An Overviewatlantis Global Corporation Agc Is A Multinational Organi ✓ Solved

An Overview Atlantis Global Corporation (AGC) is a multinational organization that engages in the development, manufacture, and marketing of electronic circuit boards for use in high-definition TV screens. Although the design centers are located in the United States, the bulk of the manufacturing processes are carried out at their overseas subsidiaries. The electronic circuit boards are primarily sold to Original Equipment manufacturers located in North and South America, Africa, and the Asia/Pacific region. Headquartered in the Midwest United States, AGC has subsidiaries in three locations, on three continents: Subsidiary A in Asia, Subsidiary B in Africa, and Subsidiary C in South America. In all three locations, the subsidiaries are located in industrial parks or centers.

These locations were selected for strategic reasons, including an abundance of raw materials for the company’s products, the availability of a labor force, and a rapidly growing customer base. Within the industrial parks, it is not uncommon to find two or three organizations competing in the same market segment and for the same labor force. As part of its global human capital staffing strategy, AGC relocated several key people to leadership positions at each of the three subsidiaries. By placing key personnel from headquarters in leadership positions, AGC assumed a unified culture. Senior leadership envisioned that the subsidiaries would be self-sustainable in 2 years and profitable thereafter.

A lot of capital, both tangible and intangible, has been committed to making the subsidiaries functional. AGC has approximately 84,000 employees, most of whom are highly skilled and specially trained in the operations they perform. On average, it takes 3–6 months to fully train employees in each of the many operations of the parent company and its subsidiaries. Although the head count at the three subsidiaries has remained fairly constant, there have been a number of employees who have left the company for a variety of reasons. As employees leave, others are hired to replace them, but no one knows the exact number of employees who left the company or the reasons why they have separated.

At the subsidiaries, line and middle managers are concerned with having the right number of employees at each function or workstation. The operations manual, which the line and middle managers follow religiously, indicates that all staff must be fully trained and certified before they should be allowed to work on their own. Further, this requirement indicates that if someone has been certified before leaving the company, he or she must be retrained and recertified if rehired—no exceptions—even if his or her absence has just been a week. On the other hand, a trained and certified employee who is out on vacation or medical leave for a month is not similarly required. The Issues Since operations began in the three subsidiaries, AGC has failed to meet its financial obligations, and profits are lagging.

This is beginning to show in the company’s balance sheets and is taking a toll on the organization’s financial bottom line. Although the company’s structure is designed for adaptability in a fast-changing market, several other factors were overlooked when the company selected locations for the subsidiaries. These include, but are not limited to, the following: · Intercultural communication issues · Political and regulatory conditions of the host country and the subsidiaries · Diversity and multiculturalism · Employee retention and motivation issues · Employee dissatisfaction · Performance issues · An overall global human capital strategy that takes into account the home and host country nationals AGC, often considered the leader in this market, is in jeopardy of losing that title when the end-of-year reports come out in 3 months.

This is a critical time for the organization and the senior leadership team is very concerned. They need to find out what is happening to the organization, report to the shareholders, and rectify the situation. John Dawson, the CEO, COO, and Chairman of the Board of Directors at AGC, is deeply concerned about the future of this company. Past strategies have not advanced AGC to a leadership position in the global market. John believes that he has done everything that can be done to optimize the company and is reluctant to change the present strategic course.

He is a reluctant risk taker and must be convinced that changes to the organization have value before changing direction. John is currently working with Shawn Williams, the newly recruited Vice President of Global Human Capital Management at AGC. His priority is to help diagnose and address the company's human capital issues. Shawn brings with him extensive experience in resolving global problems, and he is recognized as an expert in the field of change management and viewed as a motivational leader. John and Shawn will be meeting soon to align goals and set a new strategic path for Atlantis Global Corporation.

As the new external consultant for AGC, you will be working closely with Shawn to establish a cross-cultural team that will address the company's global challenges. You will provide guidance and recommendations regarding each objective and anticipated outcome. This is a critical assignment because failure could lead to the dissolution of AGC. PERSONAL PHILOSOPHY AND THEORETICAL CONCEPTS 2 Personal Philosophy and Theoretical Concepts Draft Ralph Marrero South University NSG5002 Advanced Theorical Perspective for Nursing Week 2 Project 02/28/2021 Personal Philosophy and Theoretical Concepts Security, promotion and avoidance of disease and disability, alleviation of distress by the evaluation and treatment of human response, and advocacy in the care of people, households, societies and populations" is described by the American Nurses Association" (ANA, 2012).

Pathways are made available in the area of nursing by the use of various examples of definition and principle. The purpose of this paper is to clarify the basic ideas and principles of nursing related to the role of nursing, and we will also address my autobiography of how I became a nurse. Autobiography In my six years of practice as a clinical nurse, I have a Bachelor of Science in nursing. I started my career at acute care hospital in south Florida as a medical surgical nurse, where I acquired considerable nursing expertise and experience. I have served in several departments that included one of my favorites, telemetry, in addition to becoming a medical surgical nurse.

