From your text, complete Assignment Exercise 1-2, page 355.  Required:Refer to the Metropolis Health System case study appearing in Chapter 25.  Read about the various types of services offered by MHS.The MHS organization chart has seven major areas of responsibility, each headed by a senior vice president (refer to page 291).  Select one of the seven areas (Information Systems, Finance, Human Affairs, etc.) and indicate the additional levels of management that would fall under this area. Examples of organizational charts are located in Figure 1-2 (pg. 7) and Figure 25-1 (pg. 290). Do you believe your design of the detailed organization chart indicates centralized or decentralized lines of authority for decision making?  Can you explain your approach in one or two sentences?

Top of Form Read “Application Case: Siemens Builds a Strategy-Oriented HR System” in Ch. 3 of Human Resource Management. Write 350- to 700-word response to the following after reading the case: Identify examples of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors for Siemens, based on the information in this case. Identify at least four strategically relevant HR policies and activities that Siemens has instituted to help human resource management contribute to achieving Siemens’ strategic goals. Discuss the following regarding Siemens' strategic goals: What overall goals does Siemens want to achieve? What must Siemens do operationally to achieve its goals? What employee attitudes and behaviors will produce these operational outcomes?___________________________________________________________________________________________________Application Case Siemens Builds a Strategy-Oriented HR System Siemens is a 150-year-old German company, but it’s not the company it was even a few years ago. Until recently, Siemens focused on producing electrical products. Today the firm has diversified into software, engineering, and services. It is also global, with more than 400,000 employees working in 190 countries. In other words, Siemens became a world leader by pursuing a corporate strategy that emphasized diversifying into high-tech products and services, and doing so on a global basis. With a corporate strategy like that, human resource management plays a big role at Siemens. Sophisticated engineering and services require more focus on employee selection, training, and compensation than in the average firm, and globalization requires delivering these services globally. Siemens sums up the basic themes of its HR strategy in several points. These include: A living company is a learning company. The high-tech nature of Siemens’ business means that employees must be able to learn on a continuing basis. Siemens uses its system of combined classroom and hands-on apprenticeship training around the world to help facilitate this. It also offers employees extensive continuing education and management development. Global teamwork is the key to developing and using all the potential of the firm’s human resources. Because it is so important for employees throughout Siemens to feel free to work together and interact, employees have to understand the whole Siemens process not just bits and pieces. To support this, Siemens ­provides extensive training and development. It also ensures that all ­employees feel they’re part of a strong, unifying corporate identity. For example, HR uses cross-border, cross-cultural experiences as prerequisites for career advances. A climate of mutual respect is the basis of all relationships—within the company and with society. Siemens contends that the wealth of nationalities, cultures, languages, and outlooks represented by its employees is one of its most valuable assets. It therefore engages in numerous HR activities aimed at building openness, transparency, and fairness, and supporting diversity.

Assignment 4: Project Progress Due Week 10 and worth 100 pointsNote: The assignments are a series of papers that are based on the same case, which is located in the XanEdu tab in the course shell. The assignments depend on one another. During the project life cycle, project risk reviews and reports are required as previously identified in the risk management plan. Two months after the project started, the following events have taken place:The top two (2) threats have occurred.The top opportunity has been realized.The project’s risk budget is already exhausted.The risk management schedule has been shortened by two (2) months.Write a four to six (4-6) page paper in which you:Analyze the impact of the events on the project. 2\Determine if any mitigation activities are required and explain why.Determine if budget / schedule changes are necessary and explain why.Update the risk register and highlight the changes made. Provide the justification for the changes. 5Use at least four (4) quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.Your assignment must follow these formatting requirements:Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.The specific course learning outcomes associated with this assignment are:Analyze the Critical Success Factors (CSF), project benefits, and organizational readiness and risk culture of the company.Assess and prioritize risks to the project through an analysis of the active threats and opportunities presented.Conduct a quantitative analysis of the project risks and opportunities, including the triggering events for each of the project risks.Develop an appropriate risk response plan for the project encompassing all of the identified risks, a communications strategy, and a process to add or remove risks, as the project progresses.Click here to view the grading rubric for this assignment.