Lisa is in her mid-20s, single, college graduate, she is very hard .docx
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Lisa is in her mid-20s, single, college graduate, she is very hard working and was in the top 10% of the performance ratings this year, she constantly volunteers to travel, work weekends and evenings. However, she supports political causes that could be viewed as contrary to the goals of the company. Martha is in her mid-40s, has two young children, her husband is a doctor, her performance is good, and she has above average performance reviews. However, she has limited availability on weekends and limitations onovernight travel due to her volunteer work with local charities. As a manager who would you select to layoff and why? What other factors can be used to decide who gets laid off in organizations? How should an organization choose between a decision that is legal and in the best financial interests of the organization, but which could be viewed as unethical? .
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BNY Mellon Presentation 01.25.16
The document summarizes Excellence in Giving's philanthropic advisory services for high-net-worth individuals and families. It outlines their process which includes discovery of clients' philanthropic passions and values, evaluation of nonprofits, participation in grant-making, and celebration of impacts. It then describes their basic "Giving Advisor" service which provides meetings, evaluations, experience of impacts, and grant administration for $25,000-50,000 annually. It also outlines an enhanced "Full-Service Philanthropy Advisor" service for $50,000-90,000 which adds family meetings, next generation training, gift optimization, and special projects.
Juanita is meeting with her new boss, Rich Ryblessi, the Director .docx
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from donors since they are finding out that much of wh ...
Your paper should include the followingEvaluate the cultural is.docx
Your paper should include the following:
Evaluate the cultural issues that need to be addressed
Analyze the ethical considerations that apply
Describe the organization’s current hiring needs and projected hiring needs for the coming year
Develop a recruitment plan for fulfilling the company’s current and future hiring needs
Explain the plan the company should follow to manage employee performance
Identify at least 4 laws or regulations that apply to the company. Explain the actions Juanita’s company has to take to ensure they are conforming to the requirements of these identified laws and regulations.
Provide a recommendation for the organization on how they can motivate employees while adhering to the legal and regulatory requirement and maintain a safe and healthy work environment.
Write a 5 to 7-page paper in Word format. Use at least three resources to justify your responses. Apply current APA standards for writing style to your work.
World part 1:
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
World Part 2:
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on thei.
Online Dating for Digital Advocacy
We’re all looking to meet our “special someone(s)”— that audience segment who believes in our advocacy goals and is willing to take action on our behalf.
Yet, with the rise of social media and technology, there are more ways than ever to connect with your audiences online. Here is how to build a content strategy and meet people where they are:
-- Own Who You Are
-- Dress For Success
-- Make Every Interaction Count
Introduction to Juanita’s WorldThis continuing scenario will d.docx
Introduction to Juanita’s World
This continuing scenario will develop further in each module and will capture glimpses of Juanita Espinosa a 24 year old Hispanic woman, who has recently been hired to the position of HR Manager for a regional branch of an international non-profit organization from another non-profit. In her role she was an unpaid intern working on a Bachelors degree thesis. She is highly motivated and embraces their mission to “stamp out hunger among the young and elderly in our lifetime”.
The national organization is doing well but this regional branch is struggling with donations, retaining personnel, and numerous other issues related to motivation, pay, and training. She has been told by the US headquarters that they must show significant improvement in HR related matters within twelve months or the regional office will be closed.
Current staff consists of 30 full time personnel who work in fundraising, transportation, marketing/communications, and HR plus nearly 60 volunteers who work in the same offices as well as directly serving the constituency they are trying to serve.
During this course you will read as Juanita goes about visiting with various paid and unpaid managers during her first week. During these conversations she will hear the good, and the bad. You will assume her personality as she will be taking notes during each visit and will sit down with her notes at the end of the day to reflect and strategize on her priorities and actions that can best drive short term changes in performance that improve the organizations quality and efficiency of services while also building commitment and performance among the paid and volunteer staff.
She has a target date of establishing her priorities and developing her strategic plan from an HR perspective for 5 weeks from her hire date in order to track with the course modules.
Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill .
Juanita’s World part 1-5Juanita is meeting with her new boss, Ri.docx
Juanita’s World part 1-5
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from donors since they are ...
Juanitas World 1Juanita is meeting with her new boss, Rich Rybless.docx
Juanitas World 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanitas World 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from donors since they .
This continuing scenario will develop further in each module and w.docx
This continuing scenario will develop further in each module and will capture glimpses of Juanita Espinosa a 24 year old Hispanic woman, who has recently been hired to the position of HR Manager for a regional branch of an international non-profit organization from another non-profit. In her role she was an unpaid intern working on a Bachelors degree thesis. She is highly motivated and embraces their mission to “stamp out hunger among the young and elderly in our lifetime”.
The national organization is doing well but this regional branch is struggling with donations, retaining personnel, and numerous other issues related to motivation, pay, and training. She has been told by the US headquarters that they must show significant improvement in HR related matters within twelve months or the regional office will be closed.
Current staff consists of 30 full time personnel who work in fundraising, transportation, marketing/communications, and HR plus nearly 60 volunteers who work in the same offices as well as directly serving the constituency they are trying to serve.
During this course you will read as Juanita goes about visiting with various paid and unpaid managers during her first week. During these conversations she will hear the good, and the bad. You will assume her personality as she will be taking notes during each visit and will sit down with her notes at the end of the day to reflect and strategize on her priorities and actions that can best drive short term changes in performance that improve the organizations quality and efficiency of services while also building commitment and performance among the paid and volunteer staff.
She has a target date of establishing her priorities and developing her strategic plan from an HR perspective for 5 weeks from her hire date in order to track with the course modules.
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill her role?
2. How might Juanita engage line managers to be ...
Recommended
BNY Mellon Presentation 01.25.16
The document summarizes Excellence in Giving's philanthropic advisory services for high-net-worth individuals and families. It outlines their process which includes discovery of clients' philanthropic passions and values, evaluation of nonprofits, participation in grant-making, and celebration of impacts. It then describes their basic "Giving Advisor" service which provides meetings, evaluations, experience of impacts, and grant administration for $25,000-50,000 annually. It also outlines an enhanced "Full-Service Philanthropy Advisor" service for $50,000-90,000 which adds family meetings, next generation training, gift optimization, and special projects.
Juanita is meeting with her new boss, Rich Ryblessi, the Director .docx
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from donors since they are finding out that much of wh ...
Your paper should include the followingEvaluate the cultural is.docx
Your paper should include the following:
Evaluate the cultural issues that need to be addressed
Analyze the ethical considerations that apply
Describe the organization’s current hiring needs and projected hiring needs for the coming year
Develop a recruitment plan for fulfilling the company’s current and future hiring needs
Explain the plan the company should follow to manage employee performance
Identify at least 4 laws or regulations that apply to the company. Explain the actions Juanita’s company has to take to ensure they are conforming to the requirements of these identified laws and regulations.
Provide a recommendation for the organization on how they can motivate employees while adhering to the legal and regulatory requirement and maintain a safe and healthy work environment.
Write a 5 to 7-page paper in Word format. Use at least three resources to justify your responses. Apply current APA standards for writing style to your work.
World part 1:
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
World Part 2:
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on thei.
Online Dating for Digital Advocacy
We’re all looking to meet our “special someone(s)”— that audience segment who believes in our advocacy goals and is willing to take action on our behalf.
Yet, with the rise of social media and technology, there are more ways than ever to connect with your audiences online. Here is how to build a content strategy and meet people where they are:
-- Own Who You Are
-- Dress For Success
-- Make Every Interaction Count
Introduction to Juanita’s WorldThis continuing scenario will d.docx
Introduction to Juanita’s World
This continuing scenario will develop further in each module and will capture glimpses of Juanita Espinosa a 24 year old Hispanic woman, who has recently been hired to the position of HR Manager for a regional branch of an international non-profit organization from another non-profit. In her role she was an unpaid intern working on a Bachelors degree thesis. She is highly motivated and embraces their mission to “stamp out hunger among the young and elderly in our lifetime”.
The national organization is doing well but this regional branch is struggling with donations, retaining personnel, and numerous other issues related to motivation, pay, and training. She has been told by the US headquarters that they must show significant improvement in HR related matters within twelve months or the regional office will be closed.
Current staff consists of 30 full time personnel who work in fundraising, transportation, marketing/communications, and HR plus nearly 60 volunteers who work in the same offices as well as directly serving the constituency they are trying to serve.
During this course you will read as Juanita goes about visiting with various paid and unpaid managers during her first week. During these conversations she will hear the good, and the bad. You will assume her personality as she will be taking notes during each visit and will sit down with her notes at the end of the day to reflect and strategize on her priorities and actions that can best drive short term changes in performance that improve the organizations quality and efficiency of services while also building commitment and performance among the paid and volunteer staff.
She has a target date of establishing her priorities and developing her strategic plan from an HR perspective for 5 weeks from her hire date in order to track with the course modules.
Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill .
Juanita’s World part 1-5Juanita is meeting with her new boss, Ri.docx
Juanita’s World part 1-5
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from donors since they are ...
Juanitas World 1Juanita is meeting with her new boss, Rich Rybless.docx
Juanitas World 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanitas World 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from donors since they .
This continuing scenario will develop further in each module and w.docx
This continuing scenario will develop further in each module and will capture glimpses of Juanita Espinosa a 24 year old Hispanic woman, who has recently been hired to the position of HR Manager for a regional branch of an international non-profit organization from another non-profit. In her role she was an unpaid intern working on a Bachelors degree thesis. She is highly motivated and embraces their mission to “stamp out hunger among the young and elderly in our lifetime”.
The national organization is doing well but this regional branch is struggling with donations, retaining personnel, and numerous other issues related to motivation, pay, and training. She has been told by the US headquarters that they must show significant improvement in HR related matters within twelve months or the regional office will be closed.
Current staff consists of 30 full time personnel who work in fundraising, transportation, marketing/communications, and HR plus nearly 60 volunteers who work in the same offices as well as directly serving the constituency they are trying to serve.
During this course you will read as Juanita goes about visiting with various paid and unpaid managers during her first week. During these conversations she will hear the good, and the bad. You will assume her personality as she will be taking notes during each visit and will sit down with her notes at the end of the day to reflect and strategize on her priorities and actions that can best drive short term changes in performance that improve the organizations quality and efficiency of services while also building commitment and performance among the paid and volunteer staff.
She has a target date of establishing her priorities and developing her strategic plan from an HR perspective for 5 weeks from her hire date in order to track with the course modules.
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill her role?
2. How might Juanita engage line managers to be ...
Juanita’s World part 1Juanita is meeting with her new boss.docx
Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from d ...
