Posted: June 19th, 2022

Unit 6 Assignment – Organizational Analysis Due 6/17/22 2000w.WSJ What To DO

Dear International Strategic Management Executives:
.Please READ Attached Article
In today’s business social media driven world, the ability to make a persuasive – well thought written argument in a single paragraph is a skill that will serve you in your professional executive career. Through our academic term, you are assigned to write AT LEAST 3 Quality Wall Street Journal Strategic ManagementNews Best Practices Postings at our Canvas Learning Management System – Discussion Forum – Board Section
relatedto current business news and/or the academic practicallearning content reviewed through the books and readings of this class.
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These Wall Street JournalStrategic ManagementNewsBest Practices postings must be from current business news in regards Strategic Management Best Practices from the Wall Street Journal and you should write one or two short paragraphs with an insightful and critical thinking referencerelatedto the current business news and/or the academic practicallearning content reviewed through the books and readings of this class.
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I expect high caliber Quality Wall Street Journal Strategic Management NewsBest Practices Postings with top analyses and interesting insights!! If you have any questions, please let me know.
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Jose Rocha
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Grading Requisite
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In order for me to grade these Wall Street Journal Strategic ManagementNews Best Practices Postings, you have to have your:
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* one or two short paragraphs written by you with an insightful and critical thinking reference related to the current business news and/or
the academic practical learning content reviewed through the books and readings of this class
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PLUS
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* The ENTIRE Wall Street Journal Business News Best Practices ARTICLE and appropriate reference.
manager
ATTACHED FILE(S)
Management & Careers
What to Do When All Your Employees Want to Leave
Being able to head for greener pastures sounds great. But what if you’re the boss who’s getting left behind?
ByDorie Clark
Jan. 7, 2022
We all got an earful about the “Great Resignation” in 2021, as Americans left their jobs in growing numbers. This past week, the Labor Department reported that the U.S. set a new quitting recordin November. According to aPwC studylast year, a full 65% of employees were in search of a new job. That’s great for employees who may feel newly empowered to start anentrepreneurial ventureor use the tight job market to negotiate a raise or promotion. But what if you’re the boss?
For obvious reasons, it’s problematic when your employees start leaving, or hinting or threatening that they might. Staff turnover is pricey—itcosts an estimatedone-half to two times an employee’s annual salary to replace her. Plus, it’s disruptive to client relationships and the morale of staffers left behind.
As we head into 2022, leaders find themselves in a bind: If you bend over too far backward to keep your employees from quitting, you may risk setting untenable precedents, a la “Sure, you can work from that remote island 17 time zones away!” But if you fail to take action, you might find yourself dramatically understaffed just when you can afford it least.
Here are four questions leaders can ask themselves to create a measured response that balances the need to retain top talent with the reality that even in a tight labor market, we don’t want to make concessions we’ll regret later.
What do you want the company to look like?
Two years into the pandemic, it’s become increasingly clear that hybrid and remote work isn’t just feasible, but is actually desirable; one study claimed that more than
two-thirds of employees
prefer work-from-home arrangements. The enormous disruption Covid engendered means that if ever there were a moment to reinvent what your company or your team looks like, this is it.
Maybe this is the time to shift to an
all-remote workforce
, as companies like Basecamp have done. Or you might consider ramping up hiring for new and different skill sets you’ve identified as key to your company’s future direction, such as AI or data analytics. Maybe you want to focus on in-person work, but shift geographies or open new regional hubs. One company I advised years ago had constant trouble convincing potential hires to move to its small-town location—a problem it, and other employers, can solve easily now.
It’s worth identifying your 5- to 10-year vision for your company, team or business unit and work backward from there—because the decisions you make now can hasten the arrival of that future.
How can you create a personalized strategy for retaining your most valuable employees?
Silicon Valley has long valorized the elusive “
10x coder
,” who is said to be 10 times better and faster than his or her average compatriots. Obviously, talent at that level is rare, but the principle holds that some employees are much more valuable than others, and should be treated that way. In an environment where so many employees are thinking of leaving, we can’t—and shouldn’t—worry about saving them all. Instead, identify the people you need and respect the most and focus on developing a personalized retention strategy for them.
Questions to ask yourself include:If I were allowed to keep only the top 10% to 20% of my employees, who would I fight to retain? Who are the employees in the most mission-critical roles that would cause serious disruptions if they left? Whose skills are best aligned for the future vision of the company? Who, regardless of title, carries disproportionate influence with their colleagues?
Those are the employees you’ll want to focus on. Even if they haven’t indicated a desire to leave, it’s worth engaging in a proactive conversation with them to understand more about what they like best and least about their jobs, to reiterate your respect for their contributions and to showcase your desire to problem-solve with them if necessary. For instance, if they indicate challenges around caregiving, you might strategize with them about taking short-term leave, or identifying company benefits they might be able to tap into. For the right employees, it’s worth making the effort to personalize your strategy and roll up your sleeves.
Are their concerns valid?
If everyone’s thinking of leaving your company, one question that’s probably worth asking is: Do they have a good reason? It’s possible that your employees are dissatisfied because of general restlessness and comparing themselves with friends and relatives who have scored big raises by job-hopping. But it’s also conceivable that they want to leave because, at least in some ways, they haven’t been treated that well.
It’s worth taking a look at employee-engagement metrics at your company or team. If hard data is difficult to come by, see what people have said in recent exit interviews, or on public sites like Glassdoor. Are your pay scale and benefits competitive with others in your industry? And are there company policies or practices that have drawn consistent criticism? This could be anything from dress codes or shift assignments to corporate political donations.
There was plenty of workforce turnover in 2021. But if your company or team had a disproportionate share, there may be a reason—and if so, it’s worth fixing right away, before you have a mass exodus now that employees have more options.
Should you leave, too?
Every leader wants to rally the company or team under challenging circumstances. We lionize turnaround specialists like Mary Barra and Lee Iacocca, who deftly guided their companies through the shoals of disruption. But sometimes, depending on the reasons your employees are fleeing, you might actually want to do the same. If your company has been mistreating its workers and there’s no appetite for change among your board or senior leaders, leaving might be your best option. And while many companies in supposedly dying industries have been able to successfully reinvent themselves, that can’t happen if there’s no vision or willpower at the highest levels. So if you’re dependent upon others for change that isn’t coming, that might also be a sign you should leave before the ship sinks.
We’ve all been through a disrupted, and often-discomfiting, two years. Every leader wants to run a company or team with enthusiastic, committed employees. But the reality of today’s labor market means that even at the best companies, many staffers have a wandering eye—and at the worst, almost everyone probably does.
Dorie Clark
is a marketing strategy consultant and keynote speaker who teaches executive education at Duke University’s Fuqua School of Business and Columbia Business School.

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