1. Do not plagiarize. From the reviews section, I realized that you have worked on this assignment before.2. Please follow the guidelines. It is really important. the instructor takes it seriously. 3. Provide not less than 5 sources per sections.4. There are three sections and three articles. here are the sections: a. HR Article Analysis: Crisis Management: b. HR Article Analysis: Improving Performancec. HR Article Analysis: Downsizing
guidelines_and_rubric.pdf

mutual_perception_of_russian_and_french_managers.pdf

crisis_managment_prevention.pdf

downsizing_with_dignity.pdf

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The article analysis must follow these formatting guidelines: double spacing, 12-point Times New Roman font, one-inch margins, and APA citations. Page length
requirements: 3-5 pages, not including cover page and references.
Guidelines
Write a 3- to 5-page analysis (approximately 3,000 words) on the companies in the assigned case study. In your analysis, do the following:
a. Briefly summarize the article (1-3 paragraphs).
b. Identify 3 different companies in the article.
a. Discuss whether the risk management approach taken by each company was a preventive or intervention measure.
b. Consider whether or not the risks change when events are addressed in a proactive manner instead of a reactive manner. Explain your reasoning.
c. Compare the different types of leadership approaches, and suggest how an HR department might implement strategies to mitigate risk or manage a
crisis event.
d. Discuss ethical ways for mitigating risks with key stakeholders, considering practical implications to executive leaders.
Read the article:
“Crisis Management: Prevention, Diagnosis and Intervention” by Toby J. Kash and John R. Darling (SNHU Library online)
http://ezproxy.snhu.edu/login?url=http://search.proquest.com/docview/226915167?accountid=3783
Students will demonstrate their knowledge of HR’s role in and influence on legal and environmental risk mitigation, as well as the integration of ethical practices.
3-3 HR Article Analysis: Crisis Management
This course includes three Article Analyses. These exercises are designed to actively involve you in HR considerations and decision making, and help you
understand how the concepts covered in the course apply to complex real-world situations. These exercises also provide practice communicating your reasoning
in a professional manner.
Overview
OL 645: Article Analysis Instructions and Rubrics
Course
Vocabulary
Ethics
implications for
leaders
Explain whether
risks change
when addressed
proactively as
opposed to
reactively
Leadership
approaches to
mitigate risk or
manage a crisis
Critical Elements
Summary of the
article
3 different
companies
Preventive or
intervention
Submission meets
“Proficient” and extends
explanation to include
supporting evidence from
scholarly resources (100%)
Meets “Proficient” and
provides in-depth
discussion of ethical
concerns in mitigating risks;
considers practical
implications in detail
(100%)
Meets “Proficient” and
integrates the course
vocabulary into all aspects
of the analysis (100%)
Applies vocabulary for HR
throughout case study (90%)
Discusses ethical ways for
mitigating risks with key
stakeholders in detail; considers
at least 3 practical implications
for leaders (90%)
Compares different leadership
approaches, and suggests how
to implement strategies to
mitigate risk or manage a crisis
event (90%)
Submission meets
“Proficient” and extends
explanation to include
supporting evidence from
scholarly resources (100%)
Submission meets
“Proficient” and provides
illustrative examples
(100%)
N/A
N/A
Proficient
Includes a brief summary of the
article (100%)
Identifies 3 different companies
in the article (100%)
Evaluates whether the risk
management approach was a
preventive or intervention
measure and clearly explains
why (90%)
Explains clearly whether the
risks change when events are
addressed in a proactive vs. a
reactive manner (90%)
Exemplary
Uses some vocabulary or phrases, but
it is not connected to the context of
the questions (70%)
Compares different leadership
approaches, but does not suggest
how to implement strategies to
mitigate risk or manage a crisis event;
or compares different leadership
approaches, and makes illogical
suggestions for how to implement
strategies to mitigate risk or manage
a crisis event (70%)
Only weakly or does not discuss
ethical ways for mitigating risks with
key stakeholders; considers few or
incorrect practical implications for
leaders (70%)
Identifies 1 or 2 different companies
in the article (70%)
Evaluates whether the risk
management approach was a
preventive or intervention measure,
but is not correct, or does not clearly
explain why (70%)
Attempts to explain whether the risks
change when events are addressed in
a proactive manner, but is not clear
or correct (70%)
N/A
Needs Improvement
Rubric for Article Analysis One/Module Three
Does not include appropriate
vocabulary (0%)
Does not discuss ethical ways
for mitigating risks with key
stakeholders; does not
consider practical implications
for leaders (0%)
Does not compare leadership
approaches, or suggest how to
implement strategies to
mitigate risk or manage a
crisis event (0%)
Does not explain whether the
risks change when events are
addressed in a proactive
manner (0%)
Not Evident
Does not include a summary
of the article (0%)
Does not identify any
companies in the article (0%)
Does not evaluate whether
the risk management
approach was a preventive or
intervention measure (0%)
10
20
20
15
10
5
Value
5
Submission is free of errors
related to grammar,
spelling, syntax, and
organization and is
presented in a professional
and easy-to-read format
(100%)
Submission has no major errors
related to grammar, spelling,
syntax, or organization (90%)
Submission has major errors related
to grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main
ideas (70%)
Total
Submission has critical errors
related to grammar, spelling,
syntax, or organization that
prevent understanding of
ideas (0%)
100%
15
The article analysis must follow these formatting guidelines: double spacing, 12-point Times New Roman font, one-inch margins, and APA citations. Page length
requirements: 3-5 pages, not including cover page and references.
