From psychological and cognitive perspectives, there are two basic b.pdf

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From psychological and cognitive perspectives, there are two basic benefits of subordinates’ participation in budget setting. First, owing to identification and ego-involvement with budget goals, participation is related to performance and so, leads to enhanced motivation and commitment to the budget. Second, because of improving flow of information between superiors and subordinates, it leads to higher quality decisions. From this perspective, participation leads to higher motivation, higher commitment, higher quality decisions and hence higher performance. As known, the generally stated thesis is that budget preparation effects subordinates’ managerial performance positively. However, there is a possibility whether the way of linkage is negative or positive. Accordingly, while some studies have supported the argument that budget preparation positively and significantly associated with performance other studies have found either only a weak positive association between budget preparation and performance. Solution From psychological and cognitive perspectives, there are two basic benefits of subordinates’ participation in budget setting. First, owing to identification and ego-involvement with budget goals, participation is related to performance and so, leads to enhanced motivation and commitment to the budget. Second, because of improving flow of information between superiors and subordinates, it leads to higher quality decisions. From this perspective, participation leads to higher motivation, higher commitment, higher quality decisions and hence higher performance. As known, the generally stated thesis is that budget preparation effects subordinates’ managerial performance positively. However, there is a possibility whether the way of linkage is negative or positive. Accordingly, while some studies have supported the argument that budget preparation positively and significantly associated with performance other studies have found either only a weak positive association between budget preparation and performance..

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CHAPTER SIXTEEN Understanding Context: Evaluation and Measurement in Not-for-Profit Sectors Dale C. Brandenburg Many individuals associated with community agencies, health care, public workforce development, and similar not-for-profit organizations view program evaluation akin to a visit to the dentist’s office. It’s painful, but at some point it cannot be avoided. A major reason for this perspective is that evaluation is seen as taking money away from program activities that perform good for others, that is, intruding on valuable resources that are intended for delivering the “real” services of the organization (Kopczynski & Pritchard, 2004). A major reason for this logic is that since there are limited funds available to serve the public good, why must a portion of program delivery be allocated to something other than serving people in need? This is not an unreasonable point and one that program managers in not-for-profits face on a continuing basis. The focus of evaluation in not-for-profit organization has shifted in recent years from administrative data to outcome measurement, impact evaluation, and sustainability (Aspen Institute, 2000), thus a shift from short-term to long-term effects of interventions. Evaluators in the not-for-profit sector view their world as the combination of technical knowledge, communication skills, and political savvy that can make or break the utility and value of the program under consideration. Evaluation in not-for-profit settings tends to value the importance of teamwork, collaboration, and generally working together. This chapter is meant to provide a glimpse at a minor portion of the evaluation efforts that take place in the not-for-profit sector. It excludes, for example, the efforts in public education, but does provide some context for workforce development efforts. CONTRAST OF CONTEXTS Evaluation in not-for-profit settings tends to have different criteria for the judgment of its worth than is typically found in corporate and similar settings. Such criteria are likely to include the following: How useful is the evaluation? Is the evaluation feasible and practical? Does the evaluation hold high ethical principles? Does the evaluation measure the right things, and is it accurate? Using criteria such as the above seems a far cry from concepts of return on investment that are of vital importance in the profit sector. Even the cause of transfer of training can sometimes be of secondary importance to assuring that the program is described accurately. Another difference is the pressure of time. Programs offered by not-for-profit organizations, such as an alcohol recovery program, take a long time to see the effects and, by the time results are viewable, the organization has moved on to the next program. Instead we often see that evaluation is relegated to measuring the countable, the numbers of people who have completed the program, rather than the life-changing impact that decreased alcohol abuse has on ...

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QI PLAN PART 3 2 QI PLAN PART 3 10 QI Plan Part 3 Name School Measuring Performance Standards HCS/588 Instructor December 22, 2014 Running head: QI PLAN PART 3 1 QI Plan Part 3 Quality Improvement (QI) plan involves a number of events when incorporated together improve the performance of the healthcare organization. It involves studies to be carried out successively and the processes to be improved to suit the needs and expectations of patients, staff and the community at large. The Health Quality of Ontario is a system that seeks to monitor the progress that healthcare organizations are making in trying to improve their services. A QI plan will provide them with information on the various steps of improvement they have taken. The QI plan’s major objective is to ensure that a formal process exists to monitor and evaluate the quality of both clinical and operational services. The QI plan provides information on the general medicine, behavioral health and oral health care services that are used to facilitate the improvement of the performance. Comment by Dr. Cynthia Hughes: Introduction should discuss the salient points to be discussed in your paper. Authority, structure, and organization An organizational structure is a formal system that incorporates the people, information and technology in the organization to attain a common goal. Ontario health care organization has a major goal of maximizing the organizations value by ensuring the mission and vision promotes quality improvement. The board of directors,executive leaders,committee for quality improvement,departmentand medical staff, middle management all have different roles to play. Leadership and the organization structure are vital aspects to be considered during the implementation process of a QI plan. In order to establish an effective QI plan the organizational culture has to change over time to adopt the new changes in the organizational goals of quality. All the protocols involved in the implementation of the QI plan should embrace their roles. The executive leadership is composed of the senior leaders and the chief medical officers. They are the highest authority in the organizational chart. Their main leadership role includes that of leading the organization towards the achievement of their goal of quality. They also provide guidance towards achieving the goals. The executive leaders should possess a level of commitment and should be available physical to ensure they lead by example hence promoting the quality improvement in the organization. The board of directors contributes to quality care in the organization. The main objective of a health care organization is to provide safety to their patients. The board of directors can meet this objective indirectly by being committed and overseeing the safety measurements being practiced in the organization on a regular basis. The organization should involve the board of directors in the implementation of the plan. Comm ...

