demonstrate knowledge of management practices that increase efficiency

Using the case study below create a 12 to 16 slide PowerPoint, Prezi, or other presentation software which includes the following:

Create a slide(s) that identifies effectiveness issues that affect decision making in HOC’s management. Provide your reasoning for the selection.
Create a slide(s) that identifies efficiency issues that affect decision making in HOC’s management. Provide your reasoning for the selection.
Create a slide(s) that either defends the idea that HOC’s management promotes diversity in its organizational behavior in an effective way or does not. You must take a position and support it with course material, case study facts, and research.
Create a slide(s) that either defends the idea that HOC’s manager’s promote culture in its organizational behavior in an effective way or does not. You must take a position and support it with course material, case study facts, and research.
Create a slide(s) that either defends the idea that HOC’s managers promote culture in its organizational behavior in an efficient way or does not. You must take a position and support it with course material, case study facts, and research.
Create a slide(s) that analyzes and explains the key components of relationship building for managers.
Create a slide(s) that analyzes and explains the key components of relationship building that could be improved in HOC management.
Create a slide(s) that identify what future management decisions that might await top management if change does not take place. Be sure to consider the age, gender, and stress levels of the junior associates in your discussion.
Create a slide(s) that suggest at least four recommendations that Areama might make to RLI and HOC that would improve organizational effectiveness and efficiency.
Include a minimum of 7 scholarly sources and other relevant sources to support your work.
The presentation should be professional in appearance; include visuals such as tables, graphs, clipart
Provide notes for every slide of the entire presentation.
Be sure to use in-text citations in the slides and notes themselves, and a reference list in the presentation.
Slides should flow in terms of organized ideas
Follow APA style guidelines for the title page, citations and reference cited page.
Submit the paper in the Assignment Folder
CASE STUDY

Ralph Lorean International (RLI) owner of several house décor and furniture manufacturers recently purchased a controlling interest in a medium-size firm, House of Cloth (HOC), which employs 6,644 people worldwide. HOC has been considered a premier manufacturer of cloth since 1964. Revenues over the last four years have been flat and costs are rising steadily. RLI purchases an interest in the company despite the flat sales because of its reputation and loyal customer base. RLI has a history of turning troubled companies around and they think they can do the same with HOC.

RLI has to date allowed HOC to operate independently while they examine closely the causes of the recent poor performance of the company. Areama Cantros, was recently promoted to senior management analyst because of her superb work with Izzy’s Bed Emporium. RLI has decided to send Areama to HOC on a fact-finding mission. She is to discover the challenges facing the management at HOC and make recommendations that will improve and grow significantly HOC’s financial performance.

Areama’s, first meeting with HOC’s management team after arriving at their headquarters seemed to go well. The first thing Areama noticed about the team was that while they seemed to be personally different in obvious ways, beneath the surface they were quite alike. Of the seven members who compose the team, three have been with the company since its inception. The remaining four are much younger and came to the company after its international expansion in 2010. Two of the team members have worked with HOC in India and came to headquarters as part of a promotion plan. The other two team members come from Guatemala and Romania where they were employed in local branches of HOC. The team membership is predominately male with only two women. Despite the differences in age, gender, company tenure, and their functional and industry background, the members seem like they are cut from the same cloth in that each is very businesslike, analytical, competitive, and results-driven.

In your discussion regarding the company’s expansion five years ago, Henry Smythe, one of the founders, remarked, “The expansion was tough for us because of all the pressure and uncertainty, and to be honest, we really didn’t jell together at first-I thought it was a big mistake to bring new people on board to manage the ship-but now we’re past all that, we’re very cohesive, and we share the same vision of how we do business. This is a good thing because when I retire in a few years, I’ll know the company is in good hands.” Everyone in the room seemed to be a nod in agreement. Another founder, Russell “Rusty” Gee, then looked squarely into Areama’s eyes and added, “I’m not exactly sure what you are doing here, but we have weathered storms together and while I admit the last years haven’t been stellar, I know we can handle things ourselves. This was part of the deal, wasn’t it? We know this place better than anyone, so I can’t imagine we’ll seriously consider any recommendations that will upset the apple cart.” Rusty made the statement in a friendly way with a smile on his face, yet Areama knew he was serious.

Although the meeting told Areama many things two things stood out to her as real problems. The first turnover among the creative team associates is high: thirty-five percent each year for the last two years, and thirty percent the year before that. The industry average is twenty percent. HOC’s creative team is integral to its competitive edge in the industry. New patterns, cloth fabrics, and uses are essential to the firm’s livelihood. Although the top management team is aware of the problem, they seem to rationalize it. As “Jamie Wagner, VP of human resources noted, “We hire the best and the brightest, so it’s only natural that they occasionally get poached by other firms. We try our best to keep them, but we haven’t been able to match salaries with our competitors in recent years. Once things turn around the numbers will go down.”

