Mba 540 Final Exam Essay

Situation Analysis_Brainard, Bennis & Farrell.  The problem that needs to be solved here is the seniority versus performance issue based on the current points system. Advantages: Seniority system: Existence of this system gives the partners the assurance of economic security when they are nearing retirement age, which they believe they deserve, because they have played a major role in building this firm. This, also, ensures stability in the work culture. (See exhibit 2).    Performance system:  The young partners are more inclined towards making fast money and profits and this system supports their interests, as they are solely judged on their individual contribution, in terms of hours worked and the quality of work done. Therefore, this system increases the efficiency of work. In addition, this kind of work culture would attract younger recruits. The problem of dead weight is solved, as the firm would not pay a greater share to individuals who are comparatively unproductive.  Disadvantages­  Seniority system:  This system is unfair to the younger partners as a large proportion of the profit goes to the Senior Partners, who are comparatively less productive.  Performance system: This system is unfair to the senior partners as they have played a major role in building the firm and its reputation. As this system is more inclined towards individual progress and profits, the system would not encourage employees to manage the firm as a whole. Also, it goes against the culture of the firm! In addition, there is a possibility of mobility of employees to firms which offer a higher compensation.  Since, following either one of the two systems is unfair, either, to the senior or younger partners, the current compensation system that is laid down, is a hybrid of both the systems. The current system takes into consideration 11­12 criteria’s (refer to exhibit 1), based on which points are allotted. The employees are unhappy with the present compensation system, which does not define its qualitative criteria very well. In addition, the current point system has created competition among the employees, which again, goes against the culture of the firm. Also when a partner handles clients for another partner, system for allotting these points is faulty. Following the hybrid system is the best option as it meets the demands of the current business trends, of making more profits with existing clients as well as getting new ones. Also if the following factors are taken into consideration along with the existing criteria, the firm will be able to maintain its image and culture of being distant from the Wall Street culture.  Create a consensus value, which would include:   1. Control the number of senior partners to limit high loyalty bonuses.    2. Loyalty points to be allotted to new partners, only after a 3­year tenure, instead of awarding every new partner with minimum points as opposed to in exhibit 2. And fixed loyalty points to be given after a ten year tenure. This would decrease the points in the seniority period and be comparatively fair than the current system.   3. Variation in points – 80% to productivity, 20 % seniority, .i.e. tenure. Productivity (80%)   * 40% profit making (meeting11­ criteria)    * 40% abiding by the culture and helping in management of the firm as a whole.   4. Limit Origination­Credit to 5 years.   5. Months to bill and credit should be specified, i.e. quarterly billed and a grace period of 3 months to collect the credit.                  6. Improve technology to solve the overlapping ‘write­offs’ issues to increase profits.    7. The senior partners should be made a part of committees to oversee the overall functioning of the firm, this would also avoid conflict during peer evaluation.  Exhibits:    1. The 12 criteria on which the Compensation Committee collects data on individual partners for allotting points:   a. Billable hours.   b. Non­billable hours.   c. Individual realization (billed hours/billable hours).   d. Fees billed to clients for which individual is “responsible lawyer”   e. Fees collected from clients.   f. Time value of work done by all lawyers on this partner’s client.   g. Accrued profit on clients of responsible lawyer.    h. Origination credits.   i. Months to bill.   j. Months to credit.   k. Months to collect.   l. Annual review book­ which includes information of the partners, .i.e. name of law school, age, year elected as partner, billing rate, department in which the practice and hours worked for other partners.    2. Norms for the number of points to be allotted to partners each year. Tenure | Points awarded | New partner. | 10 | First 4 years. | 1­2After 4 years they would have approx. 14­18 points. | Next 6 years. | 2­3I.e. after 10 years, approx. points would be­ 26­36. | Tenure over 10 years. | Points at the discretion of the committee. | Word = 599 including footnotes. 

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Companies promote their employees everyday, but when the department heads are considering which employees to promote, what should they take into consideration? Should seniority be considered or equal opportunity, or should a promotion be based solely on the worker who is dedicated to doing excellent work everyday? These questions and more come up in our group study project on Morality of Employees and Employers.

