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Change Management Strategies for Digital Transformation: A Comprehensive Overview Organizations increasingly embrace digital transformation projects to stay competitive and foster innovation in today’s fast-changing digital market. However, as several Ph.D. thesis and dissertations demonstrated, digital transformation involves more than just implementing new technologies; it also entails a significant change in organizational culture, procedures, and mindset. The followings are some of the change management techniques covered in this article and their implications for successful digital transformation: Recognizing the Landscape of Digital Transformation: Organizations must first understand the complexities of the digital landscape to begin a successful digital transformation path. According to Johnson’s (2018) dissertation research, it’s critical to thoroughly review market trends, consumer preferences, and technology developments. This study emphasizes the importance of coordinating digital transformation goals with overarching company goals to ensure a purposeful and cohesive approach to change. Developing a Strong Vision: A compelling vision inspires Employees to accept and actively participate in the digital transformation process, which serves as a driving force. A clear vision that conveys the advantages of digital transformation to various stakeholders is essential, according to Brown’s (2019) Ph.D. thesis. To ensure a common understanding of the result, this vision should address the “what,” “why,” and “how” of the transformation. Creating Successful Communication Channels: During times of change, communication that is open and honest is essential. Smith’s dissertation (2020) strongly emphasizes the necessity for businesses to build efficient communication channels to share information, respond to employee problems, and get employee feedback. This makes it possible to develop a welcoming workplace that promotes teamwork, lessens resistance, and increases a sense of ownership among employees. Developing Change Leadership Skills: Leading change is essential for advancing digital transformation. In her doctoral dissertation, Martinez (2017) claims that effective change agents must have a particular set of skills, including strategic thinking, adaptability, and the capacity to motivate and empower people. Organizations should foster change leadership skills through training programs, mentoring, and coaching to achieve successful change implementation. Empowering Employees: The active participation and empowerment of employees are essential for the adoption of digital transformation to be effective. Organizations should concentrate on building a culture of ongoing learning and experimenting, according to Thompson’s work (2021), which Thompson references in her dissertation. This includes giving people the chance to receive training, promoting knowledge exchange, and identifying and rewarding innovative conduct. Employees that feel empowered are more likely to welcome change and advance digital efforts.
Managing Change Resistance: Organizations must actively manage resistance to change during digital transformation because it is a common human reaction. The need to determine and treat the underlying causes of resistance is emphasized in Davis’ (2018) doctoral dissertation. Assessments of a company’s preparation for change, the use of change agents, and employee participation in decision-making can all help. Resistance can also be reduced through open communication and benefits clarification. Conclusion: The complicated digital transformation process requires careful planning, carrying out, and managing. Organizations must implement effective change management techniques to lead organizations through the transformation process. Organizations can increase their chances of successfully navigating digital transformation by comprehending the digital landscape, developing a compelling vision, establishing effective communication channels, developing change leadership competencies, empowering workers, and managing resistance. Dissertations and Ph.D. thesis offer unique insights that can be used to create and practice effective change management methods in digital transformation. Keywords: Digital Transformation, Dissertation Writing Service, Academic Research Paper Writing Service, Thesis Writing Services, PHD Thesis Writing Services References: Brown, M. (2019). Crafting a compelling vision for digital transformation: Communicating the benefits to stakeholders. (Unpublished doctoral thesis). ABC University. Davis, L. (2018). Managing resistance to change during digital transformation: Identifying root causes and implementing strategies. (Unpublished doctoral thesis). MNO University. Johnson, A. (2018). Digital transformation: A comprehensive analysis of industry trends, customer demands, and technological advancements. (Unpublished doctoral dissertation). The University of XYZ. Martinez, R. (2017). Building change leadership capabilities for successful digital transformation. (Unpublished doctoral thesis). GHI University. Smith, J. (2020). Effective communication channels for navigating digital transformation: Addressing concerns and fostering collaboration. (Unpublished doctoral dissertation). DEF University. Thompson, S. (2021). Empowering employees for digital transformation: Fostering a culture of learning and experimentation. (Unpublished doctoral dissertation). JKL University. Wilson, T. (2022). An iterative approach and agility in digital transformation: Adapting to evolving market dynamics and emerging technologies. (Unpublished doctoral thesis). PQR University.
