I Have Just Been Made An HR Manager (MBA Assignment)

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I am currently doing an online MBA with University of Nicosia, Cyprus. It's very cheap and I get to spread the payment over 24 months. But now that I have started I think it's not that cheap, I got exactly what I paid for. No instructor interaction, no response to questions and no guidance. However, I have decided to make it work for me. I need the knowledge for my business and luckily the course materials are very good ones with lots of recommended reading.

image: poetsandquants.com

I have two assignments due in 7 days. 

One requires me writing a 5,000 word essay (with referencing) on my new role as the HR Manager of a sports apparel company that has 500 employees and 20 managers and is planning to expand internationally. I would be the first HR Manager the company is hiring and I am to develop a detailed case for why they need my expertise and why they should make me a strategic partner in achieving their corporate goals, and just see me as someone to manage the recruitment of people, pay negotiation, training and other reactive administrative tasks. I am 68% into the assignment. Written 3,417 of the 5,000 words required, all in one day: yesterday.

The other assignment requires about 4,000 words. Four questions that require a 1000 word essay each. I hope I meet the deadline of next week Friday. It won't be nice to redo (repay) for the module.

To take my lazy man approach, I will be sharing with you the first page of my essay (I just remembered that there is a plagiarism detection software that might flag my final essay if I do that).

So I will share with you an interesting article I came upon will researching online.

How Google Became The Best Company To Work For (FastCompany, 2013)

Few businesses in the world’s history have had as profound an impact on human life in such a short period of time as Google.

Pause to consider that just 15 years ago, Google’s search engine, now used globally over 100 billion times a month, didn’t exist. Products most of us take for granted, including Google Maps, Gmail, Translator, Google Earth, and Android all were created since 1998 when Larry Page and Sergey Brin cofounded the firm with the soaring ambition of making the world’s information available to everyone.

To punctuate the obvious, Google’s inventive achievements in a mere decade and a half are simply stunning.

But in Google’s short lifespan, it has also grown from a two-man startup to an organization with nearly 37,000 employees in 40 different countries. This notable and relentless workforce expansion begs the very important question: How have they successfully managed and integrated all these new people while concurrently motivating them to be consistently loyal, ambitious, innovative, and productive?

Over the past few years, the media’s coverage of Google has given considerable focus to the incomparable—and seemingly over-the-top—perks the company bestows on its workers. We’ve all seen photos of the bowling alleys, billiard tables, and people getting free haircuts during work hours. We know everyone gets free food, gym memberships, and even Wi-Fi-outfitted shuttle rides to work.

Perhaps because so few of us can relate to an organization with this much generosity, we’ve instinctively judged them as an outlier. When we hear about Lego rooms and pets being allowed at work, we draw the conclusion that Google’s phenomenal success, not to mention its top ranking on Fortune's "Best Places To Work" list for the past two years, is entirely a result of these seemingly extravagant benefits.

But this simply isn't the case.

What few in business know is that Google has devoted the same level of intellectual firepower it used to create self-driving cars to discovering, refining, and implementing leadership practices that optimize human performance in the workplace.

Upending traditional leadership theory, which directs organizations to squeeze as much out of people while paying them as little as possible, Google holds an authentic reverence for its employees and seeks to not just appeal to their uber-developed minds in motivating performance, but also to their very human hearts...

You can read the entire article here: http://www.fastcompany.com/3007268/where-are-they-now/not-happy-accident-how-google-deliberately-designs-workplace-satisfaction 


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