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docx
Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from don ...
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docx
Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from don ...
Introduction toHealth CareManagementSecond EditionEdited b.docx
Introduction to
Health Care
Management
Second Edition
Edited by
Sharon B. Buchbinder, RN, PhD
President
American Hospital Management Group Corporation
MASA Healthcare Co.
Owings Mills, MD
Nancy H. Shanks, PhD
Professor
Department of Health Professions
Health Care Management Program
Metropolitan State College of Denver
Denver, CO
Choosing a Successor—
The Case
Paul is the 62-year-old administrator of the multispecialty Ambulatory Care Center. He
has worked at the Center for many years. He is planning his retirement one year from now,
and he wishes to begin the process of training a successor. He has three possible internal
candidates for the position. Your job is to evaluate these managers and help Paul choose
the best new leader for the organization.
Important Facts to Know
The Ambulatory Care Center is a medium-sized facility serving an average of 80 patients
on a daily basis. There has been little growth over the last few years, and the direction of
the Center needs to change in order for it to remain viable. Historically, the Center has
served a predominance of senior citizens, reflective of the surrounding community; however, the neighborhood is changing. More and more young families are moving in, and
there are now many young adults and school-age children in the surrounding community.
Additionally, the ethnicity of the neighborhood is changing, with more and more families
of Hispanic or African American origin.
The financial base that supports the Center is gradually changing from payments that
come predominantly from Medicare and private pay to a financial base where payments
are mainly coming from a combination of group insurance, Medicaid, and cash patients.
Many of the adults work at the car manufacturing plant that was recently built in their city.
These individuals and their families have high-quality group insurance. The Center would
like very much to “tap into” this insured group and is interested in contracting with them
for services for their employees.
Because of these changes in the surrounding community and the resulting impact on
their financial base, the Center wants to change direction for the future. They wish to
redesign their image and how the community views them. They no longer wish to be identified as just a clinic mostly for seniors, but as a Center for all who need medical care.
The Center wants it to be known that they can care for all ages. They are particularly
interested in making sure that people are aware of the many services they can provide for
children, including newborn screening for metabolic, sickle cell, and other genetic disorders;
special programs for diabetic children; and specialty treatments for children with
ADHD, autism, and Asperger’s syndrome. The addition of a specialized pediatric group
to their physician base has made these services possible, and they want to get the word out
to the community as to their availability.
The Candidates
Candidate #1
The first person being considered for the n.
Relational Wellness_Corporate America's Business
Employees in failing relationships can significantly increase costs for companies. Unhappy marriages and divorcing employees often experience decreased productivity, increased absenteeism, and higher health issues like stress and anxiety. This costs companies an estimated $6 billion annually in lost productivity. Each divorce also imposes societal costs of over $25,000. Conversely, employees in positive relationships tend to be more productive, committed to their work, and have lower healthcare costs due to less stress-related illnesses. When companies support healthy relationships, they can see returns through increased profits.
wib_booklet
This document provides information about the 7th Annual Purdue University Women in Business Conference held on February 13, 2016. The conference theme was "Dreams to Reality" and was aimed at helping young professionals achieve their career ambitions. The schedule includes keynote speakers, breakout sessions on strengths identification, and a panel discussion. The document lists the student hosts and guest speakers for the event.
. Juanita’s World Part 1Juanita is meeting with her new boss,.docx
.
Juanita’s World Part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill her role?
2. How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
3. Which aspects of human resource management would she want to entrust to specialists?
Juanita’s World Part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gift ...
Juanita’s World Parts 1-7Part 1Juanita is meeting with her new.docx
Juanita’s World Parts 1-7
Part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill her role?
2. How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
3. Which aspects of human resource management would she want to entrust to specialists?
Part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and ...
Reply to DOJOCulture consists of traditional values and beliefs,.docx
Reply to DOJO
Culture consists of traditional values and beliefs, ideas, customs, skills, arts and language of a specific group in a given period (Lillis & Tian, 2010). In my current job I work with many individuals from different parts of the U.S. and a handful of individuals from other countries. And in most situations ethnocentrism normally played its part. When observing individuals behaviors it’s very relevant that there is diversity in the organization. Not so much in color but culturally.
When observing conversations between two male colleagues on a project, both American but from different sides of the U.S. Slightly different in culture, the mannerisms, body language, verbal skills clash and one individual does not feel respected in the conversation--cultural misunderstandings. Communication skills for each individual were different and the one individual spoke more aggressively using hand and arm movements which made the other individual uncomfortable. Cultural factor plays an important role in the business world (Lillis & Tian, 2010).
Organizational behavior is relevant in cultural diversity because in today’s business diversity is needed and being pushed in more and more businesses. Regardless of your gender, race, and age, it seems that you will need to work with, communicate with, and understand people different from you (Organizational Behavior, 2014). And with this, understanding different cultures is important. Organizations should acknowledge cultural differences within and also recognize that culture changes over time (Organizational Behavior, 2014).
Reply to KATR
In Bermuda, cross culture diversity issues exist normally. As we are considered a tax haven, many expatriate workers flock here for employment, especially in the insurance/reinsurance industry. In the field of addiction, it exists as well having many counselors from foreign countries on our shores. I receive referrals from another agency regularly and these usually come from the Clinical Supervisor who hails from Canada. Our cultures are very different in many areas such as the way we greet each other i.e. good morning, the way we share information, the activities we do on the weekend and the list goes on and on. Because of these cross-culture factors, this clinical supervisor as an Addiction Counselor has many difficulties in what to do with clients after treatment i.e. reintegration into society so she refers them to me. In meeting, we have a more informal approach when discussing clients then she is used to and she struggles with our interaction i.e. having laughter in our case management meetings. What we value, our customs and beliefs (Organizational Behaviour, 2014) don’t line up with what she knows and that causes conflict with her co-workers on occasion. The saying when in Rome, do as the Romans do (dictionary.com) is a very hard concept for her to accept. Organizational behaviour is important to address these issues because first you must ident ...
Read The Case of the Misguided Supervisors in Chapter 14 of your.docx
Read
The Case of the Misguided Supervisors
in Chapter 14 of your text book. Use the Argosy University online library for additional research, and do the following in a Word document:
In 1–2 paragraphs, summarize the case and your research that relates to the case.
In 2–3 pages, answer the following:
Why would an organization care whether its supervisors speak in favor of or against union representation? Explain and justify your answer.
How could the hospital in this example have prepared its supervisors to understand their proper role during an organizing campaign? Explain and justify your answer.
With your answers demonstrate that your understanding of the concepts is thorough and complete. Support your assertions with evidence, citing the appropriate sources.
Apply the APA
current
guidelines to your work and use at least three resources in your response.
Use the following file naming convention:
LastnameFirstInitial_M4_A2. For example, if your name is John Smith, your document will be named SmithJ_M4_A2.doc
By
Wednesday, August 5, 2015
, deliver your assignment to the
M4: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Clearly and concisely summarized the case in 1–2 paragraphs.
15
Identified, explained, and justified why an organization would care whether its supervisors speak in favor of or against union representation.
35
Identified, explained, and justified how the hospital in this example could have prepared its supervisors to understand their proper role during an organizing campaign.
35
Applied current APA guidelines and supported assertions with evidence by using appropriate sources. Demonstrated a thorough and complete understanding of the concepts.
15
Total:
100
The Case of the
Misguided
Supervisors
Recently, when a union sought to organize the nurses at a California hospital, the nursing supervisors, called charge nurses, didn’t understand their proper role in the process. While the union was distributing cards for the nurses to indicate their desire for a representation election, several of the charge nurses participated in the union’s meetings and decided they wanted to join. Some of these charge nurses also encouraged nurses who reported to them to support the union as well.
One month before the election, the hospital discovered that charge nurses had supported the union even though their positions in the organization qualified them as supervisors. The charge nurses stopped advocating for the union, and some even encouraged nonsupervisory nurses to vote against representation. The election went ahead, and the union won representation.
The hospital challenged the election because of the pro-union activity by the nurses. However, the NLRB and the court both upheld the union.
Questions
1. Why would an organization care whether its supervisors speak in favor of or against union representation?
2. How could the hospital in this example have prepared its supervisors so they would have understood.
Please consider the following scenario. Lisa is an eighteen year old.docx
Please consider the following scenario. Lisa is an eighteen year old student who is an undergraduate student at Ferris State University. She comes from a low-income family and is the first one in her family to attend college. Lisa is 5’4” and weighs 180 pounds. She also comes from a family in which her parents and older brother all smoke. As a result, she started smoking when she was 15 years old and has really thought about quitting once she started college. She was able to quit for a month, but soon the stress of balancing college life (e.g. exams, harder classes, bigger workload) with a part-time job really got to her, and she started smoking a pack a day. This was fairly easy to do because she was 18 now and didn’t need a fake ID anymore, and she and her co-workers at the local restaurant enjoyed taking smoke breaks together to commiserate over their stressful lives.
Also, due to the new time pressures associated with balancing college and a part-time job, Lisa found herself eating at McDonalds (which is right on campus and was relatively very cheap and quick) every day for lunch and at the fast food restaurant she worked for dinner. She also exercised much less than usual and found herself comfort-eating cookies and other sweet snacks during her study sessions. She found that her friends did the same, so she did not think it was a big deal that she gained 10 pounds within her first semester in college. Also, she thought, she is only 18, and issues like heart disease and diabetes only happened to much older people. On top of everything, she often felt depressed because she was so far away from home and missed her family and high school friends so much. Sometimes, smoking and overeating seemed the only ways to cope.
Please look back at Midterm Question #1 and consider Lisa’s situation. Imagine that you are working at the District 10 Health Department, and you are writing a grant to improve long-term chronic disease outcomes for college students, such as Lisa, in Mecosta County. Please describe how you would plan and evaluate an intervention to change one of her health behaviors in this rural setting. Please answer the following questions regarding your intervention:
(10 pts)
Which planning model (s) would you use and why?
Describe the specific steps you will undergo in your planning process.
Who are some key stakeholders you need to consider when planning your intervention, and how would you incorporate them in the planning and/or evaluation of your intervention?
What are your SMART objectives for the intervention?
What specific activities will be included in your intervention program? Which strategies will you use to evaluate your intervention? Do not forget to also include both formative and summative evaluation if relevant.
Describe your evaluation plan in terms of study design.
Please summarize your responses in a
2-4 page double spaced typed paper using 12-pt.
Arial
or Times Roman font
. Please be sure to cite your sour.
