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When and how did Danone expand into the Chinese market? What problems did Danone Group encounter while operating in China?
How was the Danone and Wahaha JV formed? What was its structure? Why did Danone decide to form a joint venture rather than establish a 100 percent-owned subsidiary?

What was the problem of the Danone-Wahaha joint venture that triggered the conflict between the companies? What were the differences in Danone’s and Wahaha’s understanding of their own respective roles and responsibilities in this venture? What aspects of national and organizational culture affected this perspective?

Was Danone successful in proving its claims in court? How was the conflict between the two companies resolved? What were the key lessons for Danone about doing business in China? Did Danone follow the advice regarding JVs in China mentioned in the list just above? Which aspects did it follow and which did it not?

 
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27 –
Each province and territory has legislation that provides certain rights and guarantees regarding employment.
Select one:
a.
TRUE
b.
FALSE
28 –
Benefits of employee orientation include increasing turnover, lowering productivity and increasing training costs.
Select one:
a.
TRUE
b.
FALSE
30 –
The benefits of an effective orientation process include the following, EXCEPT:
Select one:
a.
Familiarizing new employees with organization, their job and their work unit
b.
Sending new employees home to read a policy manual before starting work
c.
Embedding organizational values, beliefs and accepted behaviours
d.
Active involvement and participation from the supervisor
31 –
In a work-refusal situation, it is illegal for an employer to request another employee to replace the worker who exercised his or her work-refusal right.
Select one:
a.
TRUE
b.
FALSE
32 –
How has the effect of globalization added to HRM responsibilities?
Select one:
a.
they are balancing complicated issues related to language and communication
b.
they must know the differences in country legislations and business practices
c.
there are increased concerns about privacy, ethics, and culture
d.
they must address employee concerns about outsourcing
 
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18 –

The legislated designated groups include all of the following, EXCEPT:

Select one:

a.

women.

b.

First Nations People.

c.

visible minorities.

d.

French speaking people.

20 –

When assessing the value of training, organizations are likely to assign a dollar value to each of the following, EXCEPT:

Select one:

a.

Trainer and training salaries

b.

Behavioural changes in employees

c.

Increases (or losses) in productivity

d.

The introduction of a benchmark

21 –

Conducting a needs assessment before anything else helps to ensure that organizations don’t waste valuable time and other resources on training that is not appropriate or necessary.

Select one:

a.

TRUE

b.

FALSE

22-

HR planning is a proactive process, which anticipates and influences the future of an organization.

Select one:

a.

TRUE

b.

FALSE

23-

When investing in effective and efficient training programs it is important to consider the following principles of learning, goal setting, individual differences, active practice, whole versus part learning, feedback and modelling.

Select one:

a.

TRUE

b.

FALSE

24 –

Which of the following is NOT part of the major role of HR professionals?

Select one:

a.

Provide guidance and assistance to line managers.

b.

Assume a greater role in top management planning and decision-making.

c.

Relieve line managers of their HR responsibilities.

d.

Help organizations achieve success by maximizing employee potential.

25 –

Which of the following is NOT a prohibited ground of discrimination:

Select one:

a.

religion.

b.

handicap or disability.

c.

lack of qualifications.

d.

race or colour

 
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Case

Knowledge

Rationale

Case 1:

In reality, many businesses fail to make efficient use of their employees’ knowledge. They don’t give you enough time to learn or reflect. People are seen as hired hands rather than borrowed brains by them. They tell them what to do and provide them with little choice in how they accomplish it. It’s no surprise that their staff feels unappreciated and will ‘walk’ away from the company at the earliest opportunity, taking their knowledge with them.

On the other hand, Total Global has long been seen as a model for fostering and

developing its employees. Its exploration business has launched an initiative to “harness this skill” and “make greater use of them.” Its main goal is to create a learning and knowledge-leveraging infrastructure. On the company’s intranet, there are open learning centers and databases of learning resources. However, the most important breakthroughs were creating knowledge groups and developing capabilities for quality dialogue and reflection. Learning is being incorporated into daily tasks.
 
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