1
4
MEMORANDUM
TO: “CEO Smith” [email protected]
From:
Date:
Subject: Performance Appraisal Issues
Cc:
After reviewing Susan’s notes and researching the status on the various projects you have requested updates on, I have put together a proposal for three separate performance appraisal systems that apply to Megan Pearce as well as the organization as a whole. After careful consideration of Susan’s notes, it is clear that Megan is not completing projects as assigned. She is delinquent in the completion of employee training as well as the implementation of employee development programs. She has also shown a lack of motivation in recent history and has been known to use company time to conduct personal business.
Management by Objectives:
Management by Objectives (MBO) is an approach that allows employees and managers to set attainable goals together for an agreed upon review period (Ivorschi, 2012). This approach focuses on the bulk of involvement by both managers and subordinates to ensure everyone is in line with Blossoms Up! objectives. A large part of this approach involves setting clear goals outcomes with specific deadlines and relying on these measures to assess at what level these goals have been met (Gomez-Mejia, Balkin, & Cardy, 2016). In Megan’s case, we would meet to set smaller goals for the projects she is delinquent on to ensure she can complete these projects. Due to Megan’s delinquency in her performance, it would not be advisable to offer direct rewards or incentives for her progress at this time. Instead, it would be important to indicate to Megan that her completion of these goals will ensure she is not placed on further disciplinary action.
Self-review:
Self-review is an approach that allows employees to have input on the appraisal process. Self-review is an important assessment as it allows the performer to take an active role in the evaluation process, which can engage the employee in his or her performance management. This approach would be a good way for Megan to appraise herself and look at how she is performing and ideally become re-engaged and have a renewed sense of motivation (Kromrei, 2015). It is my opinion that while Megan could benefit from self-appraisal, this should not be the only performance appraisal method used. This method can have a large bias, as performers tend to be overconfident in personal abilities, resulting in an inaccurate self-assessment.
360-degree Feedback:
360-degree feedback refers to the appraisal of an employee by means of self-review, peer review, and subordinate review. This appraisal system can ensure an accurate measure of performance by offering perspectives from multiple individuals in the organization, rather than relying solely on the appraisal of the employee or a supervisor. One concern with this system is that Megan is pregnant which can result in rater bias either consciously or unconsciously (Gomez-Mejia, Balkin, & Cardy, 2016). In this case, it is possible .
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
This document discusses decision making strategies and change management models. It begins by defining decision making and describing different types of decisions. It then explains Lewin's three-stage model of planned change - unfreezing, changing, and refreezing. During the unfreezing stage, leadership communicates the plan for change, develops a sense of urgency, builds a coalition, and allows employee participation. In the changing stage, the organization implements changes. In the refreezing stage, leadership publicizes success, rewards adoption of change, and embraces continuous change to reinforce it in the organizational culture.
Decision Making Strategies Standards as Related to Change_Magbatoc.pptxRichardMagbatoc1
This document provides an overview of decision making strategies and change management models. It defines decision making and describes different types of decisions. It explains Lewin's three-stage model of planned change which includes unfreezing, changing, and refreezing. It also differentiates between business process re-engineering, technological change, and incremental change. Finally, it identifies internal and external pressures that drive organizations to adapt and evolve.
1
5
Innovation/Entrepreneurial Change Annotated Bibliography
Innovation/Entrepreneurial Change Annotated Bibliography
Baumgartner, J. (2013). Innovation Management. Retrieved from http://www.innovationmanagement.se/imtool-articles/the-basics-of-creative-problem-solving-cps/
This article discusses creative problem solving plus its procedure. This article states that creative problem is not just brainstorming in which a lot of people associate it with. J. Baumgartner states that creative problem solving is a simple procedure that breaks down the problem to really undersupplies it plus involves generating ideas to find a solution. There stand seven steps involved in this procedure: Clarify plus identify the problem (this is the most important step as it finds the real problem or goal), research the problem (this helps to get a better underutilizing), formulate creative challenges (this is a simple question that will encourage suggestions), generate ideas (brainstorming), combine plus evaluate the ideas (choose ideas that meet the criteria), draw up an action plan (use simple steps), do it! (implement the ideas). The end of this article states that if organizations fail to use the creative problem solving than the systems plus techniques normally fail.
Brpluss, R.F. (2017). Chief Executive. Retrieved from http://chiefexecutive.net/the-key-to-successful-innovation-is-proper-execution/
This article reviews how plus why proper execution is the key to successful innovation. The author explains how execution plus structure a culture of sustainable innovation is critical. Execution can be broken down into three parts comprised of big ideas, people, plus procedure. The big ideas portion consists mainly of promoting innovation, structure the proper culture, plus removing any barriers. The people portion is important because people related issues stand generally barriers to execution. A critical part of implementing innovation is acquiring plus keeping the right people. The proper people will help ensure all employees stand engaged plus contribute to innovation. Procedure is broken down into generating ideas, screening, testing, analysis, beta tests, product expansion technicalities, commercialization, plus post-launch review. The purpose of procedure is to make sure outcomes stand attained, plus the procedure is repeatable from beginning to end.
Dess, Gregory, Alan Eisner, G.T. Lumpkin, Gerry McNamara. Strategic Management: Creating Competitive Advantages, 7th Edition. McGraw-Hill Learning
Solution
s, 09/2013. Vital Book file.
This textbook discusses strategic management plus the competitive advantage. Chapter nine of this text discusses different tactics for motivating with rewards plus incentives plus how to measure it. It discusses what stand reward systems, the latent downside, creating effective reward plus incentive packages, plus setting up boundaries plus constraints. It also discusses reward systems as a way of organizational c ...
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
This document discusses decision making strategies and change management models. It begins by defining decision making and describing different types of decisions. It then explains Lewin's three-stage model of planned change - unfreezing, changing, and refreezing. During the unfreezing stage, leadership communicates the plan for change, develops a sense of urgency, builds a coalition, and allows employee participation. In the changing stage, the organization implements changes. In the refreezing stage, leadership publicizes success, rewards adoption of change, and embraces continuous change to reinforce it in the organizational culture.
Decision Making Strategies Standards as Related to Change_Magbatoc.pptxRichardMagbatoc1
This document provides an overview of decision making strategies and change management models. It defines decision making and describes different types of decisions. It explains Lewin's three-stage model of planned change which includes unfreezing, changing, and refreezing. It also differentiates between business process re-engineering, technological change, and incremental change. Finally, it identifies internal and external pressures that drive organizations to adapt and evolve.
1
5
Innovation/Entrepreneurial Change Annotated Bibliography
Innovation/Entrepreneurial Change Annotated Bibliography
Baumgartner, J. (2013). Innovation Management. Retrieved from http://www.innovationmanagement.se/imtool-articles/the-basics-of-creative-problem-solving-cps/
This article discusses creative problem solving plus its procedure. This article states that creative problem is not just brainstorming in which a lot of people associate it with. J. Baumgartner states that creative problem solving is a simple procedure that breaks down the problem to really undersupplies it plus involves generating ideas to find a solution. There stand seven steps involved in this procedure: Clarify plus identify the problem (this is the most important step as it finds the real problem or goal), research the problem (this helps to get a better underutilizing), formulate creative challenges (this is a simple question that will encourage suggestions), generate ideas (brainstorming), combine plus evaluate the ideas (choose ideas that meet the criteria), draw up an action plan (use simple steps), do it! (implement the ideas). The end of this article states that if organizations fail to use the creative problem solving than the systems plus techniques normally fail.
Brpluss, R.F. (2017). Chief Executive. Retrieved from http://chiefexecutive.net/the-key-to-successful-innovation-is-proper-execution/
This article reviews how plus why proper execution is the key to successful innovation. The author explains how execution plus structure a culture of sustainable innovation is critical. Execution can be broken down into three parts comprised of big ideas, people, plus procedure. The big ideas portion consists mainly of promoting innovation, structure the proper culture, plus removing any barriers. The people portion is important because people related issues stand generally barriers to execution. A critical part of implementing innovation is acquiring plus keeping the right people. The proper people will help ensure all employees stand engaged plus contribute to innovation. Procedure is broken down into generating ideas, screening, testing, analysis, beta tests, product expansion technicalities, commercialization, plus post-launch review. The purpose of procedure is to make sure outcomes stand attained, plus the procedure is repeatable from beginning to end.
Dess, Gregory, Alan Eisner, G.T. Lumpkin, Gerry McNamara. Strategic Management: Creating Competitive Advantages, 7th Edition. McGraw-Hill Learning
Solution
s, 09/2013. Vital Book file.
This textbook discusses strategic management plus the competitive advantage. Chapter nine of this text discusses different tactics for motivating with rewards plus incentives plus how to measure it. It discusses what stand reward systems, the latent downside, creating effective reward plus incentive packages, plus setting up boundaries plus constraints. It also discusses reward systems as a way of organizational c ...
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
1. External factors - The state of the economy, unemployment rate, labor market conditions, and other macroeconomic trends impact the availability and quality of candidates for open positions. Strong economies with low unemployment provide fewer candidates.
2. Internal factors - Organizational culture, compensation and benefits offered, reputation as an employer, career advancement opportunities, and work environment all influence a company's ability to attract talent. Positive internal factors make recruitment easier.
3. Job requirements - The skills, experience, education, and other qualifications required for a role impact the size of the potential candidate pool. Very specialized or unique roles may have a smaller pool.
This document provides an overview of organizational development (OD). It defines OD and discusses its goals, processes, strategies and interventions. The key points are:
OD aims to improve organizational effectiveness and individual well-being through a systematic, planned approach using behavioral science. It involves diagnosing issues, collecting data, providing feedback, planning and implementing interventions. Common interventions discussed include team building, process consultation, surveys and training.
The document also examines organizational change, covering definitions, types of change (planned, unplanned, fundamental, operational etc.), models of change including Lewin's force field analysis, and sources of resistance to change. It notes change can be internal or externally driven, and change management seeks to help organizations adapt
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
The document discusses the action research model, which is a cyclical process used for planned organizational change. It involves preliminary diagnosis, gathering data from clients, feedback, exploration of data, action planning by clients, implementation of actions, and evaluation of results. The model fosters organizational learning, collaboration, and viewing the organization as a whole system. It helps improve performance, align actions with strategy, develop leadership, and reshape organizational culture.
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
This document discusses organizational decision making and provides several key points:
1. Organizational decision making is a social process involving conflict, coalition building, and mistakes rather than purely rational analysis. Intuition and past experiences often guide choices more than logic.
2. Decisions are not made by individuals alone but through discussions between people with different goals and priorities. Consensus must be built on what problems to address.
3. The greatest conflict occurs when problems are disagreed upon. Time should be spent building coalitions to identify problems before solutions can be implemented.
4. Decision processes may seem random as problems, ideas, decisions, and people flow through organizations and mix in various ways, gradually leading the
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
Performance execution involves training, coaching, motivation, counseling, feedback, and alignment. Training involves assessing needs, developing a policy, and gaining support to increase productivity, achieve goals, and invest in employees. Coaching provides functions like guidance and development. Motivation techniques include setting goals, rewarding success, and contests to improve performance. Counseling creates satisfaction, improves performance, and aids personal development. Feedback is a dialogue that identifies strengths, areas for improvement, and goals. Alignment ensures understanding and ownership of vision, values, and strategy to unite cultures.
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
Organizational development (OD) aims to expand knowledge and effectiveness for organizational change and performance. The key concepts of OD theory are organizational climate, culture, and strategy. Organizational climate refers to a company's unique personality while culture comprises shared assumptions, values, and beliefs. Organizational strategy involves long-term goals and a strategic plan. The process of OD involves diagnosis, action planning, intervention, and evaluation.
Organisational development techniques & applicationsKrishna Kanth
This document discusses organizational development techniques and their applications. It defines organizational development as a planned, organization-wide process to improve communication, problem-solving, and learning through behavioral science. Some key organizational development techniques mentioned include diagnostic activities, team building, survey feedback, education, and coaching/counseling. Diagnostic activities assess characteristics of the organization through surveys and interviews. Team building enhances group effectiveness. Survey feedback measures employee perceptions. Education focuses on sensitivity skills. Coaching/counseling provides non-evaluative feedback to help employees develop. The document also discusses when an organization is ready for development and some potential applications of organizational development.
The document discusses corporate culture and its impact on organizational performance. It defines corporate culture as the amalgamation of values, vision, mission, and day-to-day communication and interactions that create the atmosphere for how people work. Research shows corporate culture is the most important factor for driving innovation. An effective culture stems from understanding individuals and leadership relating goals in a way employees can internalize. It also requires promoting diverse thinking and shared knowledge to create collaborative cohesion that propels culture positively. Maintaining culture requires reinforcement at all employee lifecycle stages from hiring to retention.
The objectives of job evaluation are to:
- Establish sound salary differentials between jobs requiring different skills
- Identify and eliminate salary inequities
- Establish a foundation for variable pay like incentives and bonuses
- Maintain consistent career growth guidelines
- Create a method of job classification for union negotiations
- Collect job facts for tasks, employee selection, promotion, and work simplification
There are quantitative and non-quantitative methods for conducting job evaluation scientifically, such as ranking systems, point systems, and factor comparison systems.
The objectives of job evaluation are to:
1. Establish sound salary differentials between jobs requiring different skills.
2. Identify and eliminate salary inequities.
3. Establish a foundation for variable pay like incentives and bonuses.
4. Maintain consistent policies for employee career growth and development.
5. Create a method of job classification for managing major wage issues in union negotiations.
What Are Organization Development Interventions, Why Do They Matter, And How ...Saumya876452
Our goal is to present a basic understanding of organizational development, what it entails, and some examples of common OD interventions and how it operates.
INNOVATION ARCHITECTURE 1
Innovation Architecture
Ronna Coffman
Grand Canyon University: ENT-435
April 21st, 2017
Innovation is much more than just design thinking workshops. In fact, innovation is a challenging undertaking. For the success of an organization it requires repeatable and rigorous system of innovation. Creativity and ideas are essential ingredients of innovation. The seeds of innovation are provided by individuals, but innovation is a team effort that turns ideas into reality and delivers tangible outcomes. (Elliott, 2014)
Companies today face a harsh ultimatum: Innovate or die. Senior executives repeatedly tell to their employees that failing to innovate would create a critical risk to their enterprise’s growth, even its survival. Organizations rate themselves lowest on one aspect of innovation i.e. the ability to implement a “system of innovation” – a defined, consistent and effective innovation process. (France, Mott, & Wagner, 2014)
Innovation involves the introduction of something new, particularly something radically different. The something new could be products and services, product/service delivery, business designs, business processes, or new ways of managing.
Business Innovation can be differentiated from other types of initiative such as efficiency, continuous improvement, transformation, optimization etc. by its purpose. The purpose of business innovation is to create new future value for the organization. Innovation is strongly connected to strategy since the focus of strategy is to consider the constantly changing context and envision the future to define the best competitive position to achieve future goals.
The greatest challenge faced in building innovation architecture is that leaders are not able to create a climate for innovation in an organization. The employees are not recognized and rewarded for the innovative work they carry out. The organizations should look after the employees as they play an important role in bringing out innovation.
Innovation in an organization is everyone’s responsibility, but employees can’t innovate unless their leaders empower them to do so in an environment that values and rewards their contributions. The leaders should create a climate that helps the employees to innovate and even they are allocated accountability for a particular idea. Company can create a center of innovation expertise in corporate headquarters or diversifies ownership of innovation across business units depending on company’s market focus and on its organizational structure.
For bringing out innovation the employees must be involved, motivated and engaged with the leaders. If they do the same things each day, they’re not going to get inspired by new things. To get more than ideas for continuous improvement, people’s minds should be flooded with a lot of new information – and this is where Design Thinking can play a great role.
Building innovation architecture:
Successful innovators .
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
1 Network Analysis and Design This assignment is.docxoswald1horne84988
1
Network Analysis and Design
This assignment is worth 30%.
Deadline: Mon, Week 12
Part A: HQ LAN Upgrade (35%)
Background:
ABC is a big company in the US. ABC has employed you as the IT officer of the company.
Your job is to analyse the performance of the HQ LAN, suggest changes to improve the
network performance and provide a report to your boss.
Settings:
Run all simulations for 30 minutes to simulate a working day.
The graphs should be time averaged
Duplicate scenario for each possible setup
Tasks:
1. Analyse the current performance of the HQ LAN for each level and comment on it.
You are required to show all relevant graphs. The graphs for each level can be
overlaid. (10%)
2. Some staffs are unhappy about the speed of the network. Anything that takes more
than 1 second is not desirable. You have decided to try the following to improve the
network performance. Show the relevant graphs and comment on the results: (5%)
a. Increase the link speeds of
i. HQ_Router1 to HQ_Router3 from 1 Gbps to 10 Gbps and
ii. HQ_Router2 to HQ_Router3 from 1 Gbps to 10 Gbps
b. Increase the LANs for level 1, 2 and 3 from 100 Mbps to 1 Gbps
c. Try out 1 other way that meets the requirement.
3. After meeting the requirement, the company has decided to purchase an Ethernet
Server and placed it in the HQ LAN. (10%)
a. Rename it to HQ Server
b. Use a 1Gbps link
c. Set Application: Supported Services to All
d. Set statistics to view the following:
i. Server DB Task Processing Time (Heavy)
ii. Server Email Task Processing Time (Heavy)
iii. Server HTTP Task Processing Time (Heavy)
iv. Server Performance Task Processing Time
e. Show the performance of the HQ Server with the required graphs and
comment on the results
f. Justify the location of the server
g. State at least 3 security measures you will take to protect the HQ LAN from
malicious attacks
4. What would you do so that all the 4 statistics of the HQ server are less than 0.025 s?
Show all relevant graphs. (3 marks)
2
5. Prepare a report and state the additional amount of money that is needed for the
changes you have made to meet the additional requirements. Refer to the given price
list in the Appendix. (7%)
a. Your report should include a content page, a summary of the addressed issues,
objectives, budgeting, proposed solutions and conclusion.