Your paper should include the following· Evaluate the cultural .docx
Your paper should include the following:
· Evaluate the cultural issues that need to be addressed
· Analyze the ethical considerations that apply
· Describe the organization’s current hiring needs and projected hiring needs for the coming year
· Develop a recruitment plan for fulfilling the company’s current and future hiring needs
· Explain the plan the company should follow to manage employee performance
· Identify at least 4 laws or regulations that apply to the company. Explain the actions Juanita’s company has to
· take to ensure they are conforming to the requirements of these identified laws and regulations.
·
· Provide a recommendation for the organization on how they can motivate employees while adhering to the legal
· and regulatory requirement and maintain a safe and healthy work environment.
Juanitas World 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanitas World 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility an.
Juanita’s World part 4It is Juanita’s 4th day on the job and i.docx
Juanita’s World part 4
It is Juanita’s 4th day on the job and it has been both exciting and scary. The more she learns the more she realizes she has to learn if she is to be successful in this new role. Based on her observations in previous jobs and as an intern at her last non-profit experience, it seemed as if the pace was slow and easy. To her surprise and with great anticipation, she is finding that there is much to be done to help this organization that she is so committed to.
Her passion and commitment runs deep as a first generation Hispanic American in her family. She remembers the trouble her family had finding suitable housing, food, and work when they first came to America when she was just 6 years old. Much has changed for her and her family but not without pain and sacrifice. Juanita is determined to make a difference for those who have little ability to help themselves. And, as far as she is concerned, this applies to all the stakeholders she will serve including the hungry, employees, employer, and the community at large.
Although there is much to do she remembers what her mama taught her….you eat an elephant one bite at a time. Based on this counsel she decides to establish some short term priorities based on what she has learned so far. From what she has heard during her first conversations with managers and what she hears from various employees, it seems the greatest need the organization has is to stabilize the employee base.
Her own job description seems inadequate for what the job will entail and she wonders if this is true of other jobs. She wonders if job descriptions are designed to reflect what is or what used to be when the organization was just getting started. And, how have they historically planned for their needs or have they merely reacted to changing requirements?
Juanita’s World part 5
Juanita feels she is developing rapport and trust with a number of the people she has visited with. It seems obvious that hiring and retaining the right people is critical to long term success. As she has probed deeper into the issues she has turned up some details on performance appraisals…or lack thereof, a weakness in employee and volunteer development and a significant lack of training.
Given these difficulties she decides the best way to gather information without having to schedule more appointments with people she has already visited is to simply engage in some discussion via email. She builds her group list and then begins to compose her email.
“….thank you for taking the time to help me feel welcome and for sharing your perspective on how HR and I can better help you accomplish your goals as well as the mission that we share. As I continue to meet with various people I find that most challenges we face point back to training and development, our performance evaluation system and related feedback, and a lack of a career track for full time employees. I am hoping you will help me out by responding to a few questions ...
Speaker bios for annual seminar copy
The document provides bios for speakers at an annual seminar, including details about their professional experiences and areas of expertise. Some of the speakers specializing in areas like human resources, employment law, leadership development, and medical equipment services. The bios are grouped into morning and afternoon breakout sessions, as well as a keynote speaker for the afternoon session.
When Change isn’t so good A story of new management and misle.docx
When Change isn’t so good: A story of new management and misleading statements
INTRODUCTION
A single tear rolled down her cheek as she thought about the last 20 years. Liz had devoted
most of her career to this company. She loved BFR, Inc., the customers, the employees, even
the cleaning crew that came in after hours. Liz was always the shining star in the office.
Everyone’s biggest fan and strongest supporter. She was dedicated to her work and the firm. It
was her life’s mission. If someone had a question, Liz was the one to go to. They trusted her to
get the job done, be fair, and above all, to protect the firm. Now Liz has hit a fork in the road
and is not quite sure how to move forward. Liz found herself wondering how she got here and
what options she had. She couldn’t imagine life without BFR. Liz was wondering if she could
she make it without this role. Afterall, it is all she has known for two decades. On the other
hand, Liz knows her integrity is everything. She should not let the company define her career
and she is trusted to make tough choices. This dilemma is breaking her heart. Liz is
contemplating leaving BFR, but she does not want to leave her dedicated employees. She is not
one to jump ship when it is sinking. Instead, Liz would rather repair the ship and keep it
steering in the right direction. However, she feels that is impossible. Several people had tried
and were terminated. If Liz stands up for what she thinks is right, she could lose her job. If she
loses her job, she would also lose her health insurance. Liz just finished a battle with cancer
and was finally declared cancer-free three months ago. If she loses her job and she has a
relapse, she may not be able to afford to fight cancer again.
COMPANY BACKGROUND
Break Free Renewal, Inc. (BFR), was formed in 1995 as an addiction support charity. The
company is a 501(c)(3) organization located in Charleston, West Virginia, United States. BFR
provides support for addiction recovery including inpatient and outpatient support, housing,
and family support services. The main sources of revenue for BFR are individual and corporate
donations, grants, and the sales of some products and services. The company developed an
addiction support training certification program that they charge participants to complete.
Participants, referred to as students, in the program must pay for each course of the program.
BFR also offers continuing professional education courses. The company also partners with a
local college to teach some of the courses in their psychology and nursing programs.
As of 2023, BFR has 38 full-time administrative employees, 87 full-time counselors, and another
75 part-time employees. The company had a five-year history of growing revenues and a large
unrestricted cash balance that had accumulated to 36 million USD before the COVID-19
pandemic hit. The company had saved the cash for future growth.
Assignment 2 LASA 1—Human Resource Planning Writing Assignment .docx
Assignment 2: LASA 1—Human Resource Planning
Writing Assignment
Review Juanita’s World Parts 1-5, which are found in the
Weeks 1
and
2
lectures, and write a 5-7 page paper. Pretend you are Juanita and develop a human resource plan to share with your boss. Develop a scenario which analyzes and summarizes the current situation for the employer. You are to create details that make this scenario more realistic and support your response to the issues and questions presented below.
Your paper should include the following:
Evaluate the cultural issues that need to be addressed
Analyze the ethical considerations that apply
Describe the organization’s current hiring needs and projected hiring needs for the coming year
Develop a recruitment plan for fulfilling the company’s current and future hiring needs
Explain the plan the company should follow to manage employee performance
Identify at least 4 laws or regulations that apply to the company. Explain the actions Juanita’s company has to take to ensure they are conforming to the requirements of these identified laws and regulations.
Provide a recommendation for the organization on how they can motivate employees while adhering to the legal and regulatory requirement and maintain a safe and healthy work environment.
Write a 5 to 7-page paper in Word format. Use at least three resources to justify your responses. Apply current APA standards for writing style to your work.
Use the following file naming convention: LastnameFirstInitial_M3_A2.doc. For example, if your name is John Smith, your document will be named SmithJ_M3_A2. doc.
Reading Assignments:
Juanita's World Part 1:
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
What skills might Juanita have to develop to better fulfill her role?
How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
Which aspects of human resource management would she want to entrust to specialists.
Juanita's World Part .
Langley Practitioner Project
Marlei Olson is the Director of Public Relations and Development for Thistle Farms, a nonprofit organization that employs women recovering from addiction, trafficking, and prostitution. She oversees messaging and fundraising for Thistle Farms. Marlei has worked for Thistle Farms since 2003 helping with fundraising events after working in the music industry for 20 years. She finds communicating the mission of helping women at Thistle Farms rewarding but also finds it difficult to lose women they have helped to health issues.
Running head INITIAL INTERVIEW 1INITIAL INTERVIEW 2.docx
This mental status exam provides an overview of Raban King's presentation and functioning based on observations from his initial interview. The exam addresses his appearance, behavior, mood, affect, thought processes, orientation, memory, judgment, and insight. Overall, Raban's functioning is described as being within normal limits, which is consistent with him being a relatively well-adjusted individual who passed the initial screening process.
Empowered PhXX: Creating 50/50 in Entrepreneurship in Phoenix
Learn about this innovative community collaboration of community stakeholders committed to strengthening the future of Arizona with 50 /50 in entrepreneurship. Learn all the background facts and figures you need to know !
Introduction to Juanita’s WorldThis continuing scenario.docx
Introduction to Juanita’s World
This continuing scenario will develop further in each module and will capture glimpses of Juanita Espinosa a 24 year old Hispanic woman, who has recently been hired to the position of HR Manager for a regional branch of an international non-profit organization from another non-profit. In her role she was an unpaid intern working on a Bachelors degree thesis. She is highly motivated and embraces their mission to “stamp out hunger among the young and elderly in our lifetime”.
The national organization is doing well but this regional branch is struggling with donations, retaining personnel, and numerous other issues related to motivation, pay, and training. She has been told by the US headquarters that they must show significant improvement in HR related matters within twelve months or the regional office will be closed.
Current staff consists of 30 full time personnel who work in fundraising, transportation, marketing/communications, and HR plus nearly 60 volunteers who work in the same offices as well as directly serving the constituency they are trying to serve.
During this course you will read as Juanita goes about visiting with various paid and unpaid managers during her first week. During these conversations she will hear the good, and the bad. You will assume her personality as she will be taking notes during each visit and will sit down with her notes at the end of the day to reflect and strategize on her priorities and actions that can best drive short term changes in performance that improve the organizations quality and efficiency of services while also building commitment and performance among the paid and volunteer staff.
She has a target date of establishing her priorities and developing her strategic plan from an HR perspective for 5 weeks from her hire date in order to track with the course modules.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When .
Major Benefits and Drivers of IoT.Background According to T.docx
Major Benefits and Drivers of IoT.
Background: According to Turban (2015),The major objective of IoT systems is to improve productivity, quality, speed, and the quality of life. There are potentially several major benefits from IoT, especially when combined with Artificial Intelligence (AI).
Reference: Sharda, R., Delen, Dursun, and Turban, E. (2020). Analytics, Data Science, & Artificial Intelligence: Systems for Decision Support. 11th Edition. By PEARSON Education. Inc.
ISBN-13: 978-0-13-519201-6
Assignment/Research: Go to pages 694 to 695 of your recommended textbook and familiarize yourself with the contents therein. Go ahead and make a list of the major benefits and drivers of IoT, thereafter pick two from each list and discuss them briefly.
Your research paper should be at least three pages (800 words), double-spaced, have at least 4 APA references, and typed in an easy-to-read font in MS Word
.
