1. this discussion forum is designed to help you understand the ef
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This discussion forum is designed to help understand cognitive biases that affect employee hiring decisions and improve decision making. Research has shown that heuristics or mental shortcuts in decision making can lead to biases like anchoring, representativeness, framing, confirmation bias, overconfidence bias, hindsight bias, and escalation of commitment in ways that reduce decision accuracy and effectiveness. Participants are asked to discuss the most important bias affecting hiring, provide an example, and comment on a video about dealing with resistance to change.
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1. elasticity question 1 a. what, in general, does elas
1. elasticity question 1 a. what, in general, does elas
2112021 theoretical framework underpinning recommendations s
2112021 theoretical framework underpinning recommendations s
College of administration and finance sciences assignment (
College of administration and finance sciences assignment (
How to Assess Your Reliability Program
“How do you know so much about our program?” was a question the quality manager asked after reading the assessment report. The assessment took one day with eight interviews.
The reliability that results is going to happen whether or not the team designing the product or production line deliberately use reliability engineering tools or not. The elements of a product or system will respond to the environment and either work or fail.
Strategy PROCESS, QUESTIONS & RESOURCES
We need to create a shared understanding of what problems we are trying to solve, what strategic choices we are trying to make, and what questions we are trying to answer before we can choose what tools, frameworks, and methods are more practical to facilitate the discussions required to answer these questions.
Taking the bias out of meetingsMake sure the right p.docx
Taking the bias out
of meetings
Make sure
the right
people are
involved
Assign
homework
Create
the right
atmosphere
Ensure diversity of backgrounds, roles,
risk aversion profiles, and interests;
cultivate critics within the top team.
Invite contributions based on expertise,
not rank. Don’t hesitate to invite
expert contributors to come and present
a point of view without attending the
entire meeting.
Make sure predecision due diligence is
based on accurate, sufficient, and
independent facts and on appropriate
analytical techniques.
Request alternatives and “out of the
box” plans—for instance, by soliciting
input from outsiders to the decision-
making process.
As the final decision maker, ask others
to speak up (starting with the most
junior person); show you can change
your mind based on their input;
strive to create a “peerlike” atmosphere.
Encourage admissions of individual
experiences and interests that create
possible biases.
For the portion of the meeting where a
decision is going to be made, keep
attendance to a minimum, preferably
with a team that has experience making
decisions together. This loads the
dice in favor of depersonalized debate
by eliminating executives’ fear of
exposing their subordinates to conflict
and also creates, over time, an
environment of trust among that small
group of decision makers.
Consider setting up competing fact-
gathering teams charged with
investigating opposing hypotheses.
Encourage expressions of doubt
and create a climate that recognizes
reasonable people may disagree
when discussing difficult decisions.
Encourage substantive disagreements
on the issue at hand by clearly
dissociating it from personal conflict,
using humor to defuse tension.
The biases that undermine strategic decision making often operate in
meetings. Here is a menu of ideas for running them in a way that will mitigate the
impact of those biases. Not every suggestion will be applicable to
all types of decisions or organizations, but paying attention to the principles
underlying these ideas should pay dividends for any executive trying to
run meetings that lead to sounder decisions.
These meeting
guidelines were
prepared by
Dan Lovallo and
Olivier Sibony.
On the cover: Seeing through biases in strategic decisions
Manage the
debate
Follow up
Before you get going, make sure
everyone knows the meeting’s purpose
(making a decision) and the criteria
you will be using to make that decision.
For recurring decisions (such as
R&D portfolio reviews), make it clear
to everyone that those criteria include
“forcing devices” (such as comparing
projects against one another).
Take the pulse of the room: ask
participants to write down their initial
positions, use voting devices, or ask
participants for their “balance sheets” of
pros and cons.
Use the premortem technique to
expand the d ...