Part B: Network Design (65%)
Background:
Due to your excellent work in the analysis of the HQ LAN, you are now assigned the new
task of designing the LAN for one of ABC’s client, XYZ. The company XYZ is made up of 4
sections and the number of people in each section is as shown below.
1. Research – 20
2. Technical – 10
3. Guests – 4
4. Executives – 2
Set up the following staff profile:
1. Research: file transfer (light), web browsing (heavy) and file print (light)
2. Technical: Database Access (heavy), telnet (heavy) and email (light)
3. Guests: Em.
1 Name _____________________________ MTH129 Fall .docxoswald1horne84988
1
Name: _____________________________
MTH129 Fall 2018 - FINAL EXAM A
Show all work neatly on paper provided. Label all work. Place final answers on the answer sheet.
PART I: Omit 1 complete question. Place an “X” on the problems & answer space you are omitting.
1. Find the inverse of the following functions:
a. 𝑓(𝑥) = 2𝑥 − 3
b. 𝑓(𝑥) =
3𝑥 +1
𝑥−2
2. If 𝑓(𝑥) = 𝑥 2 − 2𝑥 + 3 and 𝑔(𝑥) = −3𝑥 + 4, find the following:
a. (𝑓°𝑔)(𝑥) b. (𝑓°𝑔)(2)
3. Find the domain for the following expression:
a) √𝑥 + 5 𝑏) 7𝑥 2 + 3𝑥 − 1 𝑐)
𝑥 2+4
𝑥 2−9
4. Find the radian measures of the angles with the given degree measures.
a) 81°
Find the degree measures of the angles with the given radian measures.
b)
13𝜋
6
5. Solve the following equations:
a) (5t) = 20
b) 6000 = 40(15)t
6. Expand the following logarithmic expressions:
a. log(𝐴𝐵2 )
b. ln(
4
√3
)
7. Describe how the graph of each function can be obtained from the graph f
a. 𝑦 = 𝑓(𝑥) − 8
b. 𝑦 = 𝑓(𝑥 + 4) − 5
8. A real number t is given 𝑡 =
2𝜋
3
a. Find the reference number for t.
b. Find the terminal point P(x,y) on the unit circle determined by t
c. The unit circle is centered at __________________ and has a radius of _________________
PART II: Omit 1 complete question. Place an “X” on the problems & answer space you are omitting.
2
1. A sum of $7,000 is invested at an interest rate of 4
1
2
% per year, compounding monthly. (round all answers to
the nearest cent)
a. Find the amount of the investment after 2
1
2
years.
b. How long will it take for the investment to amount to $12,000?
c. Using the information in part (a), find the amount of the investment if compounded quarterly.
2. When a company charges price p dollars for one of its products, its revenue is given by
𝑅 = 𝑓(𝑝) = 500𝑝(30 − 𝑝)
a. Create a quadratic function for price with respect to revenue.
b. What price should they charge in order to maximize their revenue?
c. What is the maximum revenue?
d. What would be the revenue if the price was set at $10?
e. Sketch a rough graph – indicate the intercepts and the maximum coordinates.
3. The charges for a taxi ride are an initial charge of $2.50 and $0.85 for each mile driven.
a. Write a function for the charge of a taxi ride as a linear function of the distance traveled.
b. What is the cost of a 12 mile trip?
c. Find the equation of a line that passes through the following points: (1,-2) , (2,5) Express in 𝑦 =
𝑚𝑥 + 𝑏 form
d. Graph part ( c )
4. a. Divide the following polynomial and factor completely.
𝑃(𝑥) = 3𝑥 4 − 9𝑥 3 − 2𝑥 2 + 5𝑥 + 3; 𝑐 = 3
b. Given polynomial−𝑥 2 + 5𝑥 − 6, state the end behavior of its graph.
c. Using the polynomial on part ( c ), would this g
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Similar to 1 4MEMORANDUMTO CEO Smith” [email protected]From.docx
1. External factors - The state of the economy, unemployment rate, labor market conditions, and other macroeconomic trends impact the availability and quality of candidates for open positions. Strong economies with low unemployment provide fewer candidates.
2. Internal factors - Organizational culture, compensation and benefits offered, reputation as an employer, career advancement opportunities, and work environment all influence a company's ability to attract talent. Positive internal factors make recruitment easier.
3. Job requirements - The skills, experience, education, and other qualifications required for a role impact the size of the potential candidate pool. Very specialized or unique roles may have a smaller pool.
This document provides an overview of organizational development (OD). It defines OD and discusses its goals, processes, strategies and interventions. The key points are:
OD aims to improve organizational effectiveness and individual well-being through a systematic, planned approach using behavioral science. It involves diagnosing issues, collecting data, providing feedback, planning and implementing interventions. Common interventions discussed include team building, process consultation, surveys and training.
The document also examines organizational change, covering definitions, types of change (planned, unplanned, fundamental, operational etc.), models of change including Lewin's force field analysis, and sources of resistance to change. It notes change can be internal or externally driven, and change management seeks to help organizations adapt
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
The document discusses the action research model, which is a cyclical process used for planned organizational change. It involves preliminary diagnosis, gathering data from clients, feedback, exploration of data, action planning by clients, implementation of actions, and evaluation of results. The model fosters organizational learning, collaboration, and viewing the organization as a whole system. It helps improve performance, align actions with strategy, develop leadership, and reshape organizational culture.
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
This document discusses organizational decision making and provides several key points:
1. Organizational decision making is a social process involving conflict, coalition building, and mistakes rather than purely rational analysis. Intuition and past experiences often guide choices more than logic.
2. Decisions are not made by individuals alone but through discussions between people with different goals and priorities. Consensus must be built on what problems to address.
3. The greatest conflict occurs when problems are disagreed upon. Time should be spent building coalitions to identify problems before solutions can be implemented.
4. Decision processes may seem random as problems, ideas, decisions, and people flow through organizations and mix in various ways, gradually leading the
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
Performance execution involves training, coaching, motivation, counseling, feedback, and alignment. Training involves assessing needs, developing a policy, and gaining support to increase productivity, achieve goals, and invest in employees. Coaching provides functions like guidance and development. Motivation techniques include setting goals, rewarding success, and contests to improve performance. Counseling creates satisfaction, improves performance, and aids personal development. Feedback is a dialogue that identifies strengths, areas for improvement, and goals. Alignment ensures understanding and ownership of vision, values, and strategy to unite cultures.
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
Organizational development (OD) aims to expand knowledge and effectiveness for organizational change and performance. The key concepts of OD theory are organizational climate, culture, and strategy. Organizational climate refers to a company's unique personality while culture comprises shared assumptions, values, and beliefs. Organizational strategy involves long-term goals and a strategic plan. The process of OD involves diagnosis, action planning, intervention, and evaluation.
Organisational development techniques & applicationsKrishna Kanth
This document discusses organizational development techniques and their applications. It defines organizational development as a planned, organization-wide process to improve communication, problem-solving, and learning through behavioral science. Some key organizational development techniques mentioned include diagnostic activities, team building, survey feedback, education, and coaching/counseling. Diagnostic activities assess characteristics of the organization through surveys and interviews. Team building enhances group effectiveness. Survey feedback measures employee perceptions. Education focuses on sensitivity skills. Coaching/counseling provides non-evaluative feedback to help employees develop. The document also discusses when an organization is ready for development and some potential applications of organizational development.
The document discusses corporate culture and its impact on organizational performance. It defines corporate culture as the amalgamation of values, vision, mission, and day-to-day communication and interactions that create the atmosphere for how people work. Research shows corporate culture is the most important factor for driving innovation. An effective culture stems from understanding individuals and leadership relating goals in a way employees can internalize. It also requires promoting diverse thinking and shared knowledge to create collaborative cohesion that propels culture positively. Maintaining culture requires reinforcement at all employee lifecycle stages from hiring to retention.
The objectives of job evaluation are to:
- Establish sound salary differentials between jobs requiring different skills
- Identify and eliminate salary inequities
- Establish a foundation for variable pay like incentives and bonuses
- Maintain consistent career growth guidelines
- Create a method of job classification for union negotiations
- Collect job facts for tasks, employee selection, promotion, and work simplification
There are quantitative and non-quantitative methods for conducting job evaluation scientifically, such as ranking systems, point systems, and factor comparison systems.
The objectives of job evaluation are to:
1. Establish sound salary differentials between jobs requiring different skills.
2. Identify and eliminate salary inequities.
3. Establish a foundation for variable pay like incentives and bonuses.
4. Maintain consistent policies for employee career growth and development.
5. Create a method of job classification for managing major wage issues in union negotiations.
What Are Organization Development Interventions, Why Do They Matter, And How ...Saumya876452
Our goal is to present a basic understanding of organizational development, what it entails, and some examples of common OD interventions and how it operates.
INNOVATION ARCHITECTURE 1
Innovation Architecture
Ronna Coffman
Grand Canyon University: ENT-435
April 21st, 2017
Innovation is much more than just design thinking workshops. In fact, innovation is a challenging undertaking. For the success of an organization it requires repeatable and rigorous system of innovation. Creativity and ideas are essential ingredients of innovation. The seeds of innovation are provided by individuals, but innovation is a team effort that turns ideas into reality and delivers tangible outcomes. (Elliott, 2014)
Companies today face a harsh ultimatum: Innovate or die. Senior executives repeatedly tell to their employees that failing to innovate would create a critical risk to their enterprise’s growth, even its survival. Organizations rate themselves lowest on one aspect of innovation i.e. the ability to implement a “system of innovation” – a defined, consistent and effective innovation process. (France, Mott, & Wagner, 2014)
Innovation involves the introduction of something new, particularly something radically different. The something new could be products and services, product/service delivery, business designs, business processes, or new ways of managing.
Business Innovation can be differentiated from other types of initiative such as efficiency, continuous improvement, transformation, optimization etc. by its purpose. The purpose of business innovation is to create new future value for the organization. Innovation is strongly connected to strategy since the focus of strategy is to consider the constantly changing context and envision the future to define the best competitive position to achieve future goals.
The greatest challenge faced in building innovation architecture is that leaders are not able to create a climate for innovation in an organization. The employees are not recognized and rewarded for the innovative work they carry out. The organizations should look after the employees as they play an important role in bringing out innovation.
Innovation in an organization is everyone’s responsibility, but employees can’t innovate unless their leaders empower them to do so in an environment that values and rewards their contributions. The leaders should create a climate that helps the employees to innovate and even they are allocated accountability for a particular idea. Company can create a center of innovation expertise in corporate headquarters or diversifies ownership of innovation across business units depending on company’s market focus and on its organizational structure.
For bringing out innovation the employees must be involved, motivated and engaged with the leaders. If they do the same things each day, they’re not going to get inspired by new things. To get more than ideas for continuous improvement, people’s minds should be flooded with a lot of new information – and this is where Design Thinking can play a great role.
Building innovation architecture:
Successful innovators .
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Similar to 1 4MEMORANDUMTO CEO Smith” [email protected]From.docx (20)
1 Network Analysis and Design This assignment is.docxoswald1horne84988
1
Network Analysis and Design
This assignment is worth 30%.
Deadline: Mon, Week 12
Part A: HQ LAN Upgrade (35%)
Background:
ABC is a big company in the US. ABC has employed you as the IT officer of the company.
Your job is to analyse the performance of the HQ LAN, suggest changes to improve the
network performance and provide a report to your boss.
Settings:
Run all simulations for 30 minutes to simulate a working day.
The graphs should be time averaged
Duplicate scenario for each possible setup
Tasks:
1. Analyse the current performance of the HQ LAN for each level and comment on it.
You are required to show all relevant graphs. The graphs for each level can be
overlaid. (10%)
2. Some staffs are unhappy about the speed of the network. Anything that takes more
than 1 second is not desirable. You have decided to try the following to improve the
network performance. Show the relevant graphs and comment on the results: (5%)
a. Increase the link speeds of
i. HQ_Router1 to HQ_Router3 from 1 Gbps to 10 Gbps and
ii. HQ_Router2 to HQ_Router3 from 1 Gbps to 10 Gbps
b. Increase the LANs for level 1, 2 and 3 from 100 Mbps to 1 Gbps
c. Try out 1 other way that meets the requirement.
3. After meeting the requirement, the company has decided to purchase an Ethernet
Server and placed it in the HQ LAN. (10%)
a. Rename it to HQ Server
b. Use a 1Gbps link
c. Set Application: Supported Services to All
d. Set statistics to view the following:
i. Server DB Task Processing Time (Heavy)
ii. Server Email Task Processing Time (Heavy)
iii. Server HTTP Task Processing Time (Heavy)
iv. Server Performance Task Processing Time
e. Show the performance of the HQ Server with the required graphs and
comment on the results
f. Justify the location of the server
g. State at least 3 security measures you will take to protect the HQ LAN from
malicious attacks
4. What would you do so that all the 4 statistics of the HQ server are less than 0.025 s?
Show all relevant graphs. (3 marks)
2
5. Prepare a report and state the additional amount of money that is needed for the
changes you have made to meet the additional requirements. Refer to the given price
list in the Appendix. (7%)
a. Your report should include a content page, a summary of the addressed issues,
objectives, budgeting, proposed solutions and conclusion.
Part B: Network Design (65%)
Background:
Due to your excellent work in the analysis of the HQ LAN, you are now assigned the new
task of designing the LAN for one of ABC’s client, XYZ. The company XYZ is made up of 4
sections and the number of people in each section is as shown below.
1. Research – 20
2. Technical – 10
3. Guests – 4
4. Executives – 2
Set up the following staff profile:
1. Research: file transfer (light), web browsing (heavy) and file print (light)
2. Technical: Database Access (heavy), telnet (heavy) and email (light)
3. Guests: Em.
1 Name _____________________________ MTH129 Fall .docxoswald1horne84988
1
Name: _____________________________
MTH129 Fall 2018 - FINAL EXAM A
Show all work neatly on paper provided. Label all work. Place final answers on the answer sheet.
PART I: Omit 1 complete question. Place an “X” on the problems & answer space you are omitting.
1. Find the inverse of the following functions:
a. 𝑓(𝑥) = 2𝑥 − 3
b. 𝑓(𝑥) =
3𝑥 +1
𝑥−2
2. If 𝑓(𝑥) = 𝑥 2 − 2𝑥 + 3 and 𝑔(𝑥) = −3𝑥 + 4, find the following:
a. (𝑓°𝑔)(𝑥) b. (𝑓°𝑔)(2)
3. Find the domain for the following expression:
a) √𝑥 + 5 𝑏) 7𝑥 2 + 3𝑥 − 1 𝑐)
𝑥 2+4
𝑥 2−9
4. Find the radian measures of the angles with the given degree measures.
a) 81°
Find the degree measures of the angles with the given radian measures.
b)
13𝜋
6
5. Solve the following equations:
a) (5t) = 20
b) 6000 = 40(15)t
6. Expand the following logarithmic expressions:
a. log(𝐴𝐵2 )
b. ln(
4
√3
)
7. Describe how the graph of each function can be obtained from the graph f
a. 𝑦 = 𝑓(𝑥) − 8
b. 𝑦 = 𝑓(𝑥 + 4) − 5
8. A real number t is given 𝑡 =
2𝜋
3
a. Find the reference number for t.
b. Find the terminal point P(x,y) on the unit circle determined by t
c. The unit circle is centered at __________________ and has a radius of _________________
PART II: Omit 1 complete question. Place an “X” on the problems & answer space you are omitting.
2
1. A sum of $7,000 is invested at an interest rate of 4
1
2
% per year, compounding monthly. (round all answers to
the nearest cent)
a. Find the amount of the investment after 2
1
2
years.
b. How long will it take for the investment to amount to $12,000?
c. Using the information in part (a), find the amount of the investment if compounded quarterly.
2. When a company charges price p dollars for one of its products, its revenue is given by
𝑅 = 𝑓(𝑝) = 500𝑝(30 − 𝑝)
a. Create a quadratic function for price with respect to revenue.
b. What price should they charge in order to maximize their revenue?
c. What is the maximum revenue?
d. What would be the revenue if the price was set at $10?
e. Sketch a rough graph – indicate the intercepts and the maximum coordinates.
3. The charges for a taxi ride are an initial charge of $2.50 and $0.85 for each mile driven.
a. Write a function for the charge of a taxi ride as a linear function of the distance traveled.
b. What is the cost of a 12 mile trip?
c. Find the equation of a line that passes through the following points: (1,-2) , (2,5) Express in 𝑦 =
𝑚𝑥 + 𝑏 form
d. Graph part ( c )
4. a. Divide the following polynomial and factor completely.
𝑃(𝑥) = 3𝑥 4 − 9𝑥 3 − 2𝑥 2 + 5𝑥 + 3; 𝑐 = 3
b. Given polynomial−𝑥 2 + 5𝑥 − 6, state the end behavior of its graph.
c. Using the polynomial on part ( c ), would this g
1 Lab 8 -Ballistic Pendulum Since you will be desig.docxoswald1horne84988
1
Lab 8 -Ballistic Pendulum
Since you will be designing your own procedure you will have two
class periods to take the required data.
The goal of this lab is to measure the speed of a ball that is fired
from a projectile launcher using two different methods. The
Projectile launcher has three different settings, “Short Range,”
“Medium Range” and “Long Range,” however you will only need to
determine the speed for any ONE of these Range settings.
Method 1 involves firing the ball directly into the “Ballistic
Pendulum” shown below in Figure 2 for which limited instructions will be provided. Method 2
is entirely up to your group. While you have significant freedom to design your own procedure,
you will need to worry about the random and systematic uncertainties you are introducing
based on your procedure. This manual will provide a few hints to help reduce a few of those
uncertainties.
