BUS 303 Week 1 DQ 1&2



Explain what the author means by the statement that “Every manager is an HR manager”. Do you agree? Give examples to backup your point of view. Respond to at least two of your classmates’ posts by Day 7.

DQ 2-

In 200 to 250 words, conduct a basic SWOT analysis of an organization or department to which you belong. How do you see these factors affecting the direction of HR? Respond to at least two of your classmates’ posts by Day 7.



BUS 303 Week 1 DQ 1&2,



I agree with the statement, “every manager is an HR manager”.  Human Resource managers and line managers “have a responsibility to bring capable human assets into the organization who can perform the duties and responsibilities that will keep the organizational functional and competitive in the market” (Youssef, 2012).  It is the responsibility of the Human Resource manager to provide the necessary guidance and advice to help the managers be successful in working with their employees.  They must provide the training necessary in order for the managers to follow the proper procedures and guidelines in dealing with their employees. It is the managers responsibility to follow the policy and procedures in not only hiring the personnel that will fit their team, but to provide evaluations, coach, mentor, train, document, and provide the necessary assistance to help their employees be successful and productive.  Managers must be able to motivate and attain trust in their employees.  This is all part of Human Resources; working with the employees whether it is hiring, firing, documenting, evaluating, or providing the training and assistance necessary for the employees to do their jobs.  Human Resource Management is there to assist the managers should


S.W.O.T. is also strengths, weaknesses, opportunities, and threats and while conducting an environmental scan as a part of strategic HR planning these areas of analysis are very helpful. Environmental analysis is done in two parts: internally looking for strengths and weaknesses within the company, and externally looking for potential opportunities and threats to the company (Youssef, 2012). For the purpose this discussion, I will perform a SWOT analysis of my previous job as a Training Manager at a restaurant in downtown Kansas City, MO.

Our strengths were that we could carry a very low labor cost. In Missouri it is legal and almost standard practice to pay servers and bartenders 50% of the minimum wage and allow customers to further compensate them through tipping. This also allows management to conduct nightly reviews of how well a server or bartender, who make up 50% or more the staff at the restaurant, are able to perform their jobs via their tips. We were able to pay BOH (back of house or cooks) less than average by compensating them with occasional free beer, shift meals, and flexible hours. All of the positions in the restaurant could be performed by entry-


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