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Chapter 8: Performance Management HRM330: Strategic Human Resource Management Boselie, P. (2014). Strategic Human Resource Management: A Balanced Approach. McGraw Hill. 2nd Edition Outline 1 Introduction 2 Defining performance appraisal 3 Definitions of PM 5 PM and HRM 6 Goal setting theory 7 The role of the supervisor 8 360-degree feedback systems 9 Lean management and six-sigma 10 PM and procedural justice 11 PM and distributive justice 13 PM and balanced approaches 15 The strategic relevance of PM 2 1. Introduction PM is another important high-performance work practice (HPWP) that can be applied to inform, guide, monitor and evaluate employees to achieve organizational goals Performance Management (PM) provides direction and stimulates employee motivation Creating a high-performance organization starts with an organization strategy and goals Together with other HPWPs, such as selective recruitment, selection, compensation, development and employee participation, PM is an intervention that can positively affect HR outcomes ex. employee motivation, organizational citizenship behaviour and organizational commitment PM tends to represent the ‘hard’ HRM approach which is mainly focused on the employer’s and shareholder’s interests There is, however, a growing awareness of the importance of ‘soft’ elements in PM aimed at employee well-being Successful contemporary organizations apply strong PM systems monitoring individual, group and business unit performance, but at the same time creating a corporate culture and a guideline for employees on how the work should be done 3 2. Defining performance appraisal According to Cardy and Dobbins (1998: 470), PA ‘is the process of identifying, observing, measuring, and developing human performance in organizations’ The outcomes of the assessment can, and should, be used to improve future performance One way of doing this is employee development 4 3. Definitions of Performance Management (PM) PM can be seen as a broad range of activities that create a bridge between managing employee performance and enhancing overall organization performance PM thus ‘deals with the challenge organizations face in defining, measuring, and stimulating employee performance with the ultimate goal of improving organizational performance’ (Den Hartog et al., 2004: 556) This view is upheld by DeNisi (2000), who maintains that PM refers to the range of activities an organization engages in to enhance the performance of a target person or group, with the ultimate purpose of improving organizational effectiveness PM is a continuous process involving performance reviews focusing on the future rather than the past 5 3. Definitions of PM (Continued) Alongside the variation in content of a PM system, according to Baron and Kreps (1999), PM can also have different purposes, including: An extensive evaluation to improve job matching Communication of corporate values and objectives Providing information ...

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This literature study aims to build and construct conception more strongly based on empirical studies that have been conducted so that it can describe how the effects of budgeting participation in improving managerial performance. In this study the author uses a literature study approach based on empirical studies or studies in several international journals relating to budgetary participation with performance. The review of this article can be concluded that budgetary participation can provide a positive role in managerial performance. But budget participation is not the only factor that can improve managerial performance but budget participation can be moderated or mediated with other variables such as psychological capital, Job relevant Information, knowledge and competencies, leadership style, motivation, and others.

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Community Problem The community issue addressed is the high prevalence rates of obesity and overweight. In this regard, the challenge is comprehensive, owing to categorizing the aspect as a lifestyle condition. Subsequently, other factors, such as nutrition, inadequate physical exercise, and sedentary lives contribute to the issue. The problem is significant, owing to substantial correlations between obesity, overweight, and other comorbidities. The implication is that obesity is a risk factor for other illnesses, including cardiovascular diseases, obesity, cancer, and other issues. In such a case, programs and initiatives implemented to reduce prevalence should be adequate. Accurate evaluation is critical in attaining the best outcomes, including follow-up, adherence, and addressing elements that require a change to meet emerging needs. Structure The evaluation structure follows a pre-and post-intervention approach. In this regard, the emphasis is on the initiatives and their ability to meet the set goals. According to the CDC (2016), obesity evaluation measures often employ baseline data to compare progress at the post-implementation phase. In this regard, the structure entails collecting baseline data of the metrics, such as BMI, waistline, and weight, among other anthropometric factors. After the intervention, such as a community education program sensitizing users on the risk factors associated with obesity and overweight, the evaluation will compare the baseline measures to assess any progress. To illustrate, evaluating how the BMI changed after a participant implements recommended steps will help determine efficacy. As a result, the suggested structure focuses on a pre-and post-intervention approach. Process The evaluation process will be goal-based. Subsequently, the procedure will focus on specific objectives determined by the set metrics. According to Seral-Cortes et al. (2021), an effective evaluation process should emphasize knowing the goals and project outcomes, testing them against set results. Additionally, precise objectives and measurable data are also vital in promoting an effective process of assessment. Other components or steps incorporate using a logic model to describe the intervention or program, formulating the project's acceptability criteria, and developing required questions. In the proposed process, a goal-based method will apply. Subsequently, post-intervention, goals will be formulated or indicators of success, such as reducing the prevalence levels by 25% in the first three months. Behavioral changes, including nutritional awareness assessed by selecting at least three healthy diets after four weeks of community education, will be helpful. Outcome Standards The outcomes will focus on behavior and prevalence levels in the long-term from the example of community education and awareness. As described, after three months, disease prevalence at the community level will reduce by 25%. Additionally, behavioral.

