Question Case 1.3 Your company sells high-tech products throughout the w

Case 1.3

Your company sells high-tech products throughout the world and is focusing on a differentiation strategy. The business environment for the company is volatile, rapidly changing, and highly complex. The company is highly entrepreneurial and has a strong moral commitment to quality products, employee job satisfaction, and contributing to the surrounding community. Finally, the management team has decided to create a common company culture among the various national and international subsidiaries to reduce cultural differences and tensions.

101. Refer to Case 1.3. Which of the following HR strategies would support the

company’s business strategy?

a) Explicit job descriptions.

b) Self-managing work teams.

c) Intense supervision of labor.

d) Emphasis on technical qualifications and skills.

e) Job-based pay.

102. Refer to Case 1.3. The entrepreneurial climate and moral commitment are elements

of this firm’s:

a) organizational culture.

b) market posture.

c) organizational structure.

d) overall management philosophy.

e) globalization strategy.

103. Refer to Case 1.3. The company’s efforts at building a common culture relate to

the strategic HR choice regarding:

a) employee relations.

b) training and development.

c) staffing.

d) work flows.

e) international management.

104. Refer to Case 1.3. The company’s differentiation strategy is an example of a(n):

a) HR tactical plan.

b) corporate strategy.

c) emergent strategy.

d) business unit strategy.

e) organizational personality characteristic.

Case 1.4

Crowe, Inc. has been a powerful steel producer for the last 15 years and sees only positive prospects in the future. The company provides employees with long-lasting careers and has only recently seen the potential to lose a significant number of workers. The company is very stable and has an elaborate system for providing employees with promotions and transfers to higher levels within the company. Crowe has a very secure position within its industry and has no need to extend its production and services into different industries.

However, some discontent has arisen among lower-level employees. Several employees were fired for on-the-job ethical violations. Those employees let go, in turn, convinced nearly 100 other employees to threaten to leave unless the policies regarding ethical violations are revised. In light of this event, Crowe’s HR department has decided to implement some strategies to curb former employees from causing others to leave, one of these being that in the instance that any exiting employee convinces another to leave the company, the company will take back the small stock option given to him/her.

Prior to this, the company’s atmosphere was very congenial and featured camaraderie between employees at all levels. Now, there has been a noticeable negative shift in the attitude of the workers toward Crowe authority. Many employees are now filing more grievances against the management. Some noticeable hostility has also arisen from employees toward upper-level management.

105. Refer to Case 1.4. When Crowe’s employees were fired, this was an example of:

a) unfair disciplinary practices.

b) organizational strategies.

c) the creation of common bonds.

d) employee separations.

e) outsourcing.

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