Major Assessment 2 The Educated Person” For educators to be ef.docx
Major Assessment 2: The “Educated Person” For educators to be effective in supporting diverse learners, they need to develop, possess, and continually refine their vision of the “educated person.” In other words, they need to have a vision of their goals and outcomes for educating students. Prepare a statement of your image of and beliefs and values about the educated person. Explain your beliefs about the role of the teacher in valuing and encouraging others to value the image of an educated person. Be certain to address the roles of cultural diversity in achieving a viable vision of the educated person. Begin by reading the key documents discussed in the chapters in this section. Reference at least five additional current professional references to illustrate your position. Organize your presentation by sections and use American Psychological Association (APA) style for citing references in the body of the text and for developing your reference list. Include the following sections in your paper:
1. Introduction
2. Vision of learning and the educated person (critical knowledge, skills, dispositions)
3. Role of the teacher in providing an effective instructional program and applying best practices to student learning
4. Critical issues in promoting the success of all students and responding to diverse community needs
5. Capacity to translate the image of the educated person into educational aims and organizational goals and processes
6. Conclusion
7. References
.
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Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from d ...
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docx
Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from don ...
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docx
Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from don ...
Introduction toHealth CareManagementSecond EditionEdited b.docx
Introduction to
Health Care
Management
Second Edition
Edited by
Sharon B. Buchbinder, RN, PhD
President
American Hospital Management Group Corporation
MASA Healthcare Co.
Owings Mills, MD
Nancy H. Shanks, PhD
Professor
Department of Health Professions
Health Care Management Program
Metropolitan State College of Denver
Denver, CO
Choosing a Successor—
The Case
Paul is the 62-year-old administrator of the multispecialty Ambulatory Care Center. He
has worked at the Center for many years. He is planning his retirement one year from now,
and he wishes to begin the process of training a successor. He has three possible internal
candidates for the position. Your job is to evaluate these managers and help Paul choose
the best new leader for the organization.
Important Facts to Know
The Ambulatory Care Center is a medium-sized facility serving an average of 80 patients
on a daily basis. There has been little growth over the last few years, and the direction of
the Center needs to change in order for it to remain viable. Historically, the Center has
served a predominance of senior citizens, reflective of the surrounding community; however, the neighborhood is changing. More and more young families are moving in, and
there are now many young adults and school-age children in the surrounding community.
Additionally, the ethnicity of the neighborhood is changing, with more and more families
of Hispanic or African American origin.
The financial base that supports the Center is gradually changing from payments that
come predominantly from Medicare and private pay to a financial base where payments
are mainly coming from a combination of group insurance, Medicaid, and cash patients.
Many of the adults work at the car manufacturing plant that was recently built in their city.
These individuals and their families have high-quality group insurance. The Center would
like very much to “tap into” this insured group and is interested in contracting with them
for services for their employees.
Because of these changes in the surrounding community and the resulting impact on
their financial base, the Center wants to change direction for the future. They wish to
redesign their image and how the community views them. They no longer wish to be identified as just a clinic mostly for seniors, but as a Center for all who need medical care.
The Center wants it to be known that they can care for all ages. They are particularly
interested in making sure that people are aware of the many services they can provide for
children, including newborn screening for metabolic, sickle cell, and other genetic disorders;
special programs for diabetic children; and specialty treatments for children with
ADHD, autism, and Asperger’s syndrome. The addition of a specialized pediatric group
to their physician base has made these services possible, and they want to get the word out
to the community as to their availability.
The Candidates
Candidate #1
The first person being considered for the n.
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Employees in failing relationships can significantly increase costs for companies. Unhappy marriages and divorcing employees often experience decreased productivity, increased absenteeism, and higher health issues like stress and anxiety. This costs companies an estimated $6 billion annually in lost productivity. Each divorce also imposes societal costs of over $25,000. Conversely, employees in positive relationships tend to be more productive, committed to their work, and have lower healthcare costs due to less stress-related illnesses. When companies support healthy relationships, they can see returns through increased profits.
wib_booklet
This document provides information about the 7th Annual Purdue University Women in Business Conference held on February 13, 2016. The conference theme was "Dreams to Reality" and was aimed at helping young professionals achieve their career ambitions. The schedule includes keynote speakers, breakout sessions on strengths identification, and a panel discussion. The document lists the student hosts and guest speakers for the event.
. Juanita’s World Part 1Juanita is meeting with her new boss,.docx
.
Juanita’s World Part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill her role?
2. How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
3. Which aspects of human resource management would she want to entrust to specialists?
Juanita’s World Part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gift ...
Juanita’s World Parts 1-7Part 1Juanita is meeting with her new.docx
Juanita’s World Parts 1-7
Part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill her role?
2. How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
3. Which aspects of human resource management would she want to entrust to specialists?
Part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and ...
Reply to DOJOCulture consists of traditional values and beliefs,.docx
Reply to DOJO
Culture consists of traditional values and beliefs, ideas, customs, skills, arts and language of a specific group in a given period (Lillis & Tian, 2010). In my current job I work with many individuals from different parts of the U.S. and a handful of individuals from other countries. And in most situations ethnocentrism normally played its part. When observing individuals behaviors it’s very relevant that there is diversity in the organization. Not so much in color but culturally.
When observing conversations between two male colleagues on a project, both American but from different sides of the U.S. Slightly different in culture, the mannerisms, body language, verbal skills clash and one individual does not feel respected in the conversation--cultural misunderstandings. Communication skills for each individual were different and the one individual spoke more aggressively using hand and arm movements which made the other individual uncomfortable. Cultural factor plays an important role in the business world (Lillis & Tian, 2010).
Organizational behavior is relevant in cultural diversity because in today’s business diversity is needed and being pushed in more and more businesses. Regardless of your gender, race, and age, it seems that you will need to work with, communicate with, and understand people different from you (Organizational Behavior, 2014). And with this, understanding different cultures is important. Organizations should acknowledge cultural differences within and also recognize that culture changes over time (Organizational Behavior, 2014).
Reply to KATR
In Bermuda, cross culture diversity issues exist normally. As we are considered a tax haven, many expatriate workers flock here for employment, especially in the insurance/reinsurance industry. In the field of addiction, it exists as well having many counselors from foreign countries on our shores. I receive referrals from another agency regularly and these usually come from the Clinical Supervisor who hails from Canada. Our cultures are very different in many areas such as the way we greet each other i.e. good morning, the way we share information, the activities we do on the weekend and the list goes on and on. Because of these cross-culture factors, this clinical supervisor as an Addiction Counselor has many difficulties in what to do with clients after treatment i.e. reintegration into society so she refers them to me. In meeting, we have a more informal approach when discussing clients then she is used to and she struggles with our interaction i.e. having laughter in our case management meetings. What we value, our customs and beliefs (Organizational Behaviour, 2014) don’t line up with what she knows and that causes conflict with her co-workers on occasion. The saying when in Rome, do as the Romans do (dictionary.com) is a very hard concept for her to accept. Organizational behaviour is important to address these issues because first you must ident ...
Read The Case of the Misguided Supervisors in Chapter 14 of your.docx
Read
The Case of the Misguided Supervisors
in Chapter 14 of your text book. Use the Argosy University online library for additional research, and do the following in a Word document:
In 1–2 paragraphs, summarize the case and your research that relates to the case.
In 2–3 pages, answer the following:
Why would an organization care whether its supervisors speak in favor of or against union representation? Explain and justify your answer.
How could the hospital in this example have prepared its supervisors to understand their proper role during an organizing campaign? Explain and justify your answer.
With your answers demonstrate that your understanding of the concepts is thorough and complete. Support your assertions with evidence, citing the appropriate sources.
Apply the APA
current
guidelines to your work and use at least three resources in your response.
Use the following file naming convention:
LastnameFirstInitial_M4_A2. For example, if your name is John Smith, your document will be named SmithJ_M4_A2.doc
By
Wednesday, August 5, 2015
, deliver your assignment to the
M4: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Clearly and concisely summarized the case in 1–2 paragraphs.
15
Identified, explained, and justified why an organization would care whether its supervisors speak in favor of or against union representation.
35
Identified, explained, and justified how the hospital in this example could have prepared its supervisors to understand their proper role during an organizing campaign.
35
Applied current APA guidelines and supported assertions with evidence by using appropriate sources. Demonstrated a thorough and complete understanding of the concepts.
15
Total:
100
The Case of the
Misguided
Supervisors
Recently, when a union sought to organize the nurses at a California hospital, the nursing supervisors, called charge nurses, didn’t understand their proper role in the process. While the union was distributing cards for the nurses to indicate their desire for a representation election, several of the charge nurses participated in the union’s meetings and decided they wanted to join. Some of these charge nurses also encouraged nurses who reported to them to support the union as well.
One month before the election, the hospital discovered that charge nurses had supported the union even though their positions in the organization qualified them as supervisors. The charge nurses stopped advocating for the union, and some even encouraged nonsupervisory nurses to vote against representation. The election went ahead, and the union won representation.
The hospital challenged the election because of the pro-union activity by the nurses. However, the NLRB and the court both upheld the union.
Questions
1. Why would an organization care whether its supervisors speak in favor of or against union representation?
2. How could the hospital in this example have prepared its supervisors so they would have understood.
Please consider the following scenario. Lisa is an eighteen year old.docx
Please consider the following scenario. Lisa is an eighteen year old student who is an undergraduate student at Ferris State University. She comes from a low-income family and is the first one in her family to attend college. Lisa is 5’4” and weighs 180 pounds. She also comes from a family in which her parents and older brother all smoke. As a result, she started smoking when she was 15 years old and has really thought about quitting once she started college. She was able to quit for a month, but soon the stress of balancing college life (e.g. exams, harder classes, bigger workload) with a part-time job really got to her, and she started smoking a pack a day. This was fairly easy to do because she was 18 now and didn’t need a fake ID anymore, and she and her co-workers at the local restaurant enjoyed taking smoke breaks together to commiserate over their stressful lives.
Also, due to the new time pressures associated with balancing college and a part-time job, Lisa found herself eating at McDonalds (which is right on campus and was relatively very cheap and quick) every day for lunch and at the fast food restaurant she worked for dinner. She also exercised much less than usual and found herself comfort-eating cookies and other sweet snacks during her study sessions. She found that her friends did the same, so she did not think it was a big deal that she gained 10 pounds within her first semester in college. Also, she thought, she is only 18, and issues like heart disease and diabetes only happened to much older people. On top of everything, she often felt depressed because she was so far away from home and missed her family and high school friends so much. Sometimes, smoking and overeating seemed the only ways to cope.
Please look back at Midterm Question #1 and consider Lisa’s situation. Imagine that you are working at the District 10 Health Department, and you are writing a grant to improve long-term chronic disease outcomes for college students, such as Lisa, in Mecosta County. Please describe how you would plan and evaluate an intervention to change one of her health behaviors in this rural setting. Please answer the following questions regarding your intervention:
(10 pts)
Which planning model (s) would you use and why?