I have served in the telemetry of the hospital, where I obtained extensive expertise in numerous nursing fields, including orthopedics, neurology, recovery, oncology, GI, ED, and SVICU. I established a strong interest in emergency nursing through this experience. Since then, I have decided to progress my studies in family nursing or a similar field of specialty to become a nurse practitioner. I assume that applying for a master's degree in family nursing or a related course would enable me, as an advanced nurse, to achieve my personal and professional objectives. I look forward to learning more about epidemiology, pathophysiology, occupational health and health growth through the Family Nurse Practitioner Program at South University.

I'm also looking forward to understanding more about the theoretical experiences that inspire specialized nursing practice. This program will also help me to achieve my dream of serving as a successful nurse practitioner, along with the best available nursing knowledge and skills. The Four Metaparadigms Metaparadigms affect actions reached by nurses in the field of patient treatment. Nursing theories provide a deeper explanation of the assumptions of nurses and their theory that governs their treatment. As a potential nurse educator, I find like my thinking is largely aligned with Jean Orlando's nursing theory.

Jean has therefore created a definition of a deliberative nursing method that can be used by emergency nurses to assess, coordinate, execute, track and evaluate the effectiveness of nursing care plans adopted through the utilization of multiple patient classes (Peterson & Bredow, 2020). The chapter below therefore discusses metaparadigms in nursing, according to Piagets theory and the manner in which they shape my nursing philosophy. Patient . Theorist Watson and Nightingale promoted the convergence of the four principles of quality services into the definition of patient treatment in nursing (Alligood, & Tomey, 2010). Any patient, regardless of age, ethnicity, gender, sexual identity, socio-economic status and religious affiliation, among others, must be respected and handled with dignity in nursing practises.

Any patient, even if his or her viewpoint varies from my professional point of view, is deserving of consideration. It is the responsibility of any patient, with dignity and justice, to obtain quality and affordable facilities. This ensures that any patient is entitled to integrity and remains healthy while accessing treatment. Environment . Patients or humans are diverse in essence.

Dynamic means that nurses continue to engage in a nurse-patient partnership in order to consider their medical preferences and how to meet them. Nurses can ensure that nursing care programs are designed to encourage patient-centered care (Smith, 2019). Quality treatment, empowerment and economic growth of care measures are accomplished by this. Nursing . A good relationship of quality care can be based around the idea of a nursing patient and nurse (Johnson, & Webber, 2010).

The nurse or caregiver should value the cultural views and beliefs of the patient and should not favour the patient by offering treatment. The nurse must keep charge of each patient and guarantee that they communicate to the patient's families and caregivers regarding the well-being of the patient. In the case of clinical health care, a nurse should promote patient-centered treatment. Health. The concept of health supports the patient's full physical, psychological, cultural, emotional and spiritual well-being.

In every aspect, whether mentally, spiritually, socially or physically, a patient should achieve full fitness (Masters, 2012). If one aspect of the patient is not fulfilled, it means they have not achieved full fitness. Two Practice-Specific Concepts Piaget claimed that contact with atmosphere played a significant role in human growth. The psychological and social mechanisms implicated in the human development theory of Jean Piaget are explored about nursing children needing intubation and ventilation in adult ITU. Health promotion Promoting wellness is a vital factor of taking care of the customer.

Health promotion programs that promote patient well-being can be promoted by nurses. In order to improve the illness of patients, health care providers should establish relationships that embrace health promotion activities. For example, patients suffering from a terminal disorder cannot completely recover, but exercises may help enhance the wellbeing of the patient by health promoting practices such as diet reform, among others (Johnson, & Webber, 2010). It eliminates the harmful effects on a patient by the application of health promotion. Through social, physiological, behavioral and mental activities, well-being of a patient can be promoted.

Evidence-Based/Informed Practice The other theological practice focuses on evidence-based/informed practice. Proof-based care is a blend of clinical knowledge and patient values. Nurses may provide patients with the most effective care for ideal health conditions (Masters, 2012). The care offered to the patient should be scientifically proven and the patient should get the best results. In addition, nurses can understand the cultural and social values of patients in evidence-based care.

They should also value the patient's opinion about the level of treatment needed by the patient. Evidence-based study promotes inter-professional collaboration, which transforms into positive patient engagement. It respects the quality of caring by evidence-based medicine. Conclusion In conclusion, the theory of nursing is focused on four principles, namely nurses, persons, the environment and health. In a stable atmosphere, nurses can develop a strong partnership with the patient and provide quality treatment.

Nurses can use two principles in discipline in clinical practice, which are wellness promotion and evidence-based practice for quality services. They promote the well-being and clinical benefits of patients by delivering professional care. References Copanitsanou, P., Fotos, N., & Brokalaki, H. (2017). Effects of work environment on patient and nurse outcomes. British Journal of Nursing , 26 (3), .