Ethical Healthcare Scenarios WorksheetScenario 1 Medical codi.docx
Ethical Healthcare Scenarios Worksheet
Scenario 1: Medical coding in a physician's practice
Imagine you work in a high-pressure cardiology physician's office and you are one of two medical coders. Your supervisor is very focused on the greatest reimbursement to satisfy revenue projections for the practice. As a result, you are asked to "up-code" billing. How can the pressure of acquiring the maximum repayment for services lead to manipulating or falsifying documentation?
1. What is “up-code” billing? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. How can the pressure of acquiring the maximum repayment for services lead to manipulating/falsifying documentation?
Scenario 2: Administration of patient medications in the hospital setting
Imagine you are a new graduate nurse working nights on a busy medical unit. You just received a new patient who needs to be admitted to your unit and you just finished medicating a patient with a narcotic injection with a dose greater than ordered. Clearly understanding medication errors may lead to patient injury and even death, explain why a clinician may choose not to report the incident.
1. What constitutes a medication error? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Why might a clinician choose not to report a medication error?
Scenario 3: Not hiring a qualified individual because of discrimination
Imagine you are a new human resources director in a nonprofit organization and have been pressured not to hire Middle Eastern candidates by the organization's CEO. In the United States, discrimination against people based on their ethnicity, race, or cultural orientation is strictly forbidden under federal and state laws. Ethical discrimination may result in the breeding of ill feelings at work, as well as reduced productivity. To eliminate these ramifications, organizations need to put forth increased effort in curbing ethical discrimination in the employment sector. What are some interventions organizations can put in place to prevent discrimination?
1. What is discrimination? Is it illegal? Is it ethical?
2. What principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Name three interventions organization can put in place to prevent discrimination.
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MGMT2034 Reflection Assignment.xlsx
Sheet1BUSN20134 Business Ethics and Sustainability- Reflection Assignment 2 Part B .2 - Assessment Rubric (This information is provided as a guide to expectations regarding the reflective assignment. As with any assessment tasks students should seek further clarification from the facilitator and unit coordinator to insure they understand the requirements of the assessment task)WeightingFail-IIIFail-IIFail-IPassC.
Spider Writing Display Spider Writing, Fall Classro
Essay Writing Service
http://HelpWriting.net/Spider-Writing-Display-Spider-Writing,-
Recommended
1. elasticity question 1 a. what, in general, does elas
1. elasticity question 1 a. what, in general, does elas
2112021 theoretical framework underpinning recommendations s
2112021 theoretical framework underpinning recommendations s
College of administration and finance sciences assignment (
College of administration and finance sciences assignment (
How to Assess Your Reliability Program
“How do you know so much about our program?” was a question the quality manager asked after reading the assessment report. The assessment took one day with eight interviews.
The reliability that results is going to happen whether or not the team designing the product or production line deliberately use reliability engineering tools or not. The elements of a product or system will respond to the environment and either work or fail.
Strategy PROCESS, QUESTIONS & RESOURCES
We need to create a shared understanding of what problems we are trying to solve, what strategic choices we are trying to make, and what questions we are trying to answer before we can choose what tools, frameworks, and methods are more practical to facilitate the discussions required to answer these questions.
Taking the bias out of meetingsMake sure the right p.docx
Taking the bias out
of meetings
Make sure
the right
people are
involved
Assign
homework
Create
the right
atmosphere
Ensure diversity of backgrounds, roles,
risk aversion profiles, and interests;
cultivate critics within the top team.
Invite contributions based on expertise,
not rank. Don’t hesitate to invite
expert contributors to come and present
a point of view without attending the
entire meeting.
Make sure predecision due diligence is
based on accurate, sufficient, and
independent facts and on appropriate
analytical techniques.
Request alternatives and “out of the
box” plans—for instance, by soliciting
input from outsiders to the decision-
making process.
As the final decision maker, ask others
to speak up (starting with the most
junior person); show you can change
your mind based on their input;
strive to create a “peerlike” atmosphere.
Encourage admissions of individual
experiences and interests that create
possible biases.