Describe the specific steps you will undergo in your planning process.
Who are some key stakeholders you need to consider when planning your intervention, and how would you incorporate them in the planning and/or evaluation of your intervention?
What are your SMART objectives for the intervention?
What specific activities will be included in your intervention program? Which strategies will you use to evaluate your intervention? Do not forget to also include both formative and summative evaluation if relevant.
Describe your evaluation plan in terms of study design.
Please summarize your responses in a
2-4 page double spaced typed paper using 12-pt.
Arial
or Times Roman font
. Please be sure to cite your sour.
Your paper should include the following· Evaluate the cultural .docx
Your paper should include the following:
· Evaluate the cultural issues that need to be addressed
· Analyze the ethical considerations that apply
· Describe the organization’s current hiring needs and projected hiring needs for the coming year
· Develop a recruitment plan for fulfilling the company’s current and future hiring needs
· Explain the plan the company should follow to manage employee performance
· Identify at least 4 laws or regulations that apply to the company. Explain the actions Juanita’s company has to
· take to ensure they are conforming to the requirements of these identified laws and regulations.
·
· Provide a recommendation for the organization on how they can motivate employees while adhering to the legal
· and regulatory requirement and maintain a safe and healthy work environment.
Juanitas World 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanitas World 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility an.
Juanita’s World part 4It is Juanita’s 4th day on the job and i.docx
Juanita’s World part 4
It is Juanita’s 4th day on the job and it has been both exciting and scary. The more she learns the more she realizes she has to learn if she is to be successful in this new role. Based on her observations in previous jobs and as an intern at her last non-profit experience, it seemed as if the pace was slow and easy. To her surprise and with great anticipation, she is finding that there is much to be done to help this organization that she is so committed to.
Her passion and commitment runs deep as a first generation Hispanic American in her family. She remembers the trouble her family had finding suitable housing, food, and work when they first came to America when she was just 6 years old. Much has changed for her and her family but not without pain and sacrifice. Juanita is determined to make a difference for those who have little ability to help themselves. And, as far as she is concerned, this applies to all the stakeholders she will serve including the hungry, employees, employer, and the community at large.
Although there is much to do she remembers what her mama taught her….you eat an elephant one bite at a time. Based on this counsel she decides to establish some short term priorities based on what she has learned so far. From what she has heard during her first conversations with managers and what she hears from various employees, it seems the greatest need the organization has is to stabilize the employee base.
Her own job description seems inadequate for what the job will entail and she wonders if this is true of other jobs. She wonders if job descriptions are designed to reflect what is or what used to be when the organization was just getting started. And, how have they historically planned for their needs or have they merely reacted to changing requirements?
Juanita’s World part 5
Juanita feels she is developing rapport and trust with a number of the people she has visited with. It seems obvious that hiring and retaining the right people is critical to long term success. As she has probed deeper into the issues she has turned up some details on performance appraisals…or lack thereof, a weakness in employee and volunteer development and a significant lack of training.
Given these difficulties she decides the best way to gather information without having to schedule more appointments with people she has already visited is to simply engage in some discussion via email. She builds her group list and then begins to compose her email.
“….thank you for taking the time to help me feel welcome and for sharing your perspective on how HR and I can better help you accomplish your goals as well as the mission that we share. As I continue to meet with various people I find that most challenges we face point back to training and development, our performance evaluation system and related feedback, and a lack of a career track for full time employees. I am hoping you will help me out by responding to a few questions ...
Speaker bios for annual seminar copy
The document provides bios for speakers at an annual seminar, including details about their professional experiences and areas of expertise. Some of the speakers specializing in areas like human resources, employment law, leadership development, and medical equipment services. The bios are grouped into morning and afternoon breakout sessions, as well as a keynote speaker for the afternoon session.
When Change isn’t so good A story of new management and misle.docx
When Change isn’t so good: A story of new management and misleading statements
INTRODUCTION
A single tear rolled down her cheek as she thought about the last 20 years. Liz had devoted
most of her career to this company. She loved BFR, Inc., the customers, the employees, even
the cleaning crew that came in after hours. Liz was always the shining star in the office.
Everyone’s biggest fan and strongest supporter. She was dedicated to her work and the firm. It
was her life’s mission. If someone had a question, Liz was the one to go to. They trusted her to
get the job done, be fair, and above all, to protect the firm. Now Liz has hit a fork in the road
and is not quite sure how to move forward. Liz found herself wondering how she got here and
what options she had. She couldn’t imagine life without BFR. Liz was wondering if she could
she make it without this role. Afterall, it is all she has known for two decades. On the other
hand, Liz knows her integrity is everything. She should not let the company define her career
and she is trusted to make tough choices. This dilemma is breaking her heart. Liz is
contemplating leaving BFR, but she does not want to leave her dedicated employees. She is not
one to jump ship when it is sinking. Instead, Liz would rather repair the ship and keep it
steering in the right direction. However, she feels that is impossible. Several people had tried
and were terminated. If Liz stands up for what she thinks is right, she could lose her job. If she
loses her job, she would also lose her health insurance. Liz just finished a battle with cancer
and was finally declared cancer-free three months ago. If she loses her job and she has a
relapse, she may not be able to afford to fight cancer again.
COMPANY BACKGROUND
Break Free Renewal, Inc. (BFR), was formed in 1995 as an addiction support charity. The
company is a 501(c)(3) organization located in Charleston, West Virginia, United States. BFR
provides support for addiction recovery including inpatient and outpatient support, housing,
and family support services. The main sources of revenue for BFR are individual and corporate
donations, grants, and the sales of some products and services. The company developed an
addiction support training certification program that they charge participants to complete.
Participants, referred to as students, in the program must pay for each course of the program.
BFR also offers continuing professional education courses. The company also partners with a
local college to teach some of the courses in their psychology and nursing programs.
As of 2023, BFR has 38 full-time administrative employees, 87 full-time counselors, and another
75 part-time employees. The company had a five-year history of growing revenues and a large
unrestricted cash balance that had accumulated to 36 million USD before the COVID-19
pandemic hit. The company had saved the cash for future growth.
Assignment 2 LASA 1—Human Resource Planning Writing Assignment .docx
Assignment 2: LASA 1—Human Resource Planning
Writing Assignment
Review Juanita’s World Parts 1-5, which are found in the
Weeks 1
and
2
lectures, and write a 5-7 page paper. Pretend you are Juanita and develop a human resource plan to share with your boss. Develop a scenario which analyzes and summarizes the current situation for the employer. You are to create details that make this scenario more realistic and support your response to the issues and questions presented below.
Your paper should include the following:
Evaluate the cultural issues that need to be addressed
Analyze the ethical considerations that apply
Describe the organization’s current hiring needs and projected hiring needs for the coming year
Develop a recruitment plan for fulfilling the company’s current and future hiring needs
Explain the plan the company should follow to manage employee performance
Identify at least 4 laws or regulations that apply to the company. Explain the actions Juanita’s company has to take to ensure they are conforming to the requirements of these identified laws and regulations.
Provide a recommendation for the organization on how they can motivate employees while adhering to the legal and regulatory requirement and maintain a safe and healthy work environment.
Write a 5 to 7-page paper in Word format. Use at least three resources to justify your responses. Apply current APA standards for writing style to your work.
Use the following file naming convention: LastnameFirstInitial_M3_A2.doc. For example, if your name is John Smith, your document will be named SmithJ_M3_A2. doc.
Reading Assignments:
Juanita's World Part 1:
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
What skills might Juanita have to develop to better fulfill her role?
How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
Which aspects of human resource management would she want to entrust to specialists.
Juanita's World Part .
Langley Practitioner Project
Marlei Olson is the Director of Public Relations and Development for Thistle Farms, a nonprofit organization that employs women recovering from addiction, trafficking, and prostitution. She oversees messaging and fundraising for Thistle Farms. Marlei has worked for Thistle Farms since 2003 helping with fundraising events after working in the music industry for 20 years. She finds communicating the mission of helping women at Thistle Farms rewarding but also finds it difficult to lose women they have helped to health issues.
Running head INITIAL INTERVIEW 1INITIAL INTERVIEW 2.docx
This mental status exam provides an overview of Raban King's presentation and functioning based on observations from his initial interview. The exam addresses his appearance, behavior, mood, affect, thought processes, orientation, memory, judgment, and insight. Overall, Raban's functioning is described as being within normal limits, which is consistent with him being a relatively well-adjusted individual who passed the initial screening process.
Empowered PhXX: Creating 50/50 in Entrepreneurship in Phoenix
Learn about this innovative community collaboration of community stakeholders committed to strengthening the future of Arizona with 50 /50 in entrepreneurship. Learn all the background facts and figures you need to know !
Introduction to Juanita’s WorldThis continuing scenario.docx
Introduction to Juanita’s World
This continuing scenario will develop further in each module and will capture glimpses of Juanita Espinosa a 24 year old Hispanic woman, who has recently been hired to the position of HR Manager for a regional branch of an international non-profit organization from another non-profit. In her role she was an unpaid intern working on a Bachelors degree thesis. She is highly motivated and embraces their mission to “stamp out hunger among the young and elderly in our lifetime”.
The national organization is doing well but this regional branch is struggling with donations, retaining personnel, and numerous other issues related to motivation, pay, and training. She has been told by the US headquarters that they must show significant improvement in HR related matters within twelve months or the regional office will be closed.
Current staff consists of 30 full time personnel who work in fundraising, transportation, marketing/communications, and HR plus nearly 60 volunteers who work in the same offices as well as directly serving the constituency they are trying to serve.
During this course you will read as Juanita goes about visiting with various paid and unpaid managers during her first week. During these conversations she will hear the good, and the bad. You will assume her personality as she will be taking notes during each visit and will sit down with her notes at the end of the day to reflect and strategize on her priorities and actions that can best drive short term changes in performance that improve the organizations quality and efficiency of services while also building commitment and performance among the paid and volunteer staff.
She has a target date of establishing her priorities and developing her strategic plan from an HR perspective for 5 weeks from her hire date in order to track with the course modules.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When .
