Bad Things

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What is a good organization? We could define a good organization as one that strives to meet the aspirations of its stakeholders (employees, customers, shareholders, and the communities of which it is a part of).

A good number of us believe we work for good organizations. Also, we believe we are doing good things for the stakeholders. Yet frequently, our newspapers are full of stories about organizations that are getting themselves in trouble. Their reputations are damaged and their employees are embarrassed and their morale suffers.

Why bad things happen to good organizations A view from the Human Resources Department?

There are unlimited numbers of reasons why bad things happen to good organizations. One important reason is not having a Human Resources Department which is a strategic partner. For the HR Department to be a strategic partner it needs to help the organization attract, retain and develop a premier and diverse workforce; provide a safe work environment and reduce the risk of liability; anticipate trends and provide strategic solutions and comply with federal, state and local regulations. Failure to do so will increase the likelihood bad things will happen to the organization.

Attract, retain and develop a premier and diverse workforce

To be able attract, retain and develop a premier and diverse workforce, organizations need to create a work environment that is open to communication, provides fair treatment, identifies workers needs, provide a sense of ownership, is interesting and exiting, makes available the opportunity for growth, etc. One way to supports employees work and non-work activities is by implementing "work/life" balance programs.

"Work/life" balance programs support diversity and are effective recruitment and retention tools. Building a diverse workforce rests on an employer's ability to attract and retain female and minority employees who may not be able to work without flexible scheduling or benefit programs designed to help them meet personal needs and family responsibilities

Two examples of "work/life" balance programs are flexible work schedule, which allows an employee to determine his or her own schedule within the limits set by the organization and compressed work schedule in which the biweekly basic work requirement is scheduled by the organization for less than 10 workdays.

Managers need to ensure that employees have the necessary skills to perform current and future jobs. Because of new technology and the continued search for productivity, quality and effectiveness many organizations are redesigning work so that is performed more efficiently. As a result management and employees need to develop new skills to be successful in the technologically advanced environment. To achieve this objective the organization needs to maintained a well trained workforce.

By recruiting from within, an organization rewards employees for past performances and sends a signal to other employees that their future efforts will payoff, while capitalizing on previous investments made in recruiting, selecting, developing, and training its current employees

Until organizations build a supportive organization-wide culture that identifies and understands workers needs, the talent pool will most certainly remain underutilized and diversity may be difficult to achieve

Provide a safe work environment and reduce the risk of liability

There are a large number of lawsuits challenging the employer's safe work environment practices. Per David Ray (000), there are four general causes of action employers are exposed to negligent hiring, negligent retention, failure to warn and failure to document behavior.

The organization could be guilty of negligent hiring when a plaintiff suffered damages caused by an employee in connection with his or her employment. The plaintiff must prove that the employee was unfit and that the employer knew or should have known that the employee was unfit. The most common employer mistake that leads to liability for negligent hiring is the failure to adequately investigate the background of an applicant when hiring certain types of employees.

In a negligent retention situation, an employer may have conducted proper pre-employment screening but then failed to take action when the employee later engages in improper behavior. In this situation, the employer becomes aware after the hiring that the employee is potentially dangerous but retains the employee anyway. In this type of situation, the organization will minimize the risk of liability if it took reasonable action once it became aware of the danger.

An employer has a duty to warn those in danger once the organization has been put on notice that the possibility for risk exist. But it is most critical when the risk would not be evident without a warning. Courts have held that an employer may even have a duty of care after the termination of a dangerous employee.

Failure to document behavior usually arises from a supervisors reluctance to document poor performance. Often the natural human reaction of any supervisor is to disregard a risk in the hope it will go away.

The organization should develop sound background-checking policies, human resources management practices, and related training for all employees that could reduce both the workplace violence and minimizes liability.

Anticipate trends and provide strategic solutions

An organization will be more efficient if it can prevent the need for layoffs or panic hiring. By having a workforce plan, the Human Resource Department will be able to manage shortages and surpluses. By understanding business cycles and tending to talent development and current talent inventories, HR can be proactive and act, instead of just react to surprises.

"Workforce planning is a systematic, fully integrated organizational process that involves proactively planning ahead to avoid talent surpluses or shortages. It is based on the premise that a company can be staffed more efficiently if it forecasts its talent needs as well as the actual supply of talent that is or will be available". (Sullivan J.)

