Jean Piaget And Albert Bandura - 946 Words

The theorists being compared in this discussion question would be Jean Piaget and Albert Bandura and how their theories fit into the developmental process. Both are great contributors to the field of psychology due to their theories on cognitive development. There are some similarities and differences between Albert Bandura’s Social learning theories with Piaget’s cognitive theory in term of ideas and subjects that were used. Jean Piagets was one of the most recognized and influential developmental psychologist in the 20th century. Jean Piaget was born in Switzerland on August 9th 1896 and he was known as a developmental psychologist. Being an educator, he believes that education was important and he said â€Å"only education is capable of saving our societies from possible collapse, whether violent or gradual† Albert Bandura was born in Canada on December 4th, 1925 and he was known for pioneering the research on how environmental variable influences how people relate to each other. His Social Cognitive Theory pioneered learned behavior (Pajares, 2001) His theory on Cognitive Developmental Theory in a nutshell was how biology influences how children conceptualize and deal with task at different stages while growing up. Piaget’s theory focuses more on how children’s behavioral changes as they grow and how the children interact with their environment. For easy understanding, Piaget theory has a total of 3 components Cognitive Developmental Theory: 1. Schemas are abstractShow MoreRelatedHow Do Humans Develop Over A Lifetime? Essay1173 Words   |  5 Pagestook off from there. Three main developmental psychologists named Jean Piaget, Lev Vygotsky, and Albert Bandura had various theories explaining their research and views on how humans develop over a lifetime (Darwin). First and foremost, Jean Piaget was a famous figure relating to developmental psychology because he was credited with being the first to create an elaborate study on what he calls â€Å"stage theory†. His stage theory is as Jean calls it, the process of how humans develop and he argued thatRead MoreCognitive Learning Theory1475 Words   |  6 Pagestry to explain human behavior by understanding how we process and store new information. The cognitive theories of learning originated from the gestalt theory. The three major contributors to the cognitive learning theories were Jean Piaget, Edward Tolman, and Albert Bandura. In this paper, I will evaluate the work of all three theorists, demonstrate an understanding of the theory, and explain how the theory can be applied to our current educational environment. The gestalt theory was founded byRead MorePsy 203 Week 3 Essay639 Words   |  3 Pagespersonality development throughout the lifespan. a. Sigmund Freud b. Erik Erickson c. Jean Piaget d. Albert Bandura 6. Children tend to view the world based on their personal perspectives. The term for this is a. centration b. egocentrism c. ego identity d. narcissism 7. ___________ developed his theories on human development by observing his own children interact with the world. a. Jean Piaget b. Albert Bandera c. Erik Erikson d. Lev Vygotsky 8. ______________ theorized that childrenRead MoreMontessori Educational Approach And Early Childhood Education757 Words   |  4 Pagesauthority (Certini, 2012). The Montessori Method has many similarities with many recognized theorists approaches: Albert Bandura, B. F. Skinner, Jean Piaget, and Lev Vygostky. For instance, Montessori based her approach based on scientific observations; and considered that the environment was a vital element for cognitive development. These two factors are also significant in Bandura, Skinner, Piaget, and Vygostsky’s works. More specifically speaking, Montessori believed that the type of environment playedRead MorePiaget s Theory Of Cognitive Development1132 Words   |  5 PagesPsychologist Jean Piaget was the first to make a study surrounding the theory of cognitive development. The interesting thing about Piaget’s way of studying was that he was more concerned about how children’s thoughts got to the answer in relation to their IQ rather than simply their ability to answer a question correctly. The cognitive development theory detailed observational studies of cognition in children by a series of tests, which furthermore revealed different cognitive abilities. BeforeRead MoreThe Impact Of Social Constructivist On Children s Development1461 Words   |  6 Pages2012) Jean Piaget was a biologist that studied his own children and thought children go through different stages of cognitive development grounded on four set stages. Piaget believed that children learn and develop best through exploring their own environment by using real objects and to discover things themselves. Piaget explained a schema to be a cohesive, repeatable action sequence possessing component actions that are tightly interconnected and governed by a core meaning . (MCLEOD, Jean PiagetRead MoreAlbert Bandura s Social Learning Theory1503 Words   |  7 Pagescompare and contrast Albert Bandura’s Social Learning Theory with Piaget’s Cognitive Theory. compare and contrast Albert Bandura’s Social Learning Theory with Piaget’s Cognitive Theory. How applicable is the Social learning Theory to the Zambian Educational system. Both Albert Bandura and Jean Piaget were psychologists who contributed greatly in the field of psychology. This implies that there are some similarities and differences between Albert Bandura’s Social learning theories with Piaget’sRead MoreExplain Different Concepts1726 Words   |  7 PagesCognitive (Piaget) Cognitive theories of development look at how thought processes and mental operations influence growth and