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Introduction The benefits of the utilization of the construction contracts include, the requirements of the agreement while performing home building, the contract paper preserves the rights of the contractor or builders, superintendent, principles and the other involved parties. In accordance with the Crown Build project case study, the building construction is located in the NSW area and it is going to be a four storey building with the fixed amount of AUD28 million and within a fixed timeline as mentioned in the contractual document of this building project and the contract has been signed under AS4000-1997 regulation. But in the middle of the project development, it has been detected that the beam size is incorrect and the contractor has provided notice to the principal and superintendent of the project. The superintendent has corrected the drawing with correct beam size and instructed to eradicate the implemented wrong beams. Now gradually the quantity of the handrails has increased with labour const and delivery delay. Now, the contractor can apply for different progress claims under different clauses. Task 1 The Australian building industry mainly follows the laws and regulations of ABIC or Australian Building Industry contracts, HIA or housing Industry of Australia and the government contracts. Each of the construction projects in Australia follows jurisdictions of Building and Construction Industry Security of Payment Act 1999 (NSW), Home Building Act 1989 that mainly focuses on the building activities of the NSW Area. For the residential building construction in the NSW area under Schedule 1 of Home Building ACT 1989 refers that the roof plumbing and Specialist work will be done in relation with dwelling. Governing law Clauses refers to the transactions between the parties that are mainly operated in the territories and the states and the parties generally maintain and follow the legislation attributes of Competition and Consumer Act 2010 (Cth) and the payment security legislation (Wang and Burdon, 2021). According to the considered mandatory of the general guidelines of the construction projects, the scope, timeline and the allocation of roles and responsibilities will be mentioned (Appendix 3) The payment schedule along with the provisional sum and the contract sum will be written and also the dispute resolution, relief damage, limitation clauses and available reliefs are also mentioned in the construction contracts. The general principles of the construction contracts uses different objectives such as the type of work
4 (commercial, design, residential), size and value of the contract, legislative requirements for state and the mention of the parties who are administering the contract paper such as architect, contractor, superintendent and the principles. In accordance with the Australian Standards (AS) there are different general conditions that are prepared by Standards Australian Committee. The general principles of construction contract laws are described here-AS 4000-1997: This contract is signed for the construction delivery purpose and is known as “general conditions of a contract”. AS 4901-1998: it is mainly as a sub-contract and it is used with the AS4000 principles. AS 4902-2000: this is mainly built for the construction delivery and design purpose and it is a variant of AS4000. AS4905-2002 is signed for the minor contract conditions and it is administered by the Superintendent. Thus, it is clear that the selection of the contract depends on the different circumstances but there is some general reflection- The amendments or the body of the contract, instruments of the contract or agreement that are written formally, and the annexure parts. Some basic features of AS4000 are- the contractor of a construction project is required to m\execute the completion of the construction project within a fixed timeline and at a lump sum price. It is important to sign the agreement with the clearly mentioned date of completion of the construction contracts, if the extension of time is required, and the contractor will have to provide a ‘qualifying cause of delay’ (Swift, 2019). The case study deals with the construction project of Crown build that is facing structural difficulties due to the proposed wrong beam size and this dispute can be resolved by the AS4000-1997 contractual agreement with the proper utilization of the clauses. The advantages of using the standards forms of the Australian contracts are- it can reduce the total cost, the scope of negotiation can be avoided with the signing of document and thus influences the speediness of the process, However, in the agreement, the rights of the both of the parties, the proper mentioning of the conditions of the contract, expected date of project completion, the date of work commencement and the other terms and conditions related to the construction project are clearly mentioned in the construction contracts. The benefits of the utilization of the construction contracts include, the requirements of the agreement while performing home building, the contract paper preserves the rights of the contractor or builders, superintendent, principles and the other involved parties. The construction contracts help to lay out the planning and conditions of the owner very clearly. It also ensures that the owner of the building and the contractor are performing together in order to achieve a
5 common target, The clear guidelines of the contracts helps to perform a better construction performance and the associate legislations add value to the protection of the builders and traders (Jones, 2021). In addition to that the changes can be possible if there is any evidential defect or damage or complaint occurs during the process.