For the portion of the meeting where a
decision is going to be made, keep
attendance to a minimum, preferably
with a team that has experience making
decisions together. This loads the
dice in favor of depersonalized debate
by eliminating executives’ fear of
exposing their subordinates to conflict
and also creates, over time, an
environment of trust among that small
group of decision makers.
Consider setting up competing fact-
gathering teams charged with
investigating opposing hypotheses.
Encourage expressions of doubt
and create a climate that recognizes
reasonable people may disagree
when discussing difficult decisions.
Encourage substantive disagreements
on the issue at hand by clearly
dissociating it from personal conflict,
using humor to defuse tension.
The biases that undermine strategic decision making often operate in
meetings. Here is a menu of ideas for running them in a way that will mitigate the
impact of those biases. Not every suggestion will be applicable to
all types of decisions or organizations, but paying attention to the principles
underlying these ideas should pay dividends for any executive trying to
run meetings that lead to sounder decisions.
These meeting
guidelines were
prepared by
Dan Lovallo and
Olivier Sibony.
On the cover: Seeing through biases in strategic decisions
Manage the
debate
Follow up
Before you get going, make sure
everyone knows the meeting’s purpose
(making a decision) and the criteria
you will be using to make that decision.
For recurring decisions (such as
R&D portfolio reviews), make it clear
to everyone that those criteria include
“forcing devices” (such as comparing
projects against one another).
Take the pulse of the room: ask
participants to write down their initial
positions, use voting devices, or ask
participants for their “balance sheets” of
pros and cons.
Use the premortem technique to
expand the d ...
Ethical Healthcare Scenarios WorksheetScenario 1 Medical codi.docx
Ethical Healthcare Scenarios Worksheet
Scenario 1: Medical coding in a physician's practice
Imagine you work in a high-pressure cardiology physician's office and you are one of two medical coders. Your supervisor is very focused on the greatest reimbursement to satisfy revenue projections for the practice. As a result, you are asked to "up-code" billing. How can the pressure of acquiring the maximum repayment for services lead to manipulating or falsifying documentation?
1. What is “up-code” billing? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. How can the pressure of acquiring the maximum repayment for services lead to manipulating/falsifying documentation?
Scenario 2: Administration of patient medications in the hospital setting
Imagine you are a new graduate nurse working nights on a busy medical unit. You just received a new patient who needs to be admitted to your unit and you just finished medicating a patient with a narcotic injection with a dose greater than ordered. Clearly understanding medication errors may lead to patient injury and even death, explain why a clinician may choose not to report the incident.
1. What constitutes a medication error? Is it legal? Is it ethical?
2. What ethical principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Why might a clinician choose not to report a medication error?
Scenario 3: Not hiring a qualified individual because of discrimination
Imagine you are a new human resources director in a nonprofit organization and have been pressured not to hire Middle Eastern candidates by the organization's CEO. In the United States, discrimination against people based on their ethnicity, race, or cultural orientation is strictly forbidden under federal and state laws. Ethical discrimination may result in the breeding of ill feelings at work, as well as reduced productivity. To eliminate these ramifications, organizations need to put forth increased effort in curbing ethical discrimination in the employment sector. What are some interventions organizations can put in place to prevent discrimination?
1. What is discrimination? Is it illegal? Is it ethical?
2. What principles are evident in this scenario (beneficence, justice, autonomy, non-maleficence)?
3. Name three interventions organization can put in place to prevent discrimination.
Scanned with CamScanner
Scanned with CamScanner
Scanned with CamScanner
MGMT2034 Reflection Assignment.xlsx
Sheet1BUSN20134 Business Ethics and Sustainability- Reflection Assignment 2 Part B .2 - Assessment Rubric (This information is provided as a guide to expectations regarding the reflective assignment. As with any assessment tasks students should seek further clarification from the facilitator and unit coordinator to insure they understand the requirements of the assessment task)WeightingFail-IIIFail-IIFail-IPassC.
Spider Writing Display Spider Writing, Fall Classro
Essay Writing Service
http://HelpWriting.net/Spider-Writing-Display-Spider-Writing,-
Making More Money (Workbook): Simple Strategies for Improving Cash Flow and P...