change. Cognitive theory is looking at the development of a person s thought processes. It also looks at how these thought processes influence how we understand and interact with the world. One theorist and cognitive thinker was Jean Piaget, who gave an idea about how we think about child development. This is that children think differently than adults. Jean Piaget createdRead MorePiaget, Bandura, Bowbly and Vygotsky1850 Words   |  8 PagesPiaget, Bandura, Bowbly and Vygotsky Development is about the customary way that a child acts (Bruce Meggit, 2006). Child development is multidisciplinary. Several researches have put forward theories on the way children developed. These can be divided into the psychoanalytical theories, the learning theories, and the cognitive development theories. In this assignment, I will explain a number of these theories by showing what the theorists had developed. Jean Piaget: (Cognitive-developmentRead MoreThe Psychoanalytic Theory Of Human Development Research1074 Words   |  5 Pagestherefore incorporates both nature and nurture. Piaget s Cognitive Development According to Piaget’s Cognitive Development theory, as children explore the world they actively construct knowledge. Jean Piaget viewed development as a biological concept of adaptation where just like the structures of the body adapt to the environment so do the structures of the mind (Berk, 2014, p. 15). The theory is supported by both nature and nurture. Piaget states that cognitive and intellectual growth depend

Organizational Change And The Implementation Of The Change...

Introduction: Organisational change and the implementation of the change is a relevant issue when analysing the Nora case. Organisation change is the ability of an organisation to change over time and is reliant on the ability of the organisation to change the individual behaviour of individual employees (Robertson, Roberts and Porras, 1993). Organisational change is a common occurrence in modern organisations and the change can come from new employees to new strategies. It is relevant in the case where organisational change is occurring however a lack of communication about the change has cause issues among the organisation and its clients. The iceberg model created by George Clampitt (2005) will be used in the analysis of the case and therefore recommendations can be made based on the conclusions. Background: The unexpected consequence of implementing change is a relevant issue when analysing the Nora case. Nora is a social worker at Bridges Care and Village, Clevedon, South Auckland. Charity Trust National controls the operations and Bridges Care and Village, is one of the care centres they provide for the elderly. The organisation was originally structured using a communal based model; drug, alcohol, social, and child services. Charity Trust National now seek to change the organisations structure and split services into three categories; age, community and residential. Georgina, one of the staff tells Nora that there will be change to the whole organisation, resultingShow MoreRelatedChange Implementation Plan. Introduction. Managing Organizational1589 Words   |  7 PagesChange Implementation Plan Introduction Managing organizational change is an essential part of organizational success and an inevitable part of any business. Change in an organization is caused by changes in technology, changes in regulatory requirements, changes in processes, and changes in growth (Schoology, 2017). In order for change to be successful, managers must understand the intricacy of how change is managed and implemented. Change is said to be evolutionary when it is related to environmentalRead MoreCisco’s It Implementation of an Organizational Change and Advanced Services for Operational Success2435 Words   |  10 Pagesthe cost in order to improve organizational wide productivity. There are many CEO’s of the business world today that suggest the top priority of an any organization is to possess the ability to develop a sense of new ideas and innovations. (Porter, Stern Council on Competitiveness, 1999). The term â€Å"innovation† used by organization’s simply illustrates the invention of a new product, processes and systems that which are simply created to adapt to the constant change in markets, technologies as wellRead MoreProject Management Methodology For Reducing Organizational Change Implementation Costs And Save Resources Essay957 Words   |  4 Pagesproject methodology is a written agenda that firms use to achieve goals. Even the simplest organizational changes can benefit from project management. A project manager’s goal is to reduce organizational change implementation costs, save valuable time and make sure that new ideas are successfully implemented as often as possible. Depending on a company’s needs, this plan can have a definite shape or change rapidly as staff members make new discoveries. All industries, from construction to informationRead MoreWrite a Proper Evaluation of How Your Organizational Culture Is Enhancing or Obstructing Strategy Implementation. Suggest Changes That Should Be Made to Culture to Enhance Perfor mance.1661 Words   |  7 Pagesassumptions. Thus Econet’s employees across all submit, hold the dominant values that is, pioneering, professionalism and personal. These values are also institutionalized through well-established artifacts, thereby making it difficult for those values to change. Furthermore, this culture is long-lasting; as it can be traced back to Strive Masiyiwa company founder’s values and assumptions Culture is formed by screening and selecting new employees who share the same values as your organization. However, cultureRead MoreEssay on Organizational