Guidelines
In your article analysis:
a. Briefly summarize the article (1-3 paragraphs).
b. Identify and describe the characteristics studied by the researchers
c. Consider differences in cultural perception and stereotypes.
d. Create a management plan outlining tactics an HR manager can implement to improve work performance, based on readings, research, and your
experience.
Consider the characteristics studied by these researchers, such as hierarchy, time, neutral vs. emotional, human nature, and so forth. Write a 3-5 page essay
outlining tactics an HR manager can take to improve work performance, considering differences in cultural perception and stereotypes. Use your experience, the
research, and the lecture to create a plan to approach these differences as an HR Manager.
Review the article “Mutual Perception of Russian and French Managers” from The International Journal of Human Resource Management (Muratbekova-Touron,
2011)
http://ezproxy.snhu.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=cookie,ip,url,cpid&custid=shapiro&db=bth&AN=60610752&
site=ehost-live
(Must be logged into Shapiro Library at SNHU to access.)
6-3 HR Article Analysis: Improving Performance
Articulation of
Response
Meets “Proficient” and
integrates the course
vocabulary into all aspects
of the analysis (100%)
Submission is free of errors
related to grammar,
spelling, syntax, and
organization and is
presented in a professional
and easy-to-read format
(100%)
Submission meets
“Proficient” and extends
explanation to include
supporting evidence from
scholarly resources (100%)
Submission meets
“Proficient” and includes
other characteristics in
addition to those listed
(100%)
Submission meets
“Proficient” and includes
illustrative examples (100%)
N/A
Exemplary
7-3 HR Article Analysis: Downsizing
Articulation of
Response
Differences in
cultural
perception and
stereotypes
Management
plan/tactics for
improving
performance
around
researched
characteristics
Course
Vocabulary
Discussion of
research
characteristics
Critical Elements
Summary of the
article
Submission has no major errors
related to grammar, spelling,
syntax, or organization (90%)
Applies vocabulary for HR
throughout case study (90%)
Proficient
Includes a brief summary of the
article
(100%)
Discusses characteristics studied
by the researchers: hierarchy,
time, neutral vs. emotional,
human nature
(90%)
Considers differences in cultural
perception and stereotypes, and
how they might be overcome
(90%)
Suggests 2-4 tactics in a plan for
improving performance (90%)
Submission has major errors related
to grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main
ideas (70%)
Lists some vocabulary or phrases,
but it is not connected to the context
of the questions (70%)
Total
Submission has critical errors
related to grammar, spelling,
syntax, or organization that
prevent understanding of
ideas (0%)
Does not include HR
vocabulary (0%)
Does not suggests tactics for
improving performance (0%)
(70%)
Considers differences in cultural
perception and/or stereotypes in
only a basic manner (70%)
Suggests only a single tactic for
improving performance, or the
tactic(s) suggested are not
appropriate (70%)
(0%)
Does not consider differences
in cultural perception and
stereotypes (0%)
Only discusses 1-2 of the
characteristics studied by the
researchers
N/A
Not Evident
Does not includes a summary
of the article
(0%)
Does not discuss
characteristics studied by the
researchers
Needs Improvement
Rubric for Article Analysis Two/Module Six
100%
15
15
20
20
20
Value
10
Impact on
employees
Critical Elements
Summary of the
article
Considerations
for the
downsizing
process
Exemplary
Submission meets
“Proficient” and includes
examples of supported
claims in real life or from
research (100%)
Submission meets
“Proficient” and explains
why they are important
(100%)
N/A
Explains the impact of downsizing
on employees remaining with the
organization (90%)
Proficient
Includes a brief summary of the
article (100%)
Identifies at least 3
considerations for the downsizing
process (90%)
Needs Improvement
Insufficient explanation of the
impact of downsizing on employees
remaining with the organization
(70%)
Only identifies 1-2 considerations for
the downsizing process (70%)
N/A
Rubric for Article Analysis Three/Module Seven
No explanation of the impact
of downsizing on employees
remaining with the
organization (0%)
Not Evident
Does not includes a summary
of the article (0%)
Identifies no considerations
for the downsizing process
(0%)
20
20
Value
20
The article analysis must follow these formatting guidelines: double spacing, 12-point Times New Roman font, one-inch margins, and APA citations. Page length
requirements: 3-5 pages, not including cover page and references.