The ballistic pendulum pictured in Figure 2 is important canonical problem students study to
explore the conservation of momentum and energy. The ball is fired by the projectile launcher
into a “perfectly inelastic collision” with the pendulum. The pendulum then swings to some
maximum angle which is measured by an Angle Indicator.
Caution: The pendulum has a plastic hinge and Angle Indicator which are both fragile. Be
gentle.
Study the ballistic pendulum carefully. Before we begin, here are a few things to consider and
be aware of in Figure 2:
Projectile launcher
Angle indicator (curved
black bar)
Clamp
Pendulum (can be removed
for measurements)
Figure 2: Ballistic Pendulum
Plumb bob
Firing string
Release
point
Figure 1: Projectile Launcher
Bolt for removing pendulum
2
A. Clamping the ballistic pendulum to the table will reduce random uncertainties in the
speed with which the projectile launcher releases the ball. Similarly, you should check
that the various bolts are snug and that the ball is always fully inside the launcher (not
rolling around inside the barrel of launcher).
B. If the lab bench is not perfectly horizontal the plumb bob and angle indicator will not
read zero degrees before you begin your experiment. You should fix AND/OR account
for these discrepancies.
C. In Figure 3 you will notice a tiny gap between the launcher and the pendulum. This
important gap prevents the launcher from contacting the pendulum directly as the ball
is fired. Without this gap an unknown amount of momentum is transferred from the
launcher directly to the pendulum (in addition to the momentum transferred by the
ball) significantly complicating our experiment.
Figure 3: Important gap between Launcher and Pendulum
Equipment
1 Ballistic Pendulum (shown in Figure 2)
A bag with three balls
1 loading rod
1 Clamp
1 triple beam balance scale
Safety goggles for each group member
Any equipment found in your equipment drawer.
Reasonable equipment reque.
1 I Samuel 8-10 Israel Asks for a King 8 When S.docxoswald1horne84988
1
I Samuel 8-10
Israel Asks for a King
8 When Samuel grew old, he appointed his sons as Israel’s leaders.[a]2 The
name of his firstborn was Joel and the name of his second was Abijah, and
they served at Beersheba. 3 But his sons did not follow his ways. They turned
aside after dishonest gain and accepted bribes and perverted justice.
4 So all the elders of Israel gathered together and came to Samuel at
Ramah. 5 They said to him, “You are old, and your sons do not follow your
ways; now appoint a king to lead[b] us, such as all the other nationshave.”
6 But when they said, “Give us a king to lead us,” this displeasedSamuel; so
he prayed to the LORD. 7 And the LORD told him: “Listen to all that the people
are saying to you; it is not you they have rejected, but they have rejected
me as their king. 8 As they have done from the day I brought them up out of
Egypt until this day, forsaking me and serving other gods, so they are doing
to you. 9 Now listen to them; but warn them solemnly and let them
know what the king who will reign over them will claim as his rights.”
10 Samuel told all the words of the LORD to the people who were asking him
for a king. 11 He said, “This is what the king who will reign over you will claim
as his rights: He will take your sons and make them serve with his chariots
and horses, and they will run in front of his chariots. 12 Some he will assign to
be commanders of thousands and commanders of fifties, and others to plow
his ground and reap his harvest, and still others to make weapons of war
and equipment for his chariots. 13 He will take your daughters to be
perfumers and cooks and bakers. 14 He will take the best of your fields and
vineyards and olive groves and give them to his attendants. 15 He will take a
tenth of your grain and of your vintage and give it to his officials and
attendants. 16 Your male and female servants and the best of your cattle[c] and
donkeys he will take for his own use. 17 He will take a tenth of your flocks,
and you yourselves will become his slaves. 18 When that day comes, you will
cry out for relief from the king you have chosen, but the LORD will not
answer you in that day.”
https://www.biblegateway.com/passage/?search=1%20Samuel+8&version=NIV#fen-NIV-7371a
https://www.biblegateway.com/passage/?search=1%20Samuel+8&version=NIV#fen-NIV-7375b
https://www.biblegateway.com/passage/?search=1%20Samuel+8&version=NIV#fen-NIV-7386c
2
19 But the people refused to listen to Samuel. “No!” they said. “We wanta
king over us. 20 Then we will be like all the other nations, with a king to lead
us and to go out before us and fight our battles.”
21 When Samuel heard all that the people said, he repeated it before
the LORD. 22 The LORD answered, “Listen to them and give them a king.”
Then Samuel said to the Israelites, “Everyone go back to your own town.”
Samuel Anoints Saul
9 There was a Benjamite, a man of standing, whose n.
1 Journal Entry #9 What principle did you select .docxoswald1horne84988
1
Journal Entry #9
What principle did you select?
I selected principle 1 of part 1, “Don’t criticize, condemn or complain”.
Who did you interact with?
For this assignment I interacted with my younger cousin.
What was the context?
I had visited my Aunty and she and her husband asked me to stay a while as I was on school
break. They accommodated me and I decided in return to help look after my cousin in the period
when he got out of school and before they got back from work. He is 5 years old and can be quite
the handful.
What did you expect?
I expected that an authoritative approach would easily compel him to follow my instructions so
that the transition from school life into home life would be easy.
What happened?
At first, I used commanding language to get him to change out of his uniform or properly store
his back pack and books before stepping out to play. The first day was difficult and the way I
deal with him were not getting through. On the 2nd day, the same was observed. On the 3rd day,
before he could drop his back pack and run out, I offered to make him a sandwich to eat before
he left to play if he would change and clean up. He rushed up stairs and freshened up. On the
next day, he came home and rushed up to change and freshen up all on his own. I had not
initially offered; but I made him a sandwich regardless.
How did it make you feel?
It made me feel good to be able to get through to my cousin. After this, if I ever needed him to
do something in a better way than previously, I would encourage him onto a different way of
accomplishing the same. I would often offer praise after adoption of the new suggested method
was adopted or offered incentive.
2
What did you learn?
I learnt that in criticizing a person’s action, it is difficult to deter their belief in their methods,
values or beliefs. This usually just gives them the will to justify or defend their positions. It is
almost an exercise in futility to attempt to effect change by complaining, condemning or
criticizing.
What surprised you?
I was surprised by how fast the change was effected after the shift in direction I took to approach
my cousin. In not criticizing his way of doing things any longer and employing a different tactic,
I was able to influence his routine as well as build good rapport with him.
Going forward, how can you apply what you learnt?
Going forward I will attempt to understand that everyone has a belief or image of their own that I
should respect. These beliefs, systems and values are crucial to their inherent dignity and to
criticize or attack this will only fuel conflict.
Running head: Physical activity project 1
Physical activity project:
A 7-day analysis and action plans
Student Name
National University
Physical activity project 2
Introduction
Physical activity (PA) has been a major component of public health since the rise of
chronic illnesses .
1
HCA 448 Case 2 for 10/04/2018
Recently, a patient was transferred to a cardiac intensive care unit (CICU) at Methodist Hospital.
Methodist is a 250-bed hospital, which is one of five hospitals in the University Health System.
The patient was a retired 72-year-old man, who recently (i.e., 25 days ago) had a mild heart
attack and was treated and released from a sister hospital, which is in the same system as
Methodist Hospital. An otherwise health individual, Mr. Charlie Johnson (a husband, father of 4,
and grandfather of 12) is in now need or lots of medication and a battery of tests. To the nurses
on shift, it appears that the entire Johnson family is in patient’s room watching the clinical staff
treated Mr. Johnson. The family overhears everything and they want to know what is being done
to (and for) their loved one. In addition, they want to know the meaning behind the various beeps
coming from the many machines attached to Mr. Johnson.
Over the past 10 years, the latest U.S. News and World report has ranked Methodist Hospital as
one of the Best Hospitals for Cardiology & Heart Surgery. However, it is important to note that
over the past few years, the unit has dropped in the rankings.
Katherine Ross RN, the patient care director of the CICU, which has 14 beds, has held this post
for two years. (See Figure) The unit has a $20 million budget. Ms. Ross has worked at Methodist
Hospital for 16 years. She spends 50 percent of her time on patient safety, 25 percent on staffing
and recruitment, and 20 percent with nurses in relation to their satisfaction with the work and
with families relative to their satisfaction with care. Ten percent of Ms. Ross’s time is spent on
administrative duties. According to Ms. Ross, “I like is working with exceptional nurses who are
very smart and do what it takes with limited resources. However, we don’t always feel
empowered, despite the existence of shared governance, a structure I help to coordinate.”
2
Relationship with Nurses on the Unit:
Nurses on the unit work a three day a week, 12 hours a shift. Ms. Ross says, “we did an
employee opinion survey that went to all employees on the unit, 50 people in all, but only 13
responded. Some of them weren’t sure who their supervisor was. The employees aren’t happy
but our patients are happy.” She adds that “my name is on the unit, not the medical director’s. If
anything goes wrong with the unit, they blame it on nursing. Yet I’m brushed off by people
whom I have to deal with outside of the unit. For example, we have a problem with machines
that analyze blood gases. I spoke with the people there about the technology. This was four
weeks ago. It’s a patient safety issue. I sent them e-mails. I need the work to get done, the staff
don’t feel empowered if I’m not empowered. This goes for other departments as well. For
example, respiratory therapy starts using a new ventilator witho.
1
HC2091: Finance for Business
Trimester 2 2018
Group Assignment
Assessment Value: 20%
Due Date: Sunday 23:59 pm, Week 10
Group: 2- 4 students
Length: Min 2500 words
INSTRUCTIONS
Students are required to form a group to study, undertake research, analyse and conduct academic
work within the areas of business finance covered in learning materials Topics 1 to 10 inclusive.
The assignment should examine the main issues, including underlying theories, implement
performance measures used and explain the firm financial performance. Your group is strongly
advised to reference professional websites, journal articles and text books in this assignment (case
study).
Tasks
This assessment task is a written report and analysis of the financial performance of a selected
listed company on the ASX in order to provide financial and investment advice to a wealthy
investor. This assignment requires your group to undertake a comprehensive examination of a
firm’s financial performance based on update financial statements of the chosen companies.
Group Arrangement
This assignment must be completed IN Group. Each group can be from 2 to maximum 4 student
members. Each group will choose 1 company and once the company has been chosen, the other
group cannot choose the same company. First come first served rule applies here, it means you
need to form your group, choose on company from the list of ASX and register them with your
lecturer as soon as possible. Once your lecturer registers your chosen company, it cannot be
chosen by any other group. Your lecturer then will put your group on Black Board to enable you
to interact and discuss on the issues of your group assignment using Black Board environment.
However, face to face meeting, discussion and other methods of communication are needed to
ensure quality of group work. Each group needs to have your own arrangement so that all the
group members will contribute equally in the group work. If not, a Contribution Statement,
which clearly indicated individual contribution (in terms of percentage) of each member, should
be submitted as a separate item in your assignment. Your individual contribution then will be
assessed based on contribution statement to avoid any free riders.
2
Submission
Please make sure that your group member’s name and surname, student ID, subject name, and
code and lecture’s name are written on the cover sheet of the submitted assignment.
When you submit your assignment electronically, please save the file as ‘Group Assignment-
your group name .doc’. You are required to submit the assignment at Group Assignment
Final Submission, which is under Group Assignment and Due Dates on Black Board.
Submitted work should be your original work showing your creativity. Please ensure the self-
check for plagiarism to be done before final submission (plagiarism check is not over 30% .
1 ECE 175 Computer Programming for Engineering Applica.docxoswald1horne84988
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ECE 175: Computer Programming for Engineering Applications
Homework Assignment 6
Due: Tuesday March 12, 2019 by 11.59 pm
Conventions: Name your C programs as hwxpy.c where x corresponds to the homework number and y
corresponds to the problem number. For example, the C program for homework 6, problem 1 should be
named as hw6p1.c.
Write comments to your programs. Programs with no comments will receive PARTIAL credit. For each
program that you turn in, at least the following information should be included at the top of the C file:
- Author and Date created
- Brief description of the program:
- input(s) and output(s)
- brief description or relationship between inputs and outputs
Submission Instructions: Use the designated Dropbox on D2L to submit your homework.
Submit only the .c files.
Problem 1 (15 points) Write a program that returns the minimum value and its location, max
value and its location and average value of an array of integers. Your program should call a
single function that returns that min and its location, max and its location and mean value of
the array. Print the results in the main function (not within the array_func function).
See sample code execution below. The declaration of this function is given below:
void array_func (int *x, int size, int *min_p, int *minloc_p, int *max_p, int *maxloc_p, double *mean_p)
/* x is a pointer to the first array element
size is the array size
min_p is a pointer to a variable min in the main function that holds the minimum
minloc_p is a pointer to a variable minloc in the main function that holds the location where the
minimum is.
max_p is a pointer to a variable max in the main function that holds the maximum
maxloc_p is a pointer to a variable maxloc in the main function that holds the location where the
maximum is.
mean_p is a pointer to a variable mean in the main function that holds the mean */
Declare the following array of integers within the main function:
Sample code execution:
int data_ar[] = { -3, 5, 6, 7, 12, 3, 4, 6, 19, 23, 100, 3, 4, -2, 9, 43, 32, 45,
32, 2, 3, 2, -1, 8 };
int data_ar2[] = { -679,-758,-744,-393,-656,-172,-707,-32,-277,-47,-98,-824,-695,
-318,-951,-35,-439,-382,-766,-796,-187,-490,-446,-647};
int data_ar3[] = {-142, -2, -56, -60, 114, -249, 45, -139, -25, 17, 75, -27, 158,
-48, 33, 67, 9, 89, 33, -78, -180, 186, 218, -274};
2
Problem 2 (20 points): A barcode scanner verifies the 12-digit code scanned by comparing the
code’s last digit to its own computation of the check digit calculated from the first 11 digits as
follows:
1. Calculate the sum of the digits in the odd-numbered indices (the first, third, …, ninth
digits) and multiply this sum by 3.
2. Calculate the sum of the digits in the even-numbered indices (the 0th, second, … tenth
digits).
3. Add the results from step 1 and 2. If the last digit of the addition result is 0, then 0 is the
check digit. .
1 Cinemark Holdings Inc. Simulated ERM Program .docxoswald1horne84988
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Cinemark Holdings Inc.: Simulated ERM Program
Ben Li, Assistant Vice President of Compliance, is assigned the responsibility of developing an ERM
program at Cinemark Holdings Inc. (CHI). Over the past year, Ben has put in place the following ERM
activities:
Risk Identification and Assessment
The risk identification and assessment process steps are as follows:
1) Conduct online surveys of the heads of the 10 business segments and their 1-2 direct reports (15
people) and their mid-level managers (80 people). Exhibit 1 shows the instructions that are
included in the online survey. Exhibit 2 shows samples of the information collected from the
online survey.
2) Each of the 10 business segments separately organizes and compiles the results of the online
survey. They typically compile a robust list of 70-80 potential key risks. Each business segment
then prioritizes their top-5 risks and reports them to Ben Li, resulting in a total of 50 key risks (a
partial sample of the top-50 risk list is shown in Exhibit 3).
3) A consensus meeting is conducted where the 50 risks are shared with the top 10 members of
senior management in an open-group setting at an offsite one-day event. The 50 risks are each
discussed one at a time, after which the facilitator has the group collectively discuss and score
them for likelihood and severity. The risk ranking is calculated as the likelihood score plus the
severity score; the control effectiveness score is used to determine if there is room to improve
the controls and is used in the risk decision making process step. The top-20 risks are identified
as the key risks to CHI and are selected for additional mitigation and advanced to the risk
decision making stage. A Heat Map (see Exhibit 4) is provided to assist in this effort.
4) The 30 risks remaining from the 50 discussed at the consensus meeting are considered the non-
key risks, and these are monitored with key risk indicators to see if, over time, either the
likelihood and/or severity is increasing to the level which would result in one of these being
elevated to a key risk.
Risk Decision Making
Ben Li formed a Risk Committee to look at the risk identification and assessment information and to
define CHI’s risk appetite and risk limits, which were defined as follows:
Risk Appetite
CHI will maintain its overall risk profile in a manner consistent with our mission and vision and with the
expectations of our shareholders.
Risk Limits
CHI will also avoid any individual risk exposures deemed excessive by its Risk Committee; the individual
risk exposures will be determined separately for each key risk. CHI has zero tolerance for risks related to
internal fraud or violations of the employee code of conduct.
2
Ben Li expanded the role of the Risk Committee to also select and implement the risk mitigation for each
of the 20 key risks, at the same time as the committee determines the risk limits. .
1 Figure 1 Picture of Richard Selzer Richard Selz.docxoswald1horne84988
This essay summarizes and analyzes Richard Selzer's personal account of witnessing an abortion for the first time as a doctor. The essay describes Selzer's observations of the abortion procedure and his reaction to seeing the fetus struggle against the needle, which he found unexpectedly disturbing. The essay provides context about Selzer's background and qualifications and sets up his first-hand experience witnessing the abortion as the focus of the piece.
1 Films on Africa 1. A star () next to a film i.docxoswald1horne84988
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Films on Africa
1. A star (*) next to a film indicates that portions of that film might be shown in class in the course of
the semester.
2. All films are in DVD format, unless indicated otherwise.
3. Available: at the Madden and Fresno County Public Libraries, via Netflix, Blackboard or on-line.
4. For the on-line films, you can click on the link and this will lead you directly to the film.
5. Please be advised that a few films have the following notice: Warning: Contains scenes which some
viewers may find disturbing. You decide whether you want to watch them or not.
6. Some films are available on-line via VOD.
7. Let your instructor know if a link is no longer working.
The Africans (9 VHS films – each 60 min or 5 DVDs – each 120 min): Co-
production of WETA-TV and BBC-TV. Presented by Ali A. Mazrui. 1986.
