HRMT620 PBL Scenario
Assignment ID Number AFFGEHU83939HD Type of Document Essay Writing Format APA/MLA/Harvard Academic Level Masters/University References/Sources 4 References
HRMT620 PBL Scenario (Problem-Based Learning)
Write 400600 words in the Discussion Board area in response to the following questions, including your views, ideas, and comments. Your classmates will use this as a starting point for future discussions. Make your points clear and concise, and offer examples to back up your points.
Additional information: John and the board of directors were briefed successfully. You and Shawn believe it helped them grasp the difficulties of properly managing global human capital and the need of recognizing human capital as a crucial component of AGC’s strategic plan. John and the board of directors showed every indication that they recognized the importance of aligning the primary global human capital goals with the global organization’s overall goals. In fact, as part of AGC’s strategic plan, they urged you to press forward with setting global human capital goals.
You’ll start by assessing the current organizational culture and leadership styles employed by each global AGC subsidiary. The corporation has a number of international subsidiaries, each with distinct cultural characteristics. Shawn believes that AGC would benefit from a more proactive and competitive company culture. Similarly, he believes that leadership development programs should emphasize leadership styles that value diversity, empowerment, and innovation.
Review the AGC scenario for this course and have a discussion with your classmates about the following:
What human capital management issues can arise, using AGC as an example, when an organization fails to recognize cultural differences at its global subsidiaries?
What impact do different leadership styles have on global organizational culture?
Describe a human capital management goal Shawn may suggest for changing AGC’s worldwide organizational culture.
Atlantis Global Corporation is a problem-based learning (PBL) scenario.
Talent management has become a crucial strategic instrument in the global economy of the twenty-first century, placing increased responsibility on the shoulders of human resources (HR) managers and senior leadership in enterprises. The ability of firms to effectively manage their worldwide personnel is what separates success from failure, competitive advantage from bankruptcy. Talent supply and demand are being influenced by rapidly changing connectivity, technological advancements, economic and commercial upheavals, ever-emerging competition, demographic shifts, and the emergence of a new generation of employees.
The hunt for a competitive edge and access to new and expanding markets has resulted in a substantial shift in organizational operations and growth patterns. Organizations are increasingly working outside of their home continents. Businesses no longer operate in silos.
A Quick Overview
Atlantis Global Corporation (AGC) is a worldwide corporation that develops, manufactures, and sells electronic circuit boards for high-definition television screens. The majority of the production operations are carried out at their overseas companies, despite the fact that the design centers are based in the United States. The electronic circuit boards are largely sold to OEMs in North and South America, Africa, and Asia/Pacific. AGC is headquartered in the Midwest of the United States and has subsidiaries in Asia, Africa, and South America, with Subsidiary A in Asia, Subsidiary B in Africa, and Subsidiary C in South America. The subsidiaries are located in industrial parks or centers in all three locations. These locations were chosen for a variety of strategic reasons, including the availability of raw materials for the company’s products, a labor force, and a fast expanding client base. It is fairly uncommon to find two or three firms competing in the same market segment and for the same labor force within industrial parks.
AGC shifted numerous important personnel to senior positions at each of its three subsidiaries as part of its worldwide human capital staffing plan. AGC assumed a cohesive culture by putting key employees from headquarters in leadership positions. The subsidiaries would be self-sustaining and profitable in two years, according to senior management. A significant amount of money, both actual and intangible, has been invested in getting the subsidiaries up and running.
AGC employs about 84,000 people, the majority of whom are highly trained and skilled in the procedures they do. Employees are thoroughly trained in each of the parent company’s and subsidiaries’ multiple operations in 36 months on average. Despite the fact that the head count at the three companies has stayed relatively consistent, a number of employees have departed the company for various reasons. Employees are hired to replace them as they go, but no one knows the exact number of employees who have departed or the reasons for their departure.
Line and middle managers at subsidiaries are worried about having the correct amount of personnel at each function or workstation. All employees must be completely taught and certified before they are permitted to work on their own, according to the operations handbook, which the line and middle managers adhere to scrupulously. Furthermore, if someone was certified before leaving the organization, he or she must be retrained and recertified if rehiredno exceptionseven if the absence was only a week. A trained and certified employee on vacation or medical leave for a month, on the other hand, is not necessary in the same way.
AGC has failed to meet its financial obligations and profits have slowed since the three subsidiaries began operating. This is starting to show up in the company’s balance sheets, and it’s hurting the company’s financial bottom line. Several other variables were disregarded when the corporation selected locations for the subsidiaries, despite the fact that the company’s structure is designed for adaptation in a fast-changing market. These include the following, but are not limited to:
Issues of intercultural communication
The host country’s political and regulatory environment, as well as the subsidiaries’
Multiculturalism and diversity
Issues with employee retention and motivation
Dissatisfaction among employees
Problems with performance
An overarching global human capital plan that considers nationals from both the home and host countries
When the end-of-year results are out in three months, AGC, which is often considered the industry leader, could lose that position. The organization is at a crossroads, and the senior leadership team is anxious. They must figure out what is going on with the company, report to the shareholders, and correct the situation.
