Chapter 8, Problem 9E

_________________ are defined as forces that shape on organisation’s strategy a.Strategic Drivers b.Human Resources c.Strategic Levers

A clearly defined __________________ directly addresses the question “What is our business?” from an organisational standpoint and distinguishes it from another similar firm a.Vision statement b.Business plan c.Strategic Plan d.Mission Statement

___________________refers to the process of  redesigning a vertical organisation along its horizontal workflows and processes. Rather than focusing on narrow jobs structured into distinct functional departments, they emphasise core processes that cut horizontally across the organisation and involve teams of employees working together to serve customers a. Business Process Reengineering b. Horizontal Configuration c. Structural Reengineering d. Workforce Configuration

___________________refers to the process of  redesigning a vertical organisation along its horizontal workflows and processes. Rather than focusing on narrow jobs structured into distinct functional departments, they emphasise core processes that cut horizontally across the organisation and involve teams of employees working together to serve customers

Assuring results is an attainable habit of a strategic leader only if a strategic leader is intentional in developing high performing organisations. Strategic leaders must be intentional in this because they can shape the organisational culture, or the culture may ‘manage’ the leader. One way to do this is to ______________ a.Develop a Strategic Leadership plan b.Develop a Vision Statement c.Implore levers of change d.Develop a Strategic Implementation Plan

Supporting Strategic Initiative Through HRM Policies Given the strategic initiative and organization described in your Module 2 and Module 3 Critical Thinking assignment submissions, discuss the Human Resources Management (HRM) policies that would consistently and coherently support attainment of your strategic initiative. These policies might address recruitment, selection, training/development, performance evaluation, compensation, and dismissal.   Briefly describe the organization and your initiative. Describe HRM policies you think are important to implement your strategic initiative. Describe rewards and incentives that would be used to ensure compliance, buy-in, and effort to make the strategic initiative successful.

As you are looking at different areas within the country in which to locate the manufacturing plant, you came across a facility built by a startup company that went out of business within two years due to underfunding.   You think you can get a good price for the plant, but you will need to negotiate with the local owners.  You are a fairly experienced negotiator in the US but have never dealt with parties from your expansion country. To prepare yourself, review Chapter 5, which describes various ideas for negotiating with different cultures. Additionally, you may go to the following website and view videos on Cross-Cultural NegotiationsLinks to an external site..  Initial Post Instructions For your initial post, describe key factors that you would want to research prior to conducting negotiations with key personnel for the purchase of a manufacturing plant in the location selected for your expansion initiative. Explain why you think this would be a key factor in the negotiation…

Develop a risk management plan for the transition to a smart meter system. How will WSSmeasure the success of this risk management plan?

Compare and contrast ToolTopia’s virtual workspace with the concept of a virtual network structure. first define virtual workpace and virtual network structure