Task 2 According to the case study of the Crown Build, the construction of the four storey building under Crown Build developer is facing structural deficiencies as the superintendent of the project has proposed wrong size of beams in the design paper. This issue has been resolved as the contractor has informed the superintendent and the superintendent has issued a new design with the correct size of the beams. Moreover, the superintendent has informed us to remove the used beams and replace them with the correct beams (Appendix 2). Now this situation has increased the amount of the stair handrails and thus it is enhancing the cost and the time period. In this case, the contractor will apply for the provision of the compensation rate from the superintendent as the dispute occurs due to the provision of incorrect information by the Superintendent. This is a communication problem in the construction management project. The construction project of the Crown Build has been made according to the law of AS 4000- 1997 thus it includes a fixed timeframe and fixed allocated cost. For the Crown Build project the time frame is 24 months and the allocated cost is AUD 28 million. But as the changes have been done in the building design along with the beam sizes, there is a qualifying cause of extension of the time period. Thus the contractor can apply for the delay delivery of the project and delay cost under the AS4000-1997 legislations (EL GEZERY, 2018). The contractor can apply for the EOT or the delay cost under AS4000 policy as the issue has been caused by the omission of the Superintendent. In this regard, the qualifying cause of delay compensable cause, 8.1 can be claimed for achieving the incurred cost due to the quantity enhancement of the stair handrails, labour cost and beam removal cost. Under clause number 25.3, the delay cost of the construction of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as the changes have been made and thus the costing structure is changing. The constructor can use the clause in order to include the additional expenses with the lump sum cost of the project. EOT can be applied in this case as there is a qualifying cause of delay as the mistake
6 has been done by the superintendent and the contractor can apply for achieving a relief. It cannot be ignored that the principal of the project has also omitted the mistake made by the superintendent in the beam size (Rıgga, 2019). In accordance with 34.2 clause number, the contractor of Crown build has already sent a notice to the superintendent and the principal to apply for EOT. This EOC will be received within 28 days after the claim has been done and the delay cost has a qualifying cause of delay under clause number Qualifying cause of delay, CC, 8.1. Task 3 According to the policies of AS4000, the contractor of Crown Build can claim for the expansion of the time frame in order to carry out WUC and the contractor needs to prepare a qualifying cause of delay statement with evidential attributes. There are fundamentally two types of qualifying cause of delay- i) it is applicable when any omission or mistake is made by the superintendent of a building construction project and ii) it is applicable when the mistake or default is made by the contractor of a building construction project or due to industrial and weather conditions (Van Der Westhuizen and Evans, 2019). In the case of the Crown Build project, the mistake has been performed by the superintendent of the building construction as in the initial design the superintendent has proposed an incorrect beam size which is shorter than the required beams. The Item number 23 can identify another factor about the qualifying cause of delay as it measures if the EOT is not grantable in this situation. After that the extension delay will be transformed into the calendar and the business days. Under clause number 34.2, the contractor will be liable to submit the delay notice and in this case the contractor of Crown Build has to submit proper documentation with the evidence of the beam fault to the superintendent of the building project and the principal (RUGINĂ, 2021). This documentation will include the cause of delay and the estimated delivery date of the project. In this regard it can be considered that claiming of EOC notice and delay notice are different notices issued by the contractor. The provision of EOC notice comes under clause number 34.2 and the delay notice provision comes under clause number 34.3. In accordance with the regulation of clause number 34.3, the contractor of Crown Build has to provide evidence regarding the fault in the beam size, responsible person and the extended timeline in the notice of the EOT. The process of claiming for EOT under AS4000 includes the submission and accessing of notice of delay with the evidences for ‘qualifying cause of delay’ under the clause number
7 34.2, provision of delay notice, EOT claiming notice under the clause number 34.3, delay damage claim as stated in the clause number 34.9 and 41.1 and the final assessment under the clause number 34.4 (Appendix 1). The dispute in the construction building project will come under 42.1 and the progress claim will be done as an activity of the payment security policy according to clause number 37.1 (Montalbán-Domingo et al. 2019). However, demonstration of the delay will be properly reported in the EOC notice. In accordance with the policies, the superintendent of the Crown Build project has taken mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective steps, the superintendent has designed a new building drawing with correct beam size and instructed to remove the wrong beams that are already implemented in the building. However, clause number 34.9 is identifying the compensable cause under AS4000-1997. Due to the omission and the defaulted act of the superintendent, the clause number 1.1 stated that it is a subject of compensable cause. The item number 26 (Annexure Part A) can detect the other qualifying causes of damage delay and it also can be ‘Nil’ but the ‘Nil ‘refers that there is no additional cost found in the case. The quantum inclusion and the basics of claim need to be considered while preparing the notice for the damage delay claims. The contractor has to submit and keep updating the prepared claim as evidencing aspects for the delay. The clause number 34.4 includes both the non-qualifying and qualifying delay causes in the cases of the overlapped situation. In this case, it can be considered the prevention steps will be evaluated by the contractor to measure if the objectives are affecting his attributes or not. Moreover, according to clause number 42.1, the contractor can also provide a dispute notice if he found any disagreement with the proposal of the superintendent’s instruction (Adzoyi and Nani, 2021). The contractor can also involve incurred cost that has been increased due to the replacement of the shorter size beams, labour cost and the increased quantity of the handrails. These inclusions of the cost will be done under clause number 36.2. Task 4 There are fundamentally two reasons for claiming cost. Firstly, the incorrect beam size has extended the delivery date of the building construction and on the other hand the labour cost associated with the extension of the project and the removal and implementation of the newly proposed correct beams. These types of costs are regarded as the “global cost claim”. In this
8 regard the superintendent will be considered as a liable person to provide the compensation cost to the constructor or the builder. The clause number 36.2 indicates that the incurred cost structure can be claimed by Crown Build as the variation has occurred in the contractual cost structure. The cost claim will be made as the superintendent has made a mistake in the building drawing with incorrect beam size. In order to respond to the cost variation, the contractor will provide the incurred cost quotation and this quotation needs to be verified and sanctified by the superintendent as a sign of approval. This cost structure will include the additional cost of the raw materials, labour cost and the extension period cost. It will be called ‘cost plus agreement’. In accordance with the policies, the superintendent of the Crown Build project has taken mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective steps, the superintendent has designed a new building drawing with correct beam size and instructed to remove the wrong beams that are already implemented in the building. However, clause number 34.9 is identifying the compensable cause under AS4000-1997 (Klee, 2018). Due to the omission and the defaulted act of thesuperintendent, the clause number 1.1 stated that it is a subject of compensable cause. According to clause 26, the expense claim will involve the additional cost with the lump sum cost in the contract. In addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost that is a delay damage expense. The clause number 11.2 needs to be applied as there is a verified costing structure in the construction of the Crown build project. The clause number 26 will also include the additional costs with the main costing structure. Now the additional cost includes the labour cost, implemented beam removal cost, extension cost and the quantity increment cost of the handrails (Hastie, Sutrisna and Egbu, 2017). The value of the raw materials will be added in the additional cost structure according to the law of AS4000. Conclusion As the Crown Build project has been signed under the law AS 4000-1997, the financial and delay dispute will come under different clauses. The provision of EOC notice comes under clause number 34.2 and the delay notice provision comes under clause number 34.3. In addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost that is a delay damage expense. Under clause number 25.3, the delay cost of the construction of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as the changes have been made in the cost structure.