AGC’s CEO, COO, and Chairman of the Board of Directors, John Dawson, is very concerned about the company’s future. Previous initiatives have failed to propel AGC to the top of the worldwide market. John believes he has done everything possible to optimize the company and is hesitant to modify the company’s current strategic direction. He is a risk averse person who has to be persuaded that changes to the organization are worthwhile before deciding to change course.
Shawn Williams, AGC’s freshly hired Vice President of Global Human Capital Management, is now working with John. His top aim is to assist in the diagnosis and resolution of the company’s human capital difficulties. Shawn provides a wealth of experience in managing global issues, and he is regarded as a change management specialist and a motivator. John and Shawn will meet soon to coordinate aims and chart Atlantis Global Corporation’s new strategic course.
As AGC’s new external consultant, you’ll collaborate closely with Shawn to form a cross-cultural team to address the company’s global concerns. Regarding each target and expected outcome, you will offer advice and recommendations. This is a crucial undertaking because failure could result in AGC’s demise.
QUALITY OF RESPONSE NO RESPONSE POOR / UNSATISFACTORY SATISFACTORY GOOD EXCELLENT Content (worth a maximum of 50% of the total points) Zero points: Student failed to submit the final paper. 20 points out of 50: The essay illustrates poor understanding of the relevant material by failing to address or incorrectly addressing the relevant content; failing to identify or inaccurately explaining/defining key concepts/ideas; ignoring or incorrectly explaining key points/claims and the reasoning behind them; and/or incorrectly or inappropriately using terminology; and elements of the response are lacking. 30 points out of 50: The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately. Elements of the required response may also be lacking. 40 points out of 50: The essay illustrates solid understanding of the relevant material by correctly addressing most of the relevant content; identifying and explaining most of the key concepts/ideas; using correct terminology; explaining the reasoning behind most of the key points/claims; and/or where necessary or useful, substantiating some points with accurate examples. The answer is complete. 50 points: The essay illustrates exemplary understanding of the relevant material by thoroughly and correctly addressing the relevant content; identifying and explaining all of the key concepts/ideas; using correct terminology explaining the reasoning behind key points/claims and substantiating, as necessary/useful, points with several accurate and illuminating examples. No aspects of the required answer are missing. Use of Sources (worth a maximum of 20% of the total points). Zero points: Student failed to include citations and/or references. Or the student failed to submit a final paper. 5 out 20 points: Sources are seldom cited to support statements and/or format of citations are not recognizable as APA 6th Edition format. There are major errors in the formation of the references and citations. And/or there is a major reliance on highly questionable. The Student fails to provide an adequate synthesis of research collected for the paper. 10 out 20 points: References to scholarly sources are occasionally given; many statements seem unsubstantiated. Frequent errors in APA 6th Edition format, leaving the reader confused about the source of the information. There are significant errors of the formation in the references and citations. And/or there is a significant use of highly questionable sources. 15 out 20 points: Credible Scholarly sources are used effectively support claims and are, for the most part, clear and fairly represented. APA 6th Edition is used with only a few minor errors. There are minor errors in reference and/or citations. And/or there is some use of questionable sources. 20 points: Credible scholarly sources are used to give compelling evidence to support claims and are clearly and fairly represented. APA 6th Edition format is used accurately and consistently. The student uses above the maximum required references in the development of the assignment. Grammar (worth maximum of 20% of total points) Zero points: Student failed to submit the final paper. 5 points out of 20: The paper does not communicate ideas/points clearly due to inappropriate use of terminology and vague language; thoughts and sentences are disjointed or incomprehensible; organization lacking; and/or numerous grammatical, spelling/punctuation errors 10 points out 20: The paper is often unclear and difficult to follow due to some inappropriate terminology and/or vague language; ideas may be fragmented, wandering and/or repetitive; poor organization; and/or some grammatical, spelling, punctuation errors 15 points out of 20: The paper is mostly clear as a result of appropriate use of terminology and minimal vagueness; no tangents and no repetition; fairly good organization; almost perfect grammar, spelling, punctuation, and word usage. 20 points: The paper is clear, concise, and a pleasure to read as a result of appropriate and precise use of terminology; total coherence of thoughts and presentation and logical organization; and the essay is error free. Structure of the Paper (worth 10% of total points) Zero points: Student failed to submit the final paper. 3 points out of 10: Student needs to develop better formatting skills. The paper omits significant structural elements required for and APA 6th edition paper. Formatting of the paper has major flaws. The paper does not conform to APA 6th edition requirements whatsoever. 5 points out of 10: Appearance of final paper demonstrates the student’s limited ability to format the paper. There are significant errors in formatting and/or the total omission of major components of an APA 6th edition paper. They can include the omission of the cover page, abstract, and page numbers. Additionally the page has major formatting issues with spacing or paragraph formation. Font size might not conform to size requirements. The student also significantly writes too large or too short of and paper 7 points out of 10: Research paper presents an above-average use of formatting skills. The paper has slight errors within the paper. This can include small errors or omissions with the cover page, abstract, page number, and headers. There could be also slight formatting issues with the document spacing or the font Additionally the paper might slightly exceed or undershoot the specific number of required written pages for the assignment. 10 points: Student provides a high-caliber, formatted paper. This includes an APA 6th edition cover page, abstract, page number, headers and is double spaced in 12’ Times Roman Font. Additionally, the paper conforms to the specific number of required written pages and neither goes over or under the specified length of the paper.
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