Change Part I1362 Words   |  6 PagesOrganizational Change Plan Part 1 HCS 587 Organizational Change Plan Part 1 Organizational change is difficult, although necessary to support growth and excellence in the market place. The concept of change can have negative connotations among employees, especially if change implementations have not been successful in the past. This paper is going to describe the need for change, barriers to change, factors that might influence change, readiness for change, the theoretical change model thatRead MoreOrganizational Change and Healthcare Management Essay979 Words   |  4 Pagescare organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions. Core and Peripheral Changes with Regard to Hospital Re-organization Found in the organizational structure and studied in hospital re-organization is the core and peripheryRead MoreA Research Study On Project Management922 Words   |  4 Pagesknowledge areas and process groups: Change Management and Project Management. Change management in this paper is understood as a subset of organizational development, defined as â€Å"the set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance† (Weick Quinn, 1999). To understand change management this paper utilized the distinctionRead MoreOrganizational Change Essays1078 Words   |  5 PagesOrganizational change can be intimidating for business leaders. The internet hosts several sites for small consulting firms that specialize in helping corporate leaders initiative positive change in their organizational culture. One such firm, Change Management Solutions, Inc., (CMS) uses a five-step change model, which encompasses contemporary collective and collaborative theories and models of change and change leadership. The firm considers culture, organizational leadership, and change planningRead MoreOrganizational Change And Development Of Management1593 Words   |  7 Pages Organizational Change and Development in Management Teresa Sjostrom When Leadership Predestines Failure: The Story of Blue Cloud Development Introduction The CEO of Blue Cloud Development, Shel Skinner, is troubled by the performance of his organization and seeks alternatives to the current methods of operation that may help to improve the cycle time for the release of new software products. Locating a new methodology that he believes will reduce the cycle timeRead MoreImplementing An Effective Change Management Program Essay847 Words   |  4 Pageseffective change management program as well as effective Business Continuity Management program. Team 5, Mr. Halamka’s top staff members, has been asked to provide further analysis and refined recommendations to the board of directors to ensure they fully understand all the options available as the organization implements organization change. After thorough analysis and review the Team is prepared to make its recommendations. 1. Implement an effective change management program Why is change management

Strategic Environmental Scanning and Organization - Free Samples

Question: Discuss about the Strategic Environmental Scanning and Organization. Answer: Introduction BHP Billiton is an Australia based metal and petroleum company which had been also tagged as largest mining company in 2015 around the world. It was founded in 1885 and company is in the public limited sector. Moreover, the company deals in mining of various mineral resources such as copper, coal, iron ore, potash and petroleum along with the fact that established in 25 countries (BHP Billiton, 2017). There are various performance indicators that help the company in competing with the opponent organizations at a global level. Firstly, long-term credit rating that is associated with the credit risk and rating aspect to meet the financial obligations with the ability and desire to achieve best grade (BHP Billiton, 2014). The company always tries and represents A+ credit rating in the standards and poors indicator as well as A1 in Moodys in long-term credit rating. Secondly, underlying EBIT is indicator related to revenue with the net finance costs, taxation and any exceptional items where company successfully increases commissioning and decrease commodity prices also raise the depreciation and amortization expenses as an impact of inflation on cost (BHP Billiton, 2014). Lastly, total shareholder return enables the company on persistent return to shareholders and dividend holders of both share prices and dividend payments. It provides comparison of companys performance with other com petitors. Internal Environmental Analysis BHP billion also has a product portfolio in liquefied petroleum, aluminum and other precious metals like gold and silver. The company approaches in market with the product diversification strategy to capture the position in wide market. BHP Billiton has always shown the upward trend in commodity market of mining industry (BHP Billiton, 2017). The administration of tangible assets are being effectively managed by the company, however, optimum utilization of assets are not a strong skill of the company. For measurement of the financial performance of the company, it implements the balanced scorecard technique. In case of core competency, it consists of aspects like learning prospects, internal business processes, growth and development opportunities and prospective customers/clients (Babatunde and Adebisi, 2012). In addition to this, the company operates its business in a very large area and leads in the market of mining with the capability to move its basic resources and skills to any where in the world. Resources of the company are divided into two parts tangible and intangible, which can or cannot be physically visible correspondingly (Mackenzie, 