Available at Madden Media & Fresno Public Libraries
Vol. 1 – The Nature of a continent*
Summary: Examines Africa as the birthplace of humankind and discusses
the impact of geography on African history, including the role of the Nile
in the origin of civilization and the introduction of Islam to Africa through its Arabic borders.
Vol. 2 – A Legacy of lifestyles*
Summary: This program explores how African contemporary lifestyles are influenced by
indigenous, Islamic and Western factors. It compares simple African societies with those that
are more complex and centralized, and examines the importance of family life.
Vol. 3 – New gods
Summary: This program examines the factors that influence religion in Africa, paying particular
attention to how traditional religions, Islam, and Christianity co-exist and influence each other.
Vol. 4 – Tools of exploitation
Summary: The impact of the West on Africa and the impact of Africa on the development of the
West are contrasted with an emphasis on the manner in which Africa's human and natural
resources have been exploited before, during, and after the colonial period.
Vol. 5 – New conflicts
Summary: Explores the tensions inherent in the juxtaposition of 3 African heritages, looking at
the ways in which these conflicts have contributed to the rise of the nationalist movement, the
warrior tradition of indigenous Africa, the jihad tradition of Islam, and modern guerilla warfare.
Vol. 6 – In search of stability
Summary: Gives an overview of the several means of governing in Africa. Examines new social
orders to illustrate an Africa in search of a viable form of government in the post-independence
period.
1.
2
Vol. 7 – A Garden of Eden in decay?
Summary: Identifies the problems of a continent that produces what it does not consume and
consumes what it does not produce. Shows Africa's struggle between economic dependence
and decay.
Vol. 8 – A Clash of cultures*
Summary: Discusses the conflicts and compromises which emerge from the coexistence of
many African traditions and modern life. Explores the question of whet.
1 Contemporary Approaches in Management of Risk in .docxoswald1horne84988
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Contemporary Approaches in Management of Risk in Engineering Organizations
Assignment-1
Literature review
Student name: Hari Kiran Penumudi
student id: 217473484
Table of Contents
2
INTRODUCTION………………………………………………………………………3-4
OBJECTIVES & DELIVERABLES…………………………………………………....4
REVIEW OF LITERATURE…………………………………………………………....5-13
Risk and Risk Management………………………………………………………5-6
Risk Management Frameworks……………………………………………….....6-10
Importance of Risk Management in Engineering………………………….........10-13
GENERAL PROBLEM STATEMENT…………………………………………………13-14
RESEARH STRATEGY…………………………………………………………………14-15
RESOURCES REQUIREMENTS……………………………………………………….16
PROJECT PLANNING…………………………………………………………………..16
REFERNCES…………………………………………………………………………….17-19
Contemporary Approaches in Management of Risk in Engineering Organizations
3
Introduction
The term, ‘risk’ as defined by the Oxford English dictionary is a possibility to meet with any
kind of danger or suffer harm. Risk is a serious issue that every organization has to deal with in
their everyday operations. However, nature and magnitude of risks largely vary from
organization to organization and often depend on the type of the organization. Therefore,
organizations irrespective of their type of operations keep a risk management team that looks
after every risk to which an organization is vulnerable. Organizations in the field of engineering
also have to come across some inherent risks that negatively impact their operations. Engineering
may be defined as the process of applying science to practical purposes of designing structures,
systems, machines and similar things. Therefore, like every other organization, risk assessment
and management is also an integral part of engineering organizations. Since the task of
engineering is mostly complex, the risks in this area are also very complicated. If risks in
engineering field are not mitigated effectively it may produce long-term danger that may affect
both the organizational services and the society in whole. Hence, the activity of risk management
within engineering organizations must be undertaken seriously and measured thoroughly in order
to reduce the threat of risks. Amyotte et al., (2006) simply puts it like within the engineering
practice, an inbuilt risk is always present. Studies have found that despite the knowledge of
inherent risks within the field and activity of engineering, organizations are not very aware in
imparting knowledge about risk management to their engineers. From this the need of education
regarding the risk management approaches arises. Therefore, this paper tries to find out
approaches to management of risks and importance of these approaches within the area of
engineering. Bringing on the contemporary evidence from the literature review related to risk
management approaches, the paper examines how those approaches can be helpful for
4 .
1
Assignment front Sheet
Qualification Unit number and title
Pearson BTEC Levels 4 and 5 Higher
Nationals in Health and Social Care (RQF)
HNHS 17: Effective Reporting and Record-keeping in
Health and Social Care Services
Student name Assessor name Internal Verifier
B. Maher F. Khan
Date issued: Final Submission:
12/10/2018 18/01/2019
Assignment title
Effective Reporting and Record-keeping in Health and Social
Care services
Submission Format
This work will be submitted in 2 different formats:
Assessment 1 should be submitted as a word-processed report document in a standard report
style, which requires the use of headings, titles and appropriate captions. You may also choose
to include pictures, graphs and charts where relevant to support your work. The recommended
word count for this assignment is 1500–2000 words, though you will not be penalised for
exceeding this total.
Assessment 2 requires the submission of evidence from a mock training event on record-
keeping. This will include a set of materials used in the event, to include an electronic
presentation, evidence of your own record-keeping across a range of types of records, as well as
where you will demonstrate you have evaluated the effectiveness of your own completion of
relevant records. The recommended word count for the presentation is 1000–1500 words
(including speaker notes), though you will not be penalised for exceeding this total.
For both assessments, any material that is derived from other sources must be suitably
referenced using a standard form of citation. Provide a bibliography using the Harvard
referencing system.
Unit Learning Outcomes
LO1 Describe the legal and regulatory aspects of reporting and record keeping in a care setting
LO2 Explore the internal and external recording requirements in a care setting
Assignment Brief and Guidance
2
Purpose of this assignment:
The purpose of the assignment is to assess the learner firstly in relation to both the legal and
regulatory aspects of reporting and record keeping in a care setting through producing an internal
evaluative review of record keeping in their own care setting. Secondly, the learner will be
assessed on the internal and external recording requirements in a care setting. Thirdly, the learner
will be assessed on Review the use of technology in reporting and recording service user care in a
care setting and fourthly the learner will demonstrate how to keep and maintain records in own care
setting in line with national and local policies.
Breakdown of assignment:
Assignment:
You need to produce one written piece of work of 2,500 words (+/- 10%) covering all the
assessment criterion in LO1-LO4 as one document.
Unit Learning Outcomes
LO1 Describe the legal and regulatory aspects of reporting and record keeping in a care
setting
LO2 Explore the internal and external recording.
1 BBS300 Empirical Research Methods for Business .docxoswald1horne84988
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BBS300 Empirical Research Methods for Business
TSA, 2018
Assignment 1
Due: Sunday, 7 October 2018,
23:55 PM
This assignment covers material from Sessions 1-4 and is worth 20% of your total mark
of BBS300. Your solutions should be properly presented, and it is important that you
double-check your spelling and grammar and thoroughly proofread your assignment
before submitting. Instructions for assignment submission are presented in
the “Assignment 1” link and must be strictly adhered to. No marks will be
awarded to assignments that are submitted after the due date and time.
All analyses must be carried out using SPSS, and no marks will be awarded
for assignment questions where SPSS output supporting your answer is not
provided in your Microsoft Word file submitted for the Assignment.
Questions
In this assignment, we will examine the “Real Estate Market” dataset (described at the
end of the assignment ) and “Employee Satisfaction” dataset. Before beginning the
assignment, read through the descriptions of these dataset and their variables carefully.
The “Real Estate Market” dataset can be found in the file “realestatemarket.sav,” and
the “Employee Satisfaction” dataset can be found in the file “employeesatisfaction.sav.”
You will need to carefully inspect both SPSS data files to be sure that the
specification of variable types is correct and, where appropriate, value
labels are entered.
1. (12 marks)
2
Use appropriate graphical displays and measures of centrality and dispersion
to summarise the following four variables in the “Real Estate Market” dataset. For
graphical displays for numeric data, be sure to comment on not only the shape of
the distribution but also compliance with a normal distribution. Be sure to
include relevant SPSS output (graphs, tables) to support your answers.
(a) Price.
(b) Lot Size.
(c) Material.
(d) Condition.
2. (8 marks)
Again consider the variable Price, which records the property price (in AUD). It
is of interest to know if this is associated with the distance of the property is
located to the train station. It i s al so of i nter e st t o kn o w if th e p rop ert y
pri ce s are a sso ciate d with di st an ce to t h e ne ar e st b u s sto p. Carry out
appropriate statistical techniques to assess whether there is a significant
association between the property price and distance to the nearest train (To train)
station and the nearest bus stop (To bus). Be sure to thoroughly assess the
assumptions of your particular analysis, and be sure to include relevant SPSS
output (graphs, tables) to support your answers.
3. (7 marks)
Consider the “Employee Satisfaction” dataset, which asked participants to provide their
level of regularity to a series of thirteen statements. Conduct an appropriate analysis
to assess the reliability of responses to these statements. If the reliability will
increa.
1 ASSIGNMENT 7 C – MERGING DATA FILES IN STATA Do.docxoswald1horne84988
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ASSIGNMENT 7 C – MERGING DATA FILES IN STATA
Download the world development data covering the years 2000-2016 from the website
“http://databank.worldbank.org/data/reports.aspx?source=World-Governance-Indicators” for the
following upper-middle-income countries.
Countries of Interest:
Albania Ecuador Montenegro
Algeria Equatorial Guinea Namibia
American Samoa Fiji Nauru
Argentina Gabon Panama
Azerbaijan Grenada Paraguay
Belarus Guyana Peru
Belize Iran, Islamic Rep. Romania
Bosnia and Herzegovina Iraq Russian Federation
Botswana Jamaica Samoa
Brazil Kazakhstan Serbia
Bulgaria Lebanon South Africa
China Libya St. Lucia
Colombia Macedonia, FYR St. Vincent and the Grenadines
Costa Rica Malaysia Suriname
Croatia Maldives Thailand
Cuba Marshall Islands Tonga
Dominica Mauritius Turkey
Dominican Republic Mexico Turkmenistan
Tuvalu
Venezuela, RB
Variables of Interest
Control of Corruption: Estimate
Government Effectiveness: Estimate
Political Stability and Absence of Violence/Terrorism:
Estimate
Regulatory Quality: Estimate
Rule of Law: Estimate
Voice and Accountability: Estimate
2
STEP 1 - Download the data from the World-Governance-Indicators database as shown below
STEP 2 - Check the variables of interest
3
Please make sure you are checking the variables with “Estimates”.
TO VIEW THE DEFINITIONS OF THE VARIABLES
4
Step 3 – Select countries of interest
5
Step 4 – Click on “Time” and select the “year range” you are interested in (2000-2016)
6
Step 5 – Click on the “Layout” as shown below
Change the time layout to “Row,” series to “Column” and Country to “Row.”
Next, click on the “apply changes.”
Step 6 – Click on the “Download option” and select “Excel” as shown below
7
STEP 7: Using Excel, Replace the Missing Values With “.” (See previous assignments)
STEP 8: SAVE THE EXCEL DATA FILE ON YOUR COMPUTER PREFERABLY IN A
FOLDER
STEP 9: IMPORT YOUR DATA INTO STATA AND NAME YOUR DATA SET
“WORLD_GOVERNANCE_INDICATORS.” (See previous assignments for steps)
8
STEP 10; RENAME THE VARIABLES AS SHOWN BELOW (See previous assignments for
steps)
Using stata, merge the data set from “ASSIGNMENT 3B” with this dataset
VERY IMPORTANT Note: Merging two datasets requires that both have at least one variable in
common (either string or numeric).
This statement requires that the variable name for “Time” and “Country” should be the same in the two
data set
MERGING THE DATASET FROM “ASSIGNMENT 3” WITH THE DATA FROM THE
WORLD GOVERNANCE INDICATORS
Merging data files in stata
https://www.youtube.com/watch?v=EV-5PztbHs0
https://www.youtube.com/watch?v=Uh7C0mlhB3g&t=54s
https://www.youtube.com/watch?v=2etG_34ODoc
I will strongly encourage you to watch these videos before merging
I will also strongly recommend you read the notes in the link below before you star.
1 Assessment details for ALL students Assessment item.docxoswald1horne84988
1
Assessment details for ALL students
Assessment item 3 - Individual submission
Due date: Week 12 Monday (1 Oct 2018) 11:55 pm AEST
Weighting:
Length:
50% (or 50 marks)
There is no word limit for this report
Objectives
This assessment item relates to the unit learning outcomes as stated in the unit profile.
Enabling objectives
1. Analyse a case study and identify issues associated with the business;
2. Develop and deploy the application in IBM Bluemix;
3. Evaluate existing and new functionalities to address business problems;
4. Prepare a document to report your activities using text and multimedia (for example screenshots, videos).
General Information
The purpose of this assignment is to create a cloud based simulating environment which will help to
identify/understand the problem stated in the given case study using analysis tools available in IBM
Bluemix. In assignment three, you are working individually. By doing this assignment, you will
learn to use skills and knowledge of emerging technologies like cloud computing, IoT, to simulate a
business scenario to capture operational data and share with a visualization tool. You will acquire a
good understanding of smart application design in a cloud environment for efficient application
configuration and deployment.
What do you need to do?
The assignment requires you to do the following -
• Download the ‘Starter_Code_For_Assignment_Three.rar’ given in week 8 to
configure, and deploy a cloud based smart/IoT (Internet of Things) application to
simulate the business case.
• Choose a case study out of given two below and analyse the case study to
understand the business problem and design a solution for those problems.
• Deploy the starter source code in your Bluemix account and modify it to address
all required milestones mentioned in your chosen case study.
• Finally prepare a report according to given format and specifications below and
submit it in Moodle.
2
Report format and specifications -
You are required to submit a written report in a single Microsoft Word (.doc or .docx)
document. There is no word limit but any unnecessary information included in the report
may result in reduced marks.
The report must contain the following content (feel free to define your own sections,
as long as you include all the required content):
o Cover page/title page and Table of contents
o URL of the app and login details of the IBM Bluemix account
o Introduction
o Case study analysis which will report –
o Business problems you have identified in the case study
o Possible solutions for each and how do these solutions address the
business problems?
o What are the solutions you implemented in the application?
o The step by step process you have followed to configure and deploy the smart app
for business case simulation. You may choose to use screenshots and notes to
enrich your report but you must have a video of the pr.
1
CDU APA 6th
Referencing Style Guide
(February 2019 version)
2
Contents
APA Fundamentals .......................................................................................... 3
Reference List ................................................................................................... 3
Citing in the text ............................................................................................... 5
Paraphrase ................................................................................................... 5
Direct quotes................................................................................................. 5
Secondary source .......................................................................................... 6
Personal communications............................................................................. 6
Examples .......................................................................................................... 7
Book .............................................................................................................. 7
eBook ............................................................................................................ 7
Journal article with doi ................................................................................ 7
Journal article without doi ........................................................................... 7
Web page ...................................................................................................... 7
Books - print and online ................................................................................... 8
Single author ................................................................................................ 8
eBook/electronic book ................................................................................ 11
Journal articles, Conference papers and Newspaper articles ........................ 13
Multimedia ..................................................................................................... 16
YouTube or Streaming video ..................................................................... 16
Online images ................................................................................................. 17
Web sources and online documents ................................................................ 20
Web page .................................................................................................... 20
Document from a website ........................................................................... 21
Legislation and cases ...................................................................................... 23
Common abbreviations .................................................................................. 24
Appendix 1: How to write an APA reference when information is missing .. 25
Appendix 2: Author layout.
1
BIOL 102: Lab 9
Simulated ABO and Rh Blood Typing
Objectives:
After completing this laboratory assignment, students will be able to:
• explain the biology of blood typing systems ABO and Rh
• explain the genetics of blood types
• determine the blood types of several patients
Introduction:
Before Karl Landsteiner discovered the ABO human blood groups in 1901, it was thought that all blood was the
same. This misunderstanding led to fatal blood transfusions. Later, in 1940, Landsteiner was part of a team
who discovered another blood group, the Rh blood group system. There are many blood group systems known
today, but the ABO and the Rh blood groups are the most important ones used for blood transfusions. The
designation Rh is derived from the Rhesus monkey in which the existence of the Rh blood group was
discovered.
Although all blood is made of the same basic elements, not all blood is alike. In fact, there are eight different
common blood types, which are determined by the presence or absence of certain antigens – substances that
can trigger an immune response if they are foreign to the body – on the surface of the red blood cells (RBCs
also known as erythrocytes).
ABO System:
The antigens on RBCs are agglutinating antigens or agglutinogens. They have been designated as A and B.
Antibodies against antigens A and B begin to build up in the blood plasma shortly after birth. A person
normally produces antibodies (agglutinins) against those antigens that are not present on his/her erythrocytes
but does not produce antibodies against those antigens that are present on his/her erythrocytes.
• A person who is blood type A will have A antigens on the surface of her/his RBCs and will have
antibodies against B antigens (anti-B antibodies). See picture below.
• A person with blood type B will have B antigens on the surface of her/his RBCs and will have antibodies
against antigen A (anti-A antibodies).
• A person with blood type O will have neither A nor B antigens on the surface of her/his RBCs and has
BOTH anti-A and anti-B antibodies.
• A person with blood type AB will have both A and B antigens on the surface of her/his RBCs and has
neither anti-A nor anti-B antibodies.
The individual’s blood type is based on the antigens (not the antibodies) he/she has. The four blood groups
are known as types A, B, AB, and O. Blood type O, characterized by an absence of A and B agglutinogens, is
the most common in the United States (45% of the population). Type A is the next in frequency, found in 39%
of the population. The incidences of types B and AB are 12% and 4%, respectively.
