Kolb’s Learning Cycle
The purpose of the journal is to have students demonstrate their skill in writing clear descriptions of their attitudes, beliefs, experiences / observations in interacting with people from a different culture, their
understanding of the essential theories being studied, their reflections on the cross-cultural management practice-theory nexus they find important / significant and the innovations / improvements / changes they plan to make to their own cross-cultural attitudes and practices.
Marking criteria for the interim journal will be based on criteria below –
1. Suitability of the selected cross cultural experience(s) students have in this subject and ability to communicate them using the Kolb principles.
2. Evidence of understanding relevant cross-cultural management theories and appropriately applying them in the analysis of the student’s own experience(s).
3. Extent of integrating the source material, including the text and any additional reading, to support the student’s arguments/analysis and reflection on their own experience(s).
4. Structure/organisation of the journal (clear, well organised, easy to read and follow).
5. Correctness of writing and extent to meet the requirements (grammar, punctuation, word limit, Harvard referencing system, etc.)
This journal may be more difficult than meets the eye in the sense that it requires you to engage in reflexive practice – to become aware of and think about / reflect on your beliefs, attitudes and behaviour in a structured way. You can use the pronoun ‘I’ in describing your story or experiences; then analyse what you have described as an objective person and, drawing on theory and cases you study and role plays you participate in, reflect on the implications of what you have experienced and progressively come to understand.
You need to articulate your values, beliefs, ways of thinking and behaviour about people from different cultures and the impact of your thinking and attitudes on yourself and others. In writing your reflection on a situation in your personal life, you might describe the incident, event, situation or relationship succinctly, and then describe your analysis and newly formed opinions and changes in your thinking and planned
The following steps may be helpful:
1. Decide on a significant cross-cultural experience in your life. In pairing off with another student, your interaction with that person is likely to be such an experience, but you may have others as well from University, the workplace or your life so far.
2. Plan your reflection in terms of how and what you want to write about your story line.
3. Structure your discussion in a manner that the reader will understand the event or experience and be able to follow your argument and analysis, and know any research articles or books you used (ie., include referencing where appropriate.
4. For the final version, review your work to ensure that it relates to the topic and is understandable in the
5. Check your English expression for spelling and grammatical errors.
6. Ensure that your final journal follows the instructions and is within the word limit.
7. Check that the referencing is consistent with the Harvard System
Restructuring processes that are taken in single areas achieve few grains. Downsizing the workforce in an organization usually generates short-term savings. However, downsizing only brings a temporary relief since it is done without having a broader reorganization. Reengineering an organization creates immediate gains. However, these gains are short lived when there is no performance measure, information technologies and compensation incentives. This means that restructuring and reengineering should be seen as a multifaceted corporation revamping.
Company restructuring has improved and worsened the people working in the company. Cost reductions, repeated downsizing, and lean redesign has decimated communities and terminated careers. However, at the same time, flexible work, streamlined hierarchies, and reengineering has improved the product quality and the productivity of the employee. (Nadler & Tushman, 1999). The restructuring process brings high levels of stress and long workweeks. However, the result of the restructuring process is a more challenging work and greater autonomy. A study carried on restructuring experience showed diminished morale to the employees, heightened loads and reduced employee commitment. However, the study also showed that the restructuring process enhance quality, risk taking, customer service, productivity and workforce competence. This shows that during the restructuring process, the management should make sure that the process does not affect the employees. The main motive of restructuring a company is to increase productivity of the company. Increasing the productivity of the company requires employees to be well motivated.
The impact of restructuring a company on the people experiencing and managing it accounts for some of the schizophrenia one have towards restructuring. The work environment of the restructuring company can be filled with low morale and high anxiety (Manger-Nestler, 2011). However, in most cases, the life quality of the workplace improves with more responsibility, more variety, and more teamwork. In managing the transformation, executives experience a lot of stress. In doing so, they lay a framework of richer compensation packages, improved company performance, and enhanced shareholder returns.
Restructuring a Company
Humana Inc. operates a health insurance business and a hospital business. By going through the company�??s records, I have noticed that there is a competition between the customers. I have realized that the two businesses are strategically incompatible. When restructuring Humana Inc. Company, I will evaluate the design, execution, and marketing structure of the company. In the company design, I will evaluate the appropriate structure that will deal with the specific problem, opportunity and challenge that the company faces. I will then evaluate how the restructuring process will be managed. This will also involve evaluating how the process will overcome any barriers to create as much value as possible. In market evaluation, I will design how the restructuring will be explained to investors. This will ensure that the value created in the company will be fully credited.
Restructuring will be successful if I will first understand the strategic problem and the fundamentals that the company faces. In restructuring this company, I will reduce the operating costs of the company. This will be aimed at achieving an important strategic objective. To restructure this company, I will split the business apart. This will be done through corporate spin-off. There are other restructuring processes that I consider viable to use in this company. These include issuing a tracking stock, repurchasing shares and doing a leveraged buyout (Tanzia, 2012). Splitting the two businesses will eliminate overlaps in areas such as computing infrastructure, back-office staff, and branch offices. Having a diversified health institution will increasingly have a competitive advantage in attracting new enterprises from insurance and hospital customers. The split will also be seen as the vehicle to increase top-line revenue growth in the company. The company will rely in internal cost cutting to achieve this goal.
After splitting the two businesses, I will make sure that the personnel handling each department are qualified. This will mean laying off the unqualified staff. The laying off the unqualified staff will be done immediately to gain credibility in the performance of capital market and minimize work disruptions (Rickford, Enriques, & Menjucq, 2004). I will make sure that the management and employees have a good working relationship. This will help the company in getting the best out of the employees. To get the best out of the employees, I will make everyone an imaginer. Every employee in the company will have the responsibility to look at their environment keenly and make it enjoyable, interesting, and effective.
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