Similar to Lisa is in her mid-20s, single, college graduate, she is very hard .docx (20)
Juanita’s World part 1Juanita is meeting with her new boss.docx
Juanita’s World part 1Juanita is meeting with her new boss.docx
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docx
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docx
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docx
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docx
Introduction toHealth CareManagementSecond EditionEdited b.docx
Introduction toHealth CareManagementSecond EditionEdited b.docx
. Juanita’s World Part 1Juanita is meeting with her new boss,.docx
. Juanita’s World Part 1Juanita is meeting with her new boss,.docx
Juanita’s World Parts 1-7Part 1Juanita is meeting with her new.docx
Juanita’s World Parts 1-7Part 1Juanita is meeting with her new.docx
Reply to DOJOCulture consists of traditional values and beliefs,.docx
Reply to DOJOCulture consists of traditional values and beliefs,.docx
Read The Case of the Misguided Supervisors in Chapter 14 of your.docx
Read The Case of the Misguided Supervisors in Chapter 14 of your.docx
Please consider the following scenario. Lisa is an eighteen year old.docx
Please consider the following scenario. Lisa is an eighteen year old.docx
Your paper should include the following· Evaluate the cultural .docx
Your paper should include the following· Evaluate the cultural .docx
Juanita’s World part 4It is Juanita’s 4th day on the job and i.docx
Juanita’s World part 4It is Juanita’s 4th day on the job and i.docx
When Change isn’t so good A story of new management and misle.docx
When Change isn’t so good A story of new management and misle.docx
Assignment 2 LASA 1—Human Resource Planning Writing Assignment .docx
Assignment 2 LASA 1—Human Resource Planning Writing Assignment .docx
Running head INITIAL INTERVIEW 1INITIAL INTERVIEW 2.docx
Running head INITIAL INTERVIEW 1INITIAL INTERVIEW 2.docx
Empowered PhXX: Creating 50/50 in Entrepreneurship in Phoenix
Empowered PhXX: Creating 50/50 in Entrepreneurship in Phoenix
Introduction to Juanita’s WorldThis continuing scenario.docx
Introduction to Juanita’s WorldThis continuing scenario.docx
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Major Benefits and Drivers of IoT.Background According to T.docx
Major Benefits and Drivers of IoT.
Background: According to Turban (2015),The major objective of IoT systems is to improve productivity, quality, speed, and the quality of life. There are potentially several major benefits from IoT, especially when combined with Artificial Intelligence (AI).
Reference: Sharda, R., Delen, Dursun, and Turban, E. (2020). Analytics, Data Science, & Artificial Intelligence: Systems for Decision Support. 11th Edition. By PEARSON Education. Inc.
ISBN-13: 978-0-13-519201-6
Assignment/Research: Go to pages 694 to 695 of your recommended textbook and familiarize yourself with the contents therein. Go ahead and make a list of the major benefits and drivers of IoT, thereafter pick two from each list and discuss them briefly.
Your research paper should be at least three pages (800 words), double-spaced, have at least 4 APA references, and typed in an easy-to-read font in MS Word
.
Major Assessment 2 The Educated Person” For educators to be ef.docx
Major Assessment 2: The “Educated Person” For educators to be effective in supporting diverse learners, they need to develop, possess, and continually refine their vision of the “educated person.” In other words, they need to have a vision of their goals and outcomes for educating students. Prepare a statement of your image of and beliefs and values about the educated person. Explain your beliefs about the role of the teacher in valuing and encouraging others to value the image of an educated person. Be certain to address the roles of cultural diversity in achieving a viable vision of the educated person. Begin by reading the key documents discussed in the chapters in this section. Reference at least five additional current professional references to illustrate your position. Organize your presentation by sections and use American Psychological Association (APA) style for citing references in the body of the text and for developing your reference list. Include the following sections in your paper:
1. Introduction
2. Vision of learning and the educated person (critical knowledge, skills, dispositions)
3. Role of the teacher in providing an effective instructional program and applying best practices to student learning
4. Critical issues in promoting the success of all students and responding to diverse community needs
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Major Assessment 4: Cultural Bias Investigation Most educators agree that major influences on the achievement of students are the activities and support materials; environment; and types of expectations, interactions, and behaviors to which they are exposed. Therefore, an understanding of bias and skill in discerning subtle and/or overt bias in curriculum, instruction, and assessment are extremely important. Conduct a cultural bias investigation to examine a particular textbook with which you are familiar. Your investigation will focus on identifying instructional and assessment practices that reflect cultural bias and inhibit learning. The investigation will include reflection on the impact of these practices on student learning. Procedure 1. Make sure you are familiar with the key authors and experts described in the chapters in this section. Review at least five research-based sources that clarify the research to expand your understanding of the influence of culture on teaching and learning and the presence of bias in curriculum, instruction, and assessment. 2. Select and analyze a textbook with which you are familiar. Use the Sadkers’ (Sadker & Zittleman, 2012) list of the seven prevalent forms of bias in the curriculum to conduct a critical analysis of the textbook. Look at such aspects as pictures, names of people, the relative marginalization or integration of groups of people throughout the text, examples used, and so on. Summarize and present your data in displays (charts, tables, etc.). 3. Include in a written report the following: Introduction (text selected; rationale for selection; description of the text and context in which it is used) Review of the research on the influence of culture in teaching and learning and bias in the curriculum Summary of your findings (data tables and appropriate narratives) Discussion of the findings, including: { resonance with the research on bias { your understanding of bias and the challenges it poses to teaching and learning { the implications of your findings for teaching and learning Relate your discussion of the findings to class discussions and readings of the philosophy of education and purposes of curriculum. Be sure to adhere to APA guidelines in writing the final paper. Use the following tables to display your data: SECTION IV ASSESSMENT SKILLS Table 2: Analysis of Four Chapters for Frequency of Mention of Each Search Category Whites/Caucasians (male/female) African Americans (male/female) Hispanics/Latinos/Latinas (male/female) Native Americans (male/female) Asian Americans (male/female) Disability and deaf culture Gay, lesbian, bisexual, and transgendered persons (male/female) Religious groups Language groups Other Example Table 2 Format: Textbook Chapter Analysis Search category 1 # mentions/ # pages 2 # mentions/ # pages 3 # mentions/ # pages 4 # mentions/ # pages Total # mentions/ # pages White males White females African Americans Hispanics/Latinos/Latinas Table 3.
Maintaining privacy and confidentiality always is also vital. Nurses.docx
Maintaining privacy and confidentiality always is also vital. Nurses handle information that if misplaced can expose patient’s unnecessarily and thus cause a breach in confidentiality. Such information can include drug use, sexual activity and history of mental illness (Masters, 2020). Conversations regarding patient care and condition must be private and involve only those in direct care. A violation of patient’s privacy can result in fines and employment termination
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Main content
15-2aHow Identity Theft Occurs
Perpetrators of identity theft follow a common pattern after they have stolen a victim’s identity. To help you understand this process, we have created the “identity theft cycle.” Although some fraudsters perpetrate their frauds in slightly different ways, most generally follow the stages in the cycle shown in Figure 15.1.
Stage 1. Discovery
1. Perpetrators gain information.
2. Perpetrators verify information.
Stage 2. Action
1. Perpetrators accumulate documentation.
2. Perpetrators conceive cover-up or concealment actions.
Stage 3. Trial
1. First dimensional actions—Small thefts to test the stolen information.
2. Second dimensional actions—Larger thefts, often involving personal interaction, without much chance of getting caught.
3. Third dimensional actions—Largest thefts committed after perpetrators have confidence that their schemes are working.
Figure 15.1The Identity Theft Cycle
Stage 1: Discovery
The discovery stage involves two phases: information gathering and information verification. This is the first step in the identity theft cycle because all other actions the perpetrator takes depend upon the accuracy and effectiveness of the discovery stage. A powerful discovery stage constitutes a solid foundation for the perpetrator to commit identity theft. The smarter the perpetrator, the better the discovery foundation will be.
During the gaining information phase, fraudsters do all they can to gather a victim’s information. Examples of discovery techniques include such information-gathering techniques as searching trash, searching someone’s home or computer, stealing mail, phishing, breaking into cars or homes, scanning credit card information, or using other means whereby a perpetrator gathers information about a victim.
During the information verification phase, a fraudster uses various means to verify the information already gathered. Examples include telephone scams, where perpetrators call the victim and act as a representative of a business to verify the information gathered (this is known as pretexting), and trash searches (when another means was used to gather the original information). Although some fraudsters may not initially go through the information verification process, they will eventually use information verification procedures at some point during the scam. The scams of perpetrators who don’t verify stolen information are usually shorter and easier to catch than scams of perpetrators who verify stolen information.
Step 2: Action
The action stage is the second phase of the identity theft cycle. It involves two activities: accumulating documentation and devising cover-up or concealment actions.
Accumulating documentation refers to the process perpetrators use to obtain needed tools to defraud the victim. For example, using the information already obtained, perpetrators may apply for a bogus credit card, fake check, or driver’s license in the victim’s name. Although the perpetra.
Macro Presentation – Australia Table of ContentOver.docx
Macro Presentation – Australia
Table of Content:
Overview
Nominal GDP & Real GDP
GDP/Capita
Inflation rate
Exports & Imports
Unemployment Rate & Labor force
labor force participation & composition of labor force
Money Supply
pie-chart (composition of the economy)
strengths and weaknesses of this economy
Overview:
sixth-largest country in the world.
Australia is a continent & an island
located in Oceania
Population: 25.2 million
Australia is one of the wealthiest Asia
the world’s 14th largest (economically)
Overview:
GDP :
$1.3 trillion
2.8% growth
2.6% 5-year compound annual growth
$52,373 per capita
Unemployment: 5.4%
Inflation (CPI): 2.0%
Characterized by: diverse services, technology sectors & low government debt
five key reasons for investing in Australia: Robust Economy, Dynamic Industries, Innovation and Skills, Global Ties and Strong Foundations & compares Australia’s credentials with other countries.
GDP:
Nominal GDP & Real GDP:
Nominal GDP:
1.434 trillion
Real GDP:
45439.30 $
GDP/Capita:
57,373.687
Inflation Rate:
Inflation Rate 2018 = 1.9%
Inflation Rate 2017 = 1.9%
Inflation Rate 2016 = 1.3%
Inflation Rate 2015 = 1.5%
Inflation Rate 2014 = 2.5%
Inflation Rate 2013 = 2.5%
Inflation Rates over 5 years
عمود12013201420152016201720182.52.51.51.31.91.9عمود2201320142015201620172018
Exports & Imports:
Exports:
Bituminous coal
iron ores and concentrates
Gold
Petroleum oils and oils obtained from bituminous
Copper ores and concentrates
The total value of exports: is US$ 252,776 million.