2
Table 1: The ABO System
Blood
Type
Antigens on
RBCs
Antibodies
in the Blood
Can GIVE Blood
to Groups:
Can RECEIVE
Blood from Groups:
A A Anti-B A, AB O, A
B B Anti-A B, AB O, B
AB A and B
Neither anti-A
nor anti-B
AB O, A, B, AB
O
Neither A nor
B
Both anti-A.
1
Business Intelligence Case
Project Background
Mell Industries is a national manufacturing firm that specializes in textiles based out of
Chicago. Starting out as a small factory in Warrenville, Illinois, the firm experienced a period of steady
growth over the past twenty-four years. Steadily opening new warehouses and factories in the
surrounding areas in Michigan and Indianapolis until eventually moving their base of operations to
Chicago. Due to this expansion, Mell Industries is at the height of its production and hopes to avoid any
interferences or deceleration of growth.
In recent years, the firm has been under heavy media scrutiny for supposedly compensating its
female staff unfairly lower compared to male counterparts. This was initiated when a disgruntled
employee leaked the company payroll allegedly showcasing an unjust gap of income between the
female employee and her male counterpart. This type of gender pay gap is highly criticized and as a
precaution, Mell Industries has hired Cal Poly Pomona to conduct research to determine the validity of
these claims. Mell Industries has provided Cal Poly Pomona with a data set of a sample population of
747 employees. Mell Industries has also offered Cal Poly Pomona compensation for any promising
information gathered. Mell Industries may use information gathered from this project in future
employee compensation decisions.
The initial dataset has been given to you in the form of an excel spreadsheet titled
Case_dataset.xlsx consisting of 12 columns labeled:
● Column A - Employee ID
● Column B - Gender
● Column C - Date of Birth
● Column D - Date of Hire
● Column E - Termination Date
● Column F - Occupation
● Column G - Salary
● Column H to L - Employee Evaluation Metrics
In addition, Mell Industries provided the latest annual employee performance review evaluation
results rating each employee in various performance categories. They have turned over this information
separately and as a consultant, it is your task to provide Mell Industries with the most accurate and
relevant information in a digestible form. Furthermore, using excel skills learned during the course, you
will manipulate and analyze the data set in order to make appropriate managerial decisions. You will
utilize excel functions highlighted in this project as well as a pivot table and chart to form a decision
support system in order to answer the critical thinking questions.
Project Objective
The purpose of this project is to perform a methodical data analysis to assist the company make
an informed decision. This could also serve as a basis for implementing critical adjustments to certain
business aspects if necessary. Illustrate the business process by condensing a large set of data, to
present relevant information with data visualization. We will be utilizing Microsoft Excel 2016 to
complete this project.
2
TA.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
1 4MEMORANDUMTO CEO Smith” [email protected]From.docx
1. 1
4
MEMORANDUM
TO: “CEO Smith” [email protected]
From:
Date:
Subject: Performance Appraisal Issues
Cc:
After reviewing Susan’s notes and researching the status on the
various projects you have requested updates on, I have put
together a proposal for three separate performance appraisal
systems that apply to Megan Pearce as well as the organization
as a whole. After careful consideration of Susan’s notes, it is
clear that Megan is not completing projects as assigned. She is
delinquent in the completion of employee training as well as the
implementation of employee development programs. She has
also shown a lack of motivation in recent history and has been
known to use company time to conduct personal business.
Management by Objectives:
Management by Objectives (MBO) is an approach that allows
employees and managers to set attainable goals together for an
agreed upon review period (Ivorschi, 2012). This approach
focuses on the bulk of involvement by both managers and
subordinates to ensure everyone is in line with Blossoms Up!
objectives. A large part of this approach involves setting clear
goals outcomes with specific deadlines and relying on these
measures to assess at what level these goals have been met
(Gomez-Mejia, Balkin, & Cardy, 2016). In Megan’s case, we
would meet to set smaller goals for the projects she is
2. delinquent on to ensure she can complete these projects. Due to
Megan’s delinquency in her performance, it would not be
advisable to offer direct rewards or incentives for her progress
at this time. Instead, it would be important to indicate to Megan
that her completion of these goals will ensure she is not placed
on further disciplinary action.
Self-review:
Self-review is an approach that allows employees to have input
on the appraisal process. Self-review is an important assessment
as it allows the performer to take an active role in the
evaluation process, which can engage the employee in his or her
performance management. This approach would be a good way
for Megan to appraise herself and look at how she is performing
and ideally become re-engaged and have a renewed sense of
motivation (Kromrei, 2015). It is my opinion that while Megan
could benefit from self-appraisal, this should not be the only
performance appraisal method used. This method can have a
large bias, as performers tend to be overconfident in personal
abilities, resulting in an inaccurate self-assessment.
360-degree Feedback:
360-degree feedback refers to the appraisal of an employee by
means of self-review, peer review, and subordinate review. This
appraisal system can ensure an accurate measure of performance
by offering perspectives from multiple individuals in the
organization, rather than relying solely on the appraisal of the
employee or a supervisor. One concern with this system is that
Megan is pregnant which can result in rater bias either
consciously or unconsciously (Gomez-Mejia, Balkin, & Cardy,
2016). In this case, it is possible that those individuals asked to
rate her performance may be more lenient in their appraisals
due to her pregnancy which could skew the rating in her favor,
making this system ineffective. Another important factor to
consider is the possibility that each rater will rate differently
based on his or her interaction with the employee. While this
3. would be an effective tool at gathering a full view of the
employee’s performance, these ratings should not be used to
determine pay raises or promotions (DeNisi, 2007).
Recommendation
My recommendation is to continue to monitor Megan’s
performance and implement the objectives-based appraisal
system, MBO. Megan has shown a real lack of motivation and
work ethic in recent months and has let personal circumstances
affect her performance. By addressing her delinquency on
particular projects with specific and achievable goals, Megan
could be successful in turning around her performance and her
department as needed. While she has had performance issues, it
is important to keep in mind that Megan’s increased fatigue and
frequent breaks are not opportunities that Blossoms Up! is
looking to address as performance issues. Under the Pregnancy
Discrimination Act of 1978, Blossoms Up! is required to
provide reasonable accommodations to pregnant employees in a
similar manner provided to any other employee with a medical
condition (U.S. equal employment opportunity commission,
2017).
References
DeNisi, A. S. (2007). 360-Degree Feedback. In S. G. Rogelberg
(Ed.), Encyclopedia of Industrial and Organizational
Psychology (Vol. 2, pp. 809-812). Thousand Oaks, CA: SAGE
Reference. Retrieved from
http://go.galegroup.com.contentproxy.phoenix.edu/ps/i.do?p=G
VRL&sw=w&u=uphoenix_uopx&v=2.1&it=r&id=GALE%7CCX
3470600327&asid=a75310b8d01e921de83dcc4e84138b3b
Gomez-Mejia, L.R., Balkin, D., & Cardy, R. (2016). Managing
human resources (8th ed.). Prentice Hall: Upper Saddle River,
NJ.
Ivorschi, R. (2012, 4). Basis for promoting performance and
efficiency growht of public entities, management by objectives.
Revista Română de Statistică, 60(4), 39-48.
4. Kromrei, H. (2015). Enhancing the Annual Performance
Appraisal Process: Reducing Biases and Engaging Employees
Through Self-Assessment. Performance Improvement Quarterly,
28(2), 53-64. doi:10.1002/piq.21192
U.S. equal employment opportunity
commission. (2017). Retrieved from
https://www.eeoc.gov/laws/statutes/pregnancy.cfm
38 Industrial Engineer
Innovation is a collaborative process through
which organizations abandon old paradigms and make sig-
nificant advances. Innovative ideas come from several sources,
including unreasonable demands, goals, and time pressures.
An organization must cultivate innovation and link it to their
business improvement strategies to realize benefits from
innovation.
There are many blocks to innovation. Innovative ideas must
be tested and implemented; otherwise, the innovators will not
generate more ideas. Innovative ideas require work to imple-
ment. The perfect solution is often there as a vision, a thought,
a dream, or just a wish. But it is often far too complex for one
person to take it into reality.
Many individuals possess great ideas but do nothing with
them. Their organizations do not even know of their concepts.
Unfortunately these ideas die because the creator kills them.
Why? Perhaps the innovator recognizes that the idea may
negatively impact her job or the job of co-workers, or maybe
INNOVatION
5. by michael stanleigh
Guide to
Business strategies must evolve
June 2008 39
the innovator does not know how to explore the idea to take
it from a vision to a reality. Furthermore, the innovator may
be too quick to discard the idea because he thinks that no one
would ever agree on how to structure the concept or pay for it.
Just how many innovative ideas in your organization regu-
larly go nowhere? To protect innovative ideas, organizations
need to create a forum for the innovation process and link
innovative ideas to overall business improvement strategies.
However, before they begin to think about using an innova-
tion process, they must check their cultures in order to iden-
tify innovative readiness.
analysis of innovation
As an industrial engineer, how involved are you in identifying
the culture for innovation in your organizations? In the analy-
sis of various processes within your organizations, have you
identified an innovation process?
Industrial engineers provide decision support to their orga-
nizations by focusing on efficiency and process improvement
through objective and detailed analytics. Industrial engineer-
ing fundamentals should be included as part of their orga-
nization’s overall strategy execution. Start by understanding
what innovation is and then identifying, based on this un-
derstanding, the extent to which they are engaged in creating
6. innovations.
Innovation is not the result of a lone genius inventor — just
about ideas or about individuality in thinking. Innovation
is a collaborative process in which people in many fields con-
tribute to implementing new ideas because teams are very
important to the process. Products and processes, both pres-
ent and future, involve people who will challenge the status
quo. The person who moans and groans and complains the
most may be the source of the next great innovation.
Change begins with an idea, an outlandish or unreasonable
demand, or a goal that a continuous improvement process will
not reach. Either situation will often spark innovation. How
do you get these ideas? Being under the gun with a deadline
adds a sense of consequence to the task and a purpose to
spur it. Studies show that positive thinkers rise to a challenge.
The more they are likely to face defeat, the more they want to
beat it. Abandoning the status quo of rules, policies, and set
procedures will free you to create. This is critical to successful
innovation.
Before you implement a creative culture, truly understand
what creativity entails:
• Creative thinking often springs from frustration. Like
Einstein, we have to give the creative process time to work
by giving employees some free time to think.
• Creative thinking is original thinking. To be original in your
thinking takes time and you won’t always do original think-
ing sitting at your computer keyboard. Creative solutions
to our workplace problems come to us at odd moments
and as unexpected breakthroughs. A breakthrough may
come when you are walking, driving in traffic, waking up, or
7. about to fall asleep.
• Encourage your employees’ creativity. Edward De Bono,
a world authority on developing creative thinking skills,
believes that anyone can learn to be creative. When you pay
attention to your creative flashes, you find fresh new ways
of thinking about workplace problems.
• It’s possible to kill good ideas by too much evaluation.
Instead of finding everything that is bad about an employee
idea, list what is good. Let your evaluation come later.
You are engaged in just-in-time manufacturing, total quality
improvement, computer-integrated manufacturing, imple-
menting statistical methods, ergonomics analysis, computer
system design, and various simulations. When you think
about it, you’re already by definition engaged in generating
ideas on many different fronts.
The great challenge for the industrial engineer, as it is for
anyone at any level within organizations, is moving these
ideas and innovations into reality. Roadblocks arise because
the culture does not support your efforts in generating
innovation, but these innovations will help the organization
or department overcome current challenges. There is no clear
innovation process that takes our ideas and moves them from
innovation into execution.
a supportive culture
Organizations with a culture that supports innovation are
often customer-focused, value-driven, and strategic. They
ensure that their operating strategies are developed through
interactions with their employees, customers, partners, ven-
dors, suppliers, and consultants. They review market trends
and identify, through benchmarking, what is required to
outperform their competition.
8. Innovation creates change. Budding concepts create new
knowledge, methods, implementations, and paradigms and
help to develop new products serving customers in new
markets, competing more effectively and gaining greater
revenues. Innovation helps all levels of staff to cope through
increased knowledge including technical, economic, competi-
tive, environmental, political, and social.
Organizations that focus on short-term thinking centered
40 Industrial Engineer
guide to innovation
on the bottom line create pressures on management and staff
that diminish the focus on the long-term innovation process.
Rather, it increases the focus on sustaining existing products
and services. This constant examination of quarterly results
vs. long-term planning creates a culture that is not supportive
of innovation. Organizations that are characterized as innova-
tive focus on their needs and their customers’ needs and op-
portunities. They focus on achieving and maintaining profit-
able operations. These organizations are constantly looking
for ways to reinvent themselves and constantly introduce new
varieties and generations of products and services.
Organizations that have a culture of innovation will mea-
sure management’s performance based on their ability to
create new value-added products, services, and ideas. The
extent to which they do this with staff, rather than indepen-
dent of their staff, demonstrates a clearer understanding of
the use of an innovation process vs. management directive.
This can be demonstrated in their regular department meet-
9. ings. To what extent are these focused on exploring new ideas?
How many of their staff are genuinely interested in (and will-
ing to pursue) new ideas? Are they trained to understand the
innovation process? Is there an aggressive effort in the organi-
zation to build new opportunities based on the development
of new services and products?
Innovative cultures permit all levels of staff to try new
things. A barrier to realizing this can be found in cultures that
insist on a requirement for compliance in every dimension.
Individuals who do experiment are often punished, especially
if they fail.
Where there is an absence of celebrating creativity and ideas,
innovations rarely thrive. In contrast, organizations where the
most talked about stories revolve around creativity inspire
others to follow suit and build a culture of innovation.
According to Seth Waugh, CEO of Deutsche Bank Ameri-
cas, culture is a critical factor in promoting innovation. Busi-
ness leaders stimulate innovation by offering incentives to
workers, creating an environment, and setting expectations.
Waugh noted: “You must have people with that hunger to
always learn, who are always open and who think about
things in a different way. You always have to reinvent yourself
tomorrow.”
Peter Linneman, finance professor at the Wharton School
of the University of Pennsylvania and founding chairman
of Wharton’s real estate department, had a more real-world
perspective. He said there is no magic “Aha!” moment in most
innovation. According to Linneman, “It’s just all hard work —
showing up every day in the morning, studying plans, walk-
ing around seeing what other people are doing. If you wait for
innovation myths
10. vs. reality
Myth: Innovation means developing new products
and services.
Reality: Innovation matters in every part of your
organization. It is about creating new opportuni-
ties, new businesses, new processes, new mar-
kets, new environments, new methods of work-
ing, and new methods of operating.
Myth: Innovation is too critical and proprietary
to involve outsiders such as customers, suppliers,
vendors, and consultants.
Reality: External collaboration with every
stakeholder is indispensable. This is how we
learn, understand, and create new opportunities
through their feedback and consultations.
Myth: Responsibility for innovation should be
delegated to staff that is responsible for doing
the day-to-day work.
Reality: Innovation must be led and managed
from the top. All levels of employees must be
engaged in innovation. It is neither a manage-
ment nor staff responsibility. It is everyone’s
job. Great ideas are often lost because of one’s
position.
Myth: Thomas Edison’s great inventions were
entirely his own.
Reality: Yes, he possessed the 1 percent of inspi-
ration. But the 99 percent of perspiration was
from his Menlo Park Laboratory team. Through
them, he applied the innovation process, which
helped his brilliant ideas materialize.
11. June 2008 41
eureka, you are never going to have innovation.”
Intuit, a software company, ensures that the new hires
understand the company’s Holy Grail: Happy customers.
Customer focus, wherein Intuit makes a difference in the cus-
tomer’s lives, is the everyday mantra practiced by everyone at
Intuit. It is demonstrated in their practices such as interview-
ing and hiring the right employees who believe in customers
first, postage-paid customer suggestion cards included with
every copy of software (and follow-through on the sugges-
tions), answering service and technical support calls for at least
four hours each month, and researching how marketing and
engineering staff literally follow a customer home and watch
him install and use the software. They also have a database
to track continuous customer feedback; a customer advisory
panel of loyal customers providing feedback on new products,
features, and quality; and focus groups to conduct market
research on how customers buy and use software (to manage
money and finances).
generating innovations
Management must listen to employees and ask them ques-
tions more often. Staff must listen to management for their
visions and ideas and ask them to elaborate so that they can
better understand the visions and goals of their organization.
By taking the time to ask questions, the staff will create its
readiness to start the innovation process.
Google’s engineering staff is encouraged to spend 20
percent of its time working on projects it feels passionate
about. That philosophy is credited with generating services
such as Google News, Google Suggest, adSense for Content
(online ads triggered by the content on the page), and Orkut,
12. a powerful social-networking site. Give your employees more
time to think, and you’ll get better ideas. Creativity is useless
without execution. Ideally, the organization’s culture of inno-
vation will motivate employees to create new ideas and ensure
that they get the support they need to use the innovation pro-
cess and implement their visions.
Consider the following ideas about how to build the culture
for innovation:
• Open communication within and between departments
and across all management levels.
• Hire people with diverse backgrounds and experiences and
avoid “cloning.”
• Encourage employees to find new ways to do work and
empower them to make decisions.
• Create an organization that extends out to customers,
suppliers, partners, and the environment.
• Stimulate research activities and provide employees free
time to experiment.
• Allow employees to take measured risks (with small costs)
and seize opportunities.
• Create processes to evaluate any idea on merit, regardless of
where it is generated.
• Identify and separate the creative from operational func-
tions in the organization.
• Use group creativity techniques frequently to promote team
building and generate new ideas.
13. Every organization undergoes innovation or else it is not
successful. The essence of innovation for you, as an industrial
engineer, is discovering what your organization is uniquely
good at, what special capabilities it possesses, and how
you can help it take advantage of these capabilities to build
products or deliver services that are better than anyone else’s.
