Evaluation Findings and Interpretation Once the evaluation is com.docx
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Evaluation Findings and Interpretation Once the evaluation is completed and the findings have been presented, the stakeholders and others will respond to the findings. This response is an important part of the evaluation process. At times the response will require the evaluators to reconsider portions of the evaluation. This needs to be done at a minimum even if findings do not change or change very little to improve delivery of the findings to the stakeholders. Imagine your evaluation findings are not very well received by an agency and its administrators. Discuss what you would do so there might be a "reinterpretation." Factors for this feedback on your findings possibly contributing to the administrators' reaction to your interpretation of the findings could be: Change in the perspective of the evaluation Role of politics Ethical concerns Change in the presentation of the findings Presentation targeted to the wrong group of stakeholders Provide at least two steps you would take to change the initial reaction to your findings. .
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PJM6125 Project Evaluation Stakeholder Analysis & Eval.docx
PJM6125 Project Evaluation:
Stakeholder Analysis & Evaluation Goal Matrix
Overview and Rationale
For this assignment, you will establish some evaluation goals for your project based on the
method and lens covered in this week’s lecture.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
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LO1: Identify and analyze stakeholders associated with performance evaluation.
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Essential Components & Instructions
This assignment is completed in two parts. First, using your chosen project that you
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columns:
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o Stakeholder Position / Role
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Who Performs the Appraisal?
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Bias in Performance Appraisals.
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Submit your 20–25-page final capstone project that synthesizes the.docx
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Note
: Each assessment in this course builds on the work you completed in the previous assessment. Therefore, you must complete the assessments in this course in the order in which they are presented.
Assessment Instructions
Instructions
Note:
The assessments in this course are sequenced in such a way as to help you build specific skills that you will use throughout your program. Complete the assessments in the order in which they are presented.
For your final capstone project submission you will synthesize the work you completed in the previous four assessments. Please make sure that you have made relevant revisions as suggested by your instructor, as well as relevant additions that you uncovered during your practicum experience. The only brand-new content that you will need to create for this assessment is an Abstract and an Introduction.
This final submission will be graded using the seven program outcomes (POs) for the Master's of Science in Nursing program. As a reminder they are:
Lead organizational change to improve the experience of care, population health, and professional work life while decreasing cost of care.
Evaluate the best available evidence for use in clinical and organizational decision making.
Apply quality improvement methods to impact patient, population, and systems outcomes.
Design patient- and population-centered care to improve health outcomes.
Integrate interprofessional care to improve safety and quality and to decrease cost of care.
Evaluate the ability of existing and emerging information, communication, and health care technologies to improve safety and quality and to decrease cost of care.
Defend health policy that improves the experience of care, population health, and professional work life while decreasing cost of care.
In addition, you will be assessed on how well you incorporated the feedback you received from your instructor on your previous work in this course via the following criterion:
Integrate writing feedback to improve the clarity and quality of final product.
You will also be assessed on the completion of hours toward your practicum experience.
Demonstrate completion of hours toward the practicum experience.
See the scoring guide for specific grading criteria related to these requirements.
Please carefully review the outline below to see which parts of the final submission will align to which program outcomes. (
Note:
The bullet points in the outline correspond to the grading criteria from your previous assessments. It may be worth putting in some extra revisions on the material related to criteria on which you did not previously score as well as you would have liked. You may also wish to read the Guiding Questions: Final Project Submission document to better understand how each aspect of your submission will be assessed.) It is important to remember .
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Chapter 1 Evaluation and Social Work Making the ConnectionP.docx
Chapter 1 Evaluation and Social Work: Making the Connection
Page 4
Let’s begin by considering three important questions: 1. Is evaluation an important area of social work? 2. Is the evaluator role an important one for social workers? 3. How can evaluations help improve or enhance social work interventions? These questions may be your questions as you begin to read this book. They are questions that many social work students and practitioners have pondered. This book is about evaluation so the responses to the first two questions, in brief, will be no surprise to you. Yes, evaluation is an important area of social work. Further, the evaluator role is an important role for every social worker to prepare to assume. Some social workers will be evaluators of programs, and virtually every social worker will be an evaluator of their own practice. It’s like asking whether social workers need to know whether they are doing a good job, or asking them if they know whether their interventions are effective in helping their clients. The third question, asking how evaluation can help improve social work interventions, is the focus of this text.