Question 1 ______________ involves assembling and coordinating organizational resources. a) Controlling b) Planning c) Organizing d) Leading e) Quantifying Question 2 Goodwill stemming from social relationships is called a) social empathy. b) social capital. c) emotional intelligence. d) emotional capital. e) empathetic goodwill. Question 3 Lower-level managers who supervise the operational activities of the organization are called a) frontline managers. b) middle managers. c) top-level managers. d) tactical managers. e) strategic managers. Question 4 The President of Delta Design, LLC attended the opening ceremony for a customer's new office complex. Which of Mintzberg's roles was the President playing in this situation? a) Leader b)

Seniority Clause in Collective Bargaining Agreements One of the major concerns for union representatives in negotiating collective bargaining agreements is job security for members the union represents. In order to ensure that this is captured in the collective bargaining agreements, the seniority clause is one of the provisions that have been factored-in in collective bargaining agreements. As per this provision, an employer is to take into consideration the length of service of an employee in making personnel decisions like promotions, termination of employment, and rehiring. Therefore, the seniority clause as espoused in a collective bargaining agreement is aimed at ensuring job security for employees represented by the union (Zwick, 2012).

Organizational Structures and Systems Jeffrey Ha MBA501 – Human Interfaces Instructor: Dr. Eli Sopow Submission date: October 2, 2010 Organizational Structures and Systems Introduction This paper will examine organizational structures, organizational systems and how organizational culture influences both structure and systems. Throughout this paper, there will an analogy to the human body to help further the understanding of the concepts of structure and systems in an organization. This analogy is based on the academic work of Goold and Campbell (Goold & Campbell, 2002). The first part of this paper will review different organizational structures. The second part will look at various organizational systems and how they may be

 CIPD Intermediate Certificate in Human Resource Management Level 5 Resourcing & Talent Planning 5RTP 1.0 INTRODUCTION This report will focus on three areas out of the optional six activities, as follows: Workforce planning, succession planning and career development planning - the differences and how this can be applied to an organisation; Employee retention – How an organisation

1. (10 pts.) Discuss how organizational architecture and corporate culture are related. Use an example of a real-life firm and discuss how its corporate culture blends with its organizational architecture.

In order for one to evaluate and identify with the diverse business structures, he/she must be aware of the meaning and standards that makes that structure. Various businesses functions in different ways as the world is full of technology and new structures, company cultures and new ways in which companies are run. In order to fully grasp the concepts of Organizational structure and culture in the movies, I will use the Movie Up in the Air and The Devil Wear Prada movies to analyze a business scenario from them.

General characteristics: The material MCP-4275PV (Figs. 3–6) represents the right ramus of a hemimandible of about 500 mm length, which is divided in two parts due a median fracture of taphonomic process. It is noticed that the material was folded over the preservation process, which the anterior part reached out the posterior part causing the break. The hemimandible features the lower anterior portion to the rear with respectively 33 mm and 102 mm roughly. The glenoid cavity lay beyond the dorsal limit of the dentary bone, suggesting a decreasing anteroposterior height pattern. It features a side compression in the fullest extent. There is a damage in the posterior end, where is positioned the post-glenoid area (PGA), and in the anterior end,

 Case Analysis Performance Management at Vitality Health Enterprises, Inc Situational Analysis: Introduction: Vitality Health Enterprises initially started its business as Vitality by importing small quantities of cosmetics from Japan. Initially it started marketing in its neighbourhood and to local organizations. Slowly it started expanding and in 1989 it changed its business model by establishing

BTEC Higher National Diploma in Business Organisations and Behaviour Submission Date- Word Count- including references LO1 Understand the relationship between organisational structure and culture 1.1 Compare and contrast different organisational structures and culture of two companies from the UK energy industry

Task 1. Understanding the Relationship between Organizational Structure and Culture Normally there is a nearby association among organizational structure and culture. Occasionally organizational structure provides the attitudes, norms and organizational culture. And it is likewise true that structure of the organization, most of the times, is extremely affected by the organizational structure. Nonetheless most prominently talking is that organizational structure mirrors the culture of the organization. As example, hierarchy, size, vision and mission, aims, goals, objectives mirror the culture of an organization.

Senior employee is preferable than fresh employee in the stereotype of age. They have more job competency because of experiences,

of telling Katie that the hospital wants to make its introduction 'evidencebased'. This means, he explains, that he would like her reportto set out the scientific evidence about what works in report, and she think it may also be suitable as the research project for 'Where do you start with a project like this?' Katie wonders. 'Well', she think. 'I