Every organization has unique strengths. Success comes
from leveraging these strengths in its own service or product
marketplace.
Today, many organizations operate globally. They find that
innovation can occur anywhere, in any country or culture. Tra-
ditionally, innovation has been a local issue, not transferred
to other corporate locations. Innovation teams, similar to im-
provement teams, work on innovation surrounding a product
or service and then develop a centrally planned rollout. For
process innovations, the local organization implements them,
and then, because of enhanced communication, the innova-
tion moves from location to location. This is accomplished by
using the technology available today, including the Internet,
teleconferencing, and videoconferencing.
Innovation is a process. To encourage yourself to take
action, let me leave you with famous words of hope from
George Bernard Shaw: “You see things and you say, ‘Why?’
But I dream things and I say, ‘Why not?’” d
As president and CEO of Business Improvement Architects,
Michael
Stanleigh works with executives and senior managers around the
world to help them improve operational effectiveness through
strategic
planning, leadership development, project management, and
quality
management. He has been instrumental in helping his clients
14. reduce
waste and increase efficiencies and profits with his clear
processes and
quality approach.
CREATIVITY AND INNOVATION
A t th e h e a r t
o f in n o v a tio n
Adam Smith and Mike Robinson argue that understanding
and enabling people is at the core of innovation
T
he capability to bring innovation
successfully to market is a crucial
competitive advantage in any sector
or field. Peter Drucker wrote the
first book to present innovation
as a purposeful and systematic discipline in
the mid-1980s1 and it’s fair to say that many
text books, research papers and management
books have been written about the importance
o f managing innovation since. In more recent
times, innovation has moved to centre-stage
in strategic plans, organisations values and
even economic policy making. C E O ’s, leaders,
politicians and consultants are drawing upon
all o f the great ideas and thinking that has been
written about the structure, processes and the
skills need for innovation.
15. T h e c h a r a c te r is tic s a n d b e h a v io u r s o f
in n o v a tiv e p e o p le
Even with all o f this great writing and
management systems, why do organisations still
struggle with innovation? Innovation requires
talented staff with the right processes and
structure to support them but there is far more to
it than the systematic management o f innovation.
A t the heart o f innovation you will find focused,
purposeful employees. I f motivation, openness and
a proactive nature are lacking in your employees,
the rest o f their qualities will not produce the
results you need. I t’s the ‘how’ you want your
staff to behave that is the end goal, it gives the
purpose for process, structure and organisational
development activities. W ith o u t a good
understanding o f what types o f characteristics and
behaviours lead to innovation, organisations are
managing their employees in the dark.
A research paper was produced for NESTA
(an independent charity that works to increase
the innovation capacity o f the UK) by the City
o f University London and the W ork Psychology
Group2. Its key aim was to understand the
characteristics and behaviours o f innovative people
in organisations. Below is an attempt to summarise
the three key categories of innovative employees;
motivation, personality and behaviour:
M o tiv a tio n
Innovators display high levels o f motivation and
absorption in their work. A study by Sauermann
and Cohen (2008)3 found that extrinsic rewards,
16. such as pay, were not as important as certain aspects
o f intrinsic motivation such as curiosity, feelings of
mastery, and enjoying self-expression. T he question
for organisations is this... H ow can they encourage
the feelings that motivate their employees without
the use of extrinsic reward?
Here are two examples o f how organisations can
encourage the single most important ingredient of
individual innovation — intrinsic motivation:
Transformational leadership
A study by Shin and Zhou (2003)4, reported that
the transformational leadership style promoted
intrinsic motivation in employees, a laboratory-
based study, Sosik et al (1997)5 linked this
leadership style with ‘flow’ (the perfect balance
between concentration and enjoyment). Essential
if leaders can motivate and inspire their employees,
in the right way, it has a direct influence on the
creative performance o f their employees.
This is good news for organisations as
transformational leadership is a well-documented
concept that can be taught. According to Bass and
Avolio, transformational leadership is characterised
by the following (4 ‘Is)6:
• Idealised influence: They become role models,
they put employees’ needs above their own and
3 8 TJ J u l y 2015 w w w.trainingjournal.com
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17. their behaviour is consistent with the values of
the group
• Inspirational motivation: They motivate by
providing meaning and challenge and help
employees develop a vision for the future
• Intellectual stimulation: They do not criticise
mistakes but encourage employees to question
assumptions, reframe situations and approach old
problems from new perspectives (This stimulates
idea generation - an essential facet
o f innovation)
• Individualised considerations: They foster
personal development and provide learning
opportunities and a supportive environment for
each individual.
In summary, transformational leaders are described
as holding positive expectations for employees,
believing that they can do their best, they care
about their employees and focus on their personal
needs and development.
G o al o rie n ta tio n an d pro b lem -so lv in g
W hen an organisation engages its employees in
problem-solving as part o f their daily work, it
generates motivation. Employees come to see their
job in a different light. They are no longer hired to
do as they are told. Their role is to improve the way
they work and own the processes they use every day.
Goal orientation is important in problem-solving
because it guides employees’ intrinsic motivation.
18. I f y o u w a n t to r e le a s e th e
in tr in s ic m o tiv a tio n o f
a ll y o u r s t a f f y o u n e e d to
in s p ir e a t a ll le v e ls
Goal orientation refers to an individual’s desire or
purpose when solving problems. According to goal
orientation theory, there are two contrasting goal
orientations: a learning goal and a performance
goal. A learning goal focuses on learning and
understanding, whereas a performance goal
orientation focuses on employee efforts to
demonstrate his/her ability or competence, often in
relation to others (Linnenbrink & Pintrich, 2002)7.
Studies have found that when a learning goal
was highlighted, employees opted for challenging
tasks and tried to learn new skills, even when
they made mistakes. O n the other hand, when
the value of performance goals was highlighted,
employees gave up attempts to find more effective
solutions and attributed the mistakes to their lack
of ability. Strategies to increase the amount of
problem-solving done by employees, especially with
a learning goal orientation, therefore encourage
employees’ intrinsic motivation, one o f the key
aspects to innovative behaviour.
T h e ta b le s h o w s h o w th e tw o g o a l o r ie n t a t io
n s d iffe r
Task c h a ra c te ris tic s V a rie ty and d iv e r s ity in tasks S
im p le and p la in ta sks
Task p ro v is io n m e th o d s E m p h a s is e th e in trin s ic
v a lu e o f le a rn in g
19. S tre ss th e im p o rta n c e
o f p e rfo rm a n c e
P ro v is io n o f c o n tro l
a nd ch oice
O p p o rtu n itie s fo r d e c is io n -
m a k in g in te rm s o f
• e s ta b lis h in g ru le s
• s e ttin g p rio ritie s f o r w h e n
w o rk w ill be d o n e
• s e ttin g th e pace o f w o rk
• d e te r m in in g h o w th e ta sk
w ill be a c c o m p lis h e d .
Task s tru c tu re d b y le a d e r/
m a n a g e r to ach ie ve th e
d e s ire d o u tc o m e e ffic ie n tly
E v a lu a tio n c rite ria P ro v id e in fo rm a tio n on
in d iv id u a l im p ro v e m e n t,
p ro g re s s and m a s te ry based
on s e lf-re fe re n c e e v a lu a tio n
P ro v id e in fo rm a tio n a b o u t
so c ia l c o m p a ris o n
E v a lu a tio n re p o rt p ro c e d u re P ro vid e e v a lu a tio
n p riv a te ly D is p la y e v a lu a tio n p u b lic ly
E v a lu a tio n m e th o d s Use v a rio u s m e th o d s
(e.g. p o rtfo lio s )
20. S in g le te s t o r m e tric
— >
w w w .tra in in g jo u r n a l.c o m J u l y 2 0 1 5 TJ 39
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CREATIVITY AND INNOVATION
So what? Inspire and collaborate with your staff
Both o f these two important elements point
towards line managers as having the largest scope
for affecting motivation. They need to be able to
inspire individuals, foster curiosity, self-expression
and a feeling o f mastery and pride in their work. At
the same time, these line managers need to manage
and effectively set tasks, focusing goals on learning
or performance dependent on the situation. This
directly impacts on two critical aspects of
an organisation.
Firsdy, the learning and development strategy
needs to help all line managers high or low in the
organisation become transformational leaders. For
some organisations, this can be a huge change in
the way they approach training. In our experience,
any training in transformational leadership is
usually reserved for upper management with
watered down versions slowly rolled out to the
middle layers o f the organisation. I f you want to
release the intrinsic motivation o f all your staff you
need to inspire at all levels.
21. Secondly, the performance management strategy
needs to be built to create less pressure and more
freedom to motivate people. Staff can bring
many unexpected and less tangible benefits to the
organisation. How do you recognise and reward
staff for the things they have tried to do or learn
rather than just what they have achieved?
P e r s o n a lity
In 1961, Ernest Tupes and Raymond Christal8 put
forward an idea that there are five personality traits
or dimensions that could be used to describe human
personality. Since then researchers have worked
independently for decades on this problem and have
generally identified the same five factors - openness,
conscientiousness, extraversion, agreeableness and
neuroticism. O ut o f the five factors, the report for
NESTA found that extraversion and neuroticism
cannot be directly linked to innovation activity
and are likely to be context dependent9. This
leaves openness (positive effect), conscientiousness
(negative effect) and agreeableness. Agreeableness
has been found to have a negative effect just on the
implementation stage o f innovation.
Openness to experience
Openness is the most important of the five factors
in predicting innovative behaviour. Research
suggests that openness enhances an individual’s
intrinsic motivation towards novelty10
(King et al 1996).
Consciousness
Individuals showing high levels of conscientiousness
are more resistant to change at work and are
22. more likely to comply with current organisational
norms. Studies have shown that the elements of
conscientiousness that are associated with a lack
o f innovation are being methodical, ordered and
dutiful11 (Robertson et al, 2000)
Agreeableness
Agreeableness is negatively associated with creative
achievement but not with creative thinking. This
is because the implementation stage is likely to be
a group effort which involves social pressures and
discarding the norm.
S o w h at? D o n ’t fit a sq u a r e p e g in a
r o u n d h o le
Every organisation will have many different
personalities and just recruiting for one type
of personality may be unwise. The opposite
o f consciousness for example is negligence or
nonchalance, maybe a risky talent management
strategy. How do line managers reconcile the need
for innovative individuals who display traits that are
traditionally viewed as difficult to manage and the
need to select agreeable individuals who are likely to
fit within the team?
W ith that said, are there any negative aspects
to hiring only people that are open to new
experiences? People with low scores on openness
tend to have more conventional, traditional
interests. They prefer the plain, straightforward and
obvious over the complex, ambiguous and subtle.
Closed people prefer familiarity over novelty; they
are conservative and can be resistant to change. In
some more high risk environments, we may prefer
the known over the unknown, but o f course this
23. will not bring you innovation.
We think the take away message for this is one of
valuing diversity and recognising what others have
to bring to the workplace. Line managers need to
be aware that they may need to hire people that do
not fit the typical mould for their team. They need
to understand how to recognise strengths and not
fit a square peg in a round hole.
B e h a v io u r s
So let’s say that your organisation has highly
motivated employees that are open to new
experiences, creative and willing to do things
differently to their peers. H ow do leaders want this
motivated personality to behave in the workplace?
Firstly, you want your employees to work together
but, more importantly still, you want to make sure
you don’t get in their way. Discretionary employee
behaviour is the most powerful innovation tool an
organisation can have.
40 TJ J u ly 2015 www.trainingjournal.com
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Pro-activeness
T he main concept in contemporary research on
proactivity is called personal initiative or PI. It
is defined by three main facets that have been
positively linked to innovation - self-starting,
proactivity and persistence. These three facets
reinforce each other and tend to co-occur in an
individual. This concept of personal initiative has
been used at an organisational level with findings
24. suggesting that organisations with pro-initiative
climates are more innovative and profitable.
Collaboration
In order to innovate, employees often need to relate
and interact with other individuals both inside and
outside the organisation. I t ’s vital that employees are
able to communicate and make connections with
others, articulate their ideas and have the skills to
network effectively.
So what? Enable don’t manage
For a long time, organisations have understood how
important collaboration is but how much time has
been spent empowering your proactive employees?
I f you have motivated people with the right tools
and skills to work together, it is the organisation’s
job to not hinder their creativity or energy. Not
all your employees will be proactive but the ones
that are might be the key to an important change,
innovation and in some cases the key to your
future survival.
W ith that said, how do you ensure that all
o f these employees’ projects are pulling in the
same direction? How do you provide consistency
to goals and objectives? The answer is a strong
organisational narrative; not the type o f narrative
that is inward facing, common to many companies.
A narrative needs to be about the people an
organisation is trying to reach and move. A
powerful narrative can focus a much broader
community on an exciting opportunity that can
spur innovation in unexpected directions. Narratives
encourage people to take initiative - properly
framed, they can unleash a wave o f experimentation
25. and exploration that can lead to accelerated learning
and insights from unexpected quarters. W hile all
the time bringing some consistency and sense of
direction to the organisation as a whole.
Im pact o n o rgan isation al design
and d evelop m en t
There are many important aspects o f innovation
that both consultants and organisations are
aware of:
• T he creative skills needed for idea generation
• Knowledge management systems and enabling
technologies that allow ideas to be spread
• T he line manager skills needed to give their staff
the rattle room they need
• The overall culture o f an organisation
• Systems o f governance and process that can be
used to deliver innovation.
The problem is if an employee is not motivated to
innovate or has no desire to do so, all o f the above
could be a huge waste o f time and money.
W hen it comes to innovation, we are looking
for unknown outcomes and deliverables because
o f this you cannot rely on structured process or
a clever organisational design. By looking at the
types o f behaviours and character traits that lead
to innovation, organisations can start to design
their organisational development and design with
the end in mind. As with all research papers, new
information and research can come to light that
makes us reinterpret data differendy. But what
26. makes the research paper for NESTA interesting is
the focus on the individual rather than the systems
and management of innovation. I f an organisation
can understand the type of people it needs and
what to do to enable them, it gets to the very core
of what innovation is all about - having original
ideas and extracting value out of them. TJ
R e fe r e n c e s
1 R F Drucker, (1985).The Practice of Innovation, Innovation
and
Entrepreneurship Practice and Principles, Harper & Row, New
York
2 F Patterson, M. Kerrin and G. Gatto-Roissard, (2009).
Characteristics &
Behavoiurs of Innovative People in Organisations, research
paper for
NESTA, by the City of University London and the Work
Psychology Group
3 H. Sauermann, and W.M Cohen, (2008). What makes them
tick?
Employee motives and firm innovation. EBER working Paper
N.14443.
4 S. J Shin, and J. Zhou, (2003).Transformational leadership,
conversation
and creativity: Evidence from Korea. Academy of Management
Journal.
5 J. J Sosik, (1997). Effects of Transformational Leadership
and Anonymity
on Idea Generation in computer-mediated groups.
Groups & Organisation Management.
27. 6 B. M Bass, and B. J Avolio, (1990).Transformational
leadership
development: Manual for the Multifactor Leadership
Questionnaire. Palo
Alto, CA: Consulting Psychologists Press.
7 E. A Linnenbrink, & R R Pintrich, (2002). Achievement goal
theory and
affect: An asymmetrical bidirectional model. Educational
Psychologist
8 E. CTupes and R. E Christal, (1961). Recurrent personality
factors based
on trait ratings. USAF ASDTech
9 NESTA Ibid
1 0 L. A King, W.L McKee and S. J Broyles, (1996). Creativity
and the
five-factor model. Journal of Research in Personality.
11 I. Robertson, H. Baron, R Gibbons, Maclver G. Nyfield.
(2000).
Conscientiousness and managerial performance. Journal of
Occupational and Organizational Psychology.
A d am
S m ith
is marketing
manager and
M ike
R o b in s o n
is managing
director of
The Berkshire
28. Consultancy.
visit WWW.
berkshire.
co.uk to find
out more.
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CULTURE
Management shift
V la tk a H lupic urges a culture change
for the 21 st century organisation
F
or years, training and development
professionals have debated the big
issues that they confront: what is
training for? How do we select and
develop programmes? How do we
know which are the most effective? Some o f the
29. latest findings on organisational development
promise to inform, perhaps even revolutionise,
our thinking.
Above all, the latest research opens up the
possibility to broaden the discussion away from
the familiar tussle between finance and H R . For
example, there has been much discussion over
the years on whether one can, or should, assess a
financial return on training investment. The debate
is evenly balanced. W hile there is an obvious need
to help the business and avoid waste, some training
initiatives have objectives that are long-term and
difficult to quantify, such as maintaining corporate
culture or assisting the management o f risk.
The case for gauging a return on training
investment can be inadvertently weakened by
assuming that a precise monetary figure can, or
should, be determined over a prescribed timescale.
Determining the ROI can be a good idea but one
that can be couched too much in terms that are
determined by accountancy timescales, rather than
the needs of the organisation. Business partners
from the human resources department often have to
work hard to blend the cultures o f finance and HR:
ensure that there is financial accountability without
tying the hands of learning and development
professionals too much by a pedantic cost-benefit
calculation for every move that they make.
But if there is a requirement for the business
partners to bind the H R strategy and the business
strategy together, this begs a bigger question: how
did they come to be separate?
30. M uch o f the latest research supports a more
joined-up approach to the development o f all
people-related investments, linked closely with
business strategy and operations. Findings raise
fundamental questions over key aspects o f the 20th
century corporation, with its specialist departments
or ‘silos’, and supports a more co-operative culture
where accountability is to the customer, rather than
functional head. In this new paradigm, it is taken
for granted that corporate culture and employee
engagement are always o f great importance; that
learning and innovation are continual, and that
communication is strong, enabling intelligent
feedback on the effectiveness o f all initiatives —
training-related or otherwise.