Besides the turnover issue, Areama also learned that the company had been sued three times recently. The cases all involved associates who were passed over for a promotion and who claimed the work environment was so filled with stress that it made them ill and unable to work. Areama was aware of the first case because it was highly publicized and HOC was forced to settle the case to get out of the public eye. Afraid of the similar problems with the first case HOC settled both suits out of court quickly and managed to keep them out of the eye of the press. Senior management seemed to be proud of this fact. Before you had a chance to ask Jamie if she thought the suits and turnover may be related, Jamie volunteers the following. “We were really unlucky during this period. We hired three associates who didn’t possess the right capabilities for the job, and each had trouble coping in their own way. Most everyone that comes to our design team at HOC is drawn to our reputation for quality and success. We just have to find a better way of finding people who fit.”

Areama’s conversation with the design team members revealed nothing too far out of the industry norm. Workload and time pressure are high, but not atypical. The design teams are put together by fabric use and usually, their members are led by a senior client manager, who has the final design approval. Jamie told Areama that the teams were self-managed but that appeared not to be the case. The senior lead assigned tasks to each associate member during the projects. Because the support staff is reduced team members had to assume a lot of administrative duties.

Creative teams have the autonomy to work wherever and whenever they need to. This arrangement gives employees a lot of flexibility and working odd hours in strange locations is not unusual. Areama heard one story that a creative dinner was held in the private room of a local restaurant. The team paid the owner $1,000 to keep the room available to them for as long as they needed it. The team stayed overnight and left just before lunch the next day. While all the members were on board with the idea, one of the female designers had to leave early because of a family obligation. The team produced a successful product for a big client. Bursting with pride over the story the senior manager who revealed the story remarked,” fantastic team-building experience for those that chose to tough it out” and it perfectly reflects the company’s ‘work-hard, play-hard’ mentality’.” Areama, had to wonder if a young woman who had to leave early was now considered “not the right fit”.

Areama’s inquiry as to how the design team’s job performance is managed, she learned that towards the end of the calendar year, senior client managers get together and spend an entire day on the evaluation process. The evaluations focus on the extent to which the member contributed to the designs of the team they worked on the previous year. All members are given scores and listed. Using the member’s job performance score, their names are placed in one of three categories. The top ten percent will receive a bonus of up to fifty percent of their base pay and are fast-tracked for senior client managers. The next thirty percent will receive a twenty-five percent bonus and are consider on track for promotion. The last group gets 2-3 percent of their salary as a bonus. The bonus checks are mailed to the members home before the winter holidays to “avoid bad feelings and conflict, that can naturally come about among teams” Jamie remarks.

Lunch with the senior client managers told Areama that the subject of turnover and the lawsuits is touchy. One manager said “Around here, you’re rewarded for paying your dues, for doing whatever is thrown your way. Yes, it is demanding, and requires sacrifice, but how else can we find out if people have what it takes? Those of us sitting at this table has been through it and we know it works look how successful we have been. Hires who claim they can’t take it or that it’s abusive just can’t be tolerated.” Areama seemed to notice that all the senior managers seem to male, American, and considerably older than the associates.

After lunch, Areama met with a group of associates who seem to shed yet another perspective about life in the design department. As an example, the young associate who left work dinner, Areama couldn’t help but search her out, said, “I learned a lot from dealing with the pressure at the beginning, but the work is non-stop. They say it’s ‘work-hard, play-hard’, but even the play feels like work. The projects are great, but I never really feel like I’m fully involved. I’m always trying to get a chance to be heard.” Another member agreed and added “It’s okay I guess if you get plugged into the right manager from the outset, but I’ve never seemed to gain favor no matter how many hours I work. To top it off, the crazy hours are creating a lot of conflict at home and the strains are adding up.”

Source: Adapted from a Case entitled “Managing Commitment in Demanding Jobs” found in “Organizing Behavior: Improving Performance and Commitment in the Workplace” by Jason A. Colquitt, Jeffery A. Lepine, Michael J. Wesson McGraw-Hill/Irwin New York NY 10020, 2013. Page 551

Additional Requirements and How to Prepare the Submission

Follow the instructions carefully if the assignment asks for a memo, email, plan, report, etc. be sure to follow the format templates provided. Submissions should be in proper business writing forms.
APA formatting with in-text citations and a reference list is required.
Read the grading rubric for the assignment
Check the instructions to make sure all elements of the assignment have been covered.
Third-person writing is required. Third-person means that there are no words such as “I, me, my, we, or us” (first-person writing), nor is there use of “you or your” (second-person writing). If uncertain how to write in the third person, view this link: https://www.quickanddirtytips.com/education/grammar/first-second-and-third-person .
Contractions are not used in business writing, so the expectation is that students do not use contractions in assignments.
Paraphrase and do not use direct quotation marks. This means you do not use more than four consecutive words from a source document, put a passage from a source document into your own words, and attribute the passage to the source document. Provide the page or paragraph number. Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa.
Do not use books as source material.
Students are expected to use a variety as well as multiple course readings and research to support ideas, reasoning, and conclusions.
Submit the final project into the appropriate assignment submission folder. Once submitted, the project is eligible for grading and students will not be permitted to make changes or make another submission.
NOTE: All submitted work is to be your original work. You may not use any work from another student, the Internet, or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 7th Ed. (Students are held accountable for in-text citations and an associated reference list only).

