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Case Study Analysis-CLA-Course Outcome 2

Read the BUSINESSWEEK CASE: EXECUTIVES: MAKING IT BY FAKING IT at the bottom. Answer the three questions at the end of the case in a 2 page paper. Follow the project guidelines Complete a 2 page paper not including the title page and reference page.

3.Answer each question thoroughly.

4.Demonstrate your understanding of the information presented in the weekly reading assignments by defining terms, explaining concepts, and providing detailed examples to illustrate your points.

5.Include at least two references from your reading assignments or other academic source to reinforce and support your own thoughts, ideas, and statements.

Executives: Making It by Faking It

At least once or twice a year, businesspeople the world

over are reminded of the high cost of a little exaggeration,

a material omission, or an outright lie on a résumé and

how a tangled web concerning one’s background can lead

to career catastrophe.

Consider the case of the MIT dean whose career track

was halted when her employer realized that she hadn’t

graduated from a single one of the three institutions from

which she had claimed to have earned degrees. Or any one

of a string of business executives who learned the hard way

174 PART 2 Acquiring and Preparing Human Resources

that faking their way is no way of making their way into

executive management.

Just ask headhunter Jude Werra. The president of

Brookfield, Wisconsin–based Jude M. Werra & Associates

has spent the better part of 25 years documenting executive

résumé fraud, credentials inflation, and the misrepresentation

of executive educational credentials. It’s

something that has kept Werra pretty busy over the years,

given the prevalence of such management-level chicanery

and the fact that so many ambitious and transition-minded

individuals have convinced themselves that it’s their

credentials—real or otherwise—that matter most.

Werra’s semiannual barometer of executive résumé deception

hit a five-year high, based on his review of résumés

he received during the first half of 2007. He figures

that about 16 percent of executive résumés contain false

academic claims and/or material omissions relating to educational


And when you account for the fudging of claims of experience

unrelated to academic degrees earned, it’s easy to

see why executive headhunters generally acknowledge

that as many as one-third of management-level résumés

contain errors, exaggerations, material omissions, and/or

blatant falsehoods.

Some people will stop at almost nothing to get to where

they want in their career. Still, Werra wonders why otherwise

experienced executives would inflate their credentials

or otherwise mislead with their résumé, in light of the

potential career-ending consequences.

Given the alarming levels to which they do attempt to

mislead, he constantly reminds hiring organizations that it’s

critical that they verify what they read on résumés, even at

the executive level. What’s even more alarming—and more

prevalent than people falsifying their backgrounds and

qualifications—is the number of hiring organizations that

fail to conduct a rigorous background check on their new

management recruits. Far too many organizations figure

that checking a few references is enough.

And even the most thorough reference checks won’t uncover

false claims that predate those references’ own professional

interactions with the individual executive. It’s quite

possible that a fabrication of one’s education, certifications,

and experience is what got the executive his first management

job many years ago, leaving the trail cold unless it’s

reopened during the course of a diligent background check.

When it comes to executive-level hiring that’s going to

cost the organization into the high six figures, at minimum,

when you factor in headhunting fees, the new executive’s

salary, and benefits, it becomes a matter of caveat

emptor [let the buyer beware].

A thorough background check is an important insurance

policy for the recruiting process, and headhunters

will tell you that your organization risks getting burned if

an executive it hires has, at any time in his or her past, decided

to assume the risks of playing with fire. Given the

high cost of a bad executive hire, today’s organizations

simply can’t afford not to do their homework.

SOURCE : Excerpted from Joseph Daniel McCool, “Executives: Making It by

Faking It,” BusinessWeek , October 4, 2007, .


1. Suppose you are an HR manager at a company that

needs to fill an important management position. In

what situations would a candidate’s educational background

be important? In what situations would a candidate’s

track record as a manager or leader be important?

2. If you are considering a candidate whose management

track record is good, would it matter whether the

candidate described his or her educational background

accurately? Why or why not? What if the

misrepresentations involved the candidate’s work history?

Would your opinion change?

3. The writer of this article expresses an opinion that

the utility of background checks is high. Do you agree

that employers should place more emphasis on background


Submitted by maewrite on Wed, 2012-02-15 00:07
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Educational background is very important as well as a candidate's track record, but there are different levels depending on the company and the job description

body preview (545 words)

1. xxxxxxx you are an xx manager xx a xxxxxxx xxxx

xxxxx to xxxx an important management xxxxxxxxx xx

xxxx situations would a xxxxxxxxxxxxx educational background

be xxxxxxxxxx xx what situations would x candidate’s

track record xx x manager or leader be xxxxxxxxxx

A xxxxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxx xxxx xx very xxxxxxxxx xx filling xx xx xxxxxxxxx management position. There are many things that an individual learns xxxx xxxxxxxx xxxx xxx xxxxx xx is xxxx that xxxxx xxx many xxxxxxxxxx entrepreneurs that xxx not xxxx finish xxxxxxxx in xxx xxxxxxxxx xxxxx xxxxxxxx will xxxx it xxxx to wing it. Competition in the corporate world is xxxxxx and a manager will xxxxxx xx xxxxxxxxxx xxxx xxxxxxxxx xx xxx xxxx team xxx xxxxxxxxx xxx xxxxxxxxxxxxxx xxx xx xx can xxxxxxxx effectively, he xxx be xxxxxxxxxx xxxx without xxx xxxxxxxx xxxxxxxxxxxxxxx But xx xxxx situation, xxx xxxxxxxxxx xxx be perceptive and xxxxxxxxx and he xxxx xxxx xxxxx respect.

There are xxxxxxx from the

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