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You are the newly appointed International Human Resource Project Team for a company, presently only operating in The US. The company is fun, fresh, energetic but professional! You should consider this in the design and development of your presentation! Your team needs to create the name of the company and select the industry it is involved in. Please use an imaginary company, not an existing one. Your company have recently decided to expand into [host country to be allocated by your instructor], by creating a new subsidiary. Your instructor will allocate you the host country for your assignment, when you have identified the name of the company and the industry in which it is involved. Your team has been allocated to support Mike, a staff member at your company with a pre-departure training session. Mike was born in the US , and has only ever lived in the US. In fact, he has not even travelled overseas. Mike absolutely loves The UEFA, and used to play when he was younger. Each Saturday, he enjoys having mates over for a barbeque – it has become a ritual for the family. Mike is married to Anastasia, who is a marketing manager in The USA, and hopes to find work in the host country. Anastasia loves cooking and thought that next year she might audition for Master Chef her favorite TV show. Mike’s oldest daughter Grace is 17, and about to finish high school. She is a very mature young woman. She has strong political views, enjoys debating and plays the piano. She hopes to study medicine at university. Steve, Grace’s younger brother, is 14. He’s very good at cricket and absolutely loves it! He’s not so good at his schoolwork, but he’s got a close group of friends and they encourage each other with their schoolwork. Meanwhile Mary (who is 12) enjoys dancing, chatting to her friends online (though Facebook, Twitter, etc.) and listening to Justin Bieber. Mike would like to know which staffing policy the company will be pursuing at the new subsidiary and why. He is particularly interested to know if the company will be utilizing TCNs, and if so, which country they will be coming from. Mike is also concerned about his remuneration, and what differences or concerns are expected between PCNs, HCNs and TCNs at the new overseas subsidiary.

Your report should be between 1000-1500 words

Host country: Mexico

 
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Management in Action

Must-See Quarantine TV

Late-night TV has been a mainstay of network television for generations. Johnny Carson entertained audiences for a few decades starting in the 1960s before being replaced by the likes of David Letterman and Jay Leno in the 1980s and 1990s.Today, the three most watched hosts, Stephen Colbert, Jimmy Fallon, and Jimmy Kimmel, each bring in tens of millions of viewers and more than $400 million in ad revenue per year.

Late-night TV shows may have different hosts, but their live studio-audience format is largely similar. They typically start with a monologue poking fun at the day’s news and prerecorded or live skits. This is followed by celebrity interviews and musical performances. Most shows have an announcer, house band, and dozens of stage crew, writers, producers, and others that make it all happen. It takes a high-performing team to deliver a high-quality show. But what happens when a pandemic leaves studios empty, prohibits famous guests from traveling, and restricts hosts to their houses? That’s exactly what happened during the COVID-19 outbreak.

Let’s shine a spotlight on what many called “Quarantine TV.”

IN-HOUSE PRODUCTION, LITERALLY

Samantha Bee, host of the Emmy Award-winning late-night show Full Frontal with Samantha Bee, was filming a segment for her show when she encountered an issue she had never dealt with before. “There was literally a screeching hawk, circling up in the sky,” she recalled. Bee wasn’t filming at some exotic location overseas, she was actually on set—at her house. She asked her new makeshift production crew, her husband and three children, to please hold shooting for hawk sounds. “You have to be OK with whatever nature provides. This is really uncharted territory for any of us,” she said.

Bee wasn’t alone in a new world of late-night TV production due to the COVID-19 pandemic. Social-distancing and self-quarantining guidelines meant hosts had to work virtually with limited resources. Molly McNearney, the co-head writer and a producer of ABC’s Jimmy Kimmel Live, said it took three hours to shoot a six-minute monologue with host Jimmy Kimmel. “He’s used to having a teleprompter guy and a team of 140 people helping him there,” she said.175 Instead, Kimmel and other hosts used iPhones and videoconferencing tools to record segments and celebrity interviews.

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COLLABORATING TO SERVE AN AUDIENCE IN SHOCK

Hosts may be the face of a show, but there are dozens—if not hundreds—of individuals on these late-night teams making sure it all goes as smoothly as possible. Late-night show content typically reflects daily events and what society is thinking, which writers quickly incorporate into the show’s monologue, skits, and questions for celebrity guests. This requires efficient and collaborative processes. First, producers source the most interesting and important material. After the material has been developed, writers script it in a way that draws laughs. Then different crews, such as video, audio, and makeup, act to meet taping deadlines. After all of this has been completed, editors enter the process to make sure the show meets broadcast standards.

The COVID-19 pandemic interrupted this interconnected system by shutting down lavish Hollywood and New York studios. Production crews scrambled from their homes, trying to connect virtually to meet deadlines. The Tonight Show showrunner Gavin Purcell needed to change his team’s processes in order to ensure the show could keep airing and entertaining the millions who were quarantined at home. Purcell developed new virtual norms with an understanding that the same on-set resources everyone was used to weren’t going to be there. “We’re now trying to create a normalcy, in a world where nothing is normal right now, but we’re trying to make it so that the actual production of it is a little bit more simplified and put systems in place.”

