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Show moreWith departments of human resource (HR) struggling over the past ten years to establish an equal strategic role with operating managers and other functional specialties, there is ongoing debate regarding the strategic alignment and practical impact of human resource management (HRM) practices. A manageable domain for studying the impact of HR in supporting organization strategy is that of formal career system (CS) programs. Investments in CS programs are made with the expectation that there will be a return in the form of internally developed and strategically deployed managerial talent. However, do these systems actually influence internal labor market decisions, such as managers’ filling of vacancies? Beyond the direct costs associated with CS programs, are the indirect costs of poorly conceived or poorly implemented programs, including loss of valued employees due to lack of career advancement opportunities and inappropriately promoted managers failing in new roles. The question that this study seeks to answer is whether or not the substantial investment in CS practices, which most large firms undertake, provides a reasonable return on investment. The return will be measured by the extent to which the firm can develop and source key managerial vacancies through the use of internal labor markets. Another important indicator of impact will be the extent to which managers believe that the practices contribute to their career progression. A qualitative research study is proposed to explore the relationship between the corporate strategic-planning process and decisions regarding implementation of CS practices, and then to evaluate the linkage of these practices to utilization of internal and external labor markets. Guided by the strategic linkage theory of Sonnenfeld and Peiperl (1988) and its empirical assessment by Baruch and Peiperl (2003), the study also seeks to identify combinations of CS practices that have the greatest impact on the choice of internal labor market strategies actually used by managers.
Doctorate of Management Programs
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Show moreIn recent years, volunteers and practitioners alike have been drawn to creating and participating in various types of alliances and coalitions as a way to address and solve complex community problems. Community coalitions, in particular, have brought together diverse volunteers and agencies committed to specific community change. In many cases these community coalitions have been highly successful. However, just as often, they have failed to reach their goals and produced messy, unpredictable, and disappointing results. Community coalitions are complex systems populated with volunteers and professionals and their networks. They move these shadow systems forward in unpredictable and sometimes counterproductive ways operating at the edge of formal organizations. This paper will explore the dynamics of agent interaction within community coalitions using a complexity framework to illuminate characteristics of networks and agent interaction.
Doctorate of Management Programs
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Show moreIn July 2002, Congress passed the Sarbanes-Oxley Act, which mandated that public corporations substantially change their corporate governance practices. Sarbanes-Oxley was the result of egregious practice of corporations, directors, officers, and advisors, which resulted in billions of investor dollars being misappropriated and lost. Substantial corporate resources are being expended to comply with the intended (statutory) consequences of the Act. Within the framework of stockholder theory, the historic CEO-centric model of governance is being replaced by the independent director-centric model (post Sarbanes-Oxley). As a consequence of Sarbanes-Oxley, its foundational requirement of agency theory application advances an adversarial model of distrust. The theory of trust will help frame the board and CEO dilemma of acting cohesively as the roles and responsibilities of the board and CEO are transforming. Within trust, the concept of high trust/high distrust depicts a practice model that could evolve as a result of the Act. The board and management must continue to focus their collective efforts for the benefit of the shareholders who have entrusted them with their financial well-being.
Doctorate of Management Programs
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Show moreThe paper discusses business activities in the inner city of Cleveland Ohio, with specific emphasis on business creation and ownership of the African Americans in this location. The paper enables the reader to understand why there has been a lag in the establishment of African American business in comparison to their population in the inner city. In the whole of Cuyahoga County there are 33,000 businesses which have paid employees but only 932 of these are owned by African Americans who constitute 51 per cent of the population, a paltry 2.8 per cent. In the Cleveland inner city, which is part of Cayoga County, the Afro-American constitute approximately 75 percent of the population, while they own less than 10 percent of the enterprises. A belief that creating and owning a business gives one self-respect, independence and is more lucrative than working for wages is more common among other ethnic communities in the inner city than it is among the African Americans. The inner city African American tend to be welfare dependence and perpetually in a cycle of poverty, while the other ethnic communities form strong bonding that enables them to support one another. Besides utilizing their strong social groups, these communities, namely the Chinese-Americans, East Indian Americans, and Vietnamese provide their members with the required socio-economic and institutional infrastructure and networks, to create, develop and own business. This paper then argues that, for there to be an improvement in business creation development and ownership within this community, programs to address the lack of co-ethnic social capital and networks should be given priority. The paper utilizes the literature in small business, as well as rich literature on race and ethnic enterprises. It also captures the experience of the author, who has been involved in enterprise development in Kenya as a mentor for the last twenty years. In this paper an entrepreneur is defined as a person who presently operates a small business that she/he started. Key words: Inner city; African-American, Social capital, Mentoring, Networks.
Doctorate of Management Programs
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