Management 555
Strategic Management of Human Resources
Dr. Nick Mathys Office: 7038 DePaul Center
Telephone: 312-362-8778 (voice mail)
Office Hours: By appointment
Fax: 312-362-6973
Email:
Or:
TEXTS
Noe, B., J. Hollenbeck, B. Gilbert and P. Wright Human Resource Management: Gaining a Competitive Advantage, Burr Ridge: IL, Irwin, 2000 (3rd ed.).
THE MANAGER OF THE FUTURE
As we start the 21st century, business organizations are undergoing revolutionary changes as dramatic as the political upheavals in Eastern Europe and the globalization of competition. The successful manager of the future will need to be open-minded, ethical, and prepared for (and even thrive on) changes not yet anticipated.
The successful manager of the twenty-first century will:
- influence a diverse work force that will expect to have input on decisions.
- build flexible and adaptive organizational relationships to tap employee creativity at all levels.
- require continuous updating of knowledge to ensure that they and their organizations stay on the cutting edge of knowledge.
- understand the cultures, customs and language of trading partners; in other words, become a global citizen.
- consider ethics and social responsibility an important part of their job.
- communicate effectively to a wide variety of internal and external stakeholders.
- teach others how to manage and improve themselves.
- master changing technology and support others in their efforts to adapt.
- find the courage to flout conventional wisdom in finding of better ways to do things.
COURSE DESCRIPTION
This course will help students understand how the management of people is influenced by the social, ethical, and legal environment; by diversity in the work place; by the organizational culture; and by the business strategy. Students will learn how to perform the following activities: selecting employees; career development; evaluating and rewarding performance; and managing conflict.
OBJECTIVES
The objectives of a human resource management (HRM) system are to obtain efficiency (performance) and equity (fairness). This course will emphasize how managers can work towards these objectives. The specific objectives of this course are:
1. To differentiate among the human resource activities occurring at:
a. the strategic/organizational level of the firm,
b. the administrative or personnel department level, and
c. the workplace/operational level.
2. To increase your knowledge of:
a. external influences on HRM: laws and the economy;
b. organizational influences on HRM: business strategies and organizational culture;
c. evaluating HRM and setting HRM objectives;
d. hiring and firing employees using recruitment, selection, and separation activities;
e. developing employees through performance assessment, training and development;
f. compensating employees through equitable pay and benefits;
g. respecting employees' dignity and their collective bargaining rights through employee and labor relations activities.
h. international aspects of the above topics.
3. To improve your skills in:
a. diagnosing and solving human resource management problems.
b. written and oral communication.
c. critical thinking and analysis.
d. working with others.
GRADE DETERMINATION
Mid-Term exam 80 pts.
Final exam 100 pts.
Homework assignments (individual) 50 pts.
Group project(s) (see *) 170 pts.
400 pts.
STUDENT RESPONSIBILITIES, COURSE CONDUCT & EDUCATIONAL PHILOSOPHY
1. As stated above, course material will be delivered using a variety of approaches but built on the assumptions that effective (and lasting) learning requires that students take an active role in the learning process. In this environment the professor serves as a manager, organizer and facilitator and students are expected to play an active (not passive) role by reading assigned material, contributing to class discussion and participating in group decisions. As a result learning for all (including the professor) is enhanced.
2. Questions and/or comments from students are encouraged and expected.
3. Students are expected to read material in advance of class session in which it is covered. Students are also responsible for material and assignments covered during their absence. You are encouraged to interact with fellow classmates and work in groups to discuss course material.
SYLLABUS
Meeting Topics and Assignments
1 Introduction to Course
Mar 18 Total Quality Management & Customer Focus
Organizational Culture/ Global Differences in Culture
Strategic Human Resource Management
The External Environment
- The Global Challenge
- The Legal Environment and Ethics
Film: SW Airlines (p. 138-142)
Read: Chapt. 1, 2, 3
Phil Chan Case (A & B)
- Ethical Perceptions of Expatriate and Local Managers
in Hong Kong
- Code of Ethics in Hong Kong (1999)
2 Job Analysis and Job Design
Mar 21 Work Attitudes/Job Satisfaction
Film: Detroit Diesel
Read: Chapter 4
What Motivates Hong Kong Hotel Employees?
