MGT501 GDB 1 Solution and Discussion


  • Cyberian's Gold

    Total Marks 3
    Starting Date Tuesday, June 02, 2020
    Closing Date Monday, June 08, 2020
    Status Open
    Question Title Workforce Diversity
    Question Description

    Human Resource Management (MGT501) Spring 2020

    Graded Discussion Board No. 1

    Due Date: 8 June, 2020

    Total Marks: 03

    Topic: Workforce Diversity.

    NOTE: There is no grace period in case of GDB

    Scenario

    A private sector bank which operated at a limited level in Pakistan, acquired a large local private sector bank, this resulted in extensive organizational growth in terms of number of branches and profitability. Both banks had different organizational cultures first one dominated with a team-based culture, and second one having a typical beaurocratic culture of government organizations. Here, different ethnical groups, older workers, cultural differences, gender and education are the sources of workforce diversity.

    Keeping in view the above scenario, discuss how work force diversity can be considered as an asset for the new setup? Furthermore, enlist two major challenges which bank has to face now. Explain each point with sound arguments.

    Student’s Guide

    Keep your discussion with the mentioned scenario and irrelevant answers and material will not be graded. 
    Be careful from those blogs who are promoting cheating culture among our students and killing their creativity and critical thinking. Answers copied from such blogs will be straightaway marked as zero. Similarly, any relevant or irrelevant material copied from internet sources will get the same treatment. It can seriously damage your grades.
    

    Note:

    For acquiring the relevant knowledge, do not rely only on handouts but also watch the course video lectures and read additional material available online or in any other mode.

    Important Instructions:

    Your discussion must be based on logical facts.
    The GDB will open and close on above specified date and time. Please note that no grace day or extra time will be given for posting comments on GDB.
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  • Cyberian's Gold

    @zaasmi said in MGT501 GDB 1 Solution and Discussion:

    A private sector bank which operated at a limited level in Pakistan, acquired a large local private sector bank, this resulted in extensive organizational growth in terms of number of branches and profitability. Both banks had different organizational cultures first one dominated with a team-based culture, and second one having a typical beaurocratic culture of government organizations. Here, different ethnical groups, older workers, cultural differences, gender and education are the sources of workforce diversity.
    Keeping in view the above scenario, discuss how work force diversity can be considered as an asset for the new setup? Furthermore, enlist two major challenges which bank has to face now. Explain each point with sound arguments.

    Work forte diversity can be consid d as an asset for the new setup
    Financial and fixed assets are lust considered assets the real assets of any company, this one Is the general phenomena of the organization. But if we see, on the other hand, the real assets are human resource assets; which care take the all fixed and financial assets. If employers happy their workforce, definitely they look after very well and accurate the company financial and fixed assets. As our above scenario about bank which is extending its operation on local base, they have required different type of workforce to manage the operations and asset of the bank. Here different ethnical groups, older workers, cultural differences, gender and education are the sources of workforce; that are working in this company, so they are real asset of the company to manage the financial assets of the company.

    Resistance to Change: Although employee diversity is a fact of life, the dominant groups in organisations are does not want change en the organization. As in oar case bank is extending their operations on local base. Lower Cohesiveness: Diversity can create a lack of cohesiveness. Cohesiveness’ refers to how tightly knit the group is and the degree to which group members perceive, interpret and act on their environment In similar or mutually agreed upon ways.


  • Cyberian's Gold

    @zaasmi said in MGT501 GDB 1 Solution and Discussion:

    A private sector bank which operated at a limited level in Pakistan, acquired a large local private sector bank, this resulted in extensive organizational growth in terms of number of branches and profitability. Both banks had different organizational cultures first one dominated with a team-based culture, and second one having a typical beaurocratic culture of government organizations. Here, different ethnical groups, older workers, cultural differences, gender and education are the sources of workforce diversity.
    Keeping in view the above scenario, discuss how work force diversity can be considered as an asset for the new setup? Furthermore, enlist two major challenges which bank has to face now. Explain each point with sound arguments.