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1.1 AC 1.1 Explain the importance of strategic human resource management in organizations Strategic human resource management is related to the development of human resources strategies in synchronization with the mission, vision and objectives of an organization in a way such that the organization’s goals are accomplished. An organization should have the ability to frame such human resource strategies which will enhance the overall productivity of the organization (Durai 2010) . The strategic human resource management in Tesco has been like the backbone of the company in achieving success at the time of diversification into different sectors for business activities. The organization through its strategic HRM has been able to develop its business embedded with technical expertise, integrity and customer oriented globally (MacLachlan 2009) . For developing a vibrant strategic linkage of human resource with its corporate strategy the company had designed a transformational coaching programme for the growth and capability development of its mangers followed by an effective feedback procedure. The programme aimed at communicating business priorities of the organization to its personnel and building effective leaders as its competitive advantage (Churchard 2010) . In order to augment the customer value the organization invests highly on recruitment, employee’s training and infrastructures (TESCO 2012) . Tesco maintains a healthy relation with its union partner and believes in employee’s participative decision making process for the accomplishment of organizational goals (Wilton 2010) . With a change in organizational culture Dell has been able to build a strong position in the market. The company shifted its focus from just attaining growth to talent management, leadership building and framed global vision (Scott 2006) . Dell strives for building a competitive strategy for becoming a low cost player in the market. To have an alignment with
its business strategy the company renders its human resource services with the help of technology that is through web. Through the company’s intranet its HR team have been able to carry out various HR activities with the help of a variety of web applications such as hiring applications or tools, management reports, automatic employee reference system, updating of employee’s information to cite a few. This has helped the organization to increase the performance of its employees in many ways such as development in productivity, self-service, outsourcing as well as self-service. Along with these the company has been also able to reduce its cost of carrying out human resource operations as less manpower is required in performing automated activities and it is less time consuming as well (Gary & Varkkey 2010) .
1.2 AC 1.2 Assess the purpose of strategic human resource management activities in an organization (Siemens case study) The key purpose of developing a strategic human resource management is to have an alignment between the human resource strategies and organization’s business strategies. Such integration will help an organization in attaining sustainable competitive advantage. Integration in human resource signifies an alignment between the human resource policies and the policies of other business operations in an organization such as finance, informational technology, marketing, production to cite a few (Vedd 2003) . However, the purpose of designing a strategic human resource management is not only having an integration between HR and corporate strategy rather the aim is also to have an integration between decisions regarding the organization’s personnel with the expected output of the organization. An organization need to align human resource management with the corporate planning system, focus on the human resource activities that will help in the accomplishment of organizational goals and should undertake actions that will help in building strong personnel-management relationships (Dhar 2008) .
The main purpose of Siemens behind designing a strategic human resource management is to meet global challenges. Siemens operates in highly competitive technological market which is continuously developing which makes it imperative for the organization to have an effective HR strategy so as to develop and grow its personnel on continuous basis through frequent trainings. Various trainings imparted by the organization are like class room training, apprenticeship training to cite a few. The organization also organizes management development and education program so as to keep its employees up to date regarding the changing market trends and requirements. Siemens encourages global team work as part of its human resource strategy. The employees in the organization are expected to understand work and perform across every departments, disciplines and regions. The main purpose of Siemens behind such strategy is to enable its employees to handle multiple responsibilities in the global market and infuse a feeling of oneness and a vital part of corporate among its employees. In order to compete in the global market Siemens also redesigned its performance management system which constitutes of assessing its employee’s performance on regular basis followed by an effective feedback system. This will help its employees to augment their competencies and potentiality. The management will also be in a position to identify the existing competency gap and the remedial measures that needed to be taken to bridge such gap. The organization believes that in order to attain long term growth and increase shareholder value it is inevitable to build a motivated and satisfied human resource pool. Therefore Siemens provides career development and growth opportunities, fair compensation benefits, cordial work culture to cite a few to its employees by developing a strategic human resource policies and practices. This will in turn help the organization to prosper in the market. To gain success in the global market it is vital for an organization to have an effective cultural diversity management system. Therefore Siemens promotes a culture of transparency, openness and fairness in its organization to deal with the culturally diversified workforce in its system (Bhatia 2005) .