This new business model, based on many years
of research on organisational development, takes
organisational culture and skills seriously all the
time, not just when the employee survey results
are in. It replaces a passive, inert concept o f an
organisation consisting o f assets, resources and a
cost base, with a dynamic one consisting o f teams
and engaged people. It summarises not just the
rationale for better engagement of people across the
enterprise but how to go about this in practice.
The findings support the view that it helps to
take a holistic approach and to address mind-set
and values, as well as the organisational set-up. It is
a shift:
1. From a controlling mind-set to an
empowering one
2. From setting rules to establishing principles
31. 3. From issuing instructions to creating teams
4. From overseeing transactions to building alliances
5. From a focus on short-term profits to serving all
stakeholders.
This helps counter the dysfunctions that can arise
in an organisation overly segregated into silos,
in which training and development is seen as
something only for the training specialists to worry
about. Instead we become, in line with Peter Senge’s
vision, a learning organisation, continually receiving
feedback and intelligence from customers and
each other.
The most effective companies raise performance
and engagement across the whole organisation,
in many dimensions, unleashing the potential of
all the people employed. And the bigger lesson is
R e f e r e n c e
1 V. Hlupic,
The
M anage-
m e n t Shift:
H o w to
Harness the
P ow er o f
People and
Transform
Your Organi-
zation for
Sustainable
Success,
Palgrave
32. MacMillan
2014.
www.trainingjournal.com J u n e 2015 TJ
http://www.trainingjournal.com
CULTURE
that business strategy and operations; and people
development and engagement have to be
considered together.
There are immense implications for the
learning and development profession. Having
high engagement scores and well-regarded
training programmes may feel satisfying but is
the engagement well directed? Is a major training
investment really helping the business meet the
needs of the customers, or identify and attract new
ones? Has it been assessed against
alternative investments?
In terms o f practical application, the approach
overseen in many applications applies respectively
to an individual shift and an organisational shift
towards this joined-up way of managing.
The model has five levels o f operation, for both
individuals, executive teams and organisations -
from the apathetic individual/lifeless institution
at Level 1, to the limitless/unbounded high
performance of Level 5 (see Figure 1). There is a
particularly significant transformation from Level
3 - the ordered command and control approach
33. that is common in many corporations - to Level 4,
where high engagement begins to be felt, with its
multiple benefits for service, innovation
and efficiency.
The organisational shift is further bolstered by
an approach called the 6 Box Leadership Model
and its online diagnostic tool, which emphasises
the inter-relatedness o f organisational activities.
My research and work with employers has resulted
in identifying six key groups o f factors (that drive
value creation, innovation, engagement as well
Figure l: The em erg en t lea d e rsh ip m o d el
EMERGENT LEADERSHIP
IN D IVID U A L
Level 5 Limitless
Level 4 Enthusiastic
Level 3 Controlled
Level 2 Reluctant
Level 1 Lifeless
ORGANISATIONAL
Unbounded
Collaborative
Orderly
34. Stagnating
Apathetic
as profit) which form this model. Three o f the
dimensions relate to people: culture, relationships
and individuals and three are related to processes
and materials: strategy, systems and resources
(see Figure 2).
In-depth questionnaire-based information
creates a series o f categorised scores and the two
approaches are used together, so rankings can be
obtained to determine the level o f operation of
individuals and different parts o f the organisation
and across the six different dimensions o f the
organisation defined. The questionnaires are based
on a six-point Likert scale, which eliminates
the neutral option. The software allows also for
qualitative comments, which helps to elucidate the
why o f a quantitative score indicating operation at a
particular level.
Taken together, these approaches result in
an organisation’s leaders being able to access
continuous intelligence on the performance,
capability and potential of the entire workforce,
and the extent to which it is achieving its aims. It
is a whole level beyond the traditional snapshot of
an employee survey, both in terms o f detail, and
in terms of the dimensions addressed - looking at
relationships, strategy and wider performance, not
just the degree o f commitment and enthusiasm of
individuals. It can be particularly valuable when
scores are assessed against time to see not just
35. if there are improvements but which o f the six
dimensions are changing and why.
In this way, the 6 box leadership model reduces
the guesswork in managerial investments and
other decisions generally. Instead o f relying on a
combination o f hearsay, financial data and employee
opinion, one has access to richer organisational
intelligence, giving information on the internal
dynamics and how they change over time.
For learning and development specialists, a whole
new array of organisational information becomes
available to help one assess, for example, the impact
o f a major managerial development initiative.
Employers that have used it have found it to be a
powerful generator o f value and innovation.
In the example o f a
City of London insurance
company, scores from the 6
box leadership analysis were
used to reform induction
and training programmes,
tailored to the specific needs
of the firm. It is a medium-
sized underwriting agency,
relatively young for the
City. All employees were
invited to complete the
MANAGEMEI-T5f
L
SHIFT
36. TJ Ju n e 2015 www.trainingjournal.com
http://www.trainingjournal.com
PEOPLE-RELATED
ASPECTS
questionnaires and the completion
rate was 100 per cent.
The headline figures were
reassuring: the employees
reported a good level of
engagement and performance
across the six dimensions.
Delving into the results a
little further, however, revealed
some areas to address. For
example, senior managers
rated the organisation more
highly than other staff - this
is a common finding when
using this approach. Also, the
dimension o f culture scored
lower than others at 62 per cent
- respectable but leaving room
for improvement. And within
culture, some scores were
much higher than others. W hat
emerged was a high-performance climate, with
some emerging issues around stress and potential
burn-out. Social responsibility scores were low.
Qualitative information - comments in the
questionnaire - yielded clear requests for stronger
37. induction for all employees - as well as training
and development in different areas, including for
more tailored courses relating to specialist
aspects o f underwriting. This led directly to the
following actions:
• Named individual to lead the underwriting
manuals project
• Individual to lead a new on-boarding project for
new joiners
• Individual to launch the effective broker
communications course
• Group o f individuals to build a suite o f relevant
and tailored courses
• Programme o f refresher courses for
key products.
Initial feedback showed that some benefits started
to emerge soon after, and that a more people-
focused culture was developing. T he managing
director observed:
"The [survey] was very easy to administer and came
up w ith some very interesting findings. Perhaps
most importantly, it provided the impetus f o r us to
apply renewed vigour to the training and personal
development o f all staff, and as a consequence we are
now rewriting our training policy, making it f a r more
employee-friendly, p u ttin g the onus on managers,
mandating more training, an d providing f a r more
tailored courses. ”
38. F i g u r e 2: T h e 6 b o x l e a d e r s h i p m o d e l
6 BOX LEADERSHIP
PROCESS-RELATED
ASPECTS
S p r e a d i n g t h e w o r d
Given the logic, and evidence base, for a move
towards the empowered ‘Level 4/5’ organisation
on the model, why is such a wholehearted
commitment to an empowering leadership style not
more common? One likely explanation is that it can
be very challenging. It is common to seek progress
only at an individual level, or only within some of
the six dimensions. So organisations might seek to
develop a few individual leaders’ capabilities with
their own team but pay little attention to the wider
culture, say, or induction o f new recruits. O r there
can be a move away from a ‘command and control’
structure, but not a ‘command and control’ mindset.
And there is a wider issue. Organisations do not
exist in a societal vacuum. It is difficult to transform
the culture o f a single organisation when the wider
culture influencing how businesses are perceived
and reported on remains stuck in Level 3 (at best)
- although the best employers like W L Gore and
Morning Star have consistently managed to do this.
To support a wider shift, I am seeking to join
with other academics, leading management
organisations and business schools to encourage
dissemination o f the research findings and
innovative ideas surrounding the whole agenda
o f enlightened leadership and the learning
39. organisation.
I f training professionals sometimes feel
frustrated that their efforts are not better
appreciated, it may be that the source o f the
frustration lies in the wider organisational or even
societal culture. There is now a body o f thought
leaders wishing to confront that challenge and a
vast store o f evidence to call upon. TJ
V latk a
H lu p ic
is a professor
of business
and manage-
ment at the
University of
Westminster.
She can be
contacted
at vlatka®
themanage
mentshift.com
or visit w w w .
themanage
mentshift.com
Vlatka w ill
be a keynote
speaker at
the TJ 50th
Anniversary
Conference
on 10th July
in London.
To find out
40. more or book
a place, visit
www.training
journalconfer
ence.com
w w w .tra in in g jo u rn a l.c o m J u n e 2015 TJ 9
http://www.training
http://www.trainingjournal.com
Copyright of Training Journal is the property of Fenman Ltd.
and its content may not be
copied or emailed to multiple sites or posted to a listserv
without the copyright holder's
express written permission. However, users may print,
download, or email articles for
individual use.
PROFESSIONAL ENGINEERING AUGUST 2015
Editor’s comment
Lee Hibbert
Innovation and skilled
management made these
two British engineering
companies world leaders
O n e o f th e b e n e f its o f e d it in g a n
engineering m agazine is th e opportunity to
travel th e country to m eet in teresting
41. com panies and people. This p a s t m onth
rem inded m e of th a t fact, offering up th e
chance to visit tw o g rand old nam es of our
sector w ho have em erged as global leaders
in their respective fields.
First up it w as Renishaw, th e
G loucestershire-based m etrology firm th a t
has becom e th e rising s ta r of th e South
W est. E stab lished in th e la te 1970s by tw o
am bitious engineers, R enishaw has
expanded a t a sensible, sustainab le pace,
now em ploying a to ta l of 4,000 people,
m ainly b a sed in th e UK. But R enishaw is no
inw ard-looking organisation, exporting
95 % of th e m easurem ent m achines th a t it
m akes to all four corners of th e globe.
Still majority ow ned by its founders Sir
David M cM urtry and John Deer, th e
com pany is a m odel of financial probity,
investing w isely and tak ing on no deb t. It
spends be tw een 14% and 18% of its sales
incom e on research and developm ent,
enabling it to spo t em erging technologies
such as additive m anufacturing and to
ad ap t its skills and know ledge to create
p roducts to m eet dem and.
R enishaw has, to its credit, eschew ed
th e w ell-trod p a th of establish ing
m anufacturing facilities in low-cost
countries. It has stayed loyal to th e region
w here it w as born, em erging as one of th e
b iggest em ployers in th e South W est. A
42. new ly opened £20 million, 153,000ft2
innovation cen tre a t its W otton-under-Edge
headquarters show s th a t its com m itm ent
rem ains strong. R enishaw has to fight hard
to com pete for g raduate engineers against
a c luster of nearby com panies including th e
likes of Dyson, Rolls-Royce, Airbus and
Babcock, and it does so by offering
‘We have a tendency in
this country to undersell
the ingenuity and
commercial success of
our leading companies, and
to underplay the respect
in which they are held
around the world’
well-paid, highly-skilled job opportunities
a t modern, spacious facilities.
There are m any similarities be tw een
R enishaw and th e second of the world-
class engineering firms I w as fortunate
enough to visit las t m onth. Ricardo is one of
th e best-know n nam es in British
engineering, having had a long and
distinguished history th a t da tes back 100
years. Originally founded as Engine
P aten ts, th e com pany th a t is know n today
w as th e creation of Sir Harry Ricardo, one of
th e m ost creative and gifted engineers th a t
th is country has ever produced.
Innovation has alw ays b een a t its core,
being focused from th e o u tse t on the
43. creation of new technologies, as opposed to
engaging directly in th e m ass m anufacture
of engines or vehicles. T hat legacy lives on,
w ith Ricardo being th e first port of call for
global OEMs th a t look to tap into its unique
concentration of consultancy expertise in
its core product of engine, transm ission,
hybrid and electrical system s, and
environm ental forecasting. Its centenary
year w as capped last m onth by the opening
of an im pressive £10 million vehicle
em issions research centre a t its Shoreham-
by-Sea h eadquarters w hich will help bring
about th e developm ent of th e nex t
generation of clean, low -carbon vehicles.
We have a tendency in this country to
undersell th e ingenuity and commercial
success of our leading com panies, and to
underplay th e respect in w hich they are
held in major nations around the world. The
stellar perform ance of R enishaw and
Ricardo serves as a timely rem inder th a t
th a t shouldn 't be th e case.
Contact Lee Hibbert, Pi?Editor, at Unit G4, Harbour Yard,
London SW10 0XD. [email protected]
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WHAT’S
YOUR
47. TYPE?
ENTREPRENEUR 11/1556
Entrepreneur 360
entnov15 056-068 E360feat.indd 56 9/21/15 5:00 PM
09212015191941
By DAVID FREEDMAN
and MATT VILLANO
Illustration by
STUART BRADFORD
How does a new
business achieve
success? Clearly,
there is no single
answer—but there
is some science
amid the art.
We’ve developed
six archetypes of
company leadership
that embody the
varieties of
management style,
processes and
48. culture that are
demonstrated by
today’s flourishing
entrepreneurs.
11/15 ENTREPRENEUR 57
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09212015191941
ENTREPRENEUR 11/1558
WILLINGNESS
TO TAKE RISKS.
RELIANCE
ON DATA.
EMPLOYEE
RELATIONS.
ABILITY AND
DESIRE TO
INNOVATE.
These are among the factors
one may consider when exam-
ining company leadership and
performance. Why do some
startups achieve lasting success
while others become flash-in-
the-pan fads or all-out failures?
Every company has a unique
strategy and culture. Some play
49. things safe, staying the course
for lasting (yet modest) profit;
others see growth through rapid
evolution in tandem with tech-
nological advances or trends,
yielding major returns that may
not have staying power. Some
place a high level of responsi-
held, for-profit and have shown
net capacity growth over at least
two years, with an employee
size in 2015 of 10 to 1,000.
With the help of Gary Kunkel,
senior research fellow at the
Business Dynamics Research
Consortium at the University
of Wisconsin—who examined
information on businesses from
BDRC’s proprietary data sets—
we conducted surveys over the
first nine months of 2015 with
nearly 400 qualified companies.
We asked highly detailed ques-
tions about market sector, man-
agement style, sales territories,
target growth rates, expansion
planning, processes and other
business functions.
We reviewed the data
received to come up with our
six company archetypes. We
think of these archetypes as
providing a 360-degree view
of thriving business and thus
50. we have dubbed this study the
Entrepreneur 360.
You may be surprised that
representatives of some of
these company archetypes can
demonstrate growth. All have
benefits, and all have flaws. But
whether or not you find them
relatable—do you recognize
yourself anywhere?—they con-
tain lessons for entrepreneurs
that can be applied to nearly any
industry. And all are emblematic
of leaders who have the passion,
talent and grit to launch and
maintain a resilient business.
—Carolyn Horwitz
bility and decision-making on
employees at all levels; others
choose to place all their faith
in management.
The combinations are end-
less. However, when considering
the components of flourishing
companies of all types, some
commonalities emerge.
Through surveys and
available data, we’ve examined
hundreds of small businesses
and come away with six arche-
typal sets of practices and char-
51. acteristics that we believe are
representative of most growth
companies operating today.
The qualifications were
simple: Companies had to be
domestically owned, privately
Best Practicers
These star companies do everything evidence-based
management wisdom says they should do. They set
high growth targets and are confident of hitting them.
They are employee champions, staying highly attuned
to staff needs and input and promoting more agile,
decentralized
decision-making,
as well as innova-
tive and proactive
action. It all
pays off: These
firms report not
only sustained
but especially
rapid growth, and
almost no prob-
lems in any area
of management
or performance.
WHAT WORKS
Best Practicers tend to
achieve everything they’re
going for. They report confi-
dence in hitting their daunting
growth targets. They attract
good employees, retain them
52. and are able to ensure that
they build their skills and
remain fully productive. Com-
pany cash flow tends to stay
strong. They’re able to time
their expansions well, and
they keep up with changing
customer needs and poten-
tially disruptive technologies.
WHAT DOESN’T
WORK Zip. That’s right:
These companies as a
group report fewer problems
on average than their peers
across every single aspect
of their businesses.
Entrepreneur 360
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11/15 ENTREPRENEUR 59
Best Practicers
These star companies do everything evidence-based
management wisdom says they should do. They set
high growth targets and are confident of hitting them.
They are employee champions, staying highly attuned
to staff needs and input and promoting more agile,
decentralized
decision-making,
as well as innova-
53. tive and proactive
action. It all
pays off: These
firms report not
only sustained
but especially
rapid growth, and
almost no prob-
lems in any area
of management
or performance.
• Best Practicers tend
to be in rapid-growth
industries, and are
mostly national and
international in focus
rather than local or
regional. They are
also more likely to be
urban-based.
• Avoiding top-down,
command-and-
control management,
they emphasize em-
powering employees
through distributed
decision-making,
transparency, sharing
information and
frequent, deep
communication
both up and down in
the organization.
54. • They are big on
rewarding employees,
by sharing profits,
promoting from
within and empha-
sizing good benefits,
good quality of life
and a positive work
environment.
• They set high
growth targets and
make a point of
clearly communicat-
ing those aggressive
plans to employees,
customers, suppliers
and even the local
community.
• They see fast
growth as a compet-
itive edge in its own
right and are driven to
constantly increase
market share.
• They seek to be
both brand leaders
and innovators,
and encourage
risk-taking.
• They rely heavily
on internal metrics
and external market
55. research.
• They expand
proactively, without
waiting to book the
orders that would
necessitate it.
• They give to charity
for its own sake, and
not just to help the
company grow.
WHAT WORKS
Best Practicers tend to
achieve everything they’re
going for. They report confi-
dence in hitting their daunting
growth targets. They attract
good employees, retain them
and are able to ensure that
they build their skills and
remain fully productive. Com-
pany cash flow tends to stay
strong. They’re able to time
their expansions well, and
they keep up with changing
customer needs and poten-
tially disruptive technologies.