Improvement is about helping you make more money—it’s not about change for the sake of change. Many organizations try to apply the tools of improvement to things that don’t make a difference—like shuffling deck chairs on a sinking ship. Real improvement gets to the root of organizational problems and addresses those problems with lasting solutions.
The principles of improvement apply to every kind of organization—regardless of size or structure. There is no organization anywhere which can’t benefit from improvement. As my late friend and mentor Bill Conway used to wryly say, “The normal state of everything is all screwed up.” This statement is axiomatically true because we tend to accept “screwed up” as the normal state of things. But it doesn’t have to be that way.
Finding waste usually involves a significant change in mindset—and a willingness to question the way we do things now. To paraphrase a famous quote from Einstein, we can’t solve our problems without first changing the way we think. Or to use Bill Conway’s expression, we can’t do improvement unless we “get our squash right.” With that in mind, the exercises in this workbook are designed to help you uncover areas where significant improvement is not only possible, but absolutely necessary. You may find opportunity in places you never would have expected.
Unit 11The TRAINER’S TOOLBOX and CORPORATE T&D BEST PRACTICES.docx
Unit 11:
The TRAINER’S TOOLBOX and CORPORATE T&D BEST PRACTICES
This final unit is devoted to (a) providing additional resources and tools necessary for conducing effective training and development and (b) seeing effective training and development in practice. To that end it contains two sections: The Trainer’s Toolbox and Corporate T&D Best practices. The fist provides additional tools that will round out an effective training program. The other provides a tour of some of the best practices used in corporate training and development.
The Trainer’s Toolbox
To this point, we have covered how to conduct a needs analysis, how to analyze data, how to conduct a training intervention, and how to evaluate that intervention. The trainer’s toolbox contains two important documents:
Training Plan Log
Participant’s Guide
The Training Log is a template or document that will help keep training interventions organized. See the Training Plan Log document below (double click to enlarge) to learn more. A participant’s guide is a document that helps training participants understand the process and expectations of a given training and development intervention.
The Participant’s Guide
All participants in a training session should receive a participant’s guide. The participants guide is a collection of handouts or a workbook that contains all the information, worksheets, activities, and instructions that will be used in the training.
When developing the participant’s guide consider the following:
Use the training objectives to determine what will be in the participant’s guide
Include all activities and instructions in the participant’s guide
The participant’s guide should parallel the order of the modules/units in the training intervention as closely as possible
Determine the participant guide’s format (outline versus full text, brief overview statements versus greater detail)
Number all pages
Obtain copyrights and permissions as necessary for using activities, assessment tools, etc.
Provide proper references for all sources used
No two training guides will be the same, but they will all have similar components. Thus, it is helpful to look at some specific examples. Here are three you should examine to see how the content and format varies. Double click on the icons below to open the documents.
Corporate T&D Best Practices
Earlier in the course we focused on the impact of training and reviewed the successful training practices of Disney. Now we want to broaden that net and see what other companies are doing with regard to training.
To get a “flavor” (pun intended) for some best practices use the link below to learn about McDonalds Hamburger University. This video shows how the company uses multiple methods (classroom, simulation, etc.) to train employees.
http://money.cnn.com/video/news/2010/08/30/n_hamburger_university.cnnmoney/
Now have a look at this article that talks about the investment Best Buy made in training employ ...
Bob Galen - Differentiating Ourselves & Demonstrating Value - EuroSTAR 2010
EuroSTAR Software Testing Conference 2010 presentation on "Moving Beyond The Status Quo – Differentiating Ourselves and Demonstrating Value" by Bob Galen. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Part 1.· How can information technology support a company’s busi.docx
Part 1.
· How can information technology support a company’s business processes and decision making and give it a competitive advantage? Give examples to illustrate your answer.
· How does the use of the Internet, intranets, and extranets by companies today support their business processes and activities?