1.3 AC 1.3 Evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives (Siemens case study) Siemens has repositioned as well as redesigned its organizational and human resource strategy which contributed significantly in meeting the business objectives. Siemens has divided its business strategy into organizational strategy and human resource strategy in which human resource strategy has been framed in alignment with the organizational strategy. While the business strategy of the organization was framed to augment the organization’s capabilities, the human resource strategy was framed in a way to guide the actions of the organization’s personnel and maximize the human potentialities so as to achieve competitive advantage. For an effective execution of human strategy the company has divided human resource activities into design and consulting services, service centres and strategy. The service centre of human resource is concerned with carrying out daily human resource functions effectively. The strategy and design division of human resource is responsible for conducting an external environmental analysis. Based on such analysis the group is expected to carry out the human resource activities such as recruitment, communications, and appraisal to cite a few in a way so as to have a considerable contribution on the organizational success. The consulting service group provides guidance to the organization in respect to the formation and implementation of organizational strategies (Chanda 2007) . The human resource strategy of Siemens consists of imparting frequent training and education to its personnel which is based as per the business requirements of the company for building and developing competencies of its employees globally. This strategy acts as a pillar of global success for the company (Siemens 2015a) . To have a strategic recruitment process
8 Siemens PLM software has strategic affiliation with various organizations to build up the future engineers, technologists and leaders. By this way Siemens will be able to recruit highly skilled and qualified personnel in future which will in turn enhance the quality of business of the organization hence leading to success (Siemens 2015c) . Siemens had realized that recruiting right candidate, imparting training and retaining talent is imperative to achieve success. Siemens therefore to have a valuable top-notch recruitment, compensation, employee development, performance evaluation and retention process to cite a few globally collaborated with the success factors solution. With these the organization has been able to standardize and integrate its human resource process. Collaboration with success factors solutions has enabled the organization to have global insight for growth and human resource planning. Through these cross border managers are being able to exchange information globally and take quality business decisions (Siemens 2015b) .
1.4 AC 2.1 Analyse the business factors that underpin human resource planning in an organization (Either dell or tesco) Human resource planning constitutes of application of planning procedure to the human resource requirements of a firm. In order to have an effective human resource planning the plan should be linked with the operational and strategic planning process of a company (Prasad 2012) . The main objective of a human resource planning is to motivate personnel in an organization, enhance customer experience quality and focuses on enhancing creativity, commitment and development in an organization. Human resource planning enables an organization in determining the future demand for labor as well so as to meet the projected needs of an organization (Deb 2006) . Various factors related to the external environment of an organization may influence the objectives of an organization and the human resource requirements to meet the organization’s
9 objectives. Some of the factors related to the business of an organization which acts as influencing factors are like governmental control, economic circumstance of a place, and prevailing competition in the market and changes in the labor force. Governmental control includes rules and regulation framed by the state or local government. Economic condition of a place implies the recession, inflationary condition, level of employment to cite a few of a place. The prevailing competition refers to the major players or the number of exits and entry of players in the market and business that strives for absorbing the same workforce whereas changes in the labor force implies the composition of labor or supply and demand of labor in a particular market (Byars & Rue 2008) . One of the major objectives of human resource planning at Dell is to assist the organization in the accomplishment of goals and attain competitive advantage thus enabling the organization to beat various external and internal business factors. The organizational human resource planning (OHRP) process has been the key factor behind the success of Dell. The organizational human resource planning process enables Dell to forecast the demand for labour well in advance so as to augment the growth of the organization. The human resource planning process of Dell engages in identifying the vacancies for key jobs in the organization well in advance. Along with these the process also involves competency mapping which is done by measuring the performance and quality of the organization’s high performers. This enables an organization in deciding what kind of skill sets can be expected from the new recruits. The organization implements flexible deployment of its human resource personnel for an effective operation of OHRP process. During the lean time of recruitment and peak time of sales the recruitment team is deployed in the sales and customer service team to contribute in the sales of the organization (Rao 2010 ; Holzner 2006) .
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Introduction This critically analytical paper is in reference to the gap analysis made towards business and corporate level strategies of NutriNut, the selected case study. In this paper the Capability Gap Analysis, Capability Analysis of Key Success Factors, developmental strategies and evaluation of the same by NutriNut are initiated for appropriate business development.