2016). Apart from that brand name of the company is very useful resource for the company, quality of products and creativeness in managing and capability are intangible resources while skilled labor, advanced drilling machineries, plants and hydraulic pumps are imperative resources of BHP Billiton. Main capabilities examples entail quality service delivery, standards operating model which manages internal and external affairs of the organization systematically plus BHP Billiton has various strategies and trained experts to handle any challenging and adverse situation (Mackenzie, 2016). Lastly, the core competencies of the company are such as portfolio of tier 1 liquid opportunities with conventional deep water. Next is drilling of Caribbean and Gulf of Mexico along with this, wells and hydrocarbons in Gulf of Mexico and Shenzi North respec tively. VRIO analysis of BHP Billiton A VRIO analysis offers an insight on the strategic approach implemented by the companies and their conceptual framework to carry out the essential management part (Schermerhorn, 2011). It provides the exploration of capabilities and availability of resources in the organization. In case of BHP Billiton VRIO analysis has been examined to explore all the aspects related to the Value, Rarity, Immutability, and Organization as follows: Value: The parameters and opportunities that checks on the availability of resources and ability to use these resources optimized are being explored in this section. It also provides the scenario that describes market position of the company with the influencing factors that act as strength in the organization (Henry, 2011). In other words it exposes the positive aspects of the company which resists threat of a particular process in the market. BHP Billiton has a very effective supply chain and successfully handles its resource management. Thus, resource capability as to compete in the market cannot be achieved by any other competitor with the same rates in the same market. Rarity- The company is imperatively access and capable of resourcing the wide range of assets to take the competitive advantage over other competitors (Henry, 2011). Thus, being resourceful and availability of ample of different assets to offer in the market of mining industry gives a dominating position to the BHP Billiton. Immutability- It facilitates the analysis of internal environment of any organization which determines the capabilities framework of VIRO analysis. In the context of BHP Billiton capability related to procurement and creation of resources and sufficiency of cost disadvantage in case of resources are major aspects in the following case. Valuable and high level resources collection is very difficult from other companies in comparison to BHP Billiton (BHP Billiton, 2017). Therefore, the company has two choices as ensuring optimum utilization of the resources available to the company or grabbing external opportunities in the market. Organization- This last procedure is to make the optimum utilization of the resources and organize resource availability in the organization comes in this section. The sustained competitive advantage is being enjoyed by the company because of the large scale mining or production of metals from a very long time. Managerial decision is consisting of Informal and formal modes in the BHP Billiton where control and management system integrated with the strategic management in the organization (BHP Billiton, 2017). Thus, these factors help the company in the stability and maintaining their position of the organization in the market (Henry, 2011). These factors like capability to arrange the resources and several amount of differentiated assets assists the company to achieve competitive advantage. Value Chain analysis The supply chain and value chain analysis are the most basic and fundamental operations of the company. It acts as a decision supporting tools and ensures the competitive edge over other competitors. Along with this, it maintains and supplies of valuable products and services of the company plus helps in operations, functions and performance of the organization to attain its goals and objectives (Sadler, 2003). In case of BHP Billiton, supply chain management entails various processes such as extraction of raw material, mining, manufacturing or procedure to convert raw material into final goods. At the very beginning as a primary activity all the extracted metals or raw material direct form the mining are shifted to the manufacturing site, where metals extracted from mines like silver ores, manganese, iron ore and metallurgical coal (BHP Billiton, 2017). The BHP Billiton focuses on the administration and management of operation of conversion of raw material in finished work. As a supportive activity, these metals are then procured for the finished process and transferred to the manufacturing site (Harrison and St. John, 2013). Manufacturing sites has plants and equipment that renovate raw material to finished goods. In addition to this, BHP Billiton has introduced softwares, hardware and technological knowhow to assist the extraction and conversion process of finished goods in the manufacturing units (BHP Billiton, 2014). Accounting and financing and controlling maintaining communication and public relation as a secondary supportive activity of BHP Billion. Supply chain management is an imperial part of the BHP Billiton because it is mainly based on the operation and functions of manufacturing and converting raw product into final product. Hence, as a strategic approach in the functions of manufacturing department high quality supply chain or value chain integration gives easy and appropriate results (Morden, 