· How can a manager demonstrate that he or she is a responsible end user of information systems? Give several examples.
Part 2.
Disaster Recovery "How important are your data to you?" "What would happen if . . . ?" While business managers focus on solving business problems and determin- ing what their information systems should do, di- saster recovery consultants ask what would happen if things go wrong. With careful advanced planning, disaster recovery specialists help their clients prevent calamity. While this topic covers a wide variety of software issues, installation configuration issues, and security threats, examining common end-user mistakes may also prove enlightening. Common end-user mistakes include:
a. Failure to save work in progress frequently.
b. Failure to make a backup copy. c. Storing original and backup copies in the same location.
For each of the common end-user mistakes listed above, answer the following questions.
a. How might this mistake result in data loss?
b. What procedures could you follow to minimize this risk?
SOLAR FEEDER ASSIGNMENT QUESTIONS
· What problems do you see at SDI? What issues does management need to address? What do you see as the central problem/issue?
· Is SDI close to achieving a breakeven volume of sales?
· What is SDI’s present strategy? Is the strategy working? Are fundamental changes needed?
· What strategic plan would you suggest SDI pursue to make a success out of its Solar Feeder product? Your recommended plan should include a strategic vision for SDI, a set of strategic and financial objectives, a detailed strategy, and a set of action recommendations to implement and execute the strategy.
A Guide to
Case Analysis
I keep six honest serving men
(They taught me all I knew);
Their names are What and Why and When;
And How and Where and Who.
— Rudyard Kipling
A Guide to Case Analysis2
In most courses in strategic management, students use cases about actual companies to practice strategic
analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in
a factual manner, the events and organizational circumstances surrounding a particular managerial situation.
It puts readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on
strategic management can concern a whole industry, a single organization, or some part of an organization;
the organization involved can be either profi t seeking or not-for-profi t. The essence of the student’s role
in case analysis is to diagnose and size up the situation described in the case and then to recommend
appropriate action steps.
Why Use Ca.
Top 10 reasons why Agile fails and some options
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Top 10 reasons why Agile fails and some options by Ajay Reddy - Agile Maine D...
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Instructor guide دليل المحاضر
Instructor guide دليل المحاضر
التوصيات الفعالة
Effective Recommendations
1 question minimum 750 words and APA stylewell be focusing on.docx
1 question / minimum 750 words and APA style
we'll be focusing on the notion of human perception as both a biological construct and a design consideration. In what ways has HCI historically engaged perception in research and design trends? In what way is HCI now engaging our understanding of perception, and what are some of the major goals and directions for the combination of HCI and Perception?
Requirements:3 Discrete Examples/Arguments
1 Source Each Minimum
General Tips:Directly engage source, theory, and practice
Discuss method, application, understanding, and solution-orientationDiscuss historically, contemporaneously, and project into the future
2 question / minimum 750 words and APA style
the foundation of HCI/HCD research as it stems from human cognitive ability. The notion of how humans (users) think, perceive, and make decisions is critical to developing an understanding of how we can best design to fit their needs. In doing so, we must take into consideration a variety of individual differences, context-based choices on learning approaches, and how our understanding of memory and cognition suggest particular modes of design and insight for our development projects.
For your reflection this week, I want you to find 3 discrete examples of media/tech and break them down with regard to how they allow learning to occur, how they map interactions/tasks according to human cognition and learning models, how they use visual affordances to suggest more functional elements, and how (if at all) they encourage expertise development within their product/service. These examples can be anything from office software and video games to handheld devices and advanced machinery. Whatever you'd like.
Requirements:Minimum 5 uses of HCI terminology (evidence understanding of some cognitive concepts)
3 Different Cases
Give at least 3 different examples per case in your writing, distinctly discussing how they fit into the lecture content
General Tips:Directly engage source, theory, and practice
Discuss how new understandings of the human role and cognitive functions inform practice
Apply HCI understanding to observable design practice
WHAT BINDS WELL-FORMED IT SECURITY POLICIES together is a sense of shared beliefs, purpose, and urgency. Within your organization, you will achieve
that, in part, by establishing principles that create a shared vision, by empowering others to act, and by institutionalizing support processes. It’s important that the
implementation of IT security policies become second nature to the organization. That is, business processes should be designed with the controls needed to
implement and maintain security policies built in.
