2Smith, H. A., and J. D. McKeen. “Delivering Business Value with IT at Hefty Hardware,” #1-L10-1-001, Queen’s
School of Business, May 2010. Reproduced by permission of Queen’s University, School of Business, Kingston,
Ontario, Canada.
MINI CASE
Delivering Business Value with IT
at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea,
VP of retail marketing, as she slipped into a seat at
the table in the Hefty Hardware executive dining
room, next to her colleagues. “It’s all technical
mumbo-jumbo when they talk to you and I still
don’t know if they have any idea about what we’re
trying to accomplish with our Savvy Store pro-
gram. I keep explaining that we have to improve
the customer experience and that we need IT’s
help to do this, but they keep talking about infra-
structure and bandwidth and technical architec-
ture, which is all their internal stuff and doesn’t
relate to what we’re trying to do at all! They have
so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we
go outside the company.”
“You’ve got that right,” agreed Glen Vogel,
the COO. “I really like my IT account manager,
Jenny Henderson. She sits in on all our strategy
meetings and seems to really understand our
business, but that’s about as far as it goes. By the
time we get a project going, my staff are all com-
plaining that the IT people don’t even know some
of our basic business functions, like how our
warehouses operate. It takes so long to deliver any
sort of technology to the field, and when it doesn’t
work the way we want it to, they just shrug and
tell us to add it to the list for the next release! Are
we really getting value for all of the millions that
we pour into IT?”
“Well, I don’t think it’s as bad as you both
seem to believe,” added Michelle Wright, the
CFO. “My EA sings the praises of the help desk
and the new ERP system we put in last year. We
can now close the books at month-end in 24 hours.
Before that, it took days. And I’ve seen the bench-
marking reports on our computer operations. We
are in the top quartile for reliability and cost-effec-
tiveness for all our hardware and systems. I don’t
think we could get IT any cheaper outside the
company.”
“You are talking ‘apples and oranges’ here,”
said Glen. “On one hand, you’re saying that we’re
getting good, cheap, reliable computer operations
and value for the money we’re spending here. On
the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re
really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even
agree with you that they do a pretty good job of
keeping our systems functioning and preventing
viruses and things. At least we’ve never lost any
data like some of our competitors. But I don’t see
how they’re contributing to executing our business
strategy. And surely in this day and age with
increased competition, new technologies coming
out all over the place, and so many changes in our
eco ...
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxssuserf9c51d
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business.
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxroushhsiu
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business.
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxaltheaboyer
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business ...
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
SCI 200 Project Part One Research Question Guidelines and R.docxjeffsrosalyn
SCI 200 Project Part One: Research Question Guidelines and Rubric
Overview: Now that you have identified an issue in the natural sciences to research for your project, the next step is to formulate a specific research question to
investigate in your planning document. For example, if your topic was electric cars, the following is an example question that would narrow the focus of your
research: “What advances must be made in electric car technology and usage to have an impact on climate change?” As you develop your research question,
think about how English physician John Snow was forced to develop his questions, and how they had to change over time. With that in mind, in Theme 2 you will
investigate sources for your chosen topic, so your research question may evolve as you discover more details related to your topic. Remember that science is an
iterative process.
Prompt: Articulate a clear and specific research question related to the topic that you would like to investigate. You will submit this question to your instructor
for feedback and guidance while shaping the direction of your planning document.
Specifically, the following critical element must be addressed:
Based on what you know so far about your chosen topic, develop a specific research question. In other words, what would you like to know more about
the topic?
Rubric
Guidelines for Submission: Your research question should be one to two sentences, double spaced, with 12-point Times New Roman font and one-inch margins.
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Research Question Develops specific research
question related to chosen issue
Develops specific research
question related to chosen issue,
but lacks specificity or not clearly
related to chosen issue
Does not develop specific research
question related to chosen issue
80
Articulation of
Response
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
20
Total 100%
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, .
Attribute - Pearson Education, Inc. Publishing as Prentice Hall.docxShiraPrater50
Attribute - Pearson Education, Inc. Publishing as Prentice Hall 1
Hefty Hardware Case Study Assignment
Synopsis
This case highlights a retail firm struggling to make sense of the increasing criticality of information technology (IT) to the business and the value IT is currently delivering. Torn between “keeping the lights on” and “delivering new products and services to customers”, successive CIOs have failed to connect effectively with their business partners despite seemingly effective relationships at the mid-management level. How to collaborate effectively with the business at all levels remains the key IT challenge.
Key Issues
· • There is increasing pressure on business to be more flexible and to deliver products and services to customers quickly. IT practices often inhibit these business goals.
· • “Techno speak” is confusing and frustrating for business. This can work against IT plans and strategies because business leaders don’t understand how these plans/strategies relate to their own needs, issues, and strategies.
· • Business expects IT communication to be in business language.
Key Points
The Scene
The challenge is “knowing where to start” – just as it is in real organizations – and this requires detective work. Therefore, the first task is to highlight the issues. To do this, you will have to identify all the issues presented within the case.
The Analysis
Once the issues are identified, summarize the situation at Hefty based on the identified issues. As you have already identified, there are number of issues in the case. Your task is to hone down to two key challenges, which are highlighted in the case.
Here is a hint, the first challenge is one of collaboration and the second is one of communication.
There are a lot of different possible solutions to address both the short-term needs and the long-term needs at Hefty. In order to consider what is most important, you will have to make sure that your solutions address both the communications and collaborations challenges.
Questions
1. Explain how IT and the business can work collaboratively to deliver the Savvy Store program successfully. (Appendix A provides an organizational chart to help with the planning)
Attribute - Pearson Education, Inc. Publishing as Prentice Hall 2
Appendix A
Organization Chart
Running Head: Case Studies
2
Running Head: Case Studies
Case Studies Reviews
Type Your Full Name Here
Professor Dr. Lynda Marshall
University Of The Cumberlands
Organization Leadership
And
Decision Making
Type Date Here
Abstract
Type a paragraph that briefs your audience/ reader about your paper. Synthesize each topic of discussion. The abstract section is always typed on page 2 following the title page. Font type is Times New Roman with 12 font size letters. A minimum of 7 succinct sentences is required in this section.
Introduction
Type a paragraph that prepares your audience/ reader on what you are about to say. Indent th ...
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxssuserf9c51d
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business.
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxroushhsiu
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business.
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxaltheaboyer
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business ...
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
SCI 200 Project Part One Research Question Guidelines and R.docxjeffsrosalyn
SCI 200 Project Part One: Research Question Guidelines and Rubric
Overview: Now that you have identified an issue in the natural sciences to research for your project, the next step is to formulate a specific research question to
investigate in your planning document. For example, if your topic was electric cars, the following is an example question that would narrow the focus of your
research: “What advances must be made in electric car technology and usage to have an impact on climate change?” As you develop your research question,
think about how English physician John Snow was forced to develop his questions, and how they had to change over time. With that in mind, in Theme 2 you will
investigate sources for your chosen topic, so your research question may evolve as you discover more details related to your topic. Remember that science is an
iterative process.
Prompt: Articulate a clear and specific research question related to the topic that you would like to investigate. You will submit this question to your instructor
for feedback and guidance while shaping the direction of your planning document.
Specifically, the following critical element must be addressed:
Based on what you know so far about your chosen topic, develop a specific research question. In other words, what would you like to know more about
the topic?
Rubric
Guidelines for Submission: Your research question should be one to two sentences, double spaced, with 12-point Times New Roman font and one-inch margins.
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Research Question Develops specific research
question related to chosen issue
Develops specific research
question related to chosen issue,
but lacks specificity or not clearly
related to chosen issue
Does not develop specific research
question related to chosen issue
80
Articulation of
Response
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
20
Total 100%
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, .
Attribute - Pearson Education, Inc. Publishing as Prentice Hall.docxShiraPrater50
Attribute - Pearson Education, Inc. Publishing as Prentice Hall 1
Hefty Hardware Case Study Assignment
Synopsis
This case highlights a retail firm struggling to make sense of the increasing criticality of information technology (IT) to the business and the value IT is currently delivering. Torn between “keeping the lights on” and “delivering new products and services to customers”, successive CIOs have failed to connect effectively with their business partners despite seemingly effective relationships at the mid-management level. How to collaborate effectively with the business at all levels remains the key IT challenge.
Key Issues
· • There is increasing pressure on business to be more flexible and to deliver products and services to customers quickly. IT practices often inhibit these business goals.
· • “Techno speak” is confusing and frustrating for business. This can work against IT plans and strategies because business leaders don’t understand how these plans/strategies relate to their own needs, issues, and strategies.
· • Business expects IT communication to be in business language.
Key Points
The Scene
The challenge is “knowing where to start” – just as it is in real organizations – and this requires detective work. Therefore, the first task is to highlight the issues. To do this, you will have to identify all the issues presented within the case.
The Analysis
Once the issues are identified, summarize the situation at Hefty based on the identified issues. As you have already identified, there are number of issues in the case. Your task is to hone down to two key challenges, which are highlighted in the case.
Here is a hint, the first challenge is one of collaboration and the second is one of communication.
There are a lot of different possible solutions to address both the short-term needs and the long-term needs at Hefty. In order to consider what is most important, you will have to make sure that your solutions address both the communications and collaborations challenges.