2016). Value chain of organization controls and preserve the distribution channels, allocation of resources and the supply chains. With the effective execution of strategies and value chain processes, performance of the BHP Billiton has been improved and there are many new addition and technology changes that provide growth in the machinery standards of the company too (BHP Billiton, 2017). Furthermore, the challenges related to financial viability in the business operations act as encouraging aspects for the organization. BHP Billiton holds values, beliefs and respects in the work culture in the internal environment of the organization (BHP Billiton, 2014). Moral principles, business integrity, individual consideration and motivation and appreciation of workers are entailed in the organizational culture to inspire and encourage the workforce for greater productivity and performance. The culture of BHP Billiton emphasizes on the individual as well as organizational goals to develop and flourish in the market (Mackenzie, et al., 2012). Business security and audits are the duties of financial committee of the company. Thereby, accounting of the company is also handled by the professionals as a transplant and clear recording of financial performance. Conversely, the company has independent director policies and strategic customized approaches to deal with the long-term incentive plan for the executive leadership (Stead, 2014). All of the operations and functions of the company are closely watched and consented by the managers of the company (Grnig and Khn, 2015). It is also describes essential business activity that involves consents of the managers which is highly impacted by the social environment regarding obligatory performances (Thompson and Martin, 2010). It encourages transparency and clarity in accounting and financial management which also gives advantage in industry and community. Strategic Issues in the Management The strategic issues of the company are defined in four parts which will explain each section problem in brief that is uncertainty, volatility, complexity and ambiguity as follows: Uncertainty: It is daily routine business problems (Robbins, 2013). It is associated with the incapability to see risks in the market which can drastically affect the organization. There are various types of uncertainties such as political, technical, macro-environment and social limitations due to internationalization and globalization in the market. Along with this, BHP Billiton also faces uncertainty problems but quickly resolve these issue with the help of high professionals and experts I the company (BHP Billiton, 2017). Volatility- it is comprised of difficulties in the price stability in the process of conversion form the raw goods to final production. Along with this, BHP Billiton faces challenges in the price of raw material of precious mate due to globalised market prices, government policies and imposing rules as well as external environmental change (BHP Billiton, 2017). It is also relevant with the changes in the strategies company follows for the price fixation. Complexity: it regarded as major strategic difficulties in the management and leadership change. Time to time BHP Billiton also faces these challenges to improve the current situation and as a growth and development aspect (Jia and Tomasic, 2009). Ambiguity: the impact of environmental issues comes in the BHP Billiton which is high level problem and member of top level management has to watch over these issues. Green gas and toxic gas release is the main concern in BHP Billiton (BHP Billiton, 2014). This issue is being monitored by the companys experts and technological department to minimize the environmental harm. Conclusion From the above text, it can be inferred that BHP Billion is a leading company in the mining sector and continuously expanding its business worldwide. The company has attained the competitive advantage because of its ability of resource management in the minimized cost. The company is dealing with various precious, semi-precious metals along with the petroleum, iron, manganese and aluminum mining. The company has a process that changes raw material into finished goods carried on with the technology integrated in the manufacturing units. Additionally, the company is facing environmental issue as strategic problem which is in progress being handled by experts and professionals. Reference Babatunde, B. O., and Adebisi, A. O. 2012. Strategic Environmental Scanning and Organization Performance in a Competitive Business Environment. Economic Insights Trends and Challenges 64(1), pp. 24 34. BHP Billiton. 2014. Investors Report. [Online].Available at: https://www.bhpbilliton.com/~/media/bhp/documents/investors/reports/2014/bhpbillitonannualreport2014_interactive.pdf?la=en [Accessed on: 10 May 2017]. BHP Billiton. 2017. About Us. [Online].Available at: https://www.bhpbilliton.com [Accessed on: 10 May 2017]. BHP Billiton. 2017. BHP Billiton executives warned they could face charges if they shift company out of Australia [Online].Available at: https://www.theguardian.com/business/2017/may/04/bhp-executives-warned-they-could-face-charges-if-they-shift-company-out-of-australia [Accessed on: 10 May 2017]. Grnig, R., and Khn, R. 2015. The Strategy Planning Process: Analyses, Options, Projects. Springer. Harrison, J. S., and St. John, C. H. 2013. Foundations in Strategic Management. 6th ed. Cengage Learning. Henry, A. 2011. Understanding Strategic Management. OUP Oxford. Jia, X., and Tomasic, R. 2009. Corporate Governance and Resource Security in China: The Transformation of China's Global Resources Companies. Routledge. Mackenzie, A. 2016. BHP Billiton outlines strategy to grow value. [Online].Available at: https://www.bhpbilliton.com/media-and-insights/reports-and-presentations/2016/05/bhp-billiton-outlines-strategy-to-grow-value [Accessed on: 13 May 2017]. Mackenzie, B., et al. 2012. IFRS 2013: Interpretation and Application of International Financial Reporting Standards.10th ed. John Wiley Sons. Morden, T. 2016. Principles of Strategic Management. 3rd ed. Routledge. Robbins, S. 2013. Management: the Essentials. Pearson Higher Education AU. Sadler, P. 2003. Strategic Management. Kogan Page Publishers. Schermerhorn, J. R. 2011. Exploring Management. John Wiley Sons. Stead, W. E. 2014. Sustainable Strategic Management. Routledge. Thompson, J. L. and Martin, F. 2010. Strategic Management: Awareness Change. Cengage Learning EMEA.

