Category: Management

Create a case study On valeant pharmaceuticals(2016)
Review the following case studies involving companies’ decision making, unlawful conduct, and ethical failures in corporate and personal conduct of corporate officers Valeant Pharmaceuticals (2016)
When you have selected your case study, research and cover the points listed in the instructions below in a well-developed PowerPoint presentation. These instructions provide guidance about how to organize the slides and the minimum number of slides for the required content. Key points are to be presented on slides with explanation and analysis expanded in Speaker’s Notes narrative.
Each slide should display key bullet points supplemented with Speaker’s Notes in the speaker’s note space below the slide or as an audio or video narrative.
Slide 1 – Title Slide (tile of topic/presentation, your name, course, prof., date)
Slide 2 – Agenda slide – Simple outline of the presentation so your audience knows the topic scope and where you are
Slide 3 – at least one slide – (An introduction of the company) introduce and briefly describe the company, the nature of its business and corporate business environment. Do not spend a lot of time on the history of the company as a business, but do describe necessary history sufficiently to create meaningful context. For some of these case studies, history will have significance.

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Z Hospitality Pvt. Ltd. is a luxury hospitality company, a resort established in 2015 in Pokhara, Nepal. The resort, situated near Phewa Lake with a panoramic view of the Annapurna range, primarily caters to foreign tourists and domestic luxury travelers. With over 150 rooms, a spa, three restaurants, and extensive event facilities, it has positioned itself as a premier destination for high-end leisure and corporate events. Currently, it employs 210 staff members, including front office, housekeeping, kitchen staff, spa therapists, event managers, and administrative personnel. Most operational staff are recruited locally, while department heads are hired from Kathmandu or occasionally abroad. There is no formal recruitment policy or structured onboarding process in place. Supervisors conduct informal on-the-job training. There are no regular training schedules, skill development workshops, or cross-departmental learning initiatives. Appraisals are conducted annually but are mostly subjective, based on supervisors’ observations. There is no defined Key Performance Indicator (KPI) system, and promotions are based on tenure rather than merit. Salaries are relatively low compared to industry standards. Overtime pay and service charges are inconsistently distributed, often leading to employee dissatisfaction. The staff comprises individuals from diverse ethnic backgrounds, but women account for only 10% of the workforce. There is no gender sensitivity training or policy to promote inclusion. While basic accommodation and meals are provided for staff, they often lack access to recreational facilities, mental health support, and career counseling services. The resort has experienced a high turnover rate (32%), especially in housekeeping and food service. Many trained staff leave for better-paying jobs in Kathmandu or abroad. Z is preparing to launch a new eco-friendly wing and plans to hire 60 additional staff. However, the HR department is under-resourced and lacks a structured hiring strategy. Several guest complaints have been linked to inexperienced or unmotivated staff, highlighting gaps in service quality. Internal feedback suggests a lack of growth opportunities, favoritism in promotions, and unclear grievance mechanisms. A recentlabor inspection revealed non-compliance with Nepal’s labor laws related to working hours and overtime pay.
Questions:
Identify and explain the key Human Resource Management (HRM) issues faced by Z Hospitality.
Propose and explain a performance appraisal system that is transparent, fair, and aligned to service quality and employee growth.
What HR strategies would you recommend to reduce employee turnover and improve retention in the resort? Justify your strategies.

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Kelly is the Regional Manager over seven after school educational centers for children who are struggling academically. The company is a for-profit company, and relies on monthly membership dues for its revenue. Most of the centers are doing well financially, but the one in the wealthiest part of town is actually doing the worst in terms of membership. Jim is the director of that center, and is relatively new in his role after getting promoted up from the assistant director role. However, Jim is a bit introverted and so struggles with the sales end of getting new members, and he tends to manage based on his feelings rather than data, so he struggles with managing operations too.The CEO called a meeting with Kelly and suggested that she take over Jim’s center for 6 months to turn it around and provide a good example for Jim on how to do the job correctly. However, Kelly is concerned that this move would do more harm than good, since it might hurt Jim’s feelings, prevent him from gaining self-efficacy, and undermine his authority with his staff. The staff performs their tasks efficiently, but because their salary is so low (they work more hours than public school teachers, but make less money), morale and commitment are difficult to maintain. The company tries to keep employees tied in to their great mission of helping struggling children, but employees still complain about the long hours and low pay. And Jim doesn’t like to ask people to do extra things that are not in their job description, so the center looks a little dirtier and less organized than other centers in Kelly’s region. As an introvert, he would rather avoid personal confrontation, so he tends to manage by leaving sticky notes around the office, which usually get ignored or conveniently lost.Kelly knows that she needs to get Jim’s center performing well quickly, or else his job (and maybe hers) may be in jeopardy. But she also knows she needs to develop Jim as a manager or whatever changes she makes will just evaporate when she leaves. Kelly visits each center once per week. She doesn’t know if she should take over Jim’s center or try to develop him during their weekly visits. Also, she is concerned about staff motivation and commitment, but she doesn’t know how to improve it without hurting profitability.
1. What should Kelly do to help Jim improve his center’s performance but also build his leadership abilities?
2. Jim is an ISFP on the Meyers-Briggs Type Indicator, so what would you recommend that he do in order to improve his effectiveness as a manager, given that specific personality type?
3. How should Jim communicate these changes to his staff?