Questions
1. Explain how IT and the business can work collaboratively to deliver the Savvy Store program successfully. (Appendix A provides an organizational chart to help with the planning)
Attribute - Pearson Education, Inc. Publishing as Prentice Hall 2
Appendix A
Organization Chart
Running Head: Case Studies
2
Running Head: Case Studies
Case Studies Reviews
Type Your Full Name Here
Professor Dr. Lynda Marshall
University Of The Cumberlands
Organization Leadership
And
Decision Making
Type Date Here
Abstract
Type a paragraph that briefs your audience/ reader about your paper. Synthesize each topic of discussion. The abstract section is always typed on page 2 following the title page. Font type is Times New Roman with 12 font size letters. A minimum of 7 succinct sentences is required in this section.
Introduction
Type a paragraph that prepares your audience/ reader on what you are about to say. Indent th ...
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overflow: hidden;
background-color: #333;
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float: left;
display: block;
color: #f2f2f2;
text-align: center;
padding: 14px 16px;
text-decoration: none;
}
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.topnav a:hover {
background-color: #ddd;
color: black;
}
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Jujubes jelly-o marzipan gummies lemon drops candy canes jelly cake dragée. Sesame snaps marzipan chocolate bar macaroon lollipop ice cream I love donut caramels. I love powder cheesecake caramels. Brownie cookie jujubes jelly-o soufflé candy.
Muffin sweet caramels apple pie muffin pie chocolate wafer tiramisu. Gummi bears fruitcake icing candy canes. Gummi bears chupa chups marzipan sugar plum cake.
html>
Mini CAse Customer service at Datatronics
Discussion Questions
1. Outline the specific information that Matt should collect to build a case for improving customer service at Datatronics.
2. Describe your top ideas for Matt to present to Joel next week.
3. How would Matt get Joel to support his ideas?
NOTE: Four pages, no grammatical errors, good sentence formation, APA Format, in text citations, references, for answering discussion questions Paper body should have : Abstract, introduction, discussion questions, conclusion and references(related to IT Managemet only).
Please use textbook/below mentioned notes as baseline for all research.
Matt Rubenzahl winced as the all-too-familiar, soothing machine voice crooned in his ear: “All our operators are busy. Your call is important to us. Please stay on the line as our calls are being answered in priority sequence.…” He glanced at his watch. Only fifteen minutes left of his lunch break before the big meeting, and he had to resolve this problem with the bank. “Why do they call this the ‘Customer Help line’?” he grumbled. “It seems like it’s there to help them, not us!” As the Muzak droned on in the background, punctuated briefly by a hopeful click and then the machine voice again, Matt’s mind wandered to the upcoming meeting. As the development manager of E-Z RP, an end-to-end, fully integrated CRM/ERP/ service management suite for small- and medium-size enterprises (SMEs), he’d had his dream job. Leading a small team of developers and working actively with both the sales and service group, E-Z RP had made quite a name for itself, carving out a profitable business in the SME niche that the bigger players hadn’t (until now) wanted to touch. E-Z RP was everything they weren’t—user friendly, integrated, flexible, and intuitive. A service-based product, E-Z RP modules were accessed over the Web and hosted at the E-Z RP data center. Online ...
Comic Book: Adventures in Product InnovationSmartOrg
This comic book was created for SmartOrg, Inc. by intern Puneet Sharma in 2015. It captures product sales conversations that go south due to the IT question from hell, "Why can't we build this in-house?"
Manufacturer Gains Advantage by Expanding IoT Footprint from Many Machines to...Dana Gardner
Transcript of a discussion on how a Canadian maker of containers leverages the Internet of Things to create a positive cycle of insights and applied learning.
MINI CASECustomer Service at Datatronics5Matt Rubenzahl .docxaudeleypearl
MINI CASE
Customer Service at Datatronics5
Matt Rubenzahl winced as the all-too-familiar, soothing machine voice crooned in his
ear: “All our operators are busy. Your call is important to us. Please stay on the line as
our calls are being answered in priority sequence.…” He glanced at his watch. Only
fifteen minutes left of his lunch break before the big meeting, and he had to resolve this
“It seems like it’s there to help them, not us!”
As the Muzak droned on in the background, punctuated briefly by a hopeful click
and then the machine voice again, Matt’s mind wandered to the upcoming meeting.
As the development manager of E-Z RP, an end-to-end, fully integrated CRM/ERP/
service management suite for small- and medium-size enterprises (SMEs), he’d had his
dream job. Leading a small team of developers and working actively with both the sales
and service group, E-Z RP had made quite a name for itself, carving out a profitable
business in the SME niche that the bigger players hadn’t (until now) wanted to touch.
E-Z RP was everything they weren’t—user friendly, integrated, flexible, and intuitive.
A service-based product, E-Z RP modules were accessed over the Web and hosted at the
E-Z RP data center. Online training and friendly service completed the package, making
E-Z RP one of the fastest growing service-based products on the market.
That was the good news, but it was also the bad news because E-Z RP’s success
had attracted the corporate vultures, and the company had been taken over a few
weeks ago by Datatronics. Of course, the party line had been “business as usual,” but
today they were going to find out what the takeover would really mean for the people
who worked there. Matt worried about his little development team. The seven of them
had been together for a while now, and they liked and respected each other’s skills.
More important, they knew their product and understood how it helped their custom-
ers, thanks to Bill Blatherwick, their CEO. Bill had taken over E-Z RP as a start-up from
its innovative founder, Todd Wylie, and had grown it into the successful enterprise it
was today. It had been Bill who had made sure that Matt and his team went out on sales
calls, sat in with the customer service reps (CSRs), and got to know the needs of the
businesses firsthand.
Matt’s reverie was interrupted by a cheery voice, “This is Tanya. How may I help
bank. Quickly he explained that the electronic transfer of funds from his checking
account into his money market account had gone the other way, and now he had twice
as much money in his checking account. He had the confirmation number right here in
see, when you transfer funds, the request gets printed out here at the bank and then
rekeyed into the money market system the next day. One of the keyers must have made
5 Smith, H. A., and J. D. McKeen. “Customer Service at Datatronics.” #1-L08-1-001, Queen’s School of Business,
September 2008. Reproduced by permissi.
It is likely that you will soon be doing a job that doesn't exist yet. We're not talking about making flying cars or time machines. During significant business transformations driven by technology and digitization, employers place a premium importance on non-technical skills. It is alarming that many of the most important skills are also those that employers are least confident in developing.
The Open Group Digital Practitioner Effort Provides Guidance to Ease Digital ...Dana Gardner
Transcript of a discussion on how The Open Group is closing the gap between IT education, business methods, and what it takes as a culture to succeed over the next decade.
MINI CASEConsumerization of Technology at IFG3There’.docxaltheaboyer
MINI CASE
Consumerization of Technology
at IFG3
“There’s good news and bad news,” Josh Novak reported to the assembled IT man-
agement team at their monthly status meeting. “The good news is that our social
media traffic is up 3000% in the past two years. Our new interactive website, Facebook
presence, and our U-Tube and couponing promotions have been highly successful in
driving awareness of our ‘Nature’s Glow’ brand and are very popular with our target
demographic—the under-30s. Unfortunately, the bad news is that our competitors at
GPL are eating our lunch with the new mobile apps they’ve developed.”
Everyone frowned at the mention of Grocers’ Products Limited, their fiercest com-
petitor, which had the largest chain of integrated food and retail stores in the country
and whose Premier Choice products were showcased on their shelves, making it
increasingly harder for IFG to get prime space for their top brands.
“Our web and social media presence has helped us to begin to develop a relation-
ship with our customers,” Josh continued, “but our Marketing folks are very worried
UIBU�XF�SF�HPJOH�UP�CF�GBMMJOH�CFIJOE
�JTO�U�UIBU�TP�5POZB u
Tonya James, manager of IT Marketing, nodded her head. As the IT person work-
ing directly with marketing, it had been under her watch that IFG had transformed its
dowdy online presence into something that was hip and trendy. Together, she and Josh,
now manager of IT Innovation, had begun experimenting with new media, creating an
innovation process that took a large number of new technologies and ideas for products
and services and created a protected “sand box” that enabled trial implementations for
employees only. Feedback and experience at this level then helped Josh and his busi-
ness colleagues select the best ones for development in full “heavy-duty” production
mode for the public, complete with privacy and security protection and following all
architectural standards. Only then would the chief technology officer, Rick Visser, who
was charged with protecting company data and systems, allow new technologies to be
fully integrated into IFG’s internal technical environment.
Mark Szabo, the newly appointed head of IFG’s Business Intelligence (BI) team
reported next. “As you all know, our executives are all screaming for more and more
information to help them but it’s not going to be easy. What we have here at IFG is a
data mess and it’s only going to get worse from what I can see.” The picture wasn’t
pretty he warned. IFG had thousands of traditional systems all of which produced data
and reports. The problem was that each used somewhat different definitions of impor-
tant company concepts, like “in stock.”
3 Smith, H. A., and J. D. McKeen. “Consumerization of Technology at IFG.” #1-L11-1-002, Queen’s School of
Business, December 2009. Reproduced by permission of Queen’s University, School of Business, Kingston,
Ontario.
261
M16_MCKE0260_03_GE_C16.indd 261 12/3/14 8:51 ...
Based on her 5 years as a UX leader at Citrix, Julie explains how to drive better product design through cultural transformation. See how she helped build design culture for designers and non-designers across different continents.
Data Analytics Integration in OrganizationsKavika Roy
What is data analytics and how it is used by large organizations to support strategic and organizational decisions.?
Read the full article to know more
https://www.datatobiz.com/blog/integrating-data-analytics-organizations-professional/
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
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Jujubes jelly-o marzipan gummies lemon drops candy canes jelly cake dragée. Sesame snaps marzipan chocolate bar macaroon lollipop ice cream I love donut caramels. I love powder cheesecake caramels. Brownie cookie jujubes jelly-o soufflé candy.