Imports:
Petroleum oïl
Automobiles with reciprocating piston engine di
Transmission apparatus
Diesel powered trucks
The total value of imports: is US$ 235,519 million
Exports & Imports (partners) :
Exports:
China
Japan
Korea
India
United sates
Imports:
China
United states
Japan
Germany
Thailand
Unemployment Rate & Labor force:
Unemployment Rate:
5.4%
Labor force:
79%
labor force participation & composition of labor force:
labor force participation:
77.558
composition of labor force:
Employed = 12658.6
Unemployed = 671.0
Labour force =
12658.6 + 671.0 = 13329.6
Nationals = 29.7 %
foreigners+ = 70.3 %
Money Supply:
M1 = 1189.19
M3 = 2231.55
pie-chart (composition of the economy):
70% of coal, 54% of iron, service industry 70%, Agriculture 12%
المبيعاتcoalironindustryagriculture70547012
strengths and weaknesses of this economy:
Weaknesses:
The quality of life in Australia is high & not permanent
The size of their investment
Most concentrated investments: coal, gas, iron mining
Solution
s & Suggestion:
To sustain a high quality of life long-term:
Many investments with added value ‘not from their priorities’ : (workforce for education, high teach sector in nanotechnology + solar energy & agricultural innovation) > should focus on
strengths and weaknesses of this economy:
Strength:
Mining is a strong investment in Australia
References:
https://www.h.
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M4.3 Case Study
Case Study Example:
Jennifer S. is an Army veteran of Operation Freedom. Since returning home, Jennifer has suffered from recurrent headaches, ringing in her ears, difficulty focusing, and dizziness. In addition, soon after returning home, she began to experience moments of panic when in open spaces; flashbacks reliving the blast and the death of fellow soldiers; feelings of emotional numbness and depression; and being easily startled. She was placed on medical leave and diagnosed with Post Traumatic Stress Disorder (PTSD) and is currently being seen by a psychiatrist at the VA hospital. Her husband understands the concept of PTSD but is unprepared to handle his wife’s deteriorating condition.
Recently, Jennifer was seen at the local urgent care center for recurrent headaches, complaints of shortness of breath, and chest pain. Her husband informed the urgent care nurse that for the past four weeks his wife has been unable to care for the children, remains in bed, complaining of headaches, and is very ‘jumpy’.
The nurse assesses Jennifer knowing that returning veterans with PTSD and their families face an array of challenges, with implications for the veterans, their partners, and their children. The nurse considers referring them to: a social worker specializing in crisis intervention for veterans, a family counselor, the school nurse, a family health care practitioner.
Key elements of the nurse’s assessment are as follows:
Jennifer is 33 year-old woman who enlisted in Reserve Officers’ Training Corps (ROTC) in college, where she majored in Journalism. Upon graduation, she obtained a position in the Army as public affairs broadcast specialist. Her first assignment was at a base in upstate New York. Three years ago, she was relocated to the St. Louis, Missouri area. Jennifer has been married to her husband, Zane, for 14 years and they have two children ages six and ten. Cameron is ten years-old and entering middle school and Zeta is six years-old and in kindergarten. Zane works as a civil engineer in the St. Louis area. Both Jennifer and Zane come from large families who reside in the Boston area. Jennifer’s family is Portuguese and Zane's is Irish, they were both raised Catholic. While Jennifer was deployed, her mother moved in with Zane and the children to provide additional support and child care.
One year ago, Jennifer was deployed to Afghanistan on a six month assignment to report on the events of the war: she thought she had a ‘safe’ assignment. While working on a story in the field an Improvised Explosive Device (IED) exploded near her: two soldiers and four citizens were killed including one child. Although she was unhurt, she was unable to sleep after this event. Upon returning stateside, she began experiencing vivid nightmares, sleeplessness, survivor guilt, and depression. She was recently diagnosed with PTSD and is attempting to find a support group and counseling. Unfortunately, she has found that treatment for fe.
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Love Language Project FINAL PAPER
Love Language Project Part I
Objective:
To demonstrate the principles of love languages and effective use of interpersonal communication skills through “gifting” a close interpersonal relationship.
Assignment:
Please research the 5 Love Languages. Set a time when you can interview your selected person, at least ½ hour. Choose a quiet, comfortable environment where you will be able to listen effectively. The goal of your interview is to learn how your selected person most likes to receive expressions of affection.
You might begin by sharing the five love languages with them and asking some versions of the following questions:
1. Based on the descriptions in this section and this piece, which of the five love languages is most appealing to you to receive?
2. Can you share a story/example of a time when you received affection this way?
3. Which is the most challenging/uncomfortable love language for you to receive?
4. Can you share a story/example of a time when you received affection this way?
5. What changes do you think you could make in the way you receive affectionate messages in your close relationships?
Please describe the person that you chose to interview and your relationship with them. Then, post their responses to the questions
Love Language Project Part II
Write a personal reflection paper, at least 1.5 pages long, double spaced, typed, include the following:
1. What did you learn about your selected person and their preferred love languages from your interview? What was challenging about the interview? What surprised you?
2. How does their preferred love languages differ from yours? Did this make it difficult to plan your special event?
3. Comment on planning your Love Language Event. How did you come up with your ideas? What was easy and what was challenging?
4. Comment on implementing your Love Language Event. What was enjoyable? What was challenging? Did it go as you’d planned?
5. Comment on the Love Language Project in general. What did you learn? About the other person? About yourself?
6. How might what you learned during this Love Language Project affect your expressions of affection in other relationships?
.
Major Computer Science What are the core skills and knowledge y.docx
Major: Computer Science
What are the core skills and knowledge you hope to acquire by completing a degree in this major and how do you plan to apply these when you graduate?
Please provide any other information about yourself that you feel will help this college make an admission decision. This may include work, research, volunteer activities or other experiences pertaining to the degree program.
.
Major Crime in Your CommunityUse the Internet to search for .docx
Major Crime in Your Community
Use the Internet to search for a recent major crime in your community.
Write a report (narrative only) based on the account of the incident, using the outline process mentioned in chapter three of the course text.
You may simulate interviews and "fill in" any unknown information required to complete the report.
Be sure to include the characteristics of an effective police report covered in chapter three.
Instructions
This report must be at
least 2 pages
of written text.
· The entire paper must be your original work
· This report will use 1-inch margins, Times New Roman 12-point font, and double spacing.
· Cite your source – where do you get the information for your report?
.
Major Assignment - Learning NarrativeWrite a learning narr.docx
Major Assignment - Learning Narrative
Write a
learning narrative
that narrates a specific event from your life that helped you learn something new about yourself or others. Your narrative should focus on a specific event in a narrow timeframe, using vivid description, narration, detail, and dialogue to organize your memories and make the significance of what happened clear to an audience.
Assignment
A
narrative
is a specific type of essay that uses stories of particular moments to help audiences perceive, understand, and "appreciate the value of an idea" (
The Composition of Everyday Life
, Ch. 1, p. 19).
For this essay, you will write a
learning narrative
, a specific type of narrative that focuses on showing how a particular moment from your memory changed how you thought about yourself or others. The learning narrative requires you to organize your memories and decide which details best show an audience how the events from your past affected you. A learning narrative is broader than a "literacy narrative": while you can write about how language or education changed your life, you also can write about other things you learned through music, sports, business, or in any other relevant setting.
In order to write a strong, focused narrative, you will need to be attentive to the following expectations for the essay:
Find the significance:
Think of how your narrative connects your memories to feelings / concepts others have experienced
Tell a particular story:
Like Keller and Zimmer, choose a single moment or event that can reflect your process of learning
Choose relevant details:
Include only those details that contribute to the significance
Narrate and describe:
Add emotional weight and interest to your story by narrating events with dialogue, action, description, and sensory experiences
Caution
: Please keep in mind that writing in this class is public, and anything you write about yourself may be shared with other students and instructors. Please only write about details that you are comfortable making public within our classroom community. You should know that your teacher is required by the State of Texas
(Links to an external site.)
to report any suspected incidents of discrimination, harassment, Title IX sexual harassment, and sexual misconduct to the UNT Title IX coordinators. If you have any questions about anything personal that you might want to disclose, email your teacher first or consult with one of the resources listed on this page:
Information on Sexual Violence and Mandatory Reporting.
Format and Length
Format
: Typed, double-spaced, submitted as a word-processing document.
12 point,
serif font (Links to an external site.)
(i.e. Times New Roman; Garamond; Book Antiqua), 1-inch margins.
Length
: 750 - 1000 words (approx. 3-4 pages)
Objectives and Questions
These questions help to guide discussion and set up the objectives for this unit.
What is an experience? What are significant experience.
Looking to have this work done AGAIN. It was submitted several times.docx
This student had submitted an assignment multiple times but it did not meet the professor's requirements and they are looking for help correcting it based on the feedback provided. They are including their previous submission, the assignment instructions, and the professor's feedback on what is still missing.
Major Assessment 1 Develop a Platform of Beliefs The following .docx
Major Assessment 1: Develop a Platform of Beliefs
The following major assessment involves integrating your knowledge and skills around defining multicultural education and being a multicultural educator. You will write a platform of beliefs about teaching and learning. Your platform should be grounded in your growing understanding of teaching and learning, as well as the knowledge base about teaching and learning. You will also describe personal strengths and challenges as an educator in building an educational environment that reflects your beliefs. In assessing your own strengths and challenge areas, include an analysis of the findings from the assessment instruments and exercises that are included in the previous chapter. You may also access additional assessment instruments. Include in your platform the following sections: 1. Introduction 2. Your platform of beliefs about teaching and learning. Some essential questions that might be addressed in your platform are these: What do you believe is the purpose of education? What is the role of the teacher? What should be taught (the curriculum)? How do people learn? How do you view students as learners? Who controls the curriculum in schools? Whose knowledge is important to include? Are state standards and tests desirable? What is the impact of standardized testing on learning? How do issues of race, class, and gender influence what you do? What is your definition of effective teaching? Who and what have influenced your beliefs (e.g., people, experiences, readings)? What is the impact of your beliefs on teaching and learning for diverse students? Make specific and clear connections between your platform and course readings and discussions. 3. Personal strengths and challenges in advancing a school vision of learning; promoting the success of all students; responding to diverse student interests and needs; understanding and responding to social, economic, legal, and cultural contexts 4. Personal goals (knowledge, skills, dispositions) that you will be working on in the future 5. Conclusions
.
Macroeconomics PaperThere are currently three major political ap.docx
Macroeconomics Paper
There are currently three major political approaches to fixing the problem with the national debt .
1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business.
2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade partners – China – to regulate more accurately it’s currency.
3) A third group of approaches by saying we should have a balance budget amendment.
i) Identify the notable political advocates of all three positions.
ii) Give the pro’s and con’s of each approach.
Length: 2-3 pages.
Please email the paper in either
Microsoft word *.doc (97-2003) format or
Rich text format *.rtf OR GOOGLE DOCS
font 12 double-space
1-inch margins
Bibliography need not be inclusive in writing size.