Guidelines
In your article analysis:
a. Briefly summarize the article (1-3 paragraphs).
b. Identify considerations for the downsizing process.
c. Explain the impact of downsizing on employees remaining with the organization.
d. Outline the requirements for an effective downsizing, based on readings, research, and your experience.
This article presents an Executive Summary regarding how to treat people during a downsizing, including both the people who leave and the people who remain.
Throughout the article the author mentions different considerations during the downsizing process and the impact on the remaining employees. Utilizing the
information presented in this module, summarize an effective downsizing, citing your research on employment law, readings, and your experience.
Read the article “Downsizing With Dignity: You Can Downsize With Care—for People and the Business” by Alan Downs.
http://humanresources.about.com/od/layoffsdownsizing/a/downsizing.htm
One outcome of downsizing must be to preserve the organization’s intellectual capital. Used sparingly and with planning, downsizing can be an organizational
lifesaver, but when layoffs are used repeatedly without a thoughtful strategy, downsizing can destroy an organization’s effectiveness.
Articulation of
Response
Course
Vocabulary
Evaluation of
Claims
Submission meets
“Proficient” and includes
examples of supported
claims from real life,
research, and/or course
readings (100%)
Meets “Proficient” and
integrates the course
vocabulary into all aspects
of the analysis (100%)
Submission is free of errors
related to grammar,
spelling, syntax, and
organization and is
presented in a professional
and easy-to-read format
(100%)
Submission has no major errors
related to grammar, spelling,
syntax, or organization (90%)
Applies vocabulary for HR
throughout case study (90%)
Outlines the requirements for an
effective downsizing (90%)
Submission has major errors related
to grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main
ideas (70%)
Lists some vocabulary or phrases,
but it is not connected to the context
of the questions (70%)
Outlines only some of the
requirements for an effective
downsizing, or lists factors that are
not required (70%)
Total
Submission has critical errors
related to grammar, spelling,
syntax, or organization that
prevent understanding of
ideas (0%)
Does not include HR
vocabulary (0%)
Does not outline the
requirements for an effective
downsizing (0%)
100%
10
10
20
The International Journal of Human Resource Management,
Vol. 22, No. 8, April 2011, 1723–1740
Mutual perception of Russian and French managers
Maral Muratbekova-Touron*
ESCP Europe, Paris, France
The purpose of the present exploratory research is to study mutual perceptions of
French and Russian managers regarding the management culture of Russia and France,
respectively.
The present study uses the conceptualization of culture proposed by Schein and
cultural dimensions developed by such scholars as Adler, Hall and Hall, Hofstede,
Schein, Trompenaars and Hampden-Turner. These cultural dimensions present a
framework to study the perception of the host culture by managers regarding a foreign
culture. The present research tests asymmetry assumption of mutual perceptions, which
suggests that managers on reciprocal transfers differentiate their host and home
cultures by means of different cultural dimensions.
This exploratory study uses a two-flow sample of French managers working in Russia
(the data of Muratbekova-Touron) and Russian managers working in France (current
research). It employs a qualitative research method based on in-depth interviews.
The results support the hypothesis about the asymmetric nature of mutual
perceptions. Russian and French managers working in France and Russia, respectively,
do not always use the same cultural dimensions to differentiate their cultures.