Muffin sweet caramels apple pie muffin pie chocolate wafer tiramisu. Gummi bears fruitcake icing candy canes. Gummi bears chupa chups marzipan sugar plum cake.
html>
Mini CAse Customer service at Datatronics
Discussion Questions
1. Outline the specific information that Matt should collect to build a case for improving customer service at Datatronics.
2. Describe your top ideas for Matt to present to Joel next week.
3. How would Matt get Joel to support his ideas?
NOTE: Four pages, no grammatical errors, good sentence formation, APA Format, in text citations, references, for answering discussion questions Paper body should have : Abstract, introduction, discussion questions, conclusion and references(related to IT Managemet only).
Please use textbook/below mentioned notes as baseline for all research.
Matt Rubenzahl winced as the all-too-familiar, soothing machine voice crooned in his ear: “All our operators are busy. Your call is important to us. Please stay on the line as our calls are being answered in priority sequence.…” He glanced at his watch. Only fifteen minutes left of his lunch break before the big meeting, and he had to resolve this problem with the bank. “Why do they call this the ‘Customer Help line’?” he grumbled. “It seems like it’s there to help them, not us!” As the Muzak droned on in the background, punctuated briefly by a hopeful click and then the machine voice again, Matt’s mind wandered to the upcoming meeting. As the development manager of E-Z RP, an end-to-end, fully integrated CRM/ERP/ service management suite for small- and medium-size enterprises (SMEs), he’d had his dream job. Leading a small team of developers and working actively with both the sales and service group, E-Z RP had made quite a name for itself, carving out a profitable business in the SME niche that the bigger players hadn’t (until now) wanted to touch. E-Z RP was everything they weren’t—user friendly, integrated, flexible, and intuitive. A service-based product, E-Z RP modules were accessed over the Web and hosted at the E-Z RP data center. Online ...
Comic Book: Adventures in Product InnovationSmartOrg
This comic book was created for SmartOrg, Inc. by intern Puneet Sharma in 2015. It captures product sales conversations that go south due to the IT question from hell, "Why can't we build this in-house?"
Manufacturer Gains Advantage by Expanding IoT Footprint from Many Machines to...Dana Gardner
Transcript of a discussion on how a Canadian maker of containers leverages the Internet of Things to create a positive cycle of insights and applied learning.
MINI CASECustomer Service at Datatronics5Matt Rubenzahl .docxaudeleypearl
MINI CASE
Customer Service at Datatronics5
Matt Rubenzahl winced as the all-too-familiar, soothing machine voice crooned in his
ear: “All our operators are busy. Your call is important to us. Please stay on the line as
our calls are being answered in priority sequence.…” He glanced at his watch. Only
fifteen minutes left of his lunch break before the big meeting, and he had to resolve this
“It seems like it’s there to help them, not us!”
As the Muzak droned on in the background, punctuated briefly by a hopeful click
and then the machine voice again, Matt’s mind wandered to the upcoming meeting.
As the development manager of E-Z RP, an end-to-end, fully integrated CRM/ERP/
service management suite for small- and medium-size enterprises (SMEs), he’d had his
dream job. Leading a small team of developers and working actively with both the sales
and service group, E-Z RP had made quite a name for itself, carving out a profitable
business in the SME niche that the bigger players hadn’t (until now) wanted to touch.
E-Z RP was everything they weren’t—user friendly, integrated, flexible, and intuitive.
A service-based product, E-Z RP modules were accessed over the Web and hosted at the
E-Z RP data center. Online training and friendly service completed the package, making
E-Z RP one of the fastest growing service-based products on the market.
That was the good news, but it was also the bad news because E-Z RP’s success
had attracted the corporate vultures, and the company had been taken over a few
weeks ago by Datatronics. Of course, the party line had been “business as usual,” but
today they were going to find out what the takeover would really mean for the people
who worked there. Matt worried about his little development team. The seven of them
had been together for a while now, and they liked and respected each other’s skills.
More important, they knew their product and understood how it helped their custom-
ers, thanks to Bill Blatherwick, their CEO. Bill had taken over E-Z RP as a start-up from
its innovative founder, Todd Wylie, and had grown it into the successful enterprise it
was today. It had been Bill who had made sure that Matt and his team went out on sales
calls, sat in with the customer service reps (CSRs), and got to know the needs of the
businesses firsthand.
Matt’s reverie was interrupted by a cheery voice, “This is Tanya. How may I help
bank. Quickly he explained that the electronic transfer of funds from his checking
account into his money market account had gone the other way, and now he had twice
as much money in his checking account. He had the confirmation number right here in
see, when you transfer funds, the request gets printed out here at the bank and then
rekeyed into the money market system the next day. One of the keyers must have made
5 Smith, H. A., and J. D. McKeen. “Customer Service at Datatronics.” #1-L08-1-001, Queen’s School of Business,
September 2008. Reproduced by permissi.
It is likely that you will soon be doing a job that doesn't exist yet. We're not talking about making flying cars or time machines. During significant business transformations driven by technology and digitization, employers place a premium importance on non-technical skills. It is alarming that many of the most important skills are also those that employers are least confident in developing.
The Open Group Digital Practitioner Effort Provides Guidance to Ease Digital ...Dana Gardner
Transcript of a discussion on how The Open Group is closing the gap between IT education, business methods, and what it takes as a culture to succeed over the next decade.
MINI CASEConsumerization of Technology at IFG3There’.docxaltheaboyer
MINI CASE
Consumerization of Technology
at IFG3
“There’s good news and bad news,” Josh Novak reported to the assembled IT man-
agement team at their monthly status meeting. “The good news is that our social
media traffic is up 3000% in the past two years. Our new interactive website, Facebook
presence, and our U-Tube and couponing promotions have been highly successful in
driving awareness of our ‘Nature’s Glow’ brand and are very popular with our target
demographic—the under-30s. Unfortunately, the bad news is that our competitors at
GPL are eating our lunch with the new mobile apps they’ve developed.”
Everyone frowned at the mention of Grocers’ Products Limited, their fiercest com-
petitor, which had the largest chain of integrated food and retail stores in the country
and whose Premier Choice products were showcased on their shelves, making it
increasingly harder for IFG to get prime space for their top brands.
“Our web and social media presence has helped us to begin to develop a relation-
ship with our customers,” Josh continued, “but our Marketing folks are very worried
UIBU�XF�SF�HPJOH�UP�CF�GBMMJOH�CFIJOE
�JTO�U�UIBU�TP�5POZB u
Tonya James, manager of IT Marketing, nodded her head. As the IT person work-
ing directly with marketing, it had been under her watch that IFG had transformed its
dowdy online presence into something that was hip and trendy. Together, she and Josh,
now manager of IT Innovation, had begun experimenting with new media, creating an
innovation process that took a large number of new technologies and ideas for products
and services and created a protected “sand box” that enabled trial implementations for
employees only. Feedback and experience at this level then helped Josh and his busi-
ness colleagues select the best ones for development in full “heavy-duty” production
mode for the public, complete with privacy and security protection and following all
architectural standards. Only then would the chief technology officer, Rick Visser, who
was charged with protecting company data and systems, allow new technologies to be
fully integrated into IFG’s internal technical environment.
Mark Szabo, the newly appointed head of IFG’s Business Intelligence (BI) team
reported next. “As you all know, our executives are all screaming for more and more
information to help them but it’s not going to be easy. What we have here at IFG is a
data mess and it’s only going to get worse from what I can see.” The picture wasn’t
pretty he warned. IFG had thousands of traditional systems all of which produced data
and reports. The problem was that each used somewhat different definitions of impor-
tant company concepts, like “in stock.”
3 Smith, H. A., and J. D. McKeen. “Consumerization of Technology at IFG.” #1-L11-1-002, Queen’s School of
Business, December 2009. Reproduced by permission of Queen’s University, School of Business, Kingston,
Ontario.
261
M16_MCKE0260_03_GE_C16.indd 261 12/3/14 8:51 ...
Based on her 5 years as a UX leader at Citrix, Julie explains how to drive better product design through cultural transformation. See how she helped build design culture for designers and non-designers across different continents.
Data Analytics Integration in OrganizationsKavika Roy
What is data analytics and how it is used by large organizations to support strategic and organizational decisions.?
Read the full article to know more
https://www.datatobiz.com/blog/integrating-data-analytics-organizations-professional/
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
38 u December 2017 January 2018The authorities beli.docxlorainedeserre
38 u December 2017 / January 2018
T
he authorities believe he slipped across the United States-Mexico
border sometime during the summer of 2016, likely deep in the
night. He carried no papers. The crossing happened in the rugged
backcountry of southeastern Arizona, where the main deterrent to
trespassers is the challenging nature of the terrain—not the metal
walls, checkpoints, and aerial surveillance that dominate much of the border.
But the border crosser was des-
ert-hardy and something of an expert
at camouflage. No one knows for cer-
tain how long he’d been in the United
States before a motion-activated cam-
era caught him walking a trail in the
Dos Cabezas Mountains on the night
of November 16. When a government
agency retrieved the photo in late Feb-
ruary, the image was plastered across
Arizona newspapers, causing an imme-
diate sensation.
The border crosser was a jaguar.
Jaguars once roamed throughout
the southwestern United States, but
are now quite rare. A core population
resides in the mountains of northern
Mexico, and occasionally an adventur-
ous jaguar will venture north of the bor-
der. When one of these elusive, graceful
cats makes an appearance stateside,
Mrill Ingram is The Progressive’s online media editor.