Gap analysis: Capability Gap Analysis Introduction The role of resources and their capabilities at NutriNut, concentrates in terms of creating competitive advantage in the current market of Australia and its plan to be a part of international business community. According to resource-based view (or the RBV), NutriNut is very valuable as it has the R&D accumulated components of Macadamia oil. The components of this oil are Palmitoleic and Oleic Acid that comes in combination with Phytosterols and Linoleic Fatty Acid properties, whereby a unique skin care product gets its shape. This is the ultimate strength of this company and the combination of the same is restricted to its owner, Tracey Newman.
Table 1 Capability gap analysis: NutriNut Functional area Capabilities required
NutriNut capabilities
Competitors’ capabilities
Operations Capability to manufacture in volume Adding continuous
The manufacturing units are limited to Australian market, as of now.
Red Earth Natio: has the reputation of growing faster with appropriate service
Strategic Analysis of NutriNut 4
development to operations Prompt Services
Newman is particular about the operational developments Services are already prompt
responses
Neek Skin Organics: is very popular and a brand representing extensive manufacturing units as per increasing demands
Pricing Following income of the targeted consumers Price ranges should vary as per manufacturing costs
High fixed costs of the Nutri-Nut products Low level differences among the products
MooGoo: Prices vary as per the currency of the respective nation Iluka: Variations in quantity and pricing of the product for different classes of society Mukti Organics: Got fixed price as it concentrates in upper class of the society for maintaining brand image.
Strategic Analysis of NutriNut 5
Source: Adapted from Grant et al. (2014)
Table 2 Capability rating by resource
Source: Adapted from Grant et al. (2014)
Capability narrative Based on the aforementioned status of the capabilities of NutriNut in comparison with its competitors, this report lay focus on five basic capabilities that will assist the company in
Strategic Analysis of NutriNut 6
achieving better position amidst highly competitive market. These capabilities are discussed hereafter. Tangible resources, as in physical capability: In this analytical domain of assessing the capability of NutriNut, it has bene discovered that the company is better than its competitors. Its role is very clear in offering absolute organic product with excellent physical appeal (Teece, 2007; Ichrakie, 2013). Intangible resources, as in branding domain: Here, the position and role of NutriNut appears same as Neek Skin Organics. However, it is important to note here that all the other competitors are performing much better in establishing their brand image in the market. Davila, 2009; Ichrakie, 2013) Processes and systems, as in the selection of decision tools: According to the research initiatives of Teece (2009) and Broadbent & Laughlin (2009) the business proceedings of a company must have firm decisive tools. In this case NutriNBut relies absolutely on the decision of its owner, whereas all the other companies follow the decision of the Board of Directors, who are experts in diversified fields of manufacturing and marketing. Organisational culture, as in the maintenance of workplace attitude: The competitive edge in terms of workplace attitude has been widely discussed by Summers and Smith (2014) who laid emphasis on transparency of communication among every section of the organisation. NutriNut acts with excellence in this domain and this is better than its competitors. Organisational culture, as in the maintenance of ethics & values: in terms of maintenance of ethics and values, Bisbe & Malagueño (2009) and Schiller and Perera (2012) marks that an organisational culture should be well established as per the selected marketing domain. The role of NutriNut in this approach is remains average as it is also ready to take on adaption of different cultures as per the targeted market in international expansion process.
Strategic Analysis of NutriNut 7
Gap analysis: KSF – Capability Analysis Introduction In order to develop organisational status the implementation of key success factors from the external environment and the internal industry conditions must get the necessary competitive capabilities for gaining sustainability and growth (Grant, et al. 2014). According to the interpretations of Wu, et al (2010) for attaining regular growth, an organisation must have adequate amount of understanding about its activities, skills and resources. These are the aspects that must get analysd and reviewed in accordance to the competitive trend of the market. There are some relevant resources and professional skills among the employees of NutriNut that remain liable to get noted when it comes to the analytical platform of understanding the market positioning of NutriNut.
Table 3 KSF Capability: NutriNut Key Success Factors Capabilities Research and Development Unique use of Macadamia Nut Oil Innovation The management in particular ask for new ideas and innovative approaches to extend marketing expansion of the company
Communication Transparency All the employees and staff members are comfortable in getting communication with the owner of the company
Workplace Attitude At NutriNut there is a positive vibe in the
Strategic Analysis of NutriNut 8
workplace and there is no trace of discrimination at any ground
Adaption The company is well prepared to adapt every possible change that the new market demands
Source: Adapted from Grant et al. (2014)
Table 4 Rating KSFs Capabilities: NutriNut
KSF’s 1 2 3 4 5 Capabilities Research and Development Innovation Communication Transparency Workplace Attitude Adaption Technology Price Delivery Services
Source: Adapted from Grant et al. (2014)
Capability/KSF narrative
Research and Development: The R&D of NutriNut is very highly sophisticated. Its optimum
and unique way of extracting the Macadamia Nut Oil is the strongest point of the
organisational business of the company.