For example, consider the issue of emergency access to a server in the middle of the night. Gaining access may require going through a firecall system that will issue
an ID and password only when approval by the manager is obtained. In that way security policies are enforced and cannot be bypassed. .
Network webinar | Making the Business Case for Step-Change
Network webinar | Making the Business Case for Step-Change
Ghocse the correct answer below- A- No- because the probabafy of burvi.docx
Ghocse the correct answer below. A. No, because the probabafy of burvival and the probabity of survival given a first class passenger are not the same. B. No, because the probabilify of survival and the probobility of survival given a first class passenger are the same. C. Yes, because the prebsebily of survival and the probabilty of survival glven a first class passonger are not the same D. Yet, because the probablity of survival and the probabi ty of survival gieen a frst clase pasbenger are the tame. and mises the tain? The probabily is proand to thee decmal places an Deedod.)
.
Given Data- MAGLIOCHETTI MOVING CORP- Statement of Earni.docx
Given Data:
MAGLIOCHETTI MOVING CORP.
Statement of Earnings Statement of Financial Position
For the Period Ended December 31, 2020
At December 31, 2020
Transportation revenue$90,000 Assets
Expenses:
Cash $2,000
Salaries expense15,000 Receivables 3,000
Maintenance expense14,000 Inventory of maintenance supplies 5,000
Other expenses20,000 Equipment 45,000
Total expenses$49,000 Prepaid expenses 5,000
Net earnings$41,000 Other assets 25,000
Total assets $85,000
Liabilities
Accounts payable $9,000
Shareholders' Equity
Contributed capital (10,000 shares outstanding) 35,000
Retained earnings 41,000
Total liabilities and shareholders' equity $85,000
Additional information:
Number of shares
10,000 (a)Maintenance supplies on hand, December 31, 2020
$3,000 (b)Prepaid insurance at December 31, 2020
$2,500
(Total insurance premium paid in 2020 was debited to Prepaid Insurance)
(c)Cost of equipment purchased on January 1, 2020
$45,000
Unrecorded depreciation expense for 2020
$9,000 (d)Unpaid (and unrecorded) salaries at December 31, 2020
$1,500 (e)At December 31, 2020, transportation revenue collected in advance (credited to Transportation Revenue when cash was received)$5,000 (f)Income tax rate
30%
.
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Making More Money (Workbook): Simple Strategies for Improving Cash Flow and P...
Improvement is about helping you make more money—it’s not about change for the sake of change. Many organizations try to apply the tools of improvement to things that don’t make a difference—like shuffling deck chairs on a sinking ship. Real improvement gets to the root of organizational problems and addresses those problems with lasting solutions.
The principles of improvement apply to every kind of organization—regardless of size or structure. There is no organization anywhere which can’t benefit from improvement. As my late friend and mentor Bill Conway used to wryly say, “The normal state of everything is all screwed up.” This statement is axiomatically true because we tend to accept “screwed up” as the normal state of things. But it doesn’t have to be that way.
Finding waste usually involves a significant change in mindset—and a willingness to question the way we do things now. To paraphrase a famous quote from Einstein, we can’t solve our problems without first changing the way we think. Or to use Bill Conway’s expression, we can’t do improvement unless we “get our squash right.” With that in mind, the exercises in this workbook are designed to help you uncover areas where significant improvement is not only possible, but absolutely necessary. You may find opportunity in places you never would have expected.
Unit 11The TRAINER’S TOOLBOX and CORPORATE T&D BEST PRACTICES.docx
Unit 11:
The TRAINER’S TOOLBOX and CORPORATE T&D BEST PRACTICES
This final unit is devoted to (a) providing additional resources and tools necessary for conducing effective training and development and (b) seeing effective training and development in practice. To that end it contains two sections: The Trainer’s Toolbox and Corporate T&D Best practices. The fist provides additional tools that will round out an effective training program. The other provides a tour of some of the best practices used in corporate training and development.