The underlying theme driving the book is that evaluation is a vital element of any social work approach and is critical for ensuring that social work actually does work! A reassuring theme is that evaluation is a practice area that BSW and MSW students and practitioners alike can learn. Social workers and students wanting to maximize their impact in their jobs will find that the perspective, knowledge, ethics, and skills of evaluations covered in this book are a central component of practice and ensure that you will have a much greater impact on your clients’ well-being. This book provides the needed preparation for evaluation in both a comprehensive and a readable format. The primary emphasis is on the various kinds of small and mid-range formative evaluations that are often implemented at the local agency level; less emphasis is placed on the large, com-plex national and regional studies that may draw the most coverage under the title evaluation. These smaller formative evaluations are also the critical ones that social work students and graduates either are assigned or should consider taking on in their field placements and employment agencies. Such
Page 5
evaluations often are instrumental in determining whether the programs in which you are working will continue and possibly expand. Example of a Small, Formative Evaluation An agency that provides an anger management program to perpetrators of domestic violence offers a series of ten psychoeducational group sessions to help them manage their anger. The agency also conducts an evaluation of this program that is integral to it. An anger management scale is used to measure changes that occur in the participants’ anger after they have completed all ten sessions of a group program. Throughout the series, the specific items of the anger management scale (e.g., be.
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12Purpose StatementThe primary objec
1
2
Purpose Statement
The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring.
Problem Statement
Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change.
The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...
12Purpose StatementThe primary objec
1
2
Purpose Statement
The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring.
Problem Statement
Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change.
The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...
1) Analyze and apply the role of Intervention Specialists. Explai.docx
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Chapter 3 The Role of Intervention Specialist
Rothwell, W. J. (2007). Human Performance Improvement, 2nd Edition. [Bookshelf Online]. Retrieved from https://online.vitalsource.com/#/books/9781136397370/
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Video Reflection 12 -
Do you think it is possible to create a study where there really is no bias sampling done? How would you manage to create one?
Video Reflection 13 -
What are your thoughts on statistics being misrepresented/ how does it make you feel? Why do you think the statistic are often presented in this way?
.
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Explain how Matthew edited/changed Mark's Gospel for each of the following passages, and what reasons would he have had for doing that? What in Mk’s version was Mt trying to avoid – i.e., why he might have viewed Mk’s material as misleading, incorrect, or problematic? How did those changes contribute to Matthew’s overall message? How did that link up with other parts of Mt’s message?
Use both the following two sets of passages to support your claim, making use ONLY of the resources below, the Bible, textbooks and Module resources.
1. How did Matthew edit/change Mark 6:45-52 to produce Matthew 14:22-33 – and why?
2. How did Matthew edit/change Mark 9:2-10 to produce Matthew 17:1-13 – and why?
The paper should 350-750 words in length, double-spaced, and using MLA formatting for reference citations and bibliography. Submit the completed assignment to the appropriate Dropbox by
no later than Sunday 11:59 PM Eastern.
Resources for this paper:
See the ebook via SLU library:
New Testament History and Literature
by Martin (2012), pp. 83-88,105-108.
See the ebook via SLU library:
The Gospels
by Barton and Muddiman (2010), p. 53,56-57,102,109.
.
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Please first send the proposals if the professor agrees, we will s.docx
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Design a practical, doable program evaluation or policy analysis. Write your plan as if you were writing it to submit to a program manager in either a public sector or non-profit organization. Remember: you do NOT actually have to perform the evaluation. You merely have to design a plan for it. Your plan document should be approximately 15 to 20 pages in length.
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12Purpose StatementThe primary objec
1
2
Purpose Statement
The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring.
Problem Statement
Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change.
The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...
12Purpose StatementThe primary objec
1
2
Purpose Statement
The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring.
Problem Statement
Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change.
The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...
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1) Analyze and apply the role of Intervention Specialists. Explain how can the ASTD model of Human Performance Improvement intervention works. What are the implications of misapplying the intervention? Write a minimum 250 words. Use at least two reference sources.
2) demonstrate your level of comprehension, not simply repeat what you read in the chapters. Do analysis, critical thinking, synthesize, etc. choose 3 subjects of their own interest, from weekly chapter readings. write an APA style 3 paragraph minimum synthesizing those subjects. Should have a cover page and references page, too. Summary should also include an applied reaction concept. As an example: How would you apply this information to the work place? Review the chapters to help focus areas of summary. Use this assignment to demonstrate your level of comprehension.