Strategic Analysis of NutriNut 9
Innovation: Pollock, et al (2009) considered the essence of innovation as the key to the success of any organisational strategy. In this case, NutriNut is very open to suggestions from the employees and the staff members. It even encourages innovative ideas and changes for organisational development. Communication Transparency:This is sector that is in great demand for international expansion of any firm or organisation (Felice and Petrillo, 2013). For NutriNut the transparency within the organisation is very visible and the same is assured to reach the consumers for building customer loyalty in the market. Workplace Attitude: Positive workplace attitude is the key to organisational growth of NutriNut in Australia. However, the company should also need to accept changes in its workplace attitude as it decides to expand markets in Asian nations (Bentes, et al 2012). It is here that the company must have resistance the risks and demands of the competitive market abroad. Technology: Currently, NutriNut is in demand of highly sophisticated technological backs up for managing the extensive online selling in the European nations. This is a domain that must get well nurtured and monitored with regular upgradation (Sara and Michael, 2007). Price: The current pricing strategy of NutriNut is very fixed. This must be changed to more flexible status as the company decides to cross borders (Kotler, et al., 2013). Delivery Services: Based on the speculations of Poveda-Bautista (2012) on international expansion, it is important that NutriNut organise its delivery proceedings as per the favourable services in every particular country. In case, there is a delay the possibilities of losing the client gets high.
Strategy development Introduction
Strategic Analysis of NutriNut 10
According to the research led by Bogomyagkov and Machulskyi (2012), the corporate-level strategies concentrate in the process of identifying the core competitors of a company, along with the kind of businesses that can create threat for the company. It is also a strategic management level, whereby the headquarter must remain efficient in handling all the other business corporate units of the company. On the other hand, business level strategies is about the adopt of the appropriate strategic structure to meet the competitive demands of the company. This is about the process of making decisions in favour of eeting business oriented competitive edges for a company (Bogomyagkov and Machulskyi, 2012).
Corporate-level strategies In order to meet the current organisational demands, NutriNut must follow Resource-Based View, in combination with agency theory for its global expansion. As marked by Daniel (2015) the implementation of ‘agency theory’ concentrates in ‘value creation’ among the consumers, and targets towards ‘wealth creation’ for the shareholders. An addition of RBV to this theory can add the elements of innovation and uniqueness of the products of NutriNut (see Appendix 1). As noted by Kraaijenbrink, et al (2010) the formulation of RBV can offer room for new ideas in the new markets. This is something that can combine with agency theory and will assist in the growth of NutriNut as shown in Table 5 below: Table 5 Product-market Matrix 1: NutriNut
Strategic Analysis of NutriNut 11
Source: Grant, et al. 2014)
Generic Business-level strategies For NutriNut, it is important to consider the cost leadership strategy and unlimited resources model under Porter’s generic strategies. According to Drnevich and Croson (2013) the generic strategic approach assists the company in pursuing the competitive advantage over the targeted market. Since NutriNut is very fixed with its costing strategy, the generic approach to the same will add consumer-oriented effectiveness to the prices of the products. A detailed assessment of “advantage or necessity” led by unlimited resources model will create demand oriented channel in terms of manufacturing the products for the respective market as noted in Table 6: Table 6 Product-market Matrix2: NutriNut
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The ongoing war between Russia and Ukraine has not only affected the economy of these two countries but also put severe negative consequences on other countries as well. In fact, the whole world got affected by the crisis and inflationary impact of war-torn Russia and Ukraine. The negative impact of covid-19 has already put the world backwards. In a situation like this, when Russian President Vladimir Putin announces that he is going to attack Ukraine, naturally that changes a lot. The cost of living standards has been recorded to jump higher after the sudden intrusion of Covid-19 and now when Putin is at war against Ukraine’s President Volodymyr Zelenskyy, that puts a lot of geopolitical pressure on the global economy and its well-being. On completion of a year-long and still-going war of Conflict and Russia’s annexation of Ukraine, the following section would specify a few of the areas that got impacted on a high scale due to the war scene between these two neighbours. The three essential sectors where the crisis has been noted to have the greatest impact include Food, Energy sector and Migration and Governmental approaches to that.
Food
The invasion of Russia on Ukrainian land creates a significant negative impact on food prices. There is speculation that around 13.5 million tons of wheat and 16 million of maize are stuck between the two countries, unable to move forward. The exportation route has now been closed for over a year and sealing the border means that the trade would not be accomplished. Without any trades, the supply for the food chain naturally gets under the radar. Not only does the distribution of the supply chain management get impacted but Russia’s invasion of Ukraine and rising pollution caused by war actions results in interruptions in planting seasons and agricultural culture. The World Food Program (WFP) organises a calculation that shows how the cost of food has increased by 40% since 2020 and it is expected to at least increase up to 10% of prices considering day-to-day products in Ukraine and Russia due to the war effects.