Strategic Human Resource Management Modern Competitive Business

Question: Discuss about the Strategic Human Resource Management for Modern Competitive Business . Answer: Introduction In the modern competitive business environment, human resource management is the vital aspects of the management because the performance of an individual in a corporation largely driven by the work culture or work atmosphere that prevails the workplace. According to Armstrong and Taylor (2014), human resources are not just mobilizing the workforce, but it also stimulates the capabilities of each employee of an organization. To secure integration of individual and groups in securing organizational effectiveness, managers are ready to maintain high moral and good human relation within the organization (Purce 2014). In this context, managers are in process to plan the strategic human resource. This process will identify the current and future human resource needs for an organization to accomplish its goals. This researcher will develop a human resource plan for Myer. The company has been engaged in departmental retail store business in Australia. This report will critically discuss the key strategic HR issues which make the entire organization difficult to deliver their regular operations and many conflicts are identified during the recent times. The researcher will be taken an approach to resolve those identified issues. Here Mayer would like to incorporate 12 month human resource management plan. In this plan, the researcher will highlight several areas such as management of performance, training and development, promotion and succession planning, change management, culture of the staff and so on. Here the purpose of the report is to identify key areas of human resource planning so that organization can resolve their key strategic issues and establish a healthy employer-employee relationship within an organization. Company vision and strategy Myer is the iconic name of the history of the retail business of Australia. The founder of Myer, Sidney Myer has long been remembered as a visionary of the retail industry. Under his philanthropists leadership, the company welcomed consumers to experience amazing departmental stores, known for its international service offerings and merchandise. Myers aim at providing the highest standard of service and ensure the consistency to accomplish and exceed the shopping expectations (Myer 2016). Myers future dynamic vision is to being an international class retail business providing inspiration to everyone (Myer 2016). Underpinned a well-structured strategy, the company has been expanded their business in seventy five stores in Australia. However, there some issues have been identified within their workplace because clients have been less satisfied receiving the end service from their departmental stores. The researcher have identified that the company faced problem in the diversity management work culture into their workplace. Since the business has been concentrating to expand their ranges of products, employees are facing immense pressure from the upper management. Though the company visualizes providing best quality services to their consumers, Meyers has been struggling to diversify their work culture and thus deteriorates the employee-employers relationship. Key Strategic HR issues Since its inception, Myer has been delivered ranges of products and accomplishes maximum consumers expectations. To sustain the competitive retail position, the company incorporated the diversified culture within their workplace which emerges a lot of issues and major challenges related to discriminatory actions taken by the coworkers. The major issues are related to the strategic human resource management in relating to the HR decision making that make its strategic implementation so difficult. Some of the identified strategic human resources are as follows: Issues regarding the adapting to a rapidly changing worker profiles: Being the Australias biggest retailer, the consumer expectation is really high and this is the main driving force workers are working with handling huge pressure. While consumers in southern states had tightened their purse strings in recent months, Myer has found Queensland a strong spot for the company and expand their business in 2008 (Myer 2016). Since then the human resource department has shifted one workers profile to another for allocating employees to the companys diverse location. After these strategic decisions have implemented, the employee productivity has been reduced. Now the company has been facing challenges because many experienced employees are departing the workforce, leaving a leadership void. Understanding the subtleties of workers qualifications: Due to having a huge competition in the retail market, Myers instigates their employees to perform better and generate more consumer responses, however the ranges of skills that