Phase 3 IP 1

Phase 3 Ip 1 Rebecca Lyn Oberstadt INTD670-1304B-04 Leadership and Ethical Decision-Making Instructor Maurice Ivy December 12, 2013   Human Resources When it comes to the merger between UWEAR and PALEDENIM I worry about duplicate positions. I know that the Sarbanes-Oxley (SOX) Act, Section 806, lists things that can and cannot be done in the instance of employees and how they are handled. Under subsection A of the Section 806 it allows for employee security under the Whistle blower act. But with similar positions being merged into one there will be some positions that don’t merge as well as others. Arrangements must be made for those people placed outside their current positions. But, the whistle blower policy needs to be kept in mind through all dealings as to make sure they are legal in all actions of the merger. I set up a meeting with the current Human Resource managers for UWEAR and PALEDENIM. I worry about how they will take this meeting. During the meeting with Sharon and Marcia the two Human Resource Managers for the merging companies you find a lot of similarities in how they do things but they go about things totally opposite. Yes, they both get the job done, but to what expense. One needs no direction at all and the other seems to need extensions, extra time, and money. Are either of these healthy for a company? Is there a way to merge the two ladies into one perfect HR manager? I know during the merger both jobs will be on the line. Will one step up to outperform the other or will they both fall short? Knowing that both managers essentially get the job done with a few pit falls things need to be managed together with a merger of their own to embody both styles to make a perfect position for one, or even both managers. They both have education, and experience on their side. They both know their business well, but they both have weaknesses and strengths that the other does not have. Most human resource departments have one manager and several employees but I think in this case of the merger we need one manager and one assistant manager. Now who gets the job will be determined by their credentials and the ability to get their job done on time, efficiently, and under budget. The HR manager needs to know when to direct delegations and when to do things themselves. But they need to always be accountable for not only their own work but to the superiors over them. One manager lacks such qualities where as the other does not. I feel to make a happy medium here we need a manager willing to step up to do the job and get it done, but also needs to keep others apprised of what is going on so people know the status of things. The second problem I noticed was time management and planning. One gets it done quickly and uses no planning method, and the other takes a long time to plan and an even longer time to get actions rolling. The last problem I noticed was one manager comes in on time and under budget, where as the other takes their time, sometimes too much asking for an extension; and needs more funds. This can be a problem. For a company merging money is a big issue and costs need to be kept in check. Coming in on time and under budget or right on budget is a must right now as well as in the future. I would give each manager a task that would challenge them on their weaknesses and not allow them to fall back on their stronger qualities to get things accomplished. It should test both of the ladies to do their best work, use their best judgment and make sure the ethics of the company are kept in check. They need to know that they have to do things to the top limits to make sure that they can secure the job that they want. They need to know that this test is going to be used to evaluate their current and potential job positions for the future. I feel that by pushing the two current HR managers it will cause the better of the two to step up to the plate so that when the merger is complete that they will be efficient and the best choice for the companies to promote to the new position. I feel that the other HR manager should be kept on but in an assistant capacity. That way they can bounce ideas off each other, help build a stronger team and nobody loses their job. They need to understand that the whistle blower policy under the SOX act only protects them so far and that if it can be shown they are not living up to their potential in the company that they can be replaced easily by a better choice.   Bibliography Page CTU(2013) Problem B: regulatory compliance . From: https://campus.ctuonline.edu/courses/INTD670/Assignment_Assets/ProblemB.pdf SOX-online (2013) Sarbanes-Oxley Act Section 806. From: http://www.sox-online.com/act_section_806.html If there is a problem with my APA formatting please specify what as you have docked me points every task and you cite a file in the instructor files that is not there. I have had other professors check my work and they say my APA formatting is correct so please be specific as to what is incorrect with my work. I cannot fix the problem unless I know what I need to work on!