Due Date
Dec 15, 2020 11:59 PM
Hide Rubrics
Rubric Name: Final Presentation Rubric 20%
This table lists criteria and criteria group name in the first column. The first row lists level names and includes scores if the rubric uses a numeric scoring method.
Criteria
Excellent
Good
Developing
Needs Improvement
Failing
Criterion Score
Slides explaining how ST/LO/KM act to enhance efficiency and effectiveness in an organization. Give Examples
4 points
Slides explaining how ST/LO/KM act to enhance efficiency and effectiveness in an organization were discussed thoroughly, examples given were clear and relevant; all was supported by course material and logically reasoned with insightfulness.

(3.6-4.0)
3.4 points

(3.2- 3.599)

3 points

(2.8-3.199)

2.6 points

(2.4-2.799)

0 points
No discussion of the identification of criteria or discussin was vague and/or with minimal support.
(0-2.399)
/ 4
Slides that explain KM, and how it would work to support ST & LO in an organization
4 points
Relationship between KM concepts and its impact would work to support ST&LO in an organization was thoroughly defined and conclusions as to the impact on the organization were logical reasoned by using ideas obtained through research and course material; Discussion showed an insightful understanding of the impact on the organization.
(3.6-4.0)

3.4 points
Relationship between KM concepts and its impact supporting ST&LO in an organization was mostly defined and conclusions as to the impact on the organization were logical reasoned and supported by research and course material; Discussion showed a good understanding but the potential impact on the organization was underdeveloped.
(3.2- 3.599)
3 points
Relationship between KM concepts and its impact supporting ST&LO in an organization was generally defined and conclusions as to the impact on the organization were sometimes logically unsupported by research and course material; Discussion showed a sufficient understanding of impact on the organization but lacked detail and support from the material.
(2.8-3.199)
2.6 points
An attempt was made to discuss the relationship and impact on the organization but the discussion was very weak due to a lack of logical connections made from research and class material.
(2.4-2.799)
0 points
Slides were insufficient as the explaination of KM or incorrect in their understanding as to the way they support ST & LO organizations and/or slides were missing in whole or part.
(0-2.399)
/ 4
Slides as the how structure and culture support the creation and maintenance of ST/LO organizations
4 points
Conclusions on how structure and culture support ST&LO in an organization was thoroughly defined and conclusions as to the impact on the organization were logical reasoned by using ideas obtained through research and course material; Discussion showed an insightful understanding of the impact on the organization.
(3.6-4.0)
3.4 points

(3.2- 3.599)

3 points
(2.8-3.199)
2.6 points
(2.4-2.799)
0 points
Slides insufficiently explained how structure/culture support the creation and maintenance of ST/LO organisations or incorrect in their understanding; and/or slides were missing in whole or part.
(0-2.399)
/ 4
5 Slides connecting and justifying the purchase of KM software as a tool to support and maintain a healthy ST & LO organization. Slides presented with persuasive tone
3 points
Conclusions were logically reasoned by using ideas and data obtained through research and course material; Conclusions showed an insightful understanding of the relationship between KM and ST/LO organizations why KM is needed for efficiency and effectiveness in any ST/LO; conclusions reasoned by ideas supported from research, class material, and presented with persuasive tone .
(2.7-3.0)

2.8 points
Conclusions were were mostly logically reasoned by using ideas and data obtained through research and course material; Conclusions showed good understanding of the relationship between KM and ST/LO organizations and why KM is needed for efficiency and effectiveness in any ST/LO; conclusions reasoned by ideas supported from research, class material and data
but one or two ideas were underdeveloped because of weak use of the research and class material; persuasion tone was weak.
(2.4-2.699)

2.25 points
Discussion showed sufficient understanding of the likelihood of success but ideas presented were underdeveloped because of weak use of the research and class material;persuasion tone was minimal
(2.1-2.399)

2.6 points
Conclusions attempted evaluation was somewhat present but evidence of logical reasoning was missing or opinion was offered; discussion showed minimal understanding and no persuasivness.
(1.8-2.199)