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nuclei can contain different numbers of neutrons. Atoms of the same element that have different masses with varying numbers of neutrons are called isotopesIsotopes: Atoms of the same element that have different masses due to their varying numbers of neutrons.. Solution nuclei can contain different numbers of neutrons. Atoms of the same element that have different masses with varying numbers of neutrons are called isotopesIsotopes: Atoms of the same element that have different masses due to their varying numbers of neutrons...

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The vagus nerve is the longest cranial nerve. It contains motor and sensory fibers and, because it passes through the neck and thorax to the abdomen, has the widest distribution in the body. It contains somatic and visceral afferent fibers, as well as general and special visceral efferent fibers, (medscape). The cranial nerve that carries PNS innervations to the structures of the thoracic and abdominal regions: The vagus nerve (cranial nerve X) The pelvic splanchnic nerves, S2-4, work in tandem to innervate the pelvic viscera. Hence it carries PNS innervations to the pelvis. The ganglia of the PNS are referred to as; terminal ganglia ganglia as they are located close to the effectors and the intramural lie are located within the target organ. Solution The vagus nerve is the longest cranial nerve. It contains motor and sensory fibers and, because it passes through the neck and thorax to the abdomen, has the widest distribution in the body. It contains somatic and visceral afferent fibers, as well as general and special visceral efferent fibers, (medscape). The cranial nerve that carries PNS innervations to the structures of the thoracic and abdominal regions: The vagus nerve (cranial nerve X) The pelvic splanchnic nerves, S2-4, work in tandem to innervate the pelvic viscera. Hence it carries PNS innervations to the pelvis. The ganglia of the PNS are referred to as; terminal ganglia ganglia as they are located close to the effectors and the intramural lie are located within the target organ..

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Check list/policy to be implemented for having controls for purchasing of Raw materials & Equipment Sl no Key Control Activity Model Audit review Plan ( may be modified suitably to achieve the control objectives) Purchasing 1 Purchase orders are placed only after obtaining the requisite number of quotes, vetted and approved as per purchase policy and authority matrix. To review whether a system of obtaining competitive quotes from eligible vendors, review of supplier’s quotes by purchase committee and the decisions/minutes are properly recorded. Purchase orders terms and conditions are as per standard company terms. 2 Purchase orders are placed only for approved. Requisitions by designated authorities as per Approval matrix. To review whether the Management approves all purchase orders, with higher level management authority required for unusual purchases (such as capital outlays or standing orders) and all purchases that exceed established limits. Board approval is also required for specified types of purchases and this approval is appropriately documented. • To understand whether the management reviews reports detailing overrides of established purchase order prices, terms, and conditions 3 Purchase orders are entered accurately. • For, samples selected, purchase order entry data is compared to source documents by individuals who are independent of the purchase order entry process. • To review and test whether purchase order data is edited and validated; identified errors are corrected promptly 4 All amounts for goods received are input and processed to accounts payable. Accounts payable amounts are accurately calculated and recorded. • Test check whether goods received are matched on-line or manually with purchase order details and/or invoices; long outstanding goods receipt notes, purchase orders, and/or invoices are investigated timely and accrued as appropriate; documents are cancelled once matched or on payment of the invoice to prevent reuse. • Test whether the invoices not matched to goods receipt notes (or other appropriate supporting documentation for services received) are investigated; payments on unmatched invoices require specific Management approval. • To trace the Invoices for services received to the appropriate authorization and accompanied by appropriate supporting Documentation. • To test Invoices, credit notes, and other adjustments related to accounts payable are backed by valid documents and management approvals. • Review the statements received from suppliers, on a sample basis and to test whether such statements are 5reconciled to the supplier accounts in the accounts p6ayable sub-ledger regularly and differences are Investigated. 8 Disbursements are only made for goods and services received and that too after the taking into consideration relevant credit period. To test check whether the management reviews supporting documentation before approving payments. To also test check whether individuals who make electronic .

Check listpolicy to be implemented for having controls for purchasi.pdf

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ans C it is a process of forming diazo compund .pdf

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