Keywords: France; French managers; perception; Russia; Russian managers
Theoretical background
One of the key determinants of success in the increasingly global business environment is
the extent to which its actors are able to cope with cross-cultural differences. This ability to
deal with cultural differences is based on the perception of the culture within which they
work. For managers working in a foreign country, the way of perceiving may influence
their behaviour considerably. Incorrect perception may lead to the committing of cultural
gaffes or just non-understanding of the host culture and therefore a general malaise. Thus,
the managers’ perception may have a negative effect on the adjustment to the host culture.
It is, therefore, important to examine the perceptions of managers regarding the culture
within which they work.
The national culture within which people were brought up influences the perception of
another culture. Thus, the perception of Russian management culture by French managers
is rooted in French culture. For example, French managers consider Russians as shortterm-oriented people (Muratbekova-Touron 2002). This is because French managers
approach time differently, they prefer a long-term orientation. So, the perceptions of
French managers tell us about their own culture as well as about the Russian culture within
which they work.
The rationale of this paper is to study the perceptions of French management culture
by Russian managers. Then, on the basis of these results and the data of Muratbekova-Touron
*Corresponding author. Email: mmuratbekova@escpeurope.eu
ISSN 0958-5192 print/ISSN 1466-4399 online
q 2011 Taylor & Francis
DOI: 10.1080/09585192.2011.565662
http://www.informaworld.com
1724
M. Muratbekova-Touron
(2002), a further aim of the paper is to compare the perceptions of Russian and French
management culture by French and Russian managers, respectively. It is to examine whether
these mutual perceptions are symmetric.
The present study uses the conceptualization of culture proposed by Schein (1988),
who distinguishes three interconnected levels of culture: artefacts and creations which are
visible manifestations of a culture (language, technology and art); values and ideology
which are the rules, principles, norms, values, morals and ethics and basic assumptions and
premises which are unconscious, invisible and create the essence of culture. The set of
basic assumptions have evolved over time and are passed on from one generation to
another. These assumptions serve to solve the problems of external adaptation (how
to survive) and internal integration (how to stay together). On the basis of this definition,
the paper uses the cultural dimensions developed by such researchers as Schein (1988),
Hall and Hall (1990), Hofstede (1991) and Trompenaars and Hampden-Turner (1998) as a
framework to study the perception of managers regarding a foreign culture.
It is important to consider culture as a ‘normal distribution’ (Trompenaars and
Hampden-Turner 1998). There is a wide spread of values and assumptions which are not
shared by all people within a culture. However, ‘this spread does have a pattern around an
average. So, in a sense, the variation around the norm can be seen as a normal
distribution’ (Trompenaars and Hampden-Turner 1998, p. 24).
To the best of my knowledge, the research on the mutual perceptions of managers
from different cultures is not extensive, especially regarding managerial culture. As one
of the few examples of such research, Everett and Stening (1983) studied the mutual
perceptions of Japanese and British managers working in London. The results indicated
the existence of discrepancies between how the managers see themselves (their auto
stereotype), the way the managers of another nationality see them (their hetero stereotype)
and the way they believe the managers from another nationality see them (their meta
stereotype). Thus, according to this research (Everett and Stening 1983), the mutual
perceptions are inaccurate. Or in other words, they are not perfectly symmetric.
Another approach that can help to study mutual perception is to look at the notion of
cultural distance. Cultural distance measures the extent to which different cultures are
similar or different (Shenkar 2001). Shenkar (2001), while presenting conceptual
properties of cultural distance, points out the illusion of symmetry. The assumption of CD
symmetry would suggest that ‘a Dutch (company) investing in China is faced with the
same CD as a Chinese firm investing in the Netherlands’ (Shenkar 2001, p. 523). However,
according to researchers (Shenkar 2001; Selmer, Chiu and Shenkar 2007), there is no
support for such assumptions of CD symmetry. Moreover, the findings of Selmer et al.
(2007) corroborate the asymmetry hypothesis: the impact of cultural distance is contingent
on the direction of the assignment.
Expectations can also distort perceptions. As it is argued by Shenkar (2001), cultural
attractiveness can help to close cultural distance. Thus, expectations of managers
concerning a foreign culture linked to its attractiveness may influence their perceptions.
However, cultural attractiveness is not always reciprocal: Russians may be attracted by
French culture but the French may not be attracted by Russian culture. This argument
contri …
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