0 points
No discussion was made and or incorrect conceptually, missing slides , not persuaive.
(0-1.799)
/ 3
Slides Creation and Transition
1 point
Presentation flows well and logically; transitions are smooth, interesting, persuasive and enhance presentation.
(.90-1.0)
0.85 points
Presentation flows well; smooth transitions; use of persuasiveness was underdeveloped; on some slides.
(.80 – .799)
0.75 points
Presentation is unorganized; very few transitions and/or they distract from presentation; persuasiveness was generally undeveloped.
(.70 – .799)
0.65 points
Presentation flows well; smooth transitions used on most slides; no use of persuasive language.
(.60 – 699)
0 points
No slide presentation.
(0-.59)
/ 1
Outside Research Selection: materials used show academic validity and are appropriate for the topic intended
1.5 points
More than four outside sources were used to support the ideas and conclusions drawn throughout the paper and they were of academic quality and demonstrated appropriate application to the topic under discussion.
(1.35-1.5)
1.275 points
Three to four outside sources were used to support the ideas and conclusions drawn throughout the paper and they were of academic quality and demonstrated appropriate application to the topic under discussion.
(1.20-1.349)
1.125 points
Two outside sources were used to support the ideas and conclusions drawn throughout the paper and they mostly were of academic quality and demonstrated appropriate application to the topic under discussion.
(1.05-1.199)
0.975 points
One academic quality outside research source was used to support the ideas and conclusions drawn throughout the paper and/or the academic quality was not valid or failed to be appropriate to the topic under discussion.
(.9 – 1.049)

0 points
No outside reference material was used.
(0-.899)
/ 1.5
Attention to Instructions
1.5 points
The presenation contains all major assignment tasks. The paper also includes completion of all minor aspects of the assignment such as table creation if required, third person writing, required use of course material, outside sources if needed, inclusion of page and paragraph number, no use of books, assignment format and avoidance of using direct quotes.
(1.35-1.5)
1.275 points
The presenation contains all major assignment tasks. The paper missed one minor aspects of the assignment such as table creation if required, third person writing, required use of course material, outside sources if needed, inclusion of page and paragraph number, no use of books, assignment format and avoidance of using direct quotes.
(1.20-1.349)

1.125 points
One major assignment tasks or two minor aspects of the assignment missed such as table creation if required, third person writing, required use of course material, outside sources if needed, inclusion of page and paragraph number, no use of books, assignment format and avoidance of using direct quotes.
(1.05-1.199)

0.975 points
Two major assignment tasks and/or three minor aspects of the assignments missed as table creation if required, third person writing, required use of course material, outside sources if needed, inclusion of page and paragraph number, no use of books, assignment format and avoidance of using direct quotes.
(.9 – 1.049)

0 points
Three or more major assignment tasks missed or more than three minor aspects of the assignment missed such as table creation if required, third person writing, required use of course material, outside sources if needed, inclusion of page and paragraph number, no use of books, assignment format and avoidance of using direct quotes.
(0-.899)
/ 1.5
Writing Mechanics
0.5 points
Strictly adheres to standard usage rules of written English using paragraphs and sentence rather than bullets, including but not limited to capitalization, punctuation, run-on sentences, missing or extra words, stylistic errors, spelling and grammatical errors. No contractions or jargon used. Zero to two errors noted.
(.45-.50)
0.425 points
Excellently adheres to standard usage of mechanics: conventions of written English, including capitalization, punctuation, and spelling. Three to six errors noted.
(.40-.449)
0.375 points
Satisfactorily adheres to standard usage rules of mechanics: conventions of English, including capitalization, punctuation, and spelling. Seven to 10 errors noted.
(.35-.399)
0.325 points
Minimally adheres to standard usage rules of mechanics: conventions of written English, including capitalization, punctuation, and spelling. More than 10 errors found.
(.30 – .349)
0 points
Does not adhere to standard usage rules of mechanics: conventions of written English largely incomprehensible; or errors are too plentiful to count.
(0 – .299)
/ 0.5
APA Style (7th ed.)
0.5 points
One to two APA style or usage errors; Proper citation of source material is used throughout paper; Reference titles follow APA with only the first word, the first word after a colon and proper nouns capitalized.
(.45-.50)
0.425 points
Attempts in-text citations and reference list but 3 – 4 APA style errors noted or fails to use APA citations when appropriate 1-2 times.
(.40-.449)
0.375 points
Attempts in-text citations and reference lists; APA style errors are noted throughout document with 5-6 errors noted; Fails to use APA citations when appropriate 3 – 4 times in document.
(.35-.399)
0.325 points
Attempts in-text citations and reference lists; Fails to use APA citations when appropriate – 5-6 times or presents only 1-2 in-text citations and a reference list in a paper when APA citations are needed throughout the document.
(.30 – .349)
0 points
No attempt at APA style; or attempts either in-text citations or reference list but omits the other.
(0 – .299)
/ 0.5
Rubric Total Score