Labs For College Physics Mechanics Worksheet Experiment 72 1ohms La ✓ Solved

Labs for College Physics: Mechanics Worksheet Experiment 7.2-1 Ohm’s Law As you work through the steps in the lab procedure, record your experimental values and the results on this worksheet. Use the exact values you record for your data to make later calculations. Part I: Data Record your data in the table using the same number of significant figures provided to you by the simulation. Please do not include units in your answers. Table 1 Resistance Voltage Current I à—R (Ω) (V) (A) (V) .

Labs for College Physics: Mechanics Worksheet Experiment 7.2-2 Part II: Data Record your data in the table using the same number of significant figures provided to you by the simulation. Please do not include units in your answers. Table 2 Resistance Voltage Current I à—R (Ω) (V) (A) (V) Labs for College Physics: Mechanics Worksheet Experiment 7.2-3 Part III: Data Record your data in the table using the same number of significant figures provided to you by the simulation. Please do not include units in your answers. Table 3 Resistance Voltage Current I à—R (Ω) (V) (A) (V) Text: Garey, R.

W. (2011). Business literacy survival guide for HR professionals. Alexandria, VA: Society for Human Resource Management. This needs to be APA style, at least 2 in-text citations, and references. This is just a discussion type assignment so you don’t have to lay it out completely.

It needs to be words. My instructor this semester is really tough, so please do the best possible work. I trust you! Strategic Decisions in Spite of Short-Term Driving Forces Imagine your organization has a plan in place to expand its services in its home country over the next five years. However, a competitor has announced intentions to expand into international markets.

Things change; new trends emerge that attract our interest, especially when the competition is interested and even moving on the trend. In HR, after our HR Operating Plan written to support the direction of the organization is implemented, trends can arise that look attractive, but when looking at where the organization is headed, warrant no change in our plan. Often, plans do not need to be changed at a high level, i.e., a strategy, but rather, action steps planned to make those strategies happen can easily accommodate many trends and do some seamlessly, but when the CEO wants change, HR needs rationale and process. For this Discussion, review the week’s Learning Resources. Then, for context, think about the many short- and long-term drivers, e.g., new competitors, pending legislation, etc., that might impact an organization’s plan.

Trends can easily attract the attention of the C-suite, who then push to forget plans and go for it. So, on what basis can HR leadership provide a logical rationale for holding firmly to a plan and ignoring the trendy new thing happening, despite the push from the CEO? Post by Day 3 specific criteria (3-5) that could be used to assess potential opportunities that warrant change in the HR Operating Plan brought to HR by the CEO and provide rationale for your assessment criteria selection, e.g., alignment with the business direction of the organization, new legislation, etc.

Paper for above instructions

Strategic Decisions in Spite of Short-Term Driving Forces

In the dynamic environment of today’s business landscape, organizations often encounter new trends and pressures stemming from significant changes in market dynamics, competitive behaviors, and regulatory environments. Particularly for HR leaders, the tension between short-term opportunities and long-term strategic goals poses a unique challenge. As companies like yours plan to expand their services domestically over the next five years, the emergence of a competitor planning for international expansion can create an urgency to pivot from previously established plans. The key, however, is to maintain strategic coherence while also being open to new opportunities.

Understanding the HR Operating Plan

The HR Operating Plan provides a structured approach to ensure that HR activities align effectively with the overarching strategies of the organization (Garey, 2011). Still, there may be societal pressures or 'fads' that could distract organizations from their strategic vision. It is important for HR leadership to weigh those new trends against the organization's established strategic direction, rather than react impulsively to pressures from executives.
To remain grounded and provide rational assessments to the CEO and other C-Suite members, HR leaders can consider the following criteria when contemplating changes in the HR Operating Plan:

1. Alignment with Business Direction

The alignment of any new trend with the existing business direction is fundamental. Before any modifications can be made to the HR Operating Plan, one must evaluate whether the potential opportunity supports the organization's strategic goals. If a new market trend does not fit within the established business direction, it may lead to resource misallocation and distract from the organization’s long-term objectives. According to Lussier and Achua (2015), alignment helps to ensure that the organization retains a coherent strategy and operates towards a shared vision.

2. Long-Term Value Generation

Another significant criterion is the potential for long-term value generation. Immediate opportunities may bring about temporary benefits, but they should also offer prospects for sustainable growth and profitability. Potential changes to the HR Operating Plan should significantly contribute to the organization’s core mission. A comprehensive evaluation of the emerging trend’s long-term viability will help HR leadership make informed decisions. Short-term pursuits that do not offer robust future payoffs may warrant resistance from HR leaders (Barney & Hesterly, 2015).

3. Market Research and Trends Analysis

Incorporating thorough market research and trend analysis into the decision-making process is critical. This includes understanding competitor strategies, customer preferences, and emerging technologies. By undertaking a detailed SWOT analysis of potential trends, HR can present a comprehensive view of the competitive landscape and how deviations from established strategies may impact organizational stability and morale (Duncan, 2012). Leaders can then use this data to clarify to the C-suite the ramifications of shifting from the current strategy.

4. Risk Assessment

The risk associated with adopting new trends should also be evaluated rigorously. Any recommendation for change to the HR Operating Plan should include an assessment of both potential risks and rewards. Deciding against a trendy opportunity may often be grounded in the understanding that the associated risks—whether financial, operational, or reputational—could eclipse the benefits it promises. As highlighted by Gephart et al. (2013), risk management is crucial for sustaining operational integrity and protecting stakeholder interests.

5. Employee Welfare and Organizational Culture

Finally, any significant changes in strategy must consider the potential impacts on employee welfare and the broader organizational culture. The introduction of new policies or shifts in operational plans can lead to disruptions in productivity, employee satisfaction, and morale. Assessing whether a trendy move may disrupt the cultivated culture and climate within the organization is essential for HR leaders. This should cover considerations such as employee workload, engagement, and alignment with organizational values (Baker, 2013).

Conclusion

In conclusion, while the trends that emerge in the business landscape can indeed be enticing and may pose immediate opportunities, it is critical for HR leadership to maintain a disciplined focus on established strategic plans. By using the specific criteria outlined above—alignment with business direction, long-term value generation, market trend research, risk assessment, and employee welfare—HR can provide logical rationales to the C-suite for holding firm to the organization’s strategic objectives. In this way, HR leaders can ensure that their operating plans remain coherent and strategically sound, even in the face of competitive pressures or emerging market phenomena.

References

- Baker, S. (2013). Employee Engagement: An Evidence-Based Approach. London: Random House.
- Barney, J. B., & Hesterly, W. S. (2015). Strategic Management and Competitive Advantage: Concepts and Cases. New York: Pearson.
- Duncan, R. (2012). Strategic Management: Concepts and Cases. Boston: Cengage Learning.
- Gephart, M. A., Matusik, S. F., & Latham, S. (2013). Strategic Decisions and Risk: The Role of People and Information Technology. In International Journal of Business Research, 13(4), 30-46.
- Garey, R. W. (2011). Business Literacy Survival Guide for HR Professionals. Alexandria, VA: Society for Human Resource Management.
- Lussier, R. N., & Achua, C. F. (2015). Leadership: Theory, Application, & Skill Development. Boston: Cengage Learning.