‘The Border Is
a Beautiful Place’
For Many, Both Sides of the
Arizona-Mexico Border Are Home
B
O
R
D
ER
A
R
TS
C
O
R
R
ID
O
R
By Mrill Ingram
Artists Ana Teresa Fernández in Agua Prieta, Mexico, and Jenea Sanchez in Douglas, Arizona, worked with dozens of community members to paint sections
of the border fence sky blue, “erasing” it as a symbolic act of resistance against increasing violence and oppression of human rights along the border.
https://apnews.com/79c83219af724016b8cfa2c505018ac4/agency-reports-rare-jaguar-sighting-mountains-arizona
The Progressive u 39
usually via a motion-triggered camera,
it may get celebrity status.
“We’ve had positive identifications
of seven cats, alive and well, in the last
twenty years in the United States,” says
Diana Hadley of the Mexico-based
Northern Jaguar Project, which works
with people in both countries to pro-
tect the big cat. One of those cats be-
came known as El Jefe, after he took
up residence in 2011 in the Santa Rita
Mountains south of Tucson, Arizona.
His presence was proof that the United
States still had enough wild habitat to
support a jaguar.
The new cat was especially excit-
ing because, based on size and shape,
observers initially thought it might
be female. “A lot of people in Arizona
would be very happy to have jaguars
from Mexico breeding in Arizona,” re-
marks Hadley.
In September 2017, the Arizo-
na-based Center for Biological Di-
versity released new video of the cat,
apparently a male, caught on a mo-
tion-triggered camera ambling through
the oak scrub forest in the Chiricahua
Mountains. He’s been named Sombra,
or Shadow, by schoolkids in Tucson.
Such things will no longer ...
3Prototypes of Ethical ProblemsObjectivesThe reader shou.docxlorainedeserre
3
Prototypes of Ethical Problems
Objectives
The reader should be able to:
• Recognize an ethical question and distinguish it from a strictly clinical or legal one.
• Identify three component parts of any ethical problem.
• Describe what an agent is and, more importantly, what it is to be a moral agent.
• Name two prototypical ethical problems.
• Distinguish between two varieties of moral distress.
• Compare the fundamental difference between moral distress and an ethical dilemma.
• Describe the role of emotions in moral distress and ethical dilemmas.
• Describe a type of ethical dilemma that challenges a professional’s desire (and duty) to treat everyone fairly and equitably.
• Discuss the role of locus of authority considerations in ethical problem solving.
• Identify four criteria to assist in deciding who should assume authority for a specific ethical decision to achieve a caring response.
• Describe how shared agency functions in ethical problem solving.
NEW TERMS AND IDEAS YOU WILL ENCOUNTER IN THIS CHAPTER
legal question
disability benefits
ethical question
prototype
clinical question
agent
moral agent
locus of authority
shared agency
moral distress
moral residue
ethical dilemma
Topics in this chapter introduced in earlier chapters
Topic
Introduced in chapter
Ethical problem
1
Integrity
1
Interprofessional care team
1
Professional responsibility
2
A caring response
2
Accountability
2
Social determinants of care
2
Justice
2
Introduction
You have come a long way already and are prepared to take the next steps toward becoming skilled in the art of ethical decision making. The first part of this chapter guides you through an inquiry regarding how to know when you are faced with an ethical question instead of (or in addition to) a clinical or legal question. A further question is raised: How do you know whether the situation that raised the question is a problem that requires your involvement? This chapter helps you prepare to answer that question too. You will learn the basic components of an ethical problem and be introduced to two prototypes of ethical problems. We start with the story of Bill Boyd and Kate Lindy.
 The Story of Bill Boyd and Kate Lindy
Bill Boyd is a 25-year-old soldier who lives in a large city. Bill served in the U.S. Army for more than 6 years and was deployed to both Iraq and Afghanistan for multiple military missions in the past 4 years. During his final deployment, Bill suffered a blast injury in which he sustained significant shoulder and neck trauma and a mild traumatic brain injury (TBI) and posttraumatic stress. He was treated in an inpatient military hospital and transitioned back to his hometown, where he moved into his childhood home with his mother.
Kate Lindy is the outpatient psychologist who has been treating Bill for pain and posttraumatic stress. Bill is in a structured civilian reentry program. This competitive program is administered by a government subcontractor; its goal is to help in ...
4-5 Annotations and Writing Plan - Thu Jan 30 2111Claire Knaus.docxlorainedeserre
4-5 Annotations and Writing Plan - Thu Jan 30 21:11
Claire Knaus
Annotations:
Bekalu, M. A., McCloud, R. F., & Viswanath, K. (2019). Association of Social Media Use With Social Well-Being, Positive Mental Health, and Self-Rated Health: Disentangling Routine Use From Emotional Connection to Use. Health Education & Behavior, 46(2_suppl), 69S-80S. https://doi.org/10.1177/1090198119863768
It seems that this source is arguing the effect of social media on mental health. This source uses this evidence to support the argument: Provided studies focusing on why individuals use social media, types of social network platforms, and the value of social capital. A counterargument for this source is: Studies that focus more on statistical usage rather than emotion connection. Personally, I believe the source is doing a good job of supporting its arguments because it provides an abundance of study references and clearly portrays the information and intent. I think this source will be very helpful in supporting my argument because of the focus on emotional connection to social media and its effects on mental health.
Matsakis, L. (2019). How Pro-Eating Disorder Posts Evade Filters on Social Media. In Gale Opposing Viewpoints Online Collection. Farmington Hills, MI: Gale. (Reprinted from How Pro-Eating Disorder Posts Evade Filters on Social Media, Wired, 2018, June 13) Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/UAZKKH366290962/OVIC?u=nhc_main&sid=OVIC&xid=2c90b7b5
It seems that this source is arguing that social media platforms are not doing enough to eliminate harmful pro-ED posts. This source uses this evidence to support the argument: Information about specific platforms and what they have done to moderate content, links for more information, and what constitutes as harmful content. A counterargument for this source is that it is too difficult for platforms to remove the content and to even find it. In addition, it is believed there may be harmful effects on vulnerable people posting this type of content. Personally, I believe the source is doing a good job of supporting its arguments because it provides opposing viewpoints as well as raising awareness of some of the dangers of social media posts. I think this source will be very helpful in supporting my argument because it provides information on specifically what is being done to moderate this type of content on social media, and what some of the difficulties in moderating are.
Investigators at University of Leeds Describe Findings in Eating Disorders (Pro-ana versus Pro-recovery: A Content Analytic Comparison of Social Media Users' Communication about Eating Disorders on Twitter and Tumblr). (2017, September 4). Mental Health Weekly Digest, 38. Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/A502914419/OVIC?u=nhc_main&sid=OVIC&xid=5e60152f
It seems that this source is arguing that there are more positive, anti-anorexia posts on social media than harmful, pro-ED content. ...
3NIMH Opinion or FactThe National Institute of Mental Healt.docxlorainedeserre
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NIMH: Opinion or Fact
The National Institute of Mental Health (NIMH) was formed in 1946 and is one of 27 institutes that form the National Institute of Health (NIH) (NIMH, 2019). The mission of the NIMH is “To transform the understanding and treatment of mental illnesses through basic and clinical research, paving the way for prevention, recovery, and cure.” (NIMH, 2019). There are many different mental illnesses discussed on the NIMH website to include Attention-Deficit/Hyperactivity Disorder (ADHD). The NIMH website about ADHD is effective at providing the public general information and meets the criteria of authority, objectivity, and currency.
The NIMH website about ADHD provides an overview of ADHD, discusses signs and symptoms, and risk factors. The NIMH continues with information about treatment and therapies. Information provided by the NIMH is intended for both children and adults. The NIMH concludes on the page with studies the public can join and more resources for the public such as booklets, brochures, research and clinical trials.
As described by Jim Kapoun authority can be identified by who or what institution/organization published the document and if the information in the document is cited correctly (Cornell, 2020). The information on the website is published by the NIMH which is the lead research institute related to mental health for the last 70 plus years (NIMH, 2019). On the page related to ADHD the NIMH references the program of Children and Adults with Attention-Deficit/Hyperactivity Disorder (CHADD) and provides a hyperlink to access the resources available with the agency (NIMH,2019). This link can be found under the support groups section in the treatment and therapies. On the website to the right of the area describing inattention the NIMH has a section on research. In this block there is a link to “PubMed: Journal Articles about Attention Deficit Hyperactivity Disorder (ADHD)” which will take you to a search of the National Center for Biotechnology Information (NCBI) published by PubMed on ADHD (NIMH, 2019). Throughout the entire page the NIMH provides sources and hyperlinks to the sources as citations. Based on the reputation of the NIMH and the citations to the source material the website meets the criteria of authority.
According to Kapoun objectivity can be identified looking for areas where the author expresses his or her opinion (Cornell, 2020). Information provided on the NIMH page about ADHD does not express the opinion of the author. The author produces only factual information based on research. The NIMH makes it a point not to mention the names of medications when discussing treatments and only explains the medications fall in two categories stimulants and non-stimulants (NIMH, 2019). In this same area the NIMH provides hyperlinks to the NIMH Mental Health Medication and FDA website for information about medication. The extent at which the NIMH goes to not provide an opinion on the website meet ...
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
3Type your name hereType your three-letter and -number cours.docxlorainedeserre
3
Type your name here
Type your three-letter and -number course code here
The date goes here
Type instructor’s name here
Your Title Goes Here
This is an electronic template for papers written in GCU style. The purpose of the template is to help you follow the basic writing expectations for beginning your coursework at GCU. Margins are set at 1 inch for top, bottom, left, and right. The first line of each paragraph is indented a half inch (0.5"). The line spacing is double throughout the paper, even on the reference page. One space after punctuation is used at the end of a sentence. The font style used in this template is Times New Roman. The font size is 12 point. When you are ready to write, and after having read these instructions completely, you can delete these directions and start typing. The formatting should stay the same. If you have any questions, please consult with your instructor.