employees need to have not being updated by the provided educational systems of the company (Myer 2016). As the business expands and hire beyond borders, the human resource department of Myers was required to collaborate with other functions of the organization. Here the adequate management training sessions needs to be incorporated but not included by the management of Myers. Strategic vision and the ability to handle complexity were cited to be the most difficult skills to find among serious executives, managers of Myers (Bamberger, Biron and Meshoulam 2014). Retaining and engaging a challenging workforce: Mayer has a longstanding history of local community support and engagement, but the management is in concern because that long lasting support has been missing in the workers engagement activities. To accomplish the vision of the company, Myers has been extensively expanded their businesses and diversified products but failed to enhance employees benefit during the diversified business operation. Most of the employees complaints that HR of Myers failed to understand that employees are the most imperative part of their retail business. This results de-motivated employees and high rate of retention within the workplace. The most challenging part for the management of Myer is to retain those valuable employees and sustain the employees productivity. Aligning best practice technologies to global management strategy: Improved technology has been applied by the management to enhance competitive advantages in the market which definitely help to sustain the leading position in the market, however, this global management strategy raised many issues related to the operational filed of the management (Ulrich 2013). This has expanded the cross cultural diversity and communicational excellence within employees but the company has less potential labor market position which has limited access or non-adequate technological literacy (Shields et al.2015) Diversified team maintenance: Due to operating under diversified market, the organization promotes their products in the cross border or remote locations. However this has become challenging for the management of the organization to manage cross border teams. Furthermore, the organization realized that there are some obvious practice obstacles in running the virtual team. Human Resource Plan (12 months) To resolve the above mentioned key strategic issues of Myer, the company needs to develop a human resource plan for a specified period. The researcher has ensured that the planning will be served as a link between human resource management and the entire strategic plan of Myer. Here the researcher will strategically implement this plan by following key initiatives. The rationale will be justified the choices of the initiatives. Furthermore the research will evaluate the success measure after identifying its impacts on the employees. Key initiatives: As per the top management teams collective view the following strategic programs will be incorporated to address the identified HR issues: i) Performance Management: Rationale: Myer cant just hire employees to assume that they will do well. There are some specific guidelines, oversights and periodic reviews to let the human resource management know what he/she going to be achieved and to make sure they deliver their best performance. For this, Myer will development a performance management programs to enhance productivity, recognize the top performers, motivate employees for working hard (Storey 2014). However, this can be ensured by the HR department that such program must align with hiring and talent development plans. The following steps of Performance management are as follows: Step 1: Identifying the role-based competencies and behavior for every employees Step 2: Assess the performance improvement on monthly basis Step 3: Performance review by the upper management Step 4: Acknowledge the performance ii) Training and development: Rationale: Training and development initiatives need to be incorporated for employees which will enhance employee productivity, accelerated employee motivation, performance excellence and so on (Budhwar and Debrah 2013). Step 1: Access needs for training: The top management needs to identify the needs of the training program. Here the training module needs to be assessed on priority basis. This program must align with the organizational strategic objectives. Step 2: Set the firms objectives: At the employee level, the proposed training module needs to be matched with the areas of improvement. Step 3: Develop training action plan: Based on the learning theories, a comprehensive training action plan needs to be developed. Here the participants learning style must be assessed by the HR department. Step 4: Collect feedbacks: Once the training program complete, the company needs to collect feedbacks from the participants and record advises for the enhancement of the training program. iii) Promotion/Succession planning: Rationale: Succession planning is the efforts to enable the right people in the right place at the right time to get the desired results (Jiang et al. 2012). To enhance the employee effectiveness, the organization needs to initiate promotional or succession planning. This plan should be incorporated by monthly basis. However this plan would be successful if Myer provide stability in their leadership. This planning program consists with five steps: Step 1: Critical position identification: The projection data of workforce is significant to identify risk areas. Succession planning effort should be specified by identifying the risks of the organization. Step 2: Define competencies: A clear understanding of the employee