Human Resource Management Part 2 (Case) Witte

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Uploaded: 07.05.2019
Content: Кейс1-Управление чел. рес.-Ч.2-В.2.docx 85,53 kB


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Option 2
Situation 1 Under the influence of market needs and due to the need to comply with international standards, several years ago, a large company created a corporate university. Currently, he is working on a par with technical schools that provide staff development with the use of new equipment, in accordance with the requirements of changing legislation, etc. The corporate university has communicative courses related to improving managerial competencies. These are short-term courses implemented by the forces of their own trainers and external training providers. The main functions of a corporate university are to conduct an assessment of employees´ competencies and selection for courses, group formation, methodological support for training, standardization and control of courses conducted by external providers, and curriculum development. The main trainees of the courses are employees holding senior positions of the company or included in its personnel reserve based on the results of certification. Lists of trainees are compiled based on the level of the position for a year, and each of the employees is provided with a list of courses in which he will study. As a rule, students are very satisfied with the first course, but with further training they complain about the insufficient connection between training and practical activity. Assessment of the basic level of knowledge of students before the courses, as well as the level of learning after their completion is not carried out. At the end of the course, each of the students must draw up an individual development plan, but there is no control over the development of such a plan or is carried out sporadically. The company is reorganizing and there is a fairly high turnover of personnel both within the divisions and between them. Many managers are faced with the need to re-form a team, build new horizontal links and business processes.
Questions and tasks: The management of the corporate university has been tasked with optimizing the training system so that it has a pronounced applied nature, and its results can be assessed by the professional achievements of students.
Situation 2 A large transport company operating in the air transportation market for more than 20 years faced the problem of aging management and production personnel — high professionals and knowledge carriers. In order to preserve key information carriers, changing their hierarchical status, the company developed a mentoring development program, believing that experienced specialists would become mentors for younger managers, and began to implement it through a system of seminars conducted by potential mentors. However, the current leaders, whose age is approaching the retirement line, began to worry and take offense at the company. The introduction of the program has caused great resistance. It turned out that managers are more motivated to retire (since they will receive a good reward under the terms of the contract) and take with them unique knowledge than to remain in the company in the role of mentors. Questions and tasks: 1. Where do you see the main reason for the fears of potential mentors? Justify your conclusion. 2. What qualities should a mentor have? Explain the requirements for the selection of a mentor. 3. How do you propose to organize a mentoring system?
Situation 3 Victor has been working in the company for 5 years. During this time, showed good results, showed initiative, was not afraid to take responsibility for the decisions made. The team has developed a favorable socio-psychological climate and a great team, maintained friendly relations outside of work. Victor always set a personal example of exemplary performance of official duties, organized educational and preventive measures. Of course, this could not help but notice the manual. Victor is appointed


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