The Trainer’s Toolbox
To this point, we have covered how to conduct a needs analysis, how to analyze data, how to conduct a training intervention, and how to evaluate that intervention. The trainer’s toolbox contains two important documents:
Training Plan Log
Participant’s Guide
The Training Log is a template or document that will help keep training interventions organized. See the Training Plan Log document below (double click to enlarge) to learn more. A participant’s guide is a document that helps training participants understand the process and expectations of a given training and development intervention.
The Participant’s Guide
All participants in a training session should receive a participant’s guide. The participants guide is a collection of handouts or a workbook that contains all the information, worksheets, activities, and instructions that will be used in the training.
When developing the participant’s guide consider the following:
Use the training objectives to determine what will be in the participant’s guide
Include all activities and instructions in the participant’s guide
The participant’s guide should parallel the order of the modules/units in the training intervention as closely as possible
Determine the participant guide’s format (outline versus full text, brief overview statements versus greater detail)
Number all pages
Obtain copyrights and permissions as necessary for using activities, assessment tools, etc.
Provide proper references for all sources used
No two training guides will be the same, but they will all have similar components. Thus, it is helpful to look at some specific examples. Here are three you should examine to see how the content and format varies. Double click on the icons below to open the documents.
Corporate T&D Best Practices
Earlier in the course we focused on the impact of training and reviewed the successful training practices of Disney. Now we want to broaden that net and see what other companies are doing with regard to training.
To get a “flavor” (pun intended) for some best practices use the link below to learn about McDonalds Hamburger University. This video shows how the company uses multiple methods (classroom, simulation, etc.) to train employees.
http://money.cnn.com/video/news/2010/08/30/n_hamburger_university.cnnmoney/
Now have a look at this article that talks about the investment Best Buy made in training employ ...
Bob Galen - Differentiating Ourselves & Demonstrating Value - EuroSTAR 2010
EuroSTAR Software Testing Conference 2010 presentation on "Moving Beyond The Status Quo – Differentiating Ourselves and Demonstrating Value" by Bob Galen. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Part 1.· How can information technology support a company’s busi.docx
Part 1.
· How can information technology support a company’s business processes and decision making and give it a competitive advantage? Give examples to illustrate your answer.
· How does the use of the Internet, intranets, and extranets by companies today support their business processes and activities?
· How can a manager demonstrate that he or she is a responsible end user of information systems? Give several examples.
Part 2.
Disaster Recovery "How important are your data to you?" "What would happen if . . . ?" While business managers focus on solving business problems and determin- ing what their information systems should do, di- saster recovery consultants ask what would happen if things go wrong. With careful advanced planning, disaster recovery specialists help their clients prevent calamity. While this topic covers a wide variety of software issues, installation configuration issues, and security threats, examining common end-user mistakes may also prove enlightening. Common end-user mistakes include:
a. Failure to save work in progress frequently.
b. Failure to make a backup copy. c. Storing original and backup copies in the same location.
For each of the common end-user mistakes listed above, answer the following questions.
a. How might this mistake result in data loss?
b. What procedures could you follow to minimize this risk?
SOLAR FEEDER ASSIGNMENT QUESTIONS
· What problems do you see at SDI? What issues does management need to address? What do you see as the central problem/issue?
· Is SDI close to achieving a breakeven volume of sales?
· What is SDI’s present strategy? Is the strategy working? Are fundamental changes needed?
· What strategic plan would you suggest SDI pursue to make a success out of its Solar Feeder product? Your recommended plan should include a strategic vision for SDI, a set of strategic and financial objectives, a detailed strategy, and a set of action recommendations to implement and execute the strategy.
A Guide to
Case Analysis
I keep six honest serving men
(They taught me all I knew);
Their names are What and Why and When;
And How and Where and Who.
