Posted: November 19th, 2022

Human Resource Management

Human Resource Management:
This week we have the final exam which is now available in lesson 10 module and due Friday August 18th by 5:00 pm PDT. Please be sure to start early to avoid asking for extensions. Late submissions will not be accepted.

For the final, you will want to be sure to thoroughly address each question and provide examples, citations, and references cited. You will want to use in-class and outside resources and provide in-depth discussion going beyond paraphrasing your answer from other sources. There is no required page length but most students who do well write several paragraphs for each of their answers.

Answer two of the following three questions. Remember to use information from the class (as well as outside research) to go into detail into your essays. I am looking for engagement into the material as well as critical thinking. Both class and outside source examples are required for full credit. Be sure to list any sources used in your essays.(wikipedia is not considered an academic source).

1. Compare the lifestyles of two groups of people we have discussed this term. How do they differ and why? How are they the same? What archaeological evidence do we have from them? Be sure to provide specific examples including archaeological and environmental data.

2. How does environment influence the development of peoples in Oregon? Select three groups that lived in different geographical areas and discuss their environmental settings and how their technologies and subsistence reflect the available resources in their respective areas. Be sure to use specific examples of archaeological sites and technologies.
3. Discuss in detail the characteristics of five archaeological sites we have looked at this term. How old is each site and what types of artifacts, ecofacts, and/or features are discovered at each site? Where are they located and what does each site tell us about the region they were discovered? How do these archaeological sites differ from each other and why? Most importantly, what does each site tell us about the prehistory of the peoples who occupied Oregon?​
Wilson Brothers Limited Analysis
Organizational Design and Structure
Failure or success of any organization relies on the organization design and structure. The Wilson Brothers Company in Canada has no defined organizational structure for their business operations but relies solely on the decisions made by the two brothers, Bob and John who are the founders and owners of the company. Regardless of the limited organizational structure, challenges and stiff completion in the market, the brothers have managed to successfully run their company. The advantage of their management approach is that there is quick implementation of the strategies set at the top most level. The passion and hard work of the two brothers for the company were the key success factors in their business. This type of operation is, however, not reliable and the company currently faces structural challenges. For instance, the company suffers from scattered structural themes such as job design, communication, work standards, reporting, and payment structures. The disadvantages of the approach used in the Wilson Brothers include absence of a well-managed payment system and identified potential successors when the brothers retire. As a hired human resource manager, I would recommend a redefinition of well-structured job description, standardized payment system, top-down communication and down-top reporting, sharing and feedback (Beardwell, Julie & Thompson, p.51). Moreover, I would recommend allowances and bonus structures not only salesmen and marketers but for all workers at all levels to motivate them towards their duties.
Job Design
Job design entails assigning tasks to particular jobs, including the interdependency of the assigned roles and other jobs. Currently, at the Wilson Brothers, there are no clear guidelines on job design. Absence of job procedures often affects a business organization structure. The Wilson Brothers Company has had very successful operations despite the job design problem. However, this situation may not favor them in the current business world where effective recruitment is one of the key business success factors. There are no strict guidelines on what a job encompasses in the Wilson Brothers Company. I would; therefore, recommend the creation of a substantial and an effective job design system that outlines each job, explaining qualifications, duties and any other expectation. Lastly, because of absence of appraisal at the company, I would recommend an Assessment technique for appraising and rewarding performances (Beardwell, Julie & Thompson, p.56).
Decision Making
Decision making at the company solely relies on Bob and John, the company owners and the top most level managers of the Wilson Brothers. Over the past years, this strategy of management has shown success within the company. The decision making strategy is quick, and ideas and products are quickly launched, reducing delays due to protocols. The quick decisions made at Wilson brothers sometimes take years to be made by the competitor organizations due to procedures and protocols that are involved. The decisions made by the two brothers are then communicated to the Vice Presidential level downwards for operationalization. The brothers have two team meetings; the first one is with the CEOs across their Asian and European subsidiaries after every three months, and the second meeting is with the senior executive team held monthly. As the human resource manager, I would recommend for the company to share ideas and even pull innovative ideas from all employees (Beardwell, Julie & Thompson, p.58). Employees are motivated when they feel part of the decision making process as well as actualization.
Equity
Currently, the company has no salary policies that put all employees recruited on the same level at equal compensation. The imbursements of salaries to the employees’ accounts entirely depend on the negotiation power at the recruitment level. There is therefore no equity within the company. Moreover, the only employees who receive bonuses are those in the sales and marketing. As the HR officer, I would recommend that the company adapts an equal salary scale for all employees at particular levels of employment. This approach brings everyone on board and discourages a sense of superiority or inferiority among employees.
Organizational Culture and Effect on Performance
The organizational culture of the Wilson brothers company does not follow strict hierarchical procedure but focuses on a competitive culture to attract profit. After the two brothers have made implementation plans for the market, the vice presidential level downwards would implement these plans. Also, the company does not operate on trade union basis and they believe that issues regarding employees can be dealt with on one-on-one approach. As a human resource manager, this approach instills fear of being fired to employees hence restricted to exercise their freedom within the company. Moreover, the company management may not hesitate to fire and hire employees.
Organizational Changes Currently Implemented
Currently, the Wilson Brothers Company is introducing a human resource manager to help in dealing with the human resources across the Canadian operations. The company maintains that the human resource manager sets HR policies but maintains the non-union status. The company also plans to involve all the employees in the operations, finance, sales and marketing in the emergency meetings that would lead to increase in profitability and a competitive advantage. The company works towards bringing all employees on board and to improve their innovativeness and competitive advantage.
Work Groups/Teams
Teams play very essential roles within organizations. In Wilson Brothers Company, the brothers only have two meetings with two teams; the CEOs and the executive managers. I would recommend that the meetings should be frequent and involve all the teams and departments. Second, currently, there are no formal meetings at the office. I would advise that there be more teams and workgroups since their presence would offer opportunities for employees to interact, stay on the loops, and grow confidence (Reiche, Sebastian, Mendenhall & Günter, p. 320).
Conflict and how it is handled
The company’s employees live in pervasive fear. For instance, at the plant in Brandon, workers fear losing their jobs. There are reliable policies to handle employee relation issue. Any employee regardless of their levels can be terminated at any time if he or she does not agree with the owners. This issue can be handles when appropriate policies are set to protect and defend workers.
Leadership and Management Style
Currently, the top-most leaders are the two brothers and they control all the other subsidiary companies through the local CEOs. The two brothers have no business succession plans. However, they have been smart to use the local CEOs for their foreign branches to respect and integrate the local culture into the business practice. The idea is effective since it entails cultural sensitivity hence higher productivity as well as a company reputation (Reiche, Sebastian, Mendenhall & Günter, p. 324).
Power, Influence and Motivation
The two brothers have the overall power to manage and set strategic implementation plan for the company. They influence the operations of the subsidiary businesses by choosing the most preferred CEOs to manage them. Their motivation is based on profit that the company makes and therefore would commit most of the resources towards sales, marketing and operations. However, the overall power by the brothers restricts employee freedom and other than work, they have no or little input on strategic plans.

Works Cites
Beardwell, Julie, and Amanda Thompson. Human resource management: a contemporary approach. Pearson Education, 2014.
Reiche, B. Sebastian, Mark E. Mendenhall, and Günter K. Stahl, eds. Readings and cases in international human resource management. Taylor & Francis, 2016.

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