH WHICH THEY PROPAGATE

Disruptive innovations are based on radically new and still developing technologies (e.g. nanotechnology) or market approaches (e.g. in financial services) and have the Potential To Dramatically Change an Industry

Most such disruptive innovations however are initially too “immature” or incomplete to be competitive for the most common (or “mainstream”) applications and customer groups.

Either too expensive, too slow, too low quality (on some mainstream performance metric, too user-unfriendly to operate and install, etc. to be used in the big mainstream applications

Slide 24 of 28

CHALLENGE OF THE INNOVATOR – THE NEED TO BECOME COMMERCIAL

Success (and high stock values) requires developing scalable, profitable, sustainable business operations

Going from discoveries and “tools” to repeatable vertical market “solutions” (components, full products and systems, or even standardized services)

Becoming commercial means “Crossing The Chasm” (ref. Geoffrey Moore, 2000), an invisible “gap” in the Product Life Cycle

Going from “Early Adopters” to “Mainstream Pragmatists”

Slide 25 of 28

UNDERSTAND THE NATURE OF THE INNOVATION AND ACT ACCORDINGLY!

Determine whether the innovation is disruptive or sustaining, and its significance? For example – who supports it within the organization? Don’t just talk to your existing lead customers.

Start to Cross the Chasm: Locate early viable (funded and “highly motivated“/ desperate/ hungry/ opportunistic) “beach-head” applications/ “targets”/ “niche” markets – preferably applications that you can leverage later into other niches.

Relax the requirements for short term revenue and margins on potentially disruptive innovations.

This is what startups do and is what large companies should also do! See: “Big Companies Need To Act More Like Startups” in Rob Adams, A Good Hard Kick In The Ass: Basic Training For Entrepreneurs 2002.

Slide 26 of 28

IT PAYS TO ‘CHOOSE WISELY’ IN FINDING ‘VIABLE EARLY MARKETS’

Establish Credibility

Gently Learn the Intricacies of Vertical Markets and Industries and The Full Solutions They Require

Avoid Financial Catastrophe

VIDEO from 2002

George Mueller

Color Kinetics

WARNING: IN VIEWING THIS PLEASE REMEMBER THAT COMPANY FOUNDERS ARE TYPICALLY UPBEAT IN THEIR ASSESSMENT OF PROGRESS.

Slide 27 of 28

Color Kinetics Discussion .

Identifying and choosing the best target markets.

Think about the alternatives and then creatively apply Moore’s criteria.

Slide 28 of 28

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Case Analysis And Recommendations task

Case Analysis And Recommendations task

800 words and reference

Eli Lilly (Harvard Course Pack)

Can you apply the concepts of “shifting basis of competition” and “jobs-to-be-done” to describe the mistakes at Eli Lilly during the period covered by the case versus the success of other companies in this industry?

What other dysfunctions and features of Eli Lilly’s organizational “value network” seemed to be happening or causing it to miss important changes in its market?

How would you fix this company? How would you use the ideas in Adams (Ch. 2 and 9) and the framework of the “Product Exploration Space’ to help Eli Lilly to think bigger about new opportunities? What organizational changes would you make as well?

Please submit here your Case Analysis And Recommendations paper for the “Eli Lilly – Innovations in Diabetes” formal case in the Harvard CoursePack. Remember to use either a .doc or .docx file format (not a .pdf or other file format), and to correctly label the filename itself as shown in the syllabus, for example “ Ken-Xu-741-D2-EliLilly-Paper.docx ”. (remember to include your name or preferably nickname in the filename). Please use single spacing and neat paragraphs, so that the paper is reasonably compact and easy to ready.

See both the Syllabus and the “Guidelines & Checklist for Innovation Case Analysis Papers” document (posted in the General Folder) for general information on how to do “case analysis” assignments in this course including the format required. Note that the word limits and any further specific assignment details related to this particular case will be found in the Schedule section of the Syllabus in the listing of the assignment for the class date for which the paper is assigned. Following both the Guidelines and any specific directions in the Schedule is extremely important and impacts your grade, including the word limits as shown in the Schedule.

The Guidelines document includes format requirements and information on what kinds of things we expect you to emphasize in papers, for example breaking your paper into specific sections with headings (such as Intro and Big Point Reactions, Background, Analysis, Recommendations, Conclusions). A checklist in provided in the Guidelines to help you from making the most common mistakes.

Note that your Analysis section should constitute at least 1/3 of the paper and effectively and explicitly using course concepts and frameworks (especially those in the readings assigned for the class in which the paper is due) to “de-construct” and provide insights into the situation described in the case materials you have read.Further, your Recommendations’ section should constitute at least 1/3 of the paper, and provide extensive detailed realistic recommendations that are explicitly andtightly tied to the conceptual analysis you have done in the previous section.

Make sure you have completely checked your paper before you submit. Make sure you have carefully followed the instructions about the format such as breaking your paper into sections with headings, made your last revisions, used an identifiable filename, proof-read and spell checked and so forth, and that you have done what it expected (e.g. have you included detailed extensive recommendations that connect to your conceptual analysis?) before you submit it. Please do not keep posting and reposting. Your first submission is the only one we count. Remember that you must actually browse and attach your file, and then “Submit” the document in order for it to be sent. If you click “Save as draft” we will not get it unless and until you actually “Submit” it.

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Human Resource Management homework Assignment

Human Resource Management homework Assignment

John Smith, VP of HR at Lamp Electronics is sitting scratching his head over the conversation he had with Joe Group describing what had transpired in the finance department. Joe had been preparing the sales revenues reports for the past five years as the company is required to report to the SEC to issue public and profit forecasts. Lamp has always been high producing and has experienced a decline; hence, the share price has declined.

Joe told John that he had been instructed to use a different and more aggressive accounting method for forecasting and calculating projected sales revenue for the coming year. Joe believed that this approach could mislead the shareholders regarding actual performance. The past CFO was rather conservative in the approach; however, a new CFO, Bob, was hired earlier this year after not obtaining a promotion for a competitor. Bob was perceived as a go getter, smart, and someone to make a positive mark on the company. When Joe pointed out that the accounting practices were different than Lamp’s traditional practices, Bob, the CFO said that he was the new CFO and had a different approach. Bob proceeded to tell Joe that sales would turn around and the company is justified reporting higher expected sales revenue in the upcoming months. Bob also mentioned that Joe should want the stock to go up and do well. As Joe continued to question, Bob told him to do his job as instructed. Since then, Joe felt that Bob had become hostile towards him and that there was a change in the relationship. Despite his fears, he felt he had to go to HR for advice. HR intuitively suspected that Joe was worried about Bob finding out about meeting.

This information disturbed HR. What should HR do? What rights and protections do whistle blowers have in the workplace today? What about the hostility? Do employees have rights regarding being treated hostile in the workplace?

Case adapted from: Nkomo, S., Fottler, M., McAfee, R.B. (2005) Applications in Human Resource Management (5th ed.). Mason, OH: Southwestern.

  1. Imagine you are an HR consultant to the organization involved in this situation. The organization wants to be responsive and fair. How would you handle the staff that are upset and what would you recommend to senior leaders?

2.Identify the legal issues that are pertinent to the case.

3.What are the risks and challenges the organization faces by implementing the policy you recommend?

Must be at least 300 words in APA format.

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