Chapter 3 The Role of Intervention Specialist
Rothwell, W. J. (2007). Human Performance Improvement, 2nd Edition. [Bookshelf Online]. Retrieved from https://online.vitalsource.com/#/books/9781136397370/
The Role of Intervention Specialist Most human performance improvement practitioners, as well as managers and other stakeholders, are eager to find a solution or select a performance improvement intervention. The previous chapter explored the role of the analyst. You learned that one key tenet of HPI work is a strong grounding in performance and cause analysis. In other words, the urge must be resisted to jump to an immediate solution to performance problems. The interventions that are eventually applied to the performance problem or opportunity should result from careful analysis. The reason for this is that careful analysis increases the probability of identifying and choosing the appropriate intervention. Without analysis, solutions are unlikely to be effective—and may even make matters worse. Like physicians who are advised to at least “do no harm” in treating their patients, HPI practitioners should avoid causing more problems than they solve. That can happen if the wrong intervention is selected to solve a problem or if it is chosen in haste. This chapter reviews the role of the intervention specialist. First, the role is defined and the competencies and outputs associated with it are described. Next, a range of possible performance improvement interventions is discussed. This chapter also reviews various techniques for identifying and selecting appropriate human performance improvement strategies. The chapter concludes with some cautions about potential dangers and pitfalls in selecting interventions. ASTD Models of Human Performance Improvement defines the intervention specialist as the role that “selects appropriate interventions to address the root cause(s) of performance gaps” (Rothwell, 2000). The terminal output related to the role of intervention specialist is “persuasive reports to stakeholders about the appropriate intervention(s) to close past, present, or future performance gap(s)” (Rothwell, ...
Outline for Strategic Plan for Change PaperWrite a structured .docx
This document outlines the sections and requirements for a strategic plan for change paper. It includes sections for an introduction and problem statement, literature review with at least 5 scholarly references, synthesis of evidence, suggested courses of action applying a change theory or leadership strategy, and conclusion. The literature review should identify strategies to address the stated problem. The suggested courses of action section should provide a detailed plan to implement the recommended change based on evidence and alignment with organizational vision and mission.
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The document discusses agile continuous performance management and outlines best practices for conducting performance reviews. It recommends that feedback be given frequently through ongoing "check-ins" to feel more natural. When conducting reviews, managers should evaluate job requirements, compare strengths/weaknesses, highlight improvement areas, evaluate previous goals, and recommend new goals. Reviews should welcome employee input and focus on development. Presentations should clearly outline the evaluation and set employees up for success through actionable feedback and goal-setting.
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Exercise 21-8 (Part Level Submission)The following facts pertain.docx
Exercise 21-8 (Part Level Submission)
The following facts pertain to a noncancelable lease agreement between Windsor Leasing Company and Sheridan Company, a lessee.
Inception date:
May 1, 2017
Annual lease payment due at the beginning of
each year, beginning with May 1, 2017
$21,737.01
Bargain-purchase option price at end of lease term
$3,800
Lease term
5
years
Economic life of leased equipment
10
years
Lessor’s cost
$68,000
Fair value of asset at May 1, 2017
$93,000
Lessor’s implicit rate
10
%
Lessee’s incremental borrowing rate
10
%
The collectibility of the lease payments is reasonably predictable, and there are no important uncertainties surrounding the costs yet to be incurred by the lessor. The lessee assumes responsibility for all executory costs.
Click here to view factor tables
(c)
Your answer is partially correct. Try again.
Prepare a lease amortization schedule for Sheridan Company for the 5-year lease term.
(Round present value factor calculations to 5 decimal places, e.g. 1.25125 and Round answers to 2 decimal places, e.g. 15.25.)
SHERIDAN COMPANY (Lessee)
Lease Amortization Schedule
Date
Annual Lease Payment Plus
BPO
Interest on
Liability
Reduction of Lease
Liability
Lease Liability
5/1/17
$
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record depreciation.)
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record interest.)
1/1/18
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record second payament.)
Question 27
Pearl Corporation manufactures replicators. On January 1, 2017, it leased to Althaus Company a replicator that had cost $100,000 to manufacture. The lease agreement covers the 5-year useful life of the replicator and requires 5 equal annual rentals of $40,200 payable each January 1, beginning January 1, 2017. An interest rate of 12% is implicit in the lease agreement. Collectibility of the rentals is reasonably assured, and there are no important uncertainties concerning costs.
Prepare Pearl’s January 1, 2017, journal entries.
(Credit account titles are automatically indented when amount is entered. Do not indent manually. If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts. Round present value factor calculations to 5 decimal places, e.g. 1.25124 and the final answer to 0 decimal places e.g. 58,971
.
)
Click here to view factor tables
Date
Account Titles and Explanation
Debit
Credit
January 1, 2017
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record the lease.)
January 1, 2017
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record cost.)
January 1, 2017
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record first lease payment.)
6 years ago
16.01.2017
8
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calculate it.
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