SOURCES
Agresti, James D. "National Debt." National Debt - Just Facts. N.p., 26 Apr. 2011. Web. 24 Apr. 2015.
"Americans for a Balanced Budget Amendment." Balanced Budget Amendment. N.p., n.d. Web. 01 May 2015.
"Bailout Timeline: Another Day, Another Bailout." ProPublica. N.p., n.d. Web. 26 Apr. 2015.
Bandow, Doug. "Federal Spending: Killing the Economy With Government Stimulus." Forbes. Forbes Magazine, 6 Aug. 2012. Web. 01 May 2015.
FROM UNIT 2 FOLDER
Macroeconomics Paper
There are currently three major political approaches to fixing the problem with the national debt .
1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business.
2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade partners – China – to regulate more accurately it’s currency.
3) A third group of approaches by saying we should have a balance budget amendment.
i) Identify the notable political advocates of all three positions.
ii) Give the pro’s and con’s of each approach.
Length: 2-3 pages.
Please email the paper in either
Microsoft word *.doc (97-2003) format or
Rich text format *.rtf
font 12
double-spaced
1-inch margins
Bibliography need not be inclusive in writing size.
"Federal Spending, Budget, and Debt."
Solution
s.heritage.org. N.p., n.d. Web. 01 May 2015.
Lee, Bonnie. "Tax Breaks Every Small Business Needs to Know About." Smallbusiness.foxbusiness.com. N.p., 24 June 2013. Web. 01 May 2015.
Rifkin, Jesse. "Advocates See 2015 As Year Of The Balanced Budget Amendment." The Huffington Post. TheHuffingtonPost.com, 3 Feb. 2015. Web. 01 May 2015.
Macroeconomics Paper
There are currently three major political approaches to fixing the problem with the national debt .
1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business.
2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade p.
M A T T D O N O V A NThings in the Form o f a Prayer in.docx
M A T T D O N O V A N
Things in the Form o f
a Prayer in the Form
o f a Wail
H e r e ’s t h e j o u r n e y i n m i n i a t u r e .Oscar Hammerstein, not long before stomach cancer kills him,
writes the song as a duet between Marie and the Mother Abbess, for a
scene in which the plucky nun is told she’s being booted from the con
vent since she privileges melody over God. Marie doesn’t want to serve
as governess for the Von Trapp clan, but she’s already shown her hand
by giving rapturous voice to a song that summons the bliss and solace
o f secular joys. She needs to go. Although the film version of The Sound
of Music will shift “My Favorite Things” to the thunderstorm scene in
which Marie offers up raindrops on roses and warm woolen mittens as
balm to the terrified kids, John Coltrane’s classic jazz cover much more
radically revamps the Broadway hit, transfiguring mere catchiness into
complex modalities. Yet if this were simply a one-off recording, there
wouldn’t be much to say: turning cornball consolation into jazz isn’t
news. Instead, Coltrane can’t relinquish it. Instead, even throughout all
his late music-as-prayer work, he never lets go of the show tune.
“We played it every night for five years,” drummer Elvin Jones re
membered. “We played it every night like there would be no tomorrow.
Like it would be the last time we played it.” His son, Ravi Coltrane,
calculates that his father’s band played “My Favorite Things” thousands
o f times as a regular fixture in the set: “They worked a lo t— forty-five
weeks a year, six nights a week, three sets, sometimes even four sets on
the weekend. You’re talking about getting the blade as sharp as can be.”
But of all the blades to w het— especially one bedecked with ponies
and kittens— why that song in particular?
M y f i r s t e n c o u n t e r with Coltrane’s late free jazz work came from
an unlikely source: the writings o f cult rock critic Lester Bangs. At the age
o f fourteen, I stumbled upon a copy of his collected writings— Psychotic
632
Reactions and Carburetor Dung— and proceeded to treat it as less an assem
blage o f essays and music reviews than a checklist of writers and albums I
was obliged to track down if I might ever break free from my Ohio sub
urbs. The Velvet Underground, William Burroughs, Iggy and the Stooges’
Metallic K.O. (a live album in which you can hear beer bottles shattering
against guitar strings), and even Baudelaire all first came tumbling my
way through the same careening chute of Bangs’s writing. His claim that
Van Morrison’s Astral Weeks was fueled by many lifetimes o f wisdom
lured me into transcribing the entirety o f the album’s lyrics in my algebra
notebook, and the visible bottom edge of an Undertones poster in his
author photograph led me, without having heard a note o f the band’s
music, to bike six miles to Spin More records in Kent on a quest to
cobble together their discography.
Sandwiched between articl.
M A R C H 2 0 1 5F O R W A R D ❚ E N G A G E D ❚ .docx
M A R C H 2 0 1 5
F O R W A R D ❚ E N G A G E D ❚ R E A D Y
A Cooperative Strategy for
21st Century Seapower
DRAFT/PRE-DECISIONAL - NOT FOR DISSEMINATION - 02 FEB
A COOPERATIVE STRATEGY FOR 21ST CENTURY SEAPOWER, MARCH 2015 [i]
America’s Sea Services—the U.S. Navy, Marine Corps, and Coast Guard—uniquely provide presence around the globe. During peacetime and times of conflict, across the full spectrum—from
supporting an ally with humanitarian assistance or disaster relief to
deterring or defeating an adversary in kinetic action—Sailors, Marines,
and Coast Guardsmen are deployed at sea and in far-flung posts to be
wherever we are needed, when we are needed. Coming from the sea, we
get there sooner, stay there longer, bring everything we need with us,
and we don’t have to ask anyone’s permission.
Our founders recognized the United States as a maritime nation and
the importance of maritime forces, including in our Constitution the re-
quirement that Congress “maintain a Navy.” In today’s dynamic security
environment, with multiple challenges from state and non-state actors
that are often fed by social disorder, political upheaval, and technological
advancements, that requirement is even more prescient.
The United States Navy, Marine Corps, and Coast Guard are our
Nation’s first line of defense, often far from our shores. As such, main-
taining America’s leadership role in the world requires our Nation’s Sea
Services to return to our maritime strategy on occasion and reassess
our approach to shifting relationships and global responsibilities. This
necessary review has affirmed our focus on providing presence around
the world in order to ensure stability, build on our relationships with allies
and partners, prevent wars, and provide our Nation’s leaders with options
in times of crisis. It has confirmed our continued commitment to main-
tain the combat power necessary to deter potential adversaries and to
fight and win when required.
Our responsibility to the American people dictates an efficient use of
our fiscal resources and an approach that adapts to the evolving security
environment. The adjustments made in this document do just that. Look-
ing at how we support our people, build the right platforms, power them
to achieve efficient global capability, and develop critical partnerships
will be central to its successful execution and to providing that unique
capability: presence.
PREFACE
[ii] Forward ✦ Engaged ✦ Ready
Seapower has been and will continue to be the critical foundation of
national power and prosperity and international prestige for the United
States of America. Our Sea Services will integrate with the rest of our
national efforts, and those of our friends and allies. This revision to A
Cooperative Strategy for 21st Century Seapower builds on the heritage
and complementary capabilities of the Navy-Marine Corps-Coast Guard
team to advan.
Lymphedema following breast cancer The importance of surgic.docx
Lymphedema following breast cancer: The importance of
surgical methods and obesity
Rebecca J. Tsai, PhDa,*, Leslie K. Dennis, PhDa,b, Charles F. Lynch, MD, PhDa, Linda G.
Snetselaar, RD, PhD, LDa, Gideon K.D. Zamba, PhDc, and Carol Scott-Conner, MD, PhD,
MBAd
aDepartment of Epidemiology, College of Public Health, University of Iowa, Iowa City, IA, USA.
bDivision of Epidemiology and Biostatistics, College of Public Health, University of Arizona,
Tucson, AZ, USA.
cDepartment of Biostatistics, College of Public Health, University of Iowa, Iowa City, IA, USA.
dDepartment of Surgery, College of Medicine, University of Iowa, Iowa City, IA, USA.
Abstract
Background: Breast cancer-related arm lymphedema is a serious complication that can
adversely affect quality of life. Identifying risk factors that contribute to the development of
lymphedema is vital for identifying avenues for prevention. The aim of this study was to examine
the association between the development of arm lymphedema and both treatment and personal
(e.g., obesity) risk factors.
Methods: Women diagnosed with breast cancer in Iowa during 2004 and followed through 2010,
who met eligibility criteria, were asked to complete a short computer assisted telephone interview
about chronic conditions, arm activities, demographics, and lymphedema status. Lymphedema was
characterized by a reported physician-diagnosis, a difference between arms in the circumference
(> 2cm), or the presence of multiple self-reported arm symptoms (at least two of five major arm
symptoms, and at least four total arm symptoms). Relative risks (RR) were estimated using
logistic regression.
Results: Arm lymphedema was identified in 102 of 522 participants (19.5%). Participants treated
by both axillary dissection and radiation therapy were more likely to have arm lymphedema than
treated by either alone. Women with advanced cancer stage, positive nodes, and larger tumors
along with a body mass index > 40 were also more likely to develop lymphedema. Arm activity
level was not associated with lymphedema.
*Correspondence and Reprints to: Rebecca Tsai, National Institute for Occupational Safety and Health, 4676 Columbia Parkway,
R-17, Cincinnati, OH 45226. [email protected] Phone: (513)841-4398. Fax: (513) 841-4489.
Authorship contribution
All authors contributed to the conception, design, drafting, revision, and the final review of this manuscript.
Competing interest
Conflicts of Interest and Source of Funding: This study was funded by the National Cancer Institute Grant Number: 5R03CA130031.
All authors do not declare any conflict of interest.
All authors do not declare any conflict of interest.
HHS Public Access
Author manuscript
Front Womens Health. Author manuscript; available in PMC 2018 December 14.
Published in final edited form as:
Front Womens Health. 2018 June ; 3(2): .
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Lukas Nelson and his wife Anne and their three daughters had been li.docx
Lukas Nelson and his wife Anne and their three daughters had been living in their house for over five years when they decided it was time to make some modest improvements. One area they both agreed needed an upgrade was the bath tub. Their current house had one standard shower bathtub combination. Lukas was 6 feet four, and could barely squeeze into it. In fact, he had taken only one bath since they moved in. He and Anne both missed soaking in the older, deep bath tubs they enjoyed when they lived back East.
(Rest of case not shown due to length.)
What factors and forces contributed to scope creep in this case?
Is this an example of good or bad scope creep? Explain.
How could scope creep been better managed by the Nelson
.
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