WHAT DOESN’T
WORK Zip. That’s right:
These companies as a
group report fewer problems
on average than their peers
across every single aspect
56. of their businesses.
PROFILE
iCracked
W
hen new hires are onboarded
at iCracked, a repair and
reselling company that
specializes in both Apple and Samsung
devices, trainers share the same set of
mission-critical instructions multiple
times: Managers don’t want to hear,
“What do you want me to do next?” but
instead, “Hey, can I do this?”
The distinction is subtle; the
former enforces hierarchies, while the
latter sparks a culture of exploration,
experimentation, independence and
confidence.
“Our hope is that this philosophy
instills in our people a sense of empow-
erment,” says iCracked co-founder
and CEO AJ Forsythe. “We believe
people learn through mistakes and
decision-making. True fulfillment
comes through finding solutions and
implementing them.”
The approach certainly resonates
with employees. At last count, iCracked,
which is based in Redwood City, Calif.,
57. had 130 full-time employees spread over
five offices on three continents—and a
microscopic turnover rate. The company
also employs more than 3,000 techni-
cians, a number that continues to grow
as iCracked establishes a presence in
more cities around the world.
Communication is another key to
keeping employees satisfied. Every two
weeks, Forsythe runs an all-hands-on-
deck meeting during which he and other
executives share big-picture strategy and
implore the rank and file to share their
ideas for the future.
Finally, in hiring, Forsythe says
iCracked looks for candidates with
curiosity, ethics and drive. “You can’t
teach someone to have those traits,” he
explains. “But if they possess them, you
can teach just about everything else.”
TAKEAWAY The conventional wisdom isn’t
always right, but in the case of management best
practices, it seems spot-on. The formula isn’t a secret:
Pursue aggressive growth; lavish care and atten-
tion on employees; set up nimble and broad-based
decision-making processes; embrace change and
disruption; stay on top of data; and communicate
with customers and suppliers.
Key Characteristics
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58. ENTREPRENEUR 11/1562
WHAT WORKS Modest growth
targets and conservative management
leave Data Champions more willing and
able than other types of companies to
eschew debt and fund growth primarily
through earnings. These are steady-
as-she-goes firms that do not tend to
produce standout success in any category.
But their focus on data may make them
more aware of their challenges than their
peers, and their emphasis on treating staff
well may pair with having much higher
expectations of employees.
WHAT DOESN’T WORK
These firms complain about struggling
with almost every type of business chal-
lenge and every type of potential growing
pain, from finding employees to timing
expansion. And in spite of setting relatively
low growth targets, they’re less confident
than their peers in meeting them.
TAKEAWAY You don’t have to
shoot for the moon or embrace every
touted management approach to be a
leader. Well-established tactics such as
self-funding expansion, being generous
with employees, setting modest targets
and keeping a careful eye on financials and
other performance metrics can do the
59. trick. On the other hand, not only does
aiming for relatively moderate growth fail
to insulate a company from growth pains,
it may actually invite some problems.
C
reative firms don’t typically embrace
literal names. But in the case of
Oakland, Calif.’s Enlisted Design,
an agency that specializes in planning and
birthing new products, the name says it all.
The agency handles industrial design,
packaging, brand identity and other functions
for a wide range of housewares, electronics
and food, pet and lifestyle products. So why
“enlisted ”? On each new gig, the company
embeds its designers into client-side teams
and asks that clients enlist specialists on the
agency side of the creative process, as well.
Naturally, this crossover creates a glut of
data and internal research—information used
to tie every effort back to client demands.
At the same time, co-founder Beau Oyler
admits that the focus on collaboration and
cross-pollination results in a scenario in which
creatives are expected to put in long hours.
In many cases, the company’s 15 employees
relish the opportunity to make hay in a com-
petitive industry. In others, employees can
feel vexed, stressed and out of balance. With
this in mind, Oyler says his biggest challenge
is people. “Finding the right talent to do what
60. we do is really difficult,” he notes. “We spend a
lot of time on recruiting and interviews.”
The issue bleeds into the company’s ex-
pectations for the future. While Oyler wants
to become a “leading brand,” he believes
hiring more than 25 employees could hinder
Enlisted’s ability to serve customers with what
has become a signature kind of intimacy.
PROFILE
Enlisted Design
Data Champions
The generally conservative companies in this
group focus on steadily pushing forward via careful
planning and data analysis, and by working hard
to empower employees. The reward is continued
growth and solid cash flow
that enables avoiding debt.
Yet less aggressive growth
targets and a lack of tight
communication keeps them
from sprinting ahead of the
pack and can leave them put-
ting out fires on all fronts.
Key Characteristics
• Data Champions are
more likely than their peers
to be in a mature industry.
• They emphasize a
61. reliance on performance
data, sharing it across
the company to help
employees at all levels
make decisions.
• They are much more
likely than their peers to
offer employees higher
pay and a share of profit.
• They pay close attention
to planning growth, but
they are not as likely as
their competitors to set
a formal growth target,
and if they do set one, it
averages half of what their
peers are shooting for.
• These relatively con-
servative firms are more
concerned about survival
than dominating the
competitive landscape.
• In the same vein, they are
more likely to be reactive
than proactive and are less
likely than their peers to
expand in anticipation of
growing demand.
• They are less likely than
other companies to have
expanded internationally.
64. 09212015191942
11/15 ENTREPRENEUR 63
• Controllers take pains to
get the input of customers
and suppliers in business
planning, and to commu-
nicate their growth plans
outside the company.
• They are pressured to
keep growing by owners
and investors, rather than
by competitive forces. They
are careful to establish
an annual growth target,
and they match their peers
in confidence in meeting
that goal.
• They constantly research
their markets and use the
findings to make decisions.
• They consistently lag
most E360 companies in
championing employees,
and are especially low
in sharing profits and
information, promoting
from within and empha-
sizing benefits and work
environment.
65. • They are not interested in
new ideas and don’t place
a high priority on keeping
up with emerging technol-
ogy and processes.
• They are risk-averse,
waiting until orders are
booked before expanding
capacity.
• They tend to be nationally
focused, with few special
ties to local community.
WHAT WORKS Controllers don’t
grow especially fast compared to their peers,
but they grow fairly steadily. Perhaps surprisingly,
given their somewhat ungenerous attitude
toward employees, they don’t report many
problems with HR; that’s likely related to the
fact that they’re not heavily competing for labor—
suggesting they’re able to take advantage of
labor pools serving tighter job markets.
WHAT DOESN’T WORK These
companies often have trouble retaining their best
employees, developing employee talent and
getting employees’ best efforts. But problems
in other departments are more serious and
pervasive, including maintaining good profit mar-
gins, timing expansions and adjusting production
and logistics to industry and market changes.
That may explain why Controllers are forced to
66. set lower-than-average growth targets, and why
they seem plagued with management tensions
leading to difficulty in reaching consensus.
TAKEAWAY Being supplier- and customer-
facing can cover a lot of sin, as can finding
ways of exploiting markets where jobs are
tight. That may be enough to keep Controllers
hitting reasonable growth targets, though other
tactics—especially upping the level of employee
engagement—could enable them to do better.
PROFILE
Zozi
T
o say the travel industry
presents challenges for a
startup would be an un-
derstatement. For starters, the
industry is highly fragmented,
with tens of thousands of
operators around the world.
Also, many merchants are
behind the technology curve,
which means centralizing them
onto one platform can be like
herding cats.
Perhaps this explains why
San Francisco-based Zozi,
which provides online booking
software for travel outfitters, has
67. been playing it safe. According
to founder and CEO TJ Sassani,
the company spent its first three
years being primarily angel-
financed, with dozens of in-
vestors writing relatively small
checks. Only after Zozi had a
steady base of customer accounts
did Sassani seek venture money
to help speed along growth.
“We have had no problem
building this gradually,” he says,
noting that the company has
raised a total of $60 million.
In terms of employees,
Zozi’s philosophy is simple:
The company prides itself on
team play, yet executives drive
decision-making—no ifs, ands
or buts.
Zozi’s goal is to hit $1 billion in
gross transactions, a milestone
Sassani expects to achieve in
2016. A secondary objective is
to get to 20,000 merchants by
next year, a number that would
make Zozi about half the size
of OpenTable. From there, of
course, the plan is about as
traditional as they come: filing
for an IPO.
Slow build:
68. TJ Sassani of Zozi.
Controllers
This group places a rigid focus on customers and suppliers—
even
while neglecting to be open or generous with employees or to
keep
up with technology. Risk-averse and old-fashioned bossy in
their
approach to hiring and developing talent, they pay close
attention
to what’s going on in their markets and do what it takes to keep
customers happy. The results aren’t uniformly pretty, but in the
end
these somewhat inflexible companies tend to hit their growth
targets.
Key Characteristics
P
H
O
T
O
C
O
U
R
T
E
S
70. IS
T
E
D
D
E
S
IG
N
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ENTREPRENEUR 11/1564
Classics place an emphasis on sales but glue them-
selves to the middle of the road when it comes to most
management practices. That’s why they don’t stand out
much from the crowd in terms of how well they support
employees, how
aggressively they
seek growth and
how they deal with
risk. The results
are—surprise,
surprise—average.
71. • No daredevils here.
Though Classics
are average when
it comes to risk
aversion, they are
more likely to be
reactive than proac-
tive, expanding only
when the orders are
booked.
• There’s no inno-
vation in leadership
here, either.
• They express rela-
tively high confidence
in growth, apparently
because they are
sales-focused, seek
customer input in
planning and work
hard to communicate
success to cus-
tomers. Even their
charitable contri-
butions are seen as
supporting customer
relations.
• Their relationships
with suppliers are
not as close as with
customers.
72. • Overall, they’re
not employee
champions, and
they avoid sharing
financial and other
information with
staff members.
However, they do
solicit input from
employees in busi-
ness planning, mostly
on the sales side.
• They are more
focused on local
markets than most
E360 companies.
WHAT WORKS
Because of their sales focus,
Classics express confidence
about continuing growth,
and their sales, marketing
and HR teams handle
the growth in stride. They
cope well with the pace of
change, probably helped by
the fact that they aren’t tech-
nology leaders or disruptors.
WHAT DOESN’T
WORK Classics’ growth
targets are lower than
average. And as is common
among sales-driven firms,
they report problems finding,
73. retaining, developing and
getting high levels of pro-
ductivity out of employees.
They may also have trouble
reaching management
consensus.
TAKEAWAY In
spite of all we hear about
leading-edge management
practices and disruptive
companies, there is still
plenty of room for more
conventional companies to
notch growth year after year.
Markets don’t award extra
points for being flashy, and
success can be built around
a mastery of sales.
PROFILE
UpCounsel
I
t figures that lawyers would do every-
thing by the book. How else to explain
UpCounsel’s success? In 2012, when
Matt Faustman and Mason Blake wanted
to build a company to match small and
midsize businesses with experienced
attorneys, they pounded the pavement
to get a sense of what legal services were
needed. Later, when Faustman, CEO,
and Blake, CTO, needed cash to offset
74. the costs of acquiring those new cus-
tomers, they sought out venture funding
from Menlo Ventures to the tune of
$10 million (and $13.9 million overall).
Once the approach was perfected—
eliminating the traditional partner
structure and reducing overhead by uni-
fying customers on proprietary practice
management software—UpCounsel was
able to provide quality legal services for
up to one-third the traditional cost, the
San Francisco-based company says.
Data has formed the foundation for
each of these moves. Call Faustman
conservative, prudent, almost skittish,
but the former attorney says he learned
early on never to make business decisions
without researching each possible
outcome. This has resulted in 20 percent
month-over-month revenue growth in
2015, the company says.
“The equation is about user acquisi-
tion and lifetime value economics,” he
explains. “We know what it
costs to bring customers in;
we know if we can net more
than that over time, we’ll be
in good shape.”
UpCounsel applies this
same philosophy to HR, hir-
ing “smart people,” Faustman
75. says, and encouraging them
to rely on research and data to
solve problems. There’s
no magic, no conversation
circles for the company’s 30
employees. Just hard-nosed
research and data-driven
decision-making. Which is
exactly how lawyers like it.
Classics
Key Characteristics
By the book: UpCounsel’s
Mason Blake, left, and Matt Faustman.
P
H
O
T
O
C
O
U
R
T
E
S
Y
76. O
F
U
P
C
O
U
N
S
E
L
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Forward Thinkers surge ahead in growth and
profits by being aggressive in adopting new
technologies and processes, setting high
targets and expanding proactively. But they
can be disorganized when it comes to oper-
ations, controls and managing employees,
leading to struggles with some of the basics.
• Forward Thinkers tend
to be in mature industries.
77. • They lead the E360
in being driven by new
production technologies
and processes.
• They set the highest aver-
age annual growth targets
among E360 companies.
• They expand proactively.
• They are more likely than
their peers to prioritize
input from their boards
of directors.
• Their focus is more
international than local.
WHAT WORKS
The big payoffs to emphasizing
technology and innovation are
strong growth and high margins.
That high growth rate isn’t easily
financed without outside fund-
ing, but Forward Thinkers seem
to have little problem finding
investors—which may explain
why they have unusually influen-
tial boards of directors.
T
he Matrix gets a lot of attention at
Avant. Not the science-fiction movie;
rather, the four-part matrix the
78. Chicago-based marketplace lending plat-
form has developed to codify the process
through which it tackles new initiatives.
Step 1 is easy: Scale. Any move the
company makes has to be proportionate to
complexity (that is, the more complex the
move is, the larger it must be). Step 2: The
move must extend the company’s brand
and provide stellar customer experience.
Step 3: Company leadership must under-
stand the new initiative at its core. Step 4:
The company must have the right resources
to make the move worthwhile.
“We embrace the notion that you can
never be too focused,” explains CEO Al
Goldstein, co-founder and CEO. “We like
to think of it as an 80-20 rule: 80 percent of
our time on the core mission but somewhere
between 10 and 20 percent of our time
thinking about what is going to come next.”
Employees play a big part of this mission.
The company holds weekly demo days and
Q&A sessions; at quarterly town hall meet-
ings, executives share financial information
with the entire team.
All of this has paid off: Since the compa-
ny’s debut in 2013, Avant has grown from
three to 730 employees worldwide and
launched operations on two continents.
Sure, Goldstein and his crew like to boast
79. about their accomplishments. But if the
wins are legit, is it ever really boasting?
PROFILE
Avant
WHAT DOESN’T
WORK Most departments
in a Forward Thinker company
struggle to some extent to
cope with the rapid growth—
and those proactive expansions
sometimes turn out to be
ill-timed. Forward Thinkers
also report trouble with
management consensus and
keeping the organization
focused on objectives.
In step (from left): Avant founders
Paul Zhang, Al Goldstein and John Sun.
Forward Thinkers
Key Characteristics
TAKEAWAY It’s no
surprise that technological
and process innovation can
rocket a company to success,
particularly in mature industries
that may have become sleepy.
But fast, innovation-fueled
growth also calls for extra atten-
tion on company components
that may become stressed
80. by the pace of change. What’s
more, managers at cutting-edge
firms need to be prepared to
deal with what may be conflict-
ing direction from outside inves-
tors and other stakeholders.
P
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O
B
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IC
R
O
T
H
,
C
O
U
R
T
E
81. S
Y
O
F
A
V
A
N
T
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ENTREPRENEUR 11/1568
S
peed. That was the driving
force behind restaurant
delivery service Dashed.
When CEO Phil Dumontet started
the Boston-based company in 2009,
he wanted it to be the fastest in the
industry. It has largely achieved
that goal.
Revenue is up 140 percent since
2011, the company says. A key
82. factor: diversifying delivery
methods, with roughly a quarter of
all deliveries handled via bicycle,
scooter or smart car.
“We can zip around traffic,
park in commercial spots and be
much more nimble with our fleet,”
Dumontet says, adding that propri-
etary mapping technology enables
drivers to find the fastest routes
between stops.
To keep drivers engaged (deliv-
eries can get boring by the end of an
eight-hour shift), Dashed has set up
a leader board that rewards drivers
in each transport category for the
fastest times every day. Rewards
ranging from cash to medals are
given out at the end of every week.
Beyond implementing this
incentive system, management
philosophy has remained relatively
unchanged since the beginning—a
move by design. Even the recent
rollout of driver ratings was done
quietly, so it wouldn’t detract from
the company’s primary mission.
Says Dumontet: “We want it so when
customers think about Dashed, they
think about one thing and one thing
only: speed and fast delivery.”
These companies thumb their noses at management
83. best practices, from taking care of employees to
proactive use of
data. But unlike
Controllers,
Contrarians seem
made of Teflon,
blithely gliding over
the bumps and pits
that trip up other
companies. They
keep putting up the
growth numbers,
and they do every-
thing their way.
• Contrarians rank
among the lowest on
most measurements
of championing
employees, including
promoting from within,
sharing profits, decen-
tralizing decision-
making, supporting
skills development,
sharing financial
information and
encouraging new ideas.
• They don’t even
bother to claim to
prospective employees
that opportunities and
rewards are high.
• When it comes to
84. planning and decision-
making, they don’t turn
to data, operational
metrics or internal
or external market
research. They don’t
listen to customers or
suppliers, either.
• They are slow to
change, tending to
be reactive rather
than proactive.
• They don’t keep up
with new technologies
and processes.
• They don’t bother
to clearly articulate a
growth plan.
• They are less likely
than other E360 com-
panies to be national
or international in
scope, or to be in a
pioneering industry.
WHAT WORKS
Contrarians’ employees have
needed skills and are fully
productive, and managers
usually reach a consensus. They
maintain good profit margins,
85. their departments are all able
to adjust to growth and they
time expansions well. Growth is
readily funded from cash flow.
WHAT DOESN’T
WORK Nothing. Though
their style is opposite that of
Best Practicers, Contrarians
are the only other group to be
essentially problem-free.
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