These production systems were incredibly important in a world that was reeling from a pandemic and looking for some late-night TV stress relief before bed. “We are a staff of planners, and even though this is something you could never plan for, those skills are coming in handy,” said Late Night with Seth Meyers showrunner Mike Shoemaker. Shoemaker, whose show was being filmed in host Meyers’ attic crawl space, needed to guide a team that was highly performing, but regressed to its more primitive days due to inexperience with virtual technology and the need for new roles. “Every day a new problem arises that literally never existed before and we problem-solve the solution for next time. Then something completely different goes wrong.”

Working in a virtual environment was particularly difficult for writers whose creativity is predicated on timing, banter, and constant collaboration with teammates. “If I had a joke idea or could punch up somebody else’s joke, I would just walk over to their office, say it to them, and walk back. It’s done in about 12 seconds,” said The Tonight Show writer Gerard Bradford. “Now it takes maybe five minutes, because you have to e-mail or text that person and wait for them to reply.” Virtual shows also meant no studio audiences, so writers couldn’t gauge how their jokes landed in real time. “You forget how important nonverbal communication is,” said Late Night writer Alex Baze. Writers are typically able to get performance feedback from a studio audience’s laughter, raised eyebrows, shifting in seats, etc. Without an audience, that feedback is missing, making it harder for changes to the next day’s show. “Even when it’s done, you’re like, ‘Well, I don’t know if that was good,’” said Baze.

All in all, production teams were able to adapt to a new way of producing content for millions of viewers. Experts, however, believe audiences were more forgiving in their content and quality critiques because it was the first time in modern history that a pandemic had made such a drastic impact on people’s daily lives.Viewers may not be as understanding the next time. For example, Jimmy Fallon’s creative use of his daughters to help him with skits or Samantha Bee chopping wood in her backyard will only go so far on shows that need fresh content every night.Content that doesn’t intrigue viewers will lead to decreased viewership, which means less ad revenue for the network.181 With this in mind, late-night TV teams will need to be better prepared in case they find themselves in this situation again. Will they be?

1- Use Tuckman’s Five Stage Model to describe how the change in producing late night TV could have caused teams to devolve.

 
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A Dunkin’ Donuts store in Brighton is trying to determine how many Pumpkin donuts to order from the central bakery in Lowell to cover their daily demand during Halloween weekend. The donuts sell for $0.90 and the store purchases them from the central bakery for $0.40 each. History suggests that daily demand for Pumpkin donuts during Halloween weekend at this store is about 1200, with a standard deviation of 100 (normally distributed). Unsold donuts are discarded at the end of each day.

1) What is the marginal benefit (i.e, cost of shortage)? Please provide your answer in decimal format to two decimal places and without the dollar sign (e.g., 1.15, 0.75, 0.20)

2) What is the marginal cost (i.e., cost of excess)? Please provide your answer in decimal format to two decimal places and without the dollar sign (e.g., 1.15, 0.75, 0.20)

3) What is the service level? Please provide your answer in decimal format to four decimal places (e.g., 0.9975, 0.7532, 0.2045)

4) What is the z-value? Please provide your answer in decimal format to two decimal places (e.g., 1.15, 0.75, 0.20)

5) What is the optimal order quantity? (Round to the nearest integer) Please provide your answer in integer format (e.g., 1000, 1500, 2000)

 
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Pat Rowe, Vice President of University Hospital, recently attended a conference session that discussed the problems of integrating computer technology into the work practices of health care professionals. The session leader argued that implementation often fails because the staff does not receive proper training in the use of the new equipment and software. This seemed plausible to Pat. In the last year, the hospital’s senior management team had decided to purchase thousands of dollars of equipment that was supposed to “redesign the delivery of patient care.” However, the word was getting around that staff were disgruntled with the new equipment and were not using it. Upon returning to the hospital, Pat called the director of training and development, Wei Lee, to discuss the insights gained at the conference. Pat said to Wei, “I think I know why staff isn’t using the computer equipment. They didn’t receive adequate training.” Wei replied, “I seem to recall that the manufacturer did provide training, but I’m not entirely sure what was included. Do you want me to look into it?” “Yes, that’s a good idea. But I still think we need to train the employees. Why don’t you get the manufacturer in here to do some more training?”

Wei immediately called the computer equipment manufacturer and learned that ten months ago, as part of the implementation process, two design engineers had conducted numerous lectures with unit staff on how to work with the new equipment and software. These sessions were poorly attended and were conducted using a lecture and overhead format. Wei decided that the poor attendance was probably responsible for the problems, and so she asked the manufacturer to re-run the training session. This time, staff would be offered free coffee and doughnuts to encourage attendance. Staff were sent a memo from the training department encouraging them to attend one of the sessions. Unit managers, who were not invited to attend the training, were asked to mention the sessions in staff meetings and highlight the free coffee and doughnuts. Unfortunately, attendance was only marginally better.

The new training sessions were again conducted by design engineers, but this time they used a laptop computer hooked up to an overhead projector. This allowed them to walk through the various screens and options of the program with staff in a real-time simulation. At the end of the session, staff were given a manual describing the computer hardware and software. It was suggested to staff that they read the manual on their own time and consult it when they had problems. Walking out of the session, one staff member was heard saying, “Computers scare the heck out of me. I can’t possibly learn this stuff. And to top it all off, I don’t think anybody really cares if I do use this new system.”

1. What can be done to avoid this happening again in the future?

2. How could they evaluate the program more in real-time?

3. What do you think the main problem was? Why?

4. What should they do with this training program?

 
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