3 Human Resource Planning and Forecasting
Mar 23 Read: Chapters 5 (p. 146-159)
Strategic Downsizing article
4 The Staffing Process
Mar 25 Recruitment & Selection
Evaluating the Recruitment & Selection Process
Film: Nucor Steel
Read: Chapters 5 (p. 160-172), 6
HCM Beverage Case
Peter Dufman Case
5 Mid-term Exam
Mar 28 (Chapters 1-6)
6 Training and Career Development
Mar 30 Career Planning from an Individual and Organizational Perspective
Evaluating the Training and Development Process
Film: Arthur Andersen
Read: Chapters 7, 9
Mabuchi Motor Case
7 Performance Management
Apr 1 Conducting a Performance Interview
Read: Chapter 8
Black & Decker A & B case
8 Total Compensation Management
Apr 6 Pay Structure Decision
Read: Chapter 11
Five Star Beer Case
9 Incentive Programs: Individual vs. Group
Apr 8 Compensation and Motivation
Employee Benefits
Read: Chapter 12, 13
Richmond Engineering Case
April 15 Final Exam (Chapters 7 - 13)
Management 555
Application Assignments
Assignments will be completed or presented in class by groups that are either self-selected or appointed. Sometimes there will be work required before the class meeting that should be completed on an individual basis. The class time should be devoted to a wide ranging discussion of the group's conclusions. Whenever possible ethical dilemmas regarding various issues should be highlighted.
A representative of the group will provide this summary (2-3 minutes) to the class. Each group member should provide at least one summary during the course.
Due Date / AssignmentsMar 18 / 1(a) / Organizations are impacted by changes and trends in various environmental areas such as, technology, political/legal, economic, social/demographic, competition and consumers. Some changes in these areas are discussed specifically in chapters 1 and 3 of the Noe text.
For homework due by our first meeting (March 18) briefly describe 2 major trends/changes (in a sentence or two) for each of the environmental areas listed in bold that are impacting your bank’s operations.
1(b) / Read the Employment Law handouts in Hong Kong (taken from www.info.gov.hh Home Affairs Bureau). These handouts include the Sex Discrimination Ordinance, Equal Opportunities: Race, and the code of practice related to race discrimination. Also, read their counterpart laws in the U.S. (as described in Chapter 3 in the Noe text).
Then write a 2 page paper that identifies the major emphasis of race and sex discrimination legislation in each country (China-Hong Kong and U.S.) and summarizes any similarities or differences that may exist.
1(c) / Read the Phil Chan (A) case as a group. I understand that groups are already in place. Then, as a group, answer the following 2 questions:
1. How aggressively should Phil Chan approach the negotiations?
2. What do you like most and least about the deal?
Mar 23 / 3. / As a group, redesign the ENTRY CLERK’S job using Implementing Concepts of Job Enrichment. Report how job should be redesigned and why.
Mar 25 / 4(a) / Team presenting the HCM Beverage case should answer the following questions in writing :
1. If you were Mark Johnson, what would you do regarding the pay raise? Support using motivational theories.
2. What action plan should Johnson take into his up-coming meeting with Patterson?
Other groups should be prepared to discuss
a) the environmental factors that play a role in this situation.b) How expectancy theory may apply to case.
c) How equity theory may apply to case.
4(b) / Peter Dufman Exercise – As a group, identify and support the 5 most important qualifications for Peter Dufman’s replacement.
Mar 30
/ 6. / Team presenting Mabuchi Motor Co., Ltd. should answer the following question in writing:1. In September 1995, what should Mabuchi do? Discuss 2 or 3 possible alternatives and their likely result.
Other groups should be prepared to discuss:
a. The key elements of Mabuchi’s strategy and structure and their strengths and weaknesses.
b. How NIHAO might affect Mabuchi’s strategy and structure.
c. Why there has been a decline in Japanese expatriates.
Apr 1
/ 7. / Team presenting Black & Decker A & B case should answer the following questions in writing.1. What action should Lancaster take regarding the ADP Initiative? Support your stance.
2. What steps do you take to implement your action successfully?
Other groups should be prepared to discuss:
a. Asian management concerns regarding ADP.
b. Problems associated with B & D’s Eastern Hemisphere unit.
c. The problems ADP is meant to address.
Apr 6
/ 8. / Team presenting Five Star Beer should answer the following questions in writing.1. Critically analyze Zhao’s performance –based compensation system in detail.
2. As an outside consultant, what would you recommend they do to change Five Star’s culture from a “volume culture” to a “quality and profitability culture”?
Other groups should be prepared to discuss
a) organizational design changes that may enhance quality and promote acceptance of the system.
b) can incentive systems be universally valid or must they adapt to cultural norms?
c) is Zhao the right choice for the general manager’s position?
Apr 8
/ 9. / All groups should answer the following questions in writing.1. Where do the parties stand on the issues of trust, mutually shared goals and resolution of control issues?
2. If you were Finn in the hotel room and one of her business partners, what would your advice be?
Assignment Values
Assignment /Individual
/Group
1a / 251b / 25
1c / 25
3 / 25
4a / 30* or 10
4b / 20
6 / 30* or 10
7 / 30* or 10
8 / 30* or 10
9 / ______/ 40
______
50 pts. / 170 pts.
*Groups presenting case are graded 30 point basis for the write up. Other groups will earn up to 10 points for their active participation related to discussion issues assigned. Therfore, there are a maximum of 60 (30+10+10+10) points possible per group.