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The Person and the Theory

This week you will look for a news story on an individual and describe the lifespan development stage/age the individual is experiencing. Thinking like a developmentalist, you will apply concepts and describe what may have contributed to this person’s situation.

This assignment is intended to explore various theories and influences regarding human development. You will use research skills and communicate and support your ideas using clear and logical writing.

Select a recent news article about a life event of an individual. It can be health related, accident related, educational, or even achievement oriented. It will be one “slice in the lifespan of that person.” For example, you might select a story of someone who has achieved a major goal in life after experiencing a debilitating accident. An example would be Nick Vujici or you could choose the story of an individual who may be suspected of a developmental disorder, and who is involved in tragedy such as James Holmes. You are encouraged to Google these individuals and read about their stories for ideas for your own selection.

In approximately 150-175 words, respond to the following questions

Ø  Described the individual and what is happening.

Ø  Indicated the stage/age of lifespan development.

Ø  Indicated three major developmentalist assumptions and how they contribute to the person’s situation before, during, and after life event.

Reviewing a Salary Structure

Review a salary structure, in 3-4 pages, for the company and job you used in the previous assessments.

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Introduction

Along with the job analysis and job evaluation, companies must determine how they will structure their pay and which model is the most appropriate for their company. Companies also have to consider the competitive position of their pay policy. As an HR professional, it is important to understand the different pay structures, and the process of gathering and interpreting data to determine a competitive pay position. What does it mean to be competitive and pay a salary that is not only internally equitable, but is also externally effective at attracting and retaining the appropriate labor force for your business? This assessment challenges you to consider all the issues that go into that decision making.

Introduction

In this assessment, select the most appropriate salary structure for an organization. Use the same company you used as the focus in the previous assessments.

In 3–4 pages:

  • Analyze the advantages of each of the three primary salary structures: traditional, broadbanding, and market-based.
  • Analyze the disadvantages of each of the three primary salary structures.
  • Analyze which salary structure would be the most effective for the organization and justify your reasons for your selection.

Grand Strategy Matrix

Create a grand strategy matrix for an organization of your choice, write a summary of whether the organization’s strategies are aligned with the matrix, and make recommendations for changes to the organization’s strategy based on your observations.

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Introduction

A grand strategy matrix can help you formulate your organization’s strategy.

The goal of any strategic planning activity is to enhance organization performance. Through involvement in strategic planning, employees achieve a better understanding of the organization’s operation. The process allows for proactive decision-making. It is important to anticipate and respond to issues and to understand that sometimes a philosophical change will surface. There are twelve general strategies an organization might follow when implementing change. Adopting one or more of these strategies might mark a new beginning for an organization, especially if the employees understand and support the plan of action. The twelve strategies are:

  1. Forward Integration: Increase control of distributors or retailers.
  2. Backward Integration: Increase control of firms’ suppliers.
  3. Horizontal Integration: Increase control of competitors.
  4. Market Penetration: Increase market share for current products in current markets.
  5. Market Development: Introduce current product in new geographic areas.
  6. Product Development: Increase sales through improved or new product.
  7. Concentric Diversification: Add new but related products.
  8. Conglomerate Diversification: Add new unrelated products.
  9. Horizontal Diversification: Add new, unrelated products for current customers.
  10. Retrenchment: Cost reduction to reverse declining profit and sales.
  11. Divestiture: Sale of part of the organization.
  12. Liquidation: Sale of the company’s assets.

Strategy formation is an assessment of whether the organization is doing the right things and how it can be more effective. Organizations can become obsolete by following a strategy made out-dated by market changes. Objectives should be consciously developed and coordinated and not just extensions of day-to-day operations.