ASSIGNMENT 05
SEMESTER 01
ETP2602
HUMAN RESOURCE MANAGEMENT FOR
ENTREPRENEURS
TOTAL: 50 Marks
Instructions:
(1) Submit your answers as a single document in PDF format. It is preferable for you to type your
answers (Font: Arial 12) and then convert your document to PDF format for submission. However,
if this is not possible, you may also write your answers down and scan them to a PDF file. Please
write legibly.
(2) Start with a cover page stating the module code (ETP2602) and your student number.
(3) Make sure that each question is clearly numbered.
(4) Please ensure that your PDF document is NOT encrypted to a “secured” mode and that it is
NOT password protected as these files cannot be marked. Virus infected files will also not be
marked.
(5) Submit your answers in one PDF document by using the Assessment Info tool on M o o d l e .
(6) You need to answer the questions in your own words. Plagiarism will not be tolerated and
may result in disciplinary action if detected.
, Lynn Mercer’s teams at Lucent
Lynn Mercer is the cellphone factory manager at Lucent Technologies. Mercer has
years of experience in the industry and is an expert in her field. She is dedicated
to the concept of self- managed teams and has worked hard to make the teams at
Lucent succeed. The teams in her operation decide how the work should be done,
what improvements are needed and who should perform them. She just sets the
mission for the factory, and the rest is up to the teams. Mercer believes in involving
her team members in decision-making and this, she feels, is her recipe for success.
Mercer admits that the first year of implementing the concept of working in groups
was not an easy one since most employees were anxious about their roles and
what would be expected of them as members of a team. This was followed by a
series of conflicts that arose between team members as a result of differing
opinions. However, this did not discourage Mercer. She remained focused on
promoting team-building and creating a sense of purpose among team members.
The members of the groups started to realise that they had been placed in those
groups to achieve a common objective, and a sense of loyalty to the groups
developed. Close relationships have since been formed within the groups, coupled
with a significant increase in group cohesiveness.
Now, Lucent’s teams elect their own leaders and are exceptionally flexible, so they
can adapt to the ever-changing needs of the cellphone industry. Mercer wants this
flexibility because team members truly understand their customers’ needs. Mercer
explains that, although all instructions are still written down in her team-managed
factory, every individual can make online changes to a procedure if the individual’s
team agrees. Not only do teams have the power to change procedures, others can
also learn from them and do not have to reinvent the wheel. Mercer believes that
it is important to integrate her concern for production and outputs and her concern
for her team members at a high level, placing great emphasis on teamwork and
excellent results.
Mercer and her teams now look back at what they have achieved and assess their
experiences in the groups. Team members have learnt many different tasks and
skills and how to perform them well. The results have been remarkable. Mercer’s
factory has not missed a deadline in over two years, and labour costs remain a very
low percentage of total costs. As a result of this excellent performance, team
members are rewarded for their efforts.
Adapted from: Gómez-Mejía, LR, Balkin, DB & Cardy, RL. 2004. Managing
human resources. 4th edition. New Jersey: Pearson Education International.
SEMESTER 01
ETP2602
HUMAN RESOURCE MANAGEMENT FOR
ENTREPRENEURS
TOTAL: 50 Marks
Instructions:
(1) Submit your answers as a single document in PDF format. It is preferable for you to type your
answers (Font: Arial 12) and then convert your document to PDF format for submission. However,
if this is not possible, you may also write your answers down and scan them to a PDF file. Please
write legibly.
(2) Start with a cover page stating the module code (ETP2602) and your student number.
(3) Make sure that each question is clearly numbered.
(4) Please ensure that your PDF document is NOT encrypted to a “secured” mode and that it is
NOT password protected as these files cannot be marked. Virus infected files will also not be
marked.
(5) Submit your answers in one PDF document by using the Assessment Info tool on M o o d l e .
(6) You need to answer the questions in your own words. Plagiarism will not be tolerated and
may result in disciplinary action if detected.
, Lynn Mercer’s teams at Lucent
Lynn Mercer is the cellphone factory manager at Lucent Technologies. Mercer has
years of experience in the industry and is an expert in her field. She is dedicated
to the concept of self- managed teams and has worked hard to make the teams at
Lucent succeed. The teams in her operation decide how the work should be done,
what improvements are needed and who should perform them. She just sets the
mission for the factory, and the rest is up to the teams. Mercer believes in involving
her team members in decision-making and this, she feels, is her recipe for success.
Mercer admits that the first year of implementing the concept of working in groups
was not an easy one since most employees were anxious about their roles and
what would be expected of them as members of a team. This was followed by a
series of conflicts that arose between team members as a result of differing
opinions. However, this did not discourage Mercer. She remained focused on
promoting team-building and creating a sense of purpose among team members.
The members of the groups started to realise that they had been placed in those
groups to achieve a common objective, and a sense of loyalty to the groups
developed. Close relationships have since been formed within the groups, coupled
with a significant increase in group cohesiveness.
Now, Lucent’s teams elect their own leaders and are exceptionally flexible, so they
can adapt to the ever-changing needs of the cellphone industry. Mercer wants this
flexibility because team members truly understand their customers’ needs. Mercer
explains that, although all instructions are still written down in her team-managed
factory, every individual can make online changes to a procedure if the individual’s
team agrees. Not only do teams have the power to change procedures, others can
also learn from them and do not have to reinvent the wheel. Mercer believes that
it is important to integrate her concern for production and outputs and her concern
for her team members at a high level, placing great emphasis on teamwork and
excellent results.
Mercer and her teams now look back at what they have achieved and assess their
experiences in the groups. Team members have learnt many different tasks and
skills and how to perform them well. The results have been remarkable. Mercer’s
factory has not missed a deadline in over two years, and labour costs remain a very
low percentage of total costs. As a result of this excellent performance, team
members are rewarded for their efforts.
Adapted from: Gómez-Mejía, LR, Balkin, DB & Cardy, RL. 2004. Managing
human resources. 4th edition. New Jersey: Pearson Education International.