— Rudyard Kipling
A Guide to Case Analysis2
In most courses in strategic management, students use cases about actual companies to practice strategic
analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in
a factual manner, the events and organizational circumstances surrounding a particular managerial situation.
It puts readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on
strategic management can concern a whole industry, a single organization, or some part of an organization;
the organization involved can be either profi t seeking or not-for-profi t. The essence of the student’s role
in case analysis is to diagnose and size up the situation described in the case and then to recommend
appropriate action steps.
Why Use Ca.
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Instructor guide دليل المحاضر
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التوصيات الفعالة
Effective Recommendations
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we'll be focusing on the notion of human perception as both a biological construct and a design consideration. In what ways has HCI historically engaged perception in research and design trends? In what way is HCI now engaging our understanding of perception, and what are some of the major goals and directions for the combination of HCI and Perception?
Requirements:3 Discrete Examples/Arguments
1 Source Each Minimum
General Tips:Directly engage source, theory, and practice
Discuss method, application, understanding, and solution-orientationDiscuss historically, contemporaneously, and project into the future
2 question / minimum 750 words and APA style
the foundation of HCI/HCD research as it stems from human cognitive ability. The notion of how humans (users) think, perceive, and make decisions is critical to developing an understanding of how we can best design to fit their needs. In doing so, we must take into consideration a variety of individual differences, context-based choices on learning approaches, and how our understanding of memory and cognition suggest particular modes of design and insight for our development projects.
For your reflection this week, I want you to find 3 discrete examples of media/tech and break them down with regard to how they allow learning to occur, how they map interactions/tasks according to human cognition and learning models, how they use visual affordances to suggest more functional elements, and how (if at all) they encourage expertise development within their product/service. These examples can be anything from office software and video games to handheld devices and advanced machinery. Whatever you'd like.
Requirements:Minimum 5 uses of HCI terminology (evidence understanding of some cognitive concepts)
3 Different Cases
Give at least 3 different examples per case in your writing, distinctly discussing how they fit into the lecture content
General Tips:Directly engage source, theory, and practice
Discuss how new understandings of the human role and cognitive functions inform practice
Apply HCI understanding to observable design practice
WHAT BINDS WELL-FORMED IT SECURITY POLICIES together is a sense of shared beliefs, purpose, and urgency. Within your organization, you will achieve
that, in part, by establishing principles that create a shared vision, by empowering others to act, and by institutionalizing support processes. It’s important that the
implementation of IT security policies become second nature to the organization. That is, business processes should be designed with the controls needed to
implement and maintain security policies built in.
For example, consider the issue of emergency access to a server in the middle of the night. Gaining access may require going through a firecall system that will issue
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MAGLIOCHETTI MOVING CORP.
Statement of Earnings Statement of Financial Position
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1. this discussion forum is designed to help you understand the ef
- 1. 1. This discussion forum is designed to help you understand the effects of cognitive biases on decision making, in this case employee hiring decisions, in order to improve decision making. Years of research have demonstrated a number of biases in decision making resulting from heuristics or mental short-cuts typically used by decision makers. These small shortcuts can have major consequences on decision accuracy and effectiveness. Some of the main heuristics that have been identified include Anchoring (and under-adjustment), Representativeness, Framing, Confirmation bias, Overconfidence bias, Hindsight bias, and Escalation of Commitment. Please see the textbook, the lecture, and the video for this week for details. What do you believe to be the most important bias affecting hiring decisions made by HR professionals andor hiring managers? Provide an example you have experienced (as an applicant, hiring decision maker, or observer of hiring decisions) or a hypothetical example based on your experience. Be sure to define the heuristic or bias and explain why or how you think this incident exemplifies the decision bias. 2. What are the core competencies of your project company? Give an application example. 3. Watch the short video on Kotter discussing how to deal with resistance to change. Based on your experience and what was covered in class; do you agree with him? Why or why not? https://www.youtube.com/watch?v=Wdroj6F3VlQ