    Maintaining high levels of employee engagement was the most pressing human capital challenge in today’s economic environment according to HR professionals (38%).
    This was followed by developing the next gen- eration of organizational leaders (31%) and maintaining competitive compensation offerings (29%).
    • Non-HR C-suite executives were most likely to say that retaining their highest-performing employees was a critical human capital challenge (28%) in the current business environment.
    This was followed by maintaining competitive benefits offerings (22%) and retaining employees overall (22%). Generally speaking, non-HR executives were less likely than HR professionals to con-
    sider human capital issues as key challenges both today and in the future.
    • The top future human capital challenge identified by HR professionals was developing the next genera- tion of organizational leaders (39%).
    Other top human capital challenges identified were managing the loss of key workers and their skill sets due to retirement (35%), and maintaining competitive benefits offerings such as health insurance and retirement benefits (26%). Maintain- ing high levels of employee engagement—the factor that is currently the top challenge according to the survey results—was fairly low on the list of future challenges (20%).
    • Non-HR C-suite executives agreed with HR pro- fessionals that developing the next generation of organizational leaders is the top future human capital challenge (24%).
    Retaining their highest performing em- ployees and maintaining competitive benefits offerings tied as the second highest-ranking key future human capital challenges among non-HR C-suite executives (both 19%).
    • HR professionals show a high level of agreement that executing HR processes smoothly and efficiently un- der constrained resources such as time, staff, technol- ogy and finances is today’s top HR function challenge (69%).
    Other top HR function challenges included moving HR from a transactional to transformational role within the organization (44%), the growing complexi-
    ty of legal compliance (41%) and creating an effective
    HR infrastructure that supports an employee-centric, service-oriented HR organization (35%).
    As they looked to the future, far fewer HR professionals surveyed (37%) thought that executing HR processes smoothly and efficiently under constrained resources would contin-
    ue to be a challenge and slightly fewer (39%) felt that moving HR from a transactional to transformational role within the organization would be a challenge in the next 10 years, compared with the 44% who experienced it as a key challenge today.
    An interesting finding of note: HR professionals at larger organizations were significantly more likely to be concerned about finding competent HR staff than were HR professionals working at the smallest organizations.
    • Non-HR C-suite executives agreed with HR profes- sionals that executing HR processes smoothly and efficiently under constrained resources was today’s top HR function challenge.
    This was followed by the growing complexity of legal compliance and attracting highly competent HR professionals that align with strategies (32% and 30% respectively).
    While few HR professionals (16%) were currently concerned about attracting highly competent HR professionals that fit with their organization’s HR strategy, 30% of non-HR C-suite executives said this was a critical challenge.
    Their top current challenge involving HR talent was finding HR talent with leadership ability (31%), followed by finding HR talent that fits within the culture of their organization and finding HR talent with strategic HR expertise (both 28%).
    • Creating an organizational culture where trust, open communication and fairness are emphasized and demonstrated by leaders (33%) was the top tactic needed to meet today’s key human capital challeng- es, according to HR professionals. This was followed by providing employees with opportunities for career advancement (29%) and demonstrating a commitment to professional development (24%). Creating a culture of trust declined in importance when looking to the future. Other declines included providing employees with the latest tools and technology and providing employees with job security.
    • The most important factor that non-HR C-suite execu- tives said would determine their organizations’ ability to successfully meet their HR-related challenges was the strength and effectiveness of their HR leadership (23%). Strong HR competencies among their HR staff (21%) and strong and effective organizational leadership (20%) were second and third most important.
    • Approximately one-half of HR professionals said obtaining human capital was their most important financial challenge.
    This was followed by compliance with laws, rules and regulations (38%), resource alloca- tion (37%) and responding effectively to market volatility (32%).
    • Compliance with laws, rules and regulations (36%) was seen by non-HR C-suite executives as the top financial challenge.
    This was followed by obtaining human capital (33%) and responding effectively to market volatility (31%).
    • Non-HR C-suite executives and HR professionals hold similar views on how the size of their workforce will change in the coming decade, but non-HR senior exec- utives are less likely to say that they are not sure how their workforce will change.
    About the same percent- age of non-HR C-suite executives and HR professionals forecast that their workforce would increase (59% and 58% respectively).
    Nineteen percent of non-HR C-suite executives said they expected no change