Citations are used to reference material from another source. When paraphrasing material from another source (such as a book, journal, website), include the author’s last name and the publication year in parentheses.When directly quoting material word-for-word from another source, use quotation marks and include the page number after the author’s last name and year.
Using citations to give credit to others whose ideas or words you have used is an essential requirement to avoid issues of plagiarism. Just as you would never steal someone else’s car, you should not steal his or her words either. To avoid potential problems, always be sure to cite your sources. Cite by referring to the author’s last name, the year of publication in parentheses at the end of the sentence, such as (George & Mallery, 2016), and page numbers if you are using word-for-word materials. For example, “The developments of the World War II years firmly established the probability sample survey as a tool for describing population characteristics, beliefs, and attitudes” (Heeringa, West, & Berglund, 2017, p. 3).
The reference list should appear at the end of a paper (see the next page). It provides the information necessary for a reader to locate and retrieve any source you cite in the body of the paper. Each source you cite in the paper must appear in your reference list; likewise, each entry in the reference list must be cited in your text. A sample reference page is included below; this page includes examples (George & Mallery, 2016; Heeringa et al., 2017; Smith et al., 2018; “USA swimming,” 2018; Yu, Johnson, Deutsch, & Varga, 2018) of how to format different reference types (e.g., books, journal articles, and a website). For additional examples, see the GCU Style Guide.
References
George, D., & Mallery, P. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference. New York, NY: Routledge.
Heeringa, S. G., West, B. T., & Berglund, P. A. (2017). Applied survey data analysis (2nd ed.). New York, NY: Chapman & Hall/CRC Press.
Smith, P. D., Martin, B., Chewning, B., ...
3Welcome to Writing at Work! After you have completed.docxlorainedeserre
3
Welcome to Writing at Work! After you have completed the reading for the week, write an email to introduce yourself to your peers. The name of your thread should be what you would include in the subject of the email.
As you compose your email, keep in mind the following:
· You are addressing a group you will work with in a professional capacity for at least 15 weeks. Let us know something about you, but don't share anything you wouldn't want repeated.
· You should include what you perceive to be your relative strengths with regard to writing at work. What types of tasks would you feel most comfortable taking on?
· You should also include what aspects of writing at work make you feel least comfortable. What types of tasks would you not be as suited for?
· What do you hope to learn in the next several months?
Next, in an attachment, choose one of the following two prompts and write a letter, taking into account the purpose, audience, and appropriate style for the task.
1. Your organization has been contracted to complete a project for an important client, and you were charged with managing the project. It has unfortunately become clear that your team will not meet the deadline. Your supervisor has told you to contact the client in writing to alert them to the situation and wants to be cc'd on the message. Write a letter, which you will send via email, addressing the above.
2. After a year-long working relationship, your organization will no longer be making use of a freelancer's services due to no fault of their own. Write a letter alerting them to this fact.
Name:
HRT 4760 Assignment 01
Timeliness
First, you will choose one particular organization where you will conduct each of your 15 different observational assignments. Stick with this same organization throughout your coursework. (Do not switch around assignment locations at different organizations or locations.) The reason for continuing your observational assignments at the same organization is to give you a deeper understanding of this particular organization across the 15 different assignments. As you read on, you will get a more complete understanding as to how these 15 assignments come together.
Tip: Many students choose the organization where they are currently working. This works particularly well. If you are working there, you have much opportunity to gain access to the areas that will give you a more complete understanding of the quality of entire service package (the 15 different elements) that the organization offers to its customers.
This is one of a package of 15 different assignments that comprise the Elements of Service, which you will study this term. For this assignment, you will observe elements of service in almost any particular service establishment. A few examples of service establishments would include, but not be limited to these: Hotel, resort, private club, restaurant, airline, cruise line, grocery store, doctor’s office, coffee house, and scores of oth ...
3JWI 531 Finance II Assignment 1TemplateHOW TO USE THIS TEMP.docxlorainedeserre
3
JWI 531 Finance II Assignment 1Template
HOW TO USE THIS TEMPLATE:
This is a template and checklist corresponding to your Assignment 1 paper: Enterprise Risk Management and Moat Strength. See below for an explanation of the color-coding in this template:
· All green text includes instructions to support your writing. You should delete all green text before submitting your final paper.
· All blue text indicates areas where you need to replace text with your own information. Replace the blue text with your own words in black.
· Headings and subheadings are written in black, bold type. Keep these in your paper.
TIPS:
· Write in the third person, using “he” or “she” or “they”, or using specific names. Do not use the second person “you”.
· The body of this paper has one-inch margins and uses a professional font (size 10-12); we recommend Arial or Times New Roman fonts.
· The Assignment template is already formatted with all needed specifications like margins, appropriate font, and double spacing.
· Before submitting your paper, use Grammarly to check for punctuation and usage errors and make the required corrections. Then read aloud to edit for tone and flow.
· You should also run your paper through SafeAssign to ensure that it meets the required standards for originality.
FINALIZING YOUR PAPER
Your submission should be a maximum of 4 pages in length. The page count doesnotinclude the Cover Page at the beginning and the References page at the end. The final paper that you submit for grading should be in black text only with all remaining green text and blue text removed. Assignment 1: Enterprise Risk Analysis and Moat Strength
Author’s Name
Jack Welch Management Institute
Professor’s Name
JWI 531
Date
Introduction
An Introduction should be succinct and to the point. Start your Introduction with a general and brief observation about the paper’s topic. Write a thesis statement, which is the “road map” for your paper - it helps your reader to navigate your work. In your thesis statement, be specific about the major areas you plan to address in your paper.
The headings below should guide your introduction, since they identify the topics to be addressed in your paper. The introduction is not a graded part of your rubric but it helps your reader to understand what your assignment will be about. We recommend that you write this part of your Introduction after you complete the other sections of your paper. It only needs to be one paragraph in length.
Analysis and Recommendations
You must answer each of the following questions in your paper. Keep your responses focused on the topic. Straying off into additional areas, even if they are interesting, will not earn additional marks, and may actually detract from the clarity of your responses.
I. Where is each company in its corporate lifecycle (startup, growth, maturity or decline)? Explain.
Before writing your response to this question, make sure you understand what characterizes ea ...
3Big Data Analyst QuestionnaireWithin this document are fo.docxlorainedeserre
3
Big Data Analyst Questionnaire
Within this document are four different questions. Each question is structured in the following manner:
1) Premise
- Contains any needed background information
2) Request
- The actual question, what you are to solve
3) Notes
- A space if you feel like including notes of any kind for the given question
Please place your answer for each question in a separate file, following this naming convention:
Name_Qn.docx, where n = the question number (i.e., 1, 2 ...). So the file for the first question should be named ‘Name_Q1.docx’.
When complete, please package everything together and send email responses to the designated POCs.
Page | 1
Premise:
You have a table named “TRADES” with the following six columns:
Column Name
Data Type
Description
Date
DATE
The calendar date on which the trade took place.
Firm
VARCHAR(255)
A symbol representing the Broker/Dealer who conducted the trade.
Symbol
VARCHAR(10)
The security traded.
Side
VARCHAR(1)
Denotes whether the trade was a buy (purchase) or a sell (sale) of a security.
Quantity
BIGINT
The number of shares involved in the trade.
Price
DECIMAL(18,8)
The dollar price per share traded.
You write a query looking for all trades in the month of August 2019. The query returns the following:
DATE
FIRM
SYMBOL
SIDE
QUANTITY
PRICE
8/5/2019
ABC
123
B
200
41
8/5/2019
CDE
456
B
601
60
8/5/2019
ABC
789
S
600
70
8/5/2019
CDE
789
S
600
70
8/5/2019
FGH
456
B
200
62
8/6/2019
3CDE
456
X
300
61
8/8/2019
ABC
123
B
300
40
8/9/2019
ABC
123
S
300
30
8/9/2019
FGH
789
B
2100
71
8/10/2019
CDE
456
S
1100
63
Questions:
1) Conduct an analysis of the data set returned by your query. Write a paragraph describing your analysis. Please also note any questions or assumptions made about this data.
2) Your business user asks you to show them a table output that includes an additional column categorizing the TRADES data into volume based Tiers, with a column named ‘Tier’. Quantities between 0-250 will be considered ‘Small’, quantities greater than ‘Small’ but less than or equal to 500 will be considered ‘Medium’, quantities greater than ‘Medium’ but less than or equal to 500 will be considered ‘Large’, and quantities greater than ‘Tier 3’ will be considered ‘Very Large’ .
a. Please write the SQL query you would use to add the column to the table output.
b. Please show the exact results you expect based on your SQL query.
3) Your business user asks you to show them a table output summarizing the TRADES data (Buy and Sell) on week-by-week basis.
a. Please write the SQL query you would use to query this table.
b. Please show the exact results you expect based on your SQL query.
Notes:
1
Premise:
You need to describe in writing how to accomplish a task. Your audience has never completed this task before.
Question:
In a few paragraphs, please describe how to complete a task of your choice. You may choose a task of your own liking or one of the sample tasks below:
1) How to make a p ...