Crisp, J., Douglas, C., Rebeiro, G., & Waters, D. (2020). Potter & Perry’s Fundamentals of Nursing ANZ edition—EBook . New York, NY: Elsevier Health Sciences. Peterson, S. J., & Bredow, T.

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Nursing Today - E-Book: Transition and Trends . New York, NY: Elsevier Health Sciences. Alligood, M.R., & Tomey, A.M. (2010). Nursing theorists and their work, 7th edition. Maryland Heights, MO: Mosby.

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Paper for above instructions

An Overview of Atlantis Global Corporation: Challenges and Strategic Directions

Introduction
Atlantis Global Corporation (AGC) is a multinational organization specializing in the development, manufacture, and marketing of electronic circuit boards specifically designed for high-definition televisions. With its headquarters located in the Midwest United States, AGC operates through subsidiaries situated across three continents — Asia, Africa, and South America. These subsidiaries were strategically placed in industrial parks to leverage local resources, availability of labor, and the growing customer base in emerging markets. However, AGC is currently facing multiple challenges that jeopardize its financial stability and market leadership. This paper analyzes these challenges and provides strategic recommendations to align the company’s global human capital with its operational goals.

Current Challenges at AGC

AGC is witnessing alarming financial difficulties leading to concern among its senior leadership, particularly CEO John Dawson. Key challenges impacting the organization include:
1. Employee Turnover and Retention Issues: While AGC employs approximately 84,000 skilled individuals, a troubling trend of employee turnover has emerged. Uncertainty around the number of employees leaving and the reasons for their departure presents a significant problem that further complicates operations (Klein & McCarthy, 2019).
2. Ineffective Human Capital Strategy: AGC’s current global human capital staffing strategy has not succeeded as anticipated. The inability to retain trained employees and the necessity of retraining for rehire have led to inefficiencies in operations (Wagner, 2020).
3. Cultural and Communication Barriers: The multicultural nature of AGC’s subsidiaries has resulted in intercultural communication challenges. The leadership's reliance on expatriates from the headquarters may hinder local adaptation and responsiveness (Nishii & Mayer, 2009).
4. Political and Regulatory Conditions: The complexities of different regulatory environments and political climates in the host countries have not been adequately addressed, impacting AGC’s operational effectiveness (Meyer & Nguyen, 2005).
5. Performance Metrics: AGC is struggling with defining performance metrics that align with its growth objectives. The lack of a clear strategy for evaluating employee performance exacerbates the existing dissatisfaction and performance issues (Huselid, 1995).
6. Employee Dissatisfaction: Widespread employee dissatisfaction arising from inadequate support systems further undermines operational effectiveness (Kahn, 1990). Low morale among employees inhibits innovation and productivity, crucial for maintaining AGC’s market lead.

Strategic Recommendations

To address these challenges, AGC must undertake a comprehensive evaluation of its human capital strategies and operational frameworks. The following recommendations aim to realign AGC's strategic direction:
1. Implement Employee Retention Programs: Establishing a robust retention program that focuses on employee engagement and satisfaction is essential. This may include providing career development opportunities, recognizing achievements, and conducting regular employee satisfaction surveys to understand their needs better (Ramlall, 2004).
2. Revise Training and Development Strategies: AGC should reassess its training protocols, aiming to standardize training for local employees to increase efficiency. Introducing blended learning platforms that cater to the subsidiaries’ specific cultural and operational needs could enhance skill acquisition while preventing the need for retraining after short absences (Bersin, 2013).
3. Enhance Intercultural Communication: Improving communication across cultural boundaries should be a priority for AGC’s leadership. This could be achieved through cultural competency training programs aimed at expatriates and local managers to foster better collaboration among diverse teams (Bennett, 2004).
4. Adapt to Local Regulations: AGC’s global strategy must incorporate a thorough understanding of local political and regulatory conditions. Collaborating with local legal advisors can facilitate compliance and enhance relationships with host governments (Katz & Allen, 1985).
5. Develop Clear Performance Metrics: Establishing comprehensive performance evaluation frameworks that align with strategic objectives is paramount. Metrics should not only focus on quantitative outputs but also consider employee engagement and innovation initiatives (Kearney, 2020).
6. Strengthen Leadership at Subsidiaries: AGC must consider increasing the local leadership presence in its subsidiaries to increase responsiveness and adaptability to local market conditions. Empowering local leaders ensures that decision-making processes align closely with the socio-economic dynamics of the region (Chatterjee, 2018).

Conclusion

The challenges faced by Atlantis Global Corporation highlight the necessity of transforming its operational strategies and human capital management. By implementing effective employee retention strategies, enhancing training measures, fostering intercultural communication, adapting to local regulations, developing clear performance metrics, and strengthening local leadership at subsidiaries, AGC can position itself for a more sustainable and profitable future. As John Dawson and Shawn Williams realign their goals towards this strategic repositioning, AGC has a critical opportunity to regain its industry leadership and improve its competitive edge in the global market.

References

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