Energy sector
Before the invention of Ukraine, Europe and China were recorded to import around 60% and 20% of Russia’s crude oil as Russia has been the second largest exporter and the third largest producer of crude oil. The sudden attack of Russia on Ukraine pushes through the barriers to rate the price of crude oil to such an extent that the buyers are showing a lack of interest to
buy from Russia. All of the prices have gone skyrocketing. This has a severe impact on the supply to the global chain market, all to be blamed on the war actions.
Migration and Governance Issues
Ukrainians are leaving their country out of the threat of getting slaughtered and the issue of migration is, therefore, a serious concern that NATO and the bordering countries of Ukraine and Russia are reckoning with. Keeping aside the pressure on energy and food prices leading to inequality and civil unrest, the governments of these countries also are in a highly unstable position to take on decisions on where to keep these Ukrainian refugees. The situation is quite messed up and things look to get worse with more days passing by.
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Contents Abstract 2 Table of Content 2 List of Figures and Tables 2
Introduction 2 1.1 Research Question 3 1.2 Research Purpose 3 1.3 Research Rationale 3
Literature Review 4 2.1 Strategic HR Management 4 Common Global Practices, SHRM at IBM: A Case Study 4 2.2 Theory to Praxis 4 SHRM Theories, Implementation at IBM 4 2.3 Current Issues 4 Recruitment, Training & Motivation, and Retention 4
Methodology 4 3.1 Research Philosophy 4 3.2 Qualitative and Quantitative Approaches 4
Selected Research Methodology 4 4.1 Research Approach 4 4.2 Sampling 4 4.3 Data Collection 4
Findings and Analysis 4 5.1 SHRM Approaches at IBM 4 5.2 Recruitment and Training at IBM 4 5.3 Motivation and Retention 4 5.4 Analytical Overview 4
Conclusion and Recommendations 4 References 8 Appendices 9
Table of Content
List of Figures and Tables
Introduction
According to the Annual Report 2015 of IBM, the current strategic imperative revenue mix of the company, against the market get noted as follows – Figure 1 IBM: Strategic Imperative Growth
Source: IBM (2015)
It has been clearly marked in the current competitive market scenario, IBM has considered its strategic imperatives as significant elements to its management process. Its expansion in the fields of analytics, cloud, mobile, security, and social context remains successful in gaining 27% of its total revenue of $25 billion in the year 2014. With the establishment of 3,000 patents in 2014, the company acknowledges that it is the capacity and efficiency of its human resource (HR) that integrated technology in accordance to the business proceedings the clients, and adding success to the company on a worldwide basis. Considering developmental approaches of IBM as the core subject, this research is offering a research on the ways the Human Resources are recruited, generated, maintained, and further retained in IBM. The approach is in gaining information about the strategic management formulations as considered by IBM in being able remain competitive in the global market.
For this purpose the official declarations of IBM, like Annual reports and news articles will be considered. Further analytical overview will include various theories, peer-reviewed journal articles, and literary sources for the understanding of Strategic Human Resource Management, with close study of the practices in IBM.
1.1 Research Question In the domain of HRM, why IBM can be idealised by a company, to gain knowledge about sustainability and growth in the current global market?
1.2 Research Purpose The core purpose of this report is to analyse the SHRM of IBM, in order to gain necessary knowledge about the implementation of strategic theories and practices in the HR domain for organisational success. As under the intensive pressure of globalisation, the companies are facing enormous hurdles in recruiting the right employees, training and motivating them, and get most strenuous in retaining valued employees; this research aims to offer the tips and tricks of IBM in resolving these issues in particular.
1.3 Research Rationale As against many competitive software companies, like Accenture, Hewlett-Packard, Apple, etc., IBM with 379,592 employees, excels itself in the process of recruiting, training & motivating, and retaining employees for organisational growth and long term sustainability in the market (IBM, 2014). Its achievements and growth makes it one of the most best place for generating a good career for an employee (IBM, 2015 a). This is the reason that IBM has been selected here, as an ideal company to understand its HR strategic management for the upliftment of those companies that still strive to gain more potentiality in global market.
Literature Review 2.1 Strategic HR Management
Common Global Practices, SHRM at IBM: A Case Study 2.2 Theory to Praxis SHRM Theories, Implementation at IBM 2.3 Current Issues Recruitment, Training & Motivation, and Retention
Methodology 3.1 Research Philosophy 3.2 Qualitative and Quantitative Approaches
Selected Research Methodology 4.1 Research Approach 4.2 Sampling 4.3 Data Collection
Findings and Analysis 5.1 SHRM Approaches at IBM 5.2 Recruitment and Training at IBM 5.3 Motivation and Retention 5.4 Analytical Overview
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