Per David E. Ripley (15), work-force planning involves two important activities. One is the development and analysis of data that identify the organization's HR needs. This will include such data as future gaps and surpluses in the work force, diversity statistics, population demographics, health and safety statistics, turnover rates and causes, and employee-opinion survey results. The organizations mission, values, strategic goals and business objectives must also be considered, as should federal and state laws and regulations.

The other important activity is developing responses to the identified HR needs. These responses may be action plans (such as recruiting or training plans). Responses normally include both organization-wide activities and programs intended to deal with the specific needs of various organizational units.

Per John Sullivan (00), the most common components of a workforce plan are forecasting and assessment, succession planning, leadership development, recruiting, retention, redeployment, contingent workforce, potential retirements, performance management, career path, internal placement, environmental forecast, identifying job and competency needs and metrics.

One significant impact of workforce planning in an organization is the substantial reduction of surprises. By having the capability to rapidly figure out positions that are vacant do to turnovers and provide timely talent replacement the organization's production or services should not be significantly affected. Employees should be continually groomed for new opportunities that fit their career interests and capabilities. These employees should transition without difficulty and rapidly to the new opportunities. Work-force planning will allow the organization to develop the capability to reduce labor costs without the need for large layoffs of permanent employees.

Comply with federal, state and local regulations

The legal environment for HR management is quite comprehensive. The HR professional needs to be aware and understand the implications to the organization created by federal, state and local regulations. Some of the regulations include Family and Medical Leave Act, Fair Labor Standards Act, Child Labor Requirements in Nonagricultural Occupations under the Fair Labor Standards Act, Employee Retirement Income Security Act (ERISA), Occupational Safety and Health Act (OSHA), American with Disabilities (ADA) and Equal Employment Opportunity (EEO) regulation. Also, organizations need to keep in mind that for every federal regulation there is also its state-law counterpart, which in some case is more restrictive than the federal regulation.

HR management is greatly affected by the broad coverage of Equal Employment Opportunity (EEO) regulation. The EEO provides workers protection from discrimination based on race, color, creed or age. With an increasing number of age discrimination suits, organizations need to develop sensitivity to age issues and policy specific to older employees.

For example, organizations must ensure that pre-employment interview questions do not seek information other than that which is essential to evaluation of an applicants qualifications for employment. It is, therefore, in an employers own self-interest to carefully review all procedures used in screening applicants for employment.

Employee benefit plans that are regulated by the Employee Retirement Income Security Act (ERISA) require special attention. Organizations must be prepared to provide resources that not only offer such plans but also manage those employee benefit plans. Failure to do so will lead to subsequent lawsuits by employees challenging plans that are out of compliance with ERISA disclosure, reporting and fiduciary standards

Per Rob Gilmore (00), some of the biggest employee-related mistakes employers make these days include failing to establish an effective sexual harassment policy, failing to pay overtime to nonexempt employees, failing to complete I- forms for new employees, failing to take and document disciplinary actions, failing to quickly discharge poor performers, failure to ensure that laying off a group of employees has no disparate impact on any protected group, failing to get a signed release from a terminated employee, conditioning employment offers on medical exams and failing to retain labor and employment counsel to avoid making the first eight mistakes.

Conclusion

To minimize the risk of bad things happening to "good" organizations, HR management should be more than maintaining personal functions. It should be an evolutionary process which combines the human resources functions, policies and strategies, with the organizations strategies and takes into consideration all stakeholders (employees, customers, shareholders, and the communities of which it is a part). For the Human Resources Department to be a strategic partner it should be able to match up the abilities and desires of the employee with the needs of the business so that the corporate objectives can be met. Organizations need to have proactive policies to attract and retain the right type of people and in this ever changing and uncertain economic climate the management of employees takes on an even greater role. For the HR Department to have a positive impact upon the organization strategies HR policies should address a number of factors such as; the economic climate, government legislation, trade unions, competitors, clients and employees.

References

Carabetta J. (000). Legal Links to the HR Generalist. Workforce, http//www.workforce.com

Gilmore R. (00). Employer's Biggest Legal Mistakes. Workforce,

http//www.workforce.com

Hansen F. (00). Truths and Myths of Work/Life Balance. Workforce, 1, 4-.