1. Capital One
This activity is important because, as a manager, you should know the importance of managing employee stress. Companies may help employees reduce stressful demands with programs such as job sharing or sabbaticals. Others may provide resources such as training interventions or wellness programs.
The goal of this activity is to demonstrate your knowledge about stress and coping by reading a case and answering questions. Read the case and answer the questions that follow.
How often do you feel like you need to blow off some steam at the end of a pressure-filled day? Imagine if you could walk from your office to a state-of-the-art fitness facility that included basketball, racquetball, lighted tennis courts, and sand volleyball courts. How about softball fields, exercise floors, and equipment for strength training and cardiovascular activities? Add nature-based walking trails and a tai chi garden that you could use whenever you wanted. You could have all these as part of your benefits package if you were an employee of Capital One, one of the fastest-growing and most admired financial services providers in the world today.
Capital One grew from a small spin-off division of a larger financial company in 1994 to #112 on the Fortune 500 today. The company has earned numerous honors such as being listed as #17 on the 2017 Fortune “100 Best Companies to Work For” list. Other awards include excellence in LGBT equality, disability equality, and as a G.I. spouse-friendly workplace. Many of the company’s honors are related to policies that reduce stress, such as onsite medical care, compressed workweeks, virtual meeting training for working at home, and paid time off for volunteering.
Consistent with the value it places on the health and well-being of employees, Capital One invested millions of dollars in world-class fitness centers at many of its locations. The company also collected data to assess whether participation rates in those centers were associated with benefits to the company. Results showed that investments in first-class fitness centers and other amenities that create a more positive work environment pay off in increased productivity and reduced health care costs. These findings match scientific research showing that participation in fitness activities reduces stress levels, risk of coronary heart disease, and memory loss.
1a. A stressed employee who goes for a walk on a nature trail in the middle of the workday is using what type of coping mechanism?

Evaluating a Hiring and Variable-Pay PlanEffective Management Solutions (EMS) is a small, rapidly growing management consulting company. EMS has divided its practice into four areas: management sys-tems, business process improvement, human resources, and quality improvement. Strategically, EMS has embarked on an aggressive revenue growth plan, seeking a 25% revenue increase in each of the next five years for each of the four practice areas. A key component of its plan involves staffing growth, since most of EMS’s current entry-level consultants (associates) are at peak client loads and cannot take on additional clients; the associates are also at peak hours load, working an average of 2,500 billable hours per year.Staffing strategy and planning have resulted in the following information and projections. Each practice area currently has 25 associates, the entry-level position and title. Each year, on average, each practice area has five associates promoted to senior associate within the area (there are no promotions or transfers across areas, due to differing KSAO requirements), and five associates leave EMS, mostly to go to other consulting firms. Replacement staffing thus averages 10 new associates in each practice area, for a total of 40 per year. To meet the revenue growth goals, each practice area will need to hire 15 new associates each year, for a total of 60. A total of 100 associate new hires will thus be needed each year (40 for replacement and 60 for growth).Currently, EMS provides each job offer receiver with a generous benefits pack-age plus what it deems to be a competitive salary that is nonnegotiable. About 50% of such offers are accepted. Most of those who reject the offer are the highest-quality applicants; they take jobs in larger, more established consulting firms that provide somewhat below-market salaries but high-upside monetary potential through vari-ous short-term variable-pay programs, plus rapid promotions.Faced with these realities and projections, EMS recognizes that its current job offer practices need to be revamped. Accordingly, it has asked Manuel Rodriguez, who functions as a one-person HR “department” for EMS, to develop a job offer proposal for the EMS partners to consider at their next meeting. The partners tell Rodriguez they want a plan that will increase the job offer acceptance rate, slowdownthe outflow of associates to other firms, and not create dissatisfaction among the currently employed associates.In response, Rodriguez developed the proposed hiring and variable pay (HVP) program. It has as its cornerstone varying monetary risk/reward packages through a combination of base and short-term variable (bonus) pay plans.