capabilities needs to be assessed on frequent manner. This plan needs will assess the future competencies of each employees. This data gives the clear idea about the key responsibilities of the position and qualifications of the employees. Step 3: Strategies for effective succession planning: In this section, the critical position has been identified and this has been implied for competencies. Later the organization will chose the suitable HR strategies such as internal talent pools, on boarding, and recruitment to address succession planning. Step 4: Document and execute succession plan: After the identification of strategies, Myer will develop the action plan. This action plan provides a clear allocation of role, responsibilities of employees along with defining timelines for the same. Step 5: Employee effectiveness evaluation: This planning program must be evaluated systematically and Myer must evaluate the gathered data and make required adjustment. iv) Change management: Rationale: If Myer feel that the employee management plan needs to be developed freshly or to renovate to some extent then change management plan needs to be developed by the top most executives of Myer. This is suitable for the HRM because new demands or priorities may be incorporated in the change management plan (Bratton and Gold 2012). The following steps required to be followed: Step 1: Justify and identify the decision to change such as gap of the performance, new technologies and so on. Step 2: Identify the stakeholders support before the implementing this strategic decision Step 3: The change management plan must be developed by communicating with all stakeholders Step 4: Development of communication plan: Communicate with all employees, shareholders to develop better employee-employer relationship. v) System of Acknowledgment Rationale: Mayer needs to develop performance acknowledgement program to motivate employees. Method: Providing benefits like incentive, bonus, and yearly performance appraisal will be given to acknowledge key performers of the organization (Hoque 2013). This gives the motivation and encourages employee to perform better. This kind of efforts develops a long term relationship between employees and employers. vi) Manpower planning Rationale: Manpower planning or human resource planning consists of putting suitable people at the right places in the appropriate timeframe (Buller and McEvoy 2012). This is a significant aspect in order to maintain the industrialization. However, if such planning is carried out following the systematic procedure, then this program would be considered as an effective human resource management program. Step 1: Step the objectives of the manpower planning: By this process, Myer will fit the employees ability to the requirement of the organization. This plan may be developed for short term or long term basis. Step 2: Ascertain future manpower plan: The organization will estimate the organizational structure for the specific time. Step 3: Audit the human resources: Future human resource must be estimated to ascertain the present manpower supply of Myer. Step 4: Analysis of job: The organization will analyze the recorded details of training, qualifications, skills, abilities, past experiences and so on. vii) Recruitment Rationale: This is one of the vital steps for developing human resource plan. The fair, transparent recruitment process must be developed by the HRM of Myer. This will definitely accelerate the effectiveness of the employees within the workforce (Purce 2014). The management will give priority to the peoples skill, knowledge, previous experience and lastly the future potentiality. For this, Mayer will arrange face to face interview, psychometric test for assessing the ability of reasoning and decision making and so on. vii) Management of Information Rationale: Consumers have ever increasing expectations in terms of the quality, speed and other resources (Hill, Jones and Schilling 2014). Therefore, the recorded information and relevant data can help Myer to handle the complexities through achieving efficiency and cost savings, making the best use of assets and exploit opportunities or taking advantages. For all these reasons, Mayer needs to maintain management information for better control of the organization. The systematic process is as follows: Step1: Developing a data inventory to identify the types and location of the data of Myer Step2: Data will be secured to provide right and authentic information to their stakeholders Step 3: Classify and scheduling such recorded data will be maintained by retention policy. Step 4: The organization will provide clear guidelines for internal and external users of the organization to reduce the costs and risks. All these programs must be prioritized as per the requirement of Myer for the twelve months plan: Activity (Program) Priority Time frames Success measure Recruitment 1 For 12 months Transparent recruitment process accelerate employee productivity Manpower planning 2 Two plans for 6 months each Employees work satisfaction acquiring the right position System Acknowledgement 3 End of the last month of year Encourage and satisfy employees and motivates to work harder Change management 4 Once Provide employee a flexible work culture Performance Management 5 Makes effective recruitment process and suitable employees get employed Training and Development 6 Developed skills, knowledge which enhanced performances Succession planning 7 Once Enhance employee effectiveness (Source: Created by author) Conclusion This report has clearly discussed the importance of human resource management plan in an organization. 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