3HR StrategiesKey concepts and termsHigh commitment .docxlorainedeserre
3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and answers the following ques-
tions: What are HR strategies? What are the main types of overall HR strategies? What are the
main areas in which specifi c HR strategies are developed? What are the criteria for an effective
HR strategy? How should HR strategies be developed? How should HR strategies be
implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about its human resource manage-
ment policies and practices and how they should be integrated with the business strategy and
each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999) suggest that:
A strategy, whether it is an HR strategy or any other kind of management strategy must
have two key elements: there must be strategic objectives (ie things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an organization intends to do about its
human resource management policies and practices now and in the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and managers should perform well in
the present to succeed in the future. HR strategies aim to meet both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There is no great strategy, only great
execution.’
Because all organizations are different, all HR strategies are different. There is no such thing as
a standard strategy and research into HR strategy conducted by Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. ...
3Implementing ChangeConstruction workers on scaffolding..docxlorainedeserre
3
Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio ...
3Assignment Three Purpose of the study and Research Questions.docxlorainedeserre
3
Assignment Three: Purpose of the study and Research Questions
RES 9300
Recently, Autism has become a serious health concern to parents. According to Center for Disease Control and Prevention (2018), about one in fifty nine United States children has been identified with autism spectrum disorder with one in six children developing developmental disability ranging from mild disabilities such as speech and language impairments to serious developmental disabilities, such as intellectual disabilities, cerebral palsy, and autism (CDC,2018). World Health Organization (2019) estimates that 1 in 160 children globally has autism making it one of the most prevalent diseases. Despite the disease prevalence, most population has little knowledge about the disease. Many health practitioners have proposed early care as a means to control the disease effects.
Purpose Statement
The purpose of this study is to determine whether early intervention services can help improve the development of children suffering from autism. This study also aims to explore the general public awareness and perception about autism disorder.
Research Questions
(1) How should service delivery for autistic patients be improved to promote their health? (2) What impact does early intervention services have on development of children suffering from autism? (3) How can public knowledge on autism improve support and care for autistic patients? (4) What effect will early intervention have on patient’s social skills?
References
Center for Disease Control and Prevention. (2018). Autism Spectrum Disorder (ASD). Data & Statistics. Retrieved From https://www.cdc.gov/ncbddd/autism/data.html
World Health Organization. (2019). Autism Spectrum Disorders. Fact Sheet. Retrieved From https://www.who.int/news-room/fact-sheets/detail/autism-spectrum-disorders
3
Assignment Two: Theoretical Perspective and Literature Review
RES 9300
Literature Map
Parenting an Autism Child
(Dependent Variable)
9
Mothers/Father Role
Education
Religious Beliefs
Gender/Age
Financial Resources
Maternal Relationship
Region
Public Awareness
Support
Ethnicity
Independent Variables
Secondary Source I Will Be Using In My Literature Review
Mother/Father Roles
Glynn, K. A. (2015). Predictors of parenting practices in parents of children with autism spectrum disorder.
Religious Beliefs
Huang, C. Y., Yen, H. C., Tseng, M. H., Tung, L. C., Chen, Y. D., & Chen, K. L. (2014). Impacts of autistic behaviors, emotional and behavioral problems on parenting stress in caregivers of children with autism. Journal of Autism and Developmental Disorders, 44(6), 1383-1390.
Education
Brezis, R. S., Weisner, T. S., Daley, T. C., Singhal, N., Barua, M., & Chollera, S. P. (2015). Parenting a child with autism in India: Narratives before and after a parent–child intervention program. Culture, Medicine, and Psychiatry, 39(2), 277-298.
Financial Resources
Zaidm ...
380067.docxby Jamie FeryllFILET IME SUBMIT T ED 22- .docxlorainedeserre
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by Jamie Feryll
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Interpretations of Iron Age Architecture Brochs in Society/Social Identity
Archaeology is a historical field which has advanced over the years based on more discoveries still being experienced by the archaeologists who seek them. According to Kelly and Thomas (2010; p.5), the concession that life existed in more ancient times than stipulated by biblical scholars and human culture allowed the archaeologists to dig deeper into genealogical data. Iron Age architecture and social/society identity relate to one another. For instance, the population, based on their identity and perception will construct buildings that directly reflect their beliefs. This essay will discuss these archaeological concepts of Iron Age architecture and society/social identity. Need a paragraph on brochs and how many and where they are across Scotland with patcialur focus on the atlantc region, this is not relevant for masters essay. Must define broch from its architecture and how long it would take to build and note famous ones and note the ones that will be referred to in this essay – this could be Perhaps incorpated into the next paragraph.
Iron Age architecture has over the years been dominated by differing archaeological concepts and debates. It was defined by settlements and settlement structures such as duns, brochs, wheelhouses, hillforts, stone-built round houses and timber. The social and societal identity which is identified through material remains indicates aspects of differentiation, regional patterns and segregation. According to Kelly and Thomas (2010; p.28), people who existed in Iron Age Scotland were isolated. This is demonstrated by the presence of a burial followed by an assembled chariot at Newbridge. Northern and western Scotland have been the source of the well-structured developments that have provided cultural, architectural and social data over time. Maes Howe, which is the largest Orkney burial cairn, located between Stromne ...
39Chapter 7Theories of TeachingIntroductionTheories of l.docxlorainedeserre
39
Chapter 7
Theories of Teaching
Introduction
Theories of learning are typically only useful to adult learning practitioners when they are applied to the facilitation of learning—a function assigned usually in our society to a person designated as teacher or trainer.
A distinction must be made between theories of learning and theories of teaching. Theories of learning deal with the ways in which people learn, whereas theories of teaching deal with the ways in which one person influences others to learn (Gage, 1972, p. 56).
Presumably, the learning theory subscribed to by a teacher will influence his or her teaching theory.
Early on, Hilgard resisted this fragmentation of learning theory. He identified 20 principles he believed to be universally acceptable from three different families of theories: Stimulus–Response (S–R) theory, cognitive theory, and motivation and personality theory. These principles are summarized in Table 7.1.
Hilgard’s conviction in his belief that his 20 principles would be “in large part acceptable to all parties” was grounded in his limited verification process. The “parties” with whom he checked out these principles were control-oriented theorists. In spite of their differences about the internal mechanics of learning, these theorists are fairly close in their conceptualization of the role of the teacher.
Table 7.1 Summary of Hilgard’s principles
Teaching Concepts Based on Animal and Child Learning Theories
Let’s examine the concepts of a variety of theories about the nature of teaching and the role of the teacher. First, we’ll look at the members of Hilgard’s jury. These include Thorndike, Guthrie, Skinner, Hull, Tolman, and Gagné.
Thorndike
Thorndike essentially saw teaching as the control of learning by the management of reward. The teacher and learner must know the characteristics of a good performance in order that practice may be appropriately arranged. Errors must be diagnosed so that they will not be repeated. The teacher is not primarily concerned with the internal states of the organism, but with structuring the situation so that rewards will operate to strengthen desired responses. The learner should be interested, problem-oriented, and attentive. However, the best way to obtain these conditions is to manipulate the learning situation so that the learner accepts the problem posed because of the rewards involved. Attention is maintained and appropriate S–R connections are strengthened through the precise application of rewards toward the goals set by the teacher. A teacher’s role is to cause appropriate S–R bonds to be built up in the learner’s behavior repertoire (Hilgard and Bower, 1966, pp. 22–23; Pittenger and Gooding, 1971, pp. 82–83).
Guthrie
Guthrie’s suggestions for teaching are summarized as follows:
1. If you wish to encourage a particular kind of behavior or discourage another, discover the cues leading to the behavior in question. In the one case, arrange the situation so that the desired be ...
38 Monthly Labor Review • June 2012TelecommutingThe.docxlorainedeserre
38 Monthly Labor Review • June 2012
Telecommuting
The hard truth about telecommuting
Telecommuting has not permeated the American workplace, and
where it has become commonly used, it is not helpful in reducing
work-family conflicts; telecommuting appears, instead, to have
become instrumental in the general expansion of work hours,
facilitating workers’ needs for additional worktime beyond the
standard workweek and/or the ability of employers to increase or
intensify work demands among their salaried employees
Mary C. Noonan
and
Jennifer L. Glass
Mary C. Noonan is an Associate
Professor at the Department of
Sociology, The University of Iowa;
Jennifer L. Glass is the Barbara
Bush Regents Professor of Liberal
Arts at the Department of Sociol-
ogy and Population Research
Center, University of Texas at
Austin. Email: [email protected]
uiowa.edu or [email protected]
austin.utexas.edu.
Telecommuting, defined here as work tasks regularly performed at home, has achieved enough
traction in the American workplace to
merit intensive scrutiny, with 24 percent
of employed Americans reporting in recent
surveys that they work at least some hours
at home each week.1 The definitions of
telecommuting are quite diverse. In this ar-
ticle, we define telecommuters as employ-
ees who work regularly, but not exclusively,
at home. In our definition, at-home work
activities do not need to be technologically
mediated nor do telecommuters need a
formal arrangement with their employer to
work at home.
Telecommuting is popular with policy
makers and activists, with proponents
pointing out the multiple ways in which
telecommuting can cut commuting time
and costs,2 reduce energy consumption
and traffic congestion, and contribute to
worklife balance for those with caregiving
responsibilities.3 Changes in the structure
of jobs that enable mothers to more effec-
tively compete in the workplace, such as
telecommuting, may be needed to finally
eliminate the gender gap in earnings and
direct more earned income to children,
both important public policy goals.4
Evidence also reveals that an increasing num-
ber of jobs in the American economy could be
performed at home if employers were willing
to allow employees to do so.5 Often, employees
can perform jobs at home without supervision
in the “high-tech” sector, in the financial sector,
and many in the communication sector that are
technology dependent. The obstacles or barriers
to telecommuting seem to be more organiza-
tional, stemming from the managers’ reluctance
to give up direct supervisory control of workers
and from their fears of shirking among workers
who telecommute.6
Where the impact of telecommuting has
been empirically evaluated, it seems to boost
productivity, decrease absenteeism, and increase
retention.7 But can telecommuting live up to its
promise as an effective work-family policy that
helps employees meet their nonwork responsi-
bilities? To do so, tel ...