    • Whereas 86% of the HR professionals surveyed said that their organization used a traditional employment model that provides employees with specific job roles, duties and responsibilities, fewer respondents (60%) anticipated that this would be the model they would use in the next 10 years.
    Although 19% of survey respondents said their companies currently used a non-
    traditional employment model that stipulated the knowl- edge, skills and behaviors needed to perform a specific project or task without a focus on formal job roles (also known as project-based employment), 40% anticipated that this would be the employment model used in the next decade.
    Fifty-eight percent of those surveyed said they believed their organization’s workforce would grow over the next 10 years; meanwhile, only 11% said they believed their workforce would shrink, 16% anticipated no change, and 14% were not sure.
    Looking ahead, 65% believed their organizations would add regular full-time employees, whereas 21% thought there would be no change and 14% thought this category would decline.
    • There was an increase in the percentage of HR profes- sionals who said they would use flexible work ar- rangements (e.g, flextime, telework and compressed work weeks) as a tactic to attract and retain talent in the future Other tactics that were expected to grow more prevalent were implementing policies that support workers across life phases, such as parents of young children and those phasing into retirement, and develop- ing human capital management skills at all levels of the organization
    • HR professionals reported that refreshing HR strate- gies to align with evolving business goals is the top action currently being undertaken to make HR more strategic (37%), followed by investing in HR professional development and focusing on HR competencies (27%), and measuring the financial efficiency of HR operations (such as cost-per-hire, time-to-fill vacancies and the re- turn on investment of training interventions) (20%) Fewer said they thought they would be focusing on refreshing HR strategies in the next decade (30%)
    • Sixty-three percent of non-HR C-suite executives view HR as having a strategic role in their organization The most common view of HR was as a combination of a transactional and strategic function
    • Almost three-quarters of non-HR C-suite executives report that their organization will change their HR function in the years ahead (71%) Some actions includ- ed broadening HR’s scope to more of a business partner involved in change management, outsourcing transac- tional HR and using more HR metrics
    The top actions non-HR C-suite executives reported were currently being taken to make HR more strategic were engaging top executives to develop HR strategy (22%), refreshing HR strategies such as selection, compensation, benefits and training (also 22%) and getting senior executives more involved in implementing HR strategies (20%)
    Looking ahead to the next 10 years, the top actions non- HR C-suite executives said their organizations would be taking were refreshing HR strategies to align with evolving business goals (21%), measuring the specific effects of HR programs (19%) and getting senior executives more involved in implementing HR strategies (18%)
    • Human Resource Expertise was the HR competency (51%) the greatest number HR professionals identified as most critical
    This was followed by Relationship Man- agement, and Leadership and Navigation (both 36%), Communication (35%), and Business Acumen (34%)
    Looking ahead to the next 10 years, Human Resource Ex- pertise dropped 18 percentage points as a top HR com- petency and Communication dropped by 12% Business Acumen and Critical Evaluation both rose in importance by 12% and 11% respectively
    • The most critical HR competency according to non-HR C-suite executives was Human Resource Expertise (29%), followed by Leadership and Navigation (28%) and Business Acumen (27%)
    The same three competencies remained at the top of the list when executives looked to the next decade, but in a slightly different order (Business Acumen was at the top, followed by Human Resource Expertise and Leadership and Navigation)
    The largest drop in the perceived importance of an HR competency was in Communication: there was an 8 percentage point decline in the percentage of non-HR executives who thought it would be a critical competen- cy in the next decade (18%) compared with today
    • Non-HR C-suite executives considered business knowledge the most important component of Busi- ness Acumen
    This was followed by effective adminis- tration and knowledge of government and regulatory guidelines The behavior non-HR C-suite executives con- sidered most important in relation to the Leadership and Navigation HR competency was understanding the most effective and efficient ways to accomplish tasks within the parameters of organizational hierarchy, processes, systems and policies
    A majority of HR and non-HR C-suite executives are currently planning to make changes to their organization’s HR function to make it even more strategic and measurement-driven.



  • Business and Human Capital Challenges
    • Their organizations’ greatest current and future human capital challenges
    • The biggest financial challenges facing their organizations in the coming decade

    Strategies, Tactics and Tools
    • The key factors that will determine their organizations’ ability to meet these challenges
    • The tactics they think will be most effective in attracting, retaining, and rewarding the best employees
    • The type of employment models they expect their orga- nizations to use in the future
    • How they expect their workforce to evolve in the future, including the size of their workforce, employment status and demographic makeup


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