Kroll, Jules B. (16). Why do bad things happen to good companies? Directorship, , 6, -1.

Ray, David L. (000). When Bad Things Happened to Good Businesses. Security Management, 44, 10, 1-4.

Ripley David E. (15). How to Determine Future Workforce Needs? Personnel Journal, 74, 1, 8-8.

Sullivan, J. (00). Why You Need Workforce Planning? Workforce, 11, 46-50.

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L'OREAL NEDERLAND B.V.

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The skin care market was the second largest sector of the Dutch cosmetics and toiletries market with volume and dollar sales growing quickly. Market research concluded the buying intentions for the product were high. Adding to these intentions are demographics. In the late 180's 40 percent of the Dutch population was under 5 years old. Since consumers in this age group are the largest users of cosmetics and toiletries this offered a promising market. The fact that women working outside the home in the Netherlands were increasing at a fast pace adds to greater self-confidence and independence increasing demand for such products. With disposable income available, more women would use that to purchase cosmetics for use on a daily basis. Despite the rising incomes, Dutch women still shopped for value; therefore mid-price cosmetics was a promising market.

Cons

Since consumers tend to be loyal to current brands getting consumers to switch brands might be difficult. Self-concept is often linked with a brand image and this increased the resistance to switching brands. Dutch consumers had little awareness or knowledge of Garnier. Also, Dutch woman typically purchased facial creams about twice a year. Product research indicated that without pricing knowledge intentions were low. There are also numerous competitors able to quickly develop a competing product before a test market was even complete. Higher advertising spending may be required to develop brand awareness and, ideally, brand preference. Additionally, in an established market such as the Netherlands, any new product line introduction had to be financed by current operations in that country.

. Develop the Pros and Cons for the introduction of Belle Couleur.

Pros

Most Dutch women that colored their hair used permanent hair coloring products such as Belle Couleur. None of the current products had a clear advertising position statement describing customer benefits. Belle Couleur could be positioned as "covering gray with natural colors." Hair colorants are also used as a fashion statement, increasing market share even further. L'Oreal already had a positive brand image. By introducing two products at once, Garnier would have a chance to develop a strong brand image without utilizing much shelf space.

Cons

The growing trend was toward semi-permanent hair color. Hair salons were an indirect threat in the hair coloring market. Exact numbers and trends were not known but it was projected that since the number of women working outside the home was increasing, a growing market for home coloring was increasing as well. Consumers perceived home hair color as technically difficult and risky to use, and therefore avoided impulse purchases of home hair coloring. In product testing, buying intentions declined once the price was revealed. Saving on the shelf space meant the company was only able to introduce a limited number of colors, and many Dutch women preferred light colors to the darker colors that's sold well in France.

. If Synergie were to be introduced, what would be your recommendations for the Marketing mix?

Synergie was a line of facial skin care products that consisted of moisturizing cream, anti-aging day cream, anti-wrinkle cream, cleansing milk, mask and cleansing gel. The current trend in the industry was to stretch the lines by adding specific products targeted at skin types. Almost 50% of the 5 million Dutch women between the ages of 15 and 65 used traditional skin care products. L'Oreal had already been successful in the mid-range market, proving a viable market. Sleek packaging would help to distinguish the line as innovative. Free samples would be an incentive for women to try the new products. Promotions in drug store would help capture the target market.

Advertising in women's magazines (possibly with coupons) and commercials placed during popular women's television would also help to promote a clear message.

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Tooo

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As a high volume/low mix manufacturer, our production scheduling was not complex, but without empowered quality leaders the president and the general manager had to spend a great deal of time running around and trying to keep the situation under control. During the first half of 1 there had been several episodes of bad production scheduling so extreme that some departments had to be laid off for a few days to re-balance the flow of wood. To solve this problem, we posted in Production two large white erasable boards with the list of all the machines in the Shaping and Turning Departments. Once orders were received, management posted on the boards the handle model to be manufactured by each machine, and the quantity needed. The two department leaders had a column where they entered daily the total quantity manufactured by model. There was room for entering data for future jobs as well.