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2Smith, H. A., and J. D. McKeen. Delivering Business Value wi.docx
1. 2Smith, H. A., and J. D. McKeen. “Delivering Business Value
with IT at Hefty Hardware,” #1-L10-1-001, Queen’s
School of Business, May 2010. Reproduced by permission of
Queen’s University, School of Business, Kingston,
Ontario, Canada.
MINI CASE
Delivering Business Value with IT
at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea,
VP of retail marketing, as she slipped into a seat at
the table in the Hefty Hardware executive dining
room, next to her colleagues. “It’s all technical
mumbo-jumbo when they talk to you and I still
don’t know if they have any idea about what we’re
trying to accomplish with our Savvy Store pro-
gram. I keep explaining that we have to improve
the customer experience and that we need IT’s
help to do this, but they keep talking about infra-
structure and bandwidth and technical architec-
ture, which is all their internal stuff and doesn’t
relate to what we’re trying to do at all! They have
so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we
go outside the company.”
“You’ve got that right,” agreed Glen Vogel,
the COO. “I really like my IT account manager,
Jenny Henderson. She sits in on all our strategy
meetings and seems to really understand our
2. business, but that’s about as far as it goes. By the
time we get a project going, my staff are all com-
plaining that the IT people don’t even know some
of our basic business functions, like how our
warehouses operate. It takes so long to deliver any
sort of technology to the field, and when it doesn’t
work the way we want it to, they just shrug and
tell us to add it to the list for the next release! Are
we really getting value for all of the millions that
we pour into IT?”
“Well, I don’t think it’s as bad as you both
seem to believe,” added Michelle Wright, the
CFO. “My EA sings the praises of the help desk
and the new ERP system we put in last year. We
can now close the books at month-end in 24 hours.
Before that, it took days. And I’ve seen the bench-
marking reports on our computer operations. We
are in the top quartile for reliability and cost-effec-
tiveness for all our hardware and systems. I don’t
think we could get IT any cheaper outside the
company.”
“You are talking ‘apples and oranges’ here,”
said Glen. “On one hand, you’re saying that we’re
getting good, cheap, reliable computer operations
and value for the money we’re spending here. On
the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re
really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even
agree with you that they do a pretty good job of
keeping our systems functioning and preventing
viruses and things. At least we’ve never lost any
3. data like some of our competitors. But I don’t see
how they’re contributing to executing our business
strategy. And surely in this day and age with
increased competition, new technologies coming
out all over the place, and so many changes in our
economy, we should be able to get them to help us
be more flexible, not less, and deliver new prod-
ucts and services to our customers quickly!”
The conversation moved on then, but Glen
was thoughtful as he walked back to his office after
lunch. Truthfully, he only ever thought about IT
when it affected him and his area. Like his other
colleagues, he found most of his communication
with the department, Jenny excepted, to be unin-
telligible, so he delegated it to his subordinates,
unless it absolutely couldn’t be avoided. But
Cheryl was right. IT was becoming increasingly
important to how the company did its business.
Although Hefty’s success was built on its excellent
supply chain logistics and the assortment of prod-
ucts in its stores, IT played a huge role in this. And
to implement Hefty’s new Savvy Store strategy, IT
63
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64 Section I • Delivering Value with IT
would be critical for ensuring that the products
were there when a customer wanted them and that
every store associate had the proper information to
answer customers’ questions.
4. In Europe, he knew from his travels, IT was
front and center in most cutting-edge retail stores.
It provided extensive self-service to improve
checkout; multichannel access to information
inside stores to enable customers to browse an
extended product base and better support sales
associates assisting customers; and multimedia to
engage customers with extended product knowl-
edge. Part of Hefty’s new Savvy Store business
strategy was to copy some of these initiatives, hop-
ing to become the first retailer in North America to
completely integrate multimedia and digital infor-
mation into each of its 1,000 stores. They’d spent
months at the executive committee meetings
working out this new strategic thrust—using
information and multimedia to improve the cus-
tomer experience in a variety of ways and to make
it consistent in each of their stores. Now, they had
to figure out exactly how to execute it, and IT was
a key player. The question in Glen’s mind now
was how could the business and IT work together
to deliver on this vision, when IT was essentially
operating in its own technical world, which bore
very little relationship to the world of business?
Entering his office, with its panoramic view
of the downtown core, Glen had an idea. “Hefty’s
stores operate in a different world than we do at
our head office. Wouldn’t it be great to take some
of our best IT folks out on the road so they could
see what it’s really like in the field? What seems
like a good idea here at corporate doesn’t always
work out there, and we need to balance our corpo-
rate needs with those of our store operations.” He
remembered going to one of Hefty’s smaller stores
5. in Moose River and seeing how its managers had
circumvented the company’s stringent security
protocols by writing their passwords on Post-it
notes stuck to the store’s only computer terminal.
So, on his next trip to the field he decided
he would take Jenny, along with Cheryl and the
Marketing IT Relationship Manager, Paul
Gutierez, and maybe even invite the CIO, Farzad
Mohammed, and a couple of the IT architects. “It
would be good for them to see what’s actually
happening in the stores,” he reasoned. “Maybe
once they do, it will help them understand what
we’re trying to accomplish.”
A few days later, Glen’s e-mailed invitation
had Farzad in a quandary. “He wants to take me
and some of my top people—including you—on
the road two weeks from now,” he complained to
his chief architect, Sergei Grozny. “Maybe I could
spare Jenny to go, since she’s Glen’s main contact,
but we’re up to our wazoos in alligators trying to
put together our strategic IT architecture so we can
support their Savvy Stores initiative and half a
dozen more ‘top priority’ projects. We’re supposed
to present our IT strategy to the steering commit-
tee in three weeks!”
“And I need Paul to work with the architec-
ture team over the next couple of weeks to review
our plans and then to work with the master data
team to help them outline their information strat-
egy,” said Sergei. “If we don’t have the infrastruc-
ture and integrated information in place there
aren’t going to be any ‘Savvy Stores’! You can’t
send Paul and my core architects off on some
6. boondoggle for a whole week! They’ve all seen a
Hefty store. It’s not like they’re going to see any-
thing different.”
“You’re right,” agreed Farzad. “Glen’s just
going to have to understand that I can’t send five
of our top people into the field right now. Maybe in
six months after we’ve finished this planning and
budget cycle. We’ve got too much work to do now.
I’ll send Jenny and maybe that new intern, Joyce
Li, who we’re thinking of hiring. She could use
some exposure to the business, and she’s not
working on anything critical. I’ll e-mail Jenny and
get her to set it up with Glen. She’s so great with
these business guys. I don’t know how she does it,
but she seems to really get them onside.”
Three hours later, Jenny Henderson arrived
back from a refreshing noontime workout to find
Farzad’s request in her priority in-box. “Oh
#*!#*@!” she swore. She had a more finely
nuanced understanding of the politics involved
in this situation, and she was standing on a land
mine for sure. Her business contacts had all
known about the invitation, and she knew it was
more than a simple request. However, Farzad,
having been with the company for only eighteen
months, might not recognize the olive branch that
it represented, nor the problems that it would
cause if he turned down the trip or if he sent a
very junior staff member in his place. “I have to
speak with him about this before I do anything,”
she concluded, reaching for her jacket.
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7. Delivering Business Value with IT at Hefty Hardware 65
But just as she swiveled around to go see
Farzad, Paul Gutierez appeared in her doorway,
looking furious. “Got a moment?” he asked and,
not waiting for her answer, plunked himself down
in her visitor ’s chair. Jenny could almost see the
steam coming out of his ears, and his face was beet
red. Paul was a great colleague, so mentally putting
the “pause” button on her own problems, Jenny
replied, “Sure, what’s up?”
“Well, I just got back from the new technol-
ogy meeting between marketing and our R&D
guys, and it was just terrible!” he moaned. I’ve
been trying to get Cheryl and her group to con-
sider doing some experimentation with cell phone
promotions—you know, using that new Japanese
bar coding system. There are a million things you
can do with mobile these days. So, she asked me to
set up a demonstration of the technology and to
have the R&D guys explain what it might do. At
first, everyone was really excited. They’d read
about these things in magazines and wanted to
know more. But our guys kept droning on about
3G and 4G technology and different types of con-
nectivity and security and how the data move
around and how we have to model and architect
everything so it all fits together. They had the busi-
ness guys so confused we never actually got talk-
ing about how the technology might be used for
marketing and whether it was a good business
idea. After about half an hour, everyone just tuned
out. I tried to bring it back to the applications we
8. could develop if we just invested a little in the
mobile connectivity infrastructure, but by then we
were dead in the water. They wouldn’t fund the
project because they couldn’t see why customers
would want to use mobile in our stores when we
had perfectly good cash registers and in-store
kiosks!”
“I despair!” he said dramatically. “And you
know what’s going to happen don’t you? In a year
or so, when everyone else has got mobile apps,
they’re going to want us to do something for them
yesterday, and we’re going to have to throw some
sort of stopgap technology in place to deal with it,
and everyone’s going to be complaining that IT
isn’t helping the business with what it needs!”
Jenny was sympathetic. “Been there, done
that, and got the T-shirt,” she laughed wryly.