The wood team was composed of leaders from the Planing/Sanding, Cutting, Shaping and Turning Departments. In the late afternoon, the Cutting Department leader went to visit the leaders of the Shaping and Turning Departments. Together, they calculated what wood was needed for the next two days, and how much of it was already cut. The leader of the Cutting Department completed the calculations, and issued his request for the needed wood to the leader of the Planing/Sanding Department (on another erasable board). This last leader notified the management when he was getting short on lumber.

As soon as this independent empowered team began operating, the production scheduling problem disappeared. Amazingly, poorly educated and English speaking supervisors were

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Fish

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glory of the riches of mankind in the deppest depths of the oceans of madness expressed in my unconditioned mind filled with plagues of obsession with the ever impressing gladness and joy of the next day

help to the unwitering zygote in its biological prison how can we save ourselves from this ever growing repressed desire to reach a glory which is unobtainable to us meer mortals of a falling empire in a destructive world.

Sanctity of life lost amongst the prentious world of art and the hate filled world of media and politics the only way out is isolation and ignorance which leads us further into a selfish and material driven world.

A hold on the mind so strong that it becomes it how can I escape when it has become me. i fear it yet rely on it it is my stability, my rock in an unstable world. the only certainty is death my is madness. Fear and anger breeds in the mind by wonder breeds mine, I wish to leave this country now and leave my obsession here but what is life...one big obsession so how can I escape....only with distraction of hope for a better day.

Pressure mounting upon the collosal pile of revision been driven like a charioteer along in the rush with no time to stop and stare. when will the rush end it wont from uni to job to marriage to divorce to depression to death. THE ANSWER IS TO LIVE EACH DAY AS YOUR LAST THIS IS YOUR LIFE SO LIVE IT DO SOMETHING NEW EVERYDAY, THINK OF THE HARDEST THING TO DO OR THE SCARIEST AND DO IT. ITS TIME TO RIDE NIGGER SO GRAB YOUR BULLET PROOF VESTS COS ITS GONNA BE A ROUGH RIDE AHEAD.

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Negotiation

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In the negotiation "Movie Man", we were provided with a listing of specific point values for different alternatives at issue between the producer and the director. I felt that using this point system was very helpful in preparing my strategy and gauging the success of my negotiation; however, it also introduced additional complication in the process which is why I have chosen to analyze this particular case. The results of the negotiation were as follows John B. (the producer) received 4,500 points while I (the director) received 4,800 points. While the outcome was clearly well balanced, the total amount of points for both sides, the size of the pie, was less than optimal. Upon reflection of the strategies and tactics used in the negotiation, it's apparent that both John and I were set upon finding an integrative solution though somewhere we lost sight of that end goal.

One issue that plagued me in my first negotiation was not carefully identifying which issues were most important to me. I did not normalize the different benefits available to me (time, money, hassle) and could not properly value the concessions I had made to my counterpart or the offers he had made to me. This led to a no-deal outcome which was clearly sub-optimal given that there was a fair range of pricing that we both would have been comfortable with. In "Movie Man", I carefully prepared using the point values and made a separate table indicating the tradeoffs as you move up and down the different scales provided. This allowed me to figure out where I could get the most bang for the buck by moving one increment up or down the scale. I also made sure to identify issues which carried the most weight, by virtue of points, and wrote down qualitative reasons to justify my list of demands. My additional preparation paid dividends during the more distributive areas of the negotiation.

The initial issues that John and I chose to discuss were ones that both of us knew did not carry significant weight for either party. I believe that we both wanted to try and gain some momentum and establish trust prior to discussing the more contentious issues. In addition, both of us lead off the discussion by indicating how important it was that we work together and highlighting the potential for a mutually beneficial agreement. While this sounded great, as soon as we began discussing any points, I found myself falling into a distributive mindset. Instead of indicating the choices that were important to me, I talked about the less beneficial options, not in a positive or negative light, and tried to feel John out. When we eventually agreed upon the mutually beneficial outcomes, it felt unclear that either of us was satisfied. Had either of us been more forthright about our motives, I think we could have left this stage feeling more positive and with a higher level of trust for each other.

The next step in the negotiation was a gradual move towards more important issues. Unfortunately, the tactic that I took here was to look at groups of related points and negotiate within the scope of those three or four points. Even though John and I were trying very hard to be integrative, narrowing the proposals to three or four points made it difficult to expand the pie. John was the first one to toss out the idea of incorporating unrelated issues; however, it appeared to be a little too late. Time pressure made it difficult to work out a larger package deal so we continued to look at points one at a time.

This was a huge mistake in terms of finding the win-win solution. Neither of us had the

flexibility to make the right concessions given the limited packages on the table. In addition, I was unable to understand at any given point how I was doing relative to my aspiration point. I had listed a total number of 500 points as a goal; however, because we were negotiating issue by issue it was difficult to track my progress.

Improved and prolonged communication before initiating any offers would have contributed significantly towards a more integrative solution. It was really difficult to figure out when John was making a large concession. I also could not tell how a high priority issue for him compared with other high priority issues. Because these were areas where we could have made non-specific compensation, it would have been valuable to understand which was the most important. In particular, we did a poor job in negotiating the financial issues because I did not understand the magnitude of the benefit he would receive if I conceded to some of his demands.

A final area where the negotiation could have been improved was keeping some flexibility for renegotiation. Neither of us presented the idea of returning to already agreed upon points and attempting a post-settlement settlement. I was not particularly pleased with our first outcome, but time constraints made it difficult to revisit past issues. In the future, I would make sure to leave this option available in the case that I made some similar mistakes to the ones noted here.

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Tittle

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Fredrick Jackson Turner writes in his essay, "The Frontier", about what he believes has formed the American history and mentality. He argues that the frontier was the most important factor in the shaping of America, in spite of what many other people say That European influence was the most important factor.

His essay begins with a quote that tells that the frontier existed until 1880. Afterwards he concludes that the end of the frontier was also the closing of a great historic movement for America this is what he substantiates in the rest of his essay.

It is, according to Fredrick Jackson Turner, the peculiarity of American institutions that they where forced to adapt themselves to new condition, whenever the civilisation moved westwards and changed more wilderness into farmland and cities. This continuing change in conditions and constantly having to adapt to these new conditions turned into the shaping of the American history and way of living. People always had to change new areas with primitive political and economic conditions into a more civilised system always starting over from scratch.

Corresponding to this you could argue that all peoples and nations show some kind of equal development, why should this be a special thing in America? Fredrick Jackson Turner argues against this with that fact that people in America had the possibilities of just expanding the inhabited areas if any other nations did this they would meet the people from another nation and they would have to conquer these, before they could make new settlements.

So America had the possibilities of developing in an almost unlimited area this was unique.

As an argument to why the European influence isn't so important he says that when the Europeans came to America they settled down in an area with very primitive conditions and they had to live on the basis of nature. He uses a linguistically picture to illustrate this "The wilderness masters the colonist. It finds him a European in dress, industries, tools modes

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What is a Manager

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A manager is someone who makes sure the job gets done by helping the other workers do it. They try their best to get the whole "team" involved, so there is no formal authority or rank. But, even though there is a de-emphasis on being the boss, managers have different functions and skills then a normal, non-management worker, they need to posses.

The functions of a manager, as described by Henri Fayal, are Planning, Organization, Starting, Leading, and Controlling. In order to be a productive manager, you need to have good decision making to plan what is going to be done, how to do it, and when to do it. You also have to know how to organize the structure of roles for people to fill. Managers also have to start the job, leading the workers in what they have to do, controlling what they are doing. They have to learn how to do this all with respect towards their workers. A manager can learn these functions but is he or she isn't fair and treats his or her workers right, he or she isn't doing their job.

Aside from a manager having specific, and different, functions they have to posses special skills to their job. There are five key skills that managers need to be effective; technical, interpersonal, conceptual, diagnostic, and political skills. Technical skill involves knowing how to do a specific activity that involves methods, processes, procedures or techniques that is needed for his or her specific job. Interpersonal skill are skills that help a manager get along with his or her worker, this includes communication skills. Conceptual skill is the ability to see how each part of the company works and how they can work together, as a whole, to get the job done. Diagnostic skill puts all the skills together to solve the problems they diagnose. Last, political skill is the ability to keep the managerial position by establishing connections and impressing these people. Managers work their way up to possessing these five key skills, and once they know them, they can become an effective teachers.

These functions and skills are needed to become effective managers. Once they are learned, and mastered, a person is on their way to becoming a manager. It is not easy, and takes much time and practice to learn these things. The one thing a person needs to remember when becoming a manager is; you are not the boss, you are a team leader.

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