“These tech guys are so brilliant, but they can’t
ever seem to connect what they know to what the
business thinks it needs. Sometimes, they’re too
farsighted and need to just paint the next couple of
steps of what could be done, not the ‘flying around
in jetpacks vision.’ And sometimes I think they
truly don’t understand why the business can’t see
how these bits and bytes they’re talking about
translate into something that it can use to make
money.” She looked at her watch, and Paul got the
hint. He stood up. “Thanks for letting me vent,” he
said. “You’re a good listener.”
“I hope Farzad is,” she thought grimly as she
headed down the hall. “Or he’s going to be out of
here by Thanksgiving.” It was a sad truth that
9. CIOs seemed to turn over every two years or so at
Hefty. It was almost predictable. A new CEO
would come in, and the next thing you knew the
CIO would be history. Or the user satisfaction rate
would plummet, or there would be a major appli-
cation crash, or the executives would complain
about how much IT cost, or there would be an
expensive new system failure. Whatever it was, IT
would always get blamed, and the CIO would be
gone. “We have some world-class people in IT,”
she thought, “but everywhere we go in the busi-
ness, we get a bad rap. And it’s not always our
fault.”
She remembered the recent CIM project to
produce a single customer database for all of
Hefty’s divisions: hardware, clothing, sporting
goods, and credit. It had seemed to be a straight-
forward project with lots of ROI, but the infighting
between the client divisions had dragged the proj-
ect (and the costs) out. No one could agree about
whose version of the truth they should use, and
the divisions had assigned their most junior peo-
ple to it and insisted on numerous exceptions,
workarounds, and enhancements, all of which had
rendered the original business case useless. On top
of that, the company had undergone a major
restructuring in the middle of it, and a lot of the
major players had changed. “It would be a lot eas-
ier for us in IT if the business would get its act
together about what it wants from IT,” she thought.
But just as quickly, she recognized that this was
probably an unrealistic goal. A more practical one
would be to find ways for business and IT to work
collaboratively at all levels. “We each hold pieces of
the future picture of the business,” she mused. “We
10. need to figure out a better way to put them together
than simply trying to force them to fit.”
Knocking on Farzad’s door, she peeked into
the window beside it. He seemed lost in thought but
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66 Section I • Delivering Value with IT
smiled when he saw her. “Jenny!” he exclaimed. “I
was just thinking about you and the e-mail I sent
you. Have you done anything about it yet?” When
she shook her head, he gave a sigh of relief. “I was
just rethinking my decision about this trip, and I’d
like your advice.” Jenny gave her own mental sigh
and stepped into the office. “I think we have a prob-
lem with the business and we need to fix it—fast,”
she said. “I’ve got some ideas, and what to do about
the trip is just part of them. Can we talk?” Farzad
nodded encouragingly and invited her to sit down.
“I agree with you, and I’d like to hear what you have
to say. We need to do things differently around here,
and I think with your help we can. What did you
have in mind?”
Discussion Questions
1. Overall, how effective is the partnership
between IT and the business at Hefty Hardware?
Identify the shortcomings of both IT and the
business.
11. 2. Create a plan for how IT and the business can
work collaboratively to deliver the Savvy Store
program successfully.
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PROJECT 1
Needs and Challenges
For this case, a regional clothing line with eight locations shall
be considered. The business has lost quite a number of
customers which has been due to emergence of online shopping
and competition from other businesses who have been doing
better than them. This in turn has minimized profits. It has also
been a challenge to keep a track of all employees working in the
different locations due to lack of a centralized system. A lot of
time and resources have been wasted because managers have to
go from one outlet to another in person to deliver information in
person. These challenges can be addressed by adopting new
technological trends for instance, use of the Human Resource
Information System (HRIS) software, design a website and
incorporate it with Virtual Reality (VR) option and chat bots,
Machine Learning (ML), Internet of Things (IoT), IT
outsourcing, use of Artificial Intelligence (AI), and use of voice
technology to mention but a few.
For the business to stand a chance against other competitors in
the market, then they should adopt these innovative
technological trends. This will motivate both the employer and
employees due to interactions made possible by use of self-
service portals leading to a conducive working environment and
thus maximizing on profits. Adoption of AI facilitates wise
decision making and it’s easy to protect the company’s database
from cyber theft. Interactions with the customers is made
possible by a having a website where the business can get
feedback from the consumers and this has a positive impact on
what areas the company should maintain or improve.
12. Innovative Technologies
There are many new technological trends which the regional
clothing store chain can adapt and improve. However, we shall
only consider three of them which are, HRIS system, machine
learning, and a business website.
HRIS System
A Human Resource Information System (HRIS) is a software
which combines human resource activities and information
technology and enables data entry, recording information,
tracking of employees, payroll, and accounting among other
activities (Davis, 2018, para. 1). Some of its common features
include, applicant tracking, benefits administration, payroll,
self-service portals for employees, mobile applications,
performance management, and scheduling (Davis, 2018, para.
19). HRIS enables keeping a record of the employee details
which include; names, home address, and area of specialization
among other details. It also has the self-service portals which
can be used as mobile application. This portal enables passing
of information from the employer to the employees or vice
versa. The Bring Your Own Device Trend (BYOD) has been
accepted by many companies therefore improving workers’
productivity (Makela, 2012, para.2).Storing of information
using the HRIS system is more effective than keeping written
records which are prone to damages unlike softcopy which can
be backed up in case the system fails. This also helps reduce
costs of operation. The HRIS system also improves co-
ordination in an organization which has many outlets.
(Rietsema, n.d., para. 3).For instance, it is easier to co-ordinate
the 8 different outlets from a central point and this reduces
unnecessary expenses like travelling all the time when there is a
need to pass any important information throughout the
locations. Generally, the main purpose of HRIS is to reduce
expenses of the company, and therefore maximum profits are
13. attained.
Machine Learning
Machine Learning (ML) is an application of artificial
intelligence incorporated in a system to give it an ability to
learn automatically and improve from experience without human
intervention. It begins with observations, experience or
instruction, and then making of better decisions in the future
(“What is machine learning?,”2017, para.1) ML uses self-
teaching algorithms which learn about data and identify a
particular trend so as to make predictions (Kinnear, 2018, para.
9). Adoption of this trend by the clothing business will have a
major impact on efficiency and profitability. Due to its ability
to observe customer behaviors, it can be easy to identify the
best profitable opportunities and avoid unnecessary risks. Once
the company knows the customers tastes and preferences, it
easier to satisfy them by selling to them what they need. This
helps keep customers and even attract more therefore the
business continues making profit.
Business Website
It is a common trend for businesses nowadays to have a website
where they can interact with their consumers. This has been
made possible by use of chat bots. A chat bot is a computer
program that simulates human conversation through artificial
intelligence (”Chat bot,” n.d., para. 1). Integration of chat bots
into the website provides the customers with instant answers
unlike waiting for replies through email which takes some time.
Chat bots are available all the time making them efficient. It is
also to reach many customers at the same time (Singh, 2019,
para. 12). Another popular trend is incorporation of virtual
reality (VR) into the business websites to enhance data
visualization where the customers can be able to watch the
advertisement videos (Finch, 2018, para. 5). One limitation of
this virtual reality technology is one has to own a VR equipment
to watch these videos. VR enables the customer to experience a
virtual tour inside the store and this attracts many customers
therefore an advantage to the businesses to maximize on making
14. profits (Singh, 2019, para. 15-17). Although this technology has
not yet advanced so much, it is expected to be popular in days
to come.
Assessment
HRIS System
HRIS software vary in cost due to the different sizes of
companies. A small company cannot use the same type of HRIS
software as a large company due to difference in number of
employees and requirement of the company. The software is
integrated into the system of the company and does not require
additional equipment. Both the employer and the employee
benefit directly from this system while customers are not
affected directly by this system. HRIS system provides many
advantages but the shortcomings cannot be overlooked. It is an
expensive trend to adopt due to the initial cost of acquiring the
software, cost of operation, and may require training of
personnel on maintenance. This software is mostly ideal for
companies with twenty five employees and above (Davis, 2018,
para. 15). Despite these disadvantages, HRIS system generally
improves the performance of a business therefore increasing the
profits. Due to its organized nature, it can attract more
shareholders to invest in the business leading to even
expansion. It is a cost-effective solution though it might take
some time before it is fully incorporated into the business.
Machine Learning
Machine learning is not very expensive because it is an
application which is integrated into a computer. It is also easy
to acquire and does not need complex equipment to function.ML
mostly benefits the business and not the customers because
there is no direct interaction. Machine learning has advantages
such as; the ability to detect fraud before it happens, prediction
of customer behavior which helps the company to focus and
improve on those areas that might lead to loss of customers,
automation of business processes which helps save a lot of time
and resources, and making of good recommendations of
merchandise (Kinnear, 2018, para. 11). All these advantages
15. work for the benefit of the company and thus ensures profits.
However, ML has also a few disadvantages for instance; it
requires a lot of time and resources to make a good prediction
or decision, it requires experts to analyze the data correctly and
this could lead to increase in expenses for the company, and it
may not always give a correct prediction. Despite the few
disadvantages of using ML, it should be adopted for the
betterment of the business (Soffar, 2019, para. 16-21).
Stakeholders have invested in machining learning to help
maintain customers and even attract more.
Business Website
It is easy to set up a business website because it requires a
computer and a specialist. It benefits both the consumer and the
seller in different ways. The seller is able to reach as many
people as possible, therefore having a high chance of gaining
more customers. The customers have access to information
about the products they are interested in and can even order for
them and thus saving them a lot time and resources which would
have been wasted if they had gone to the store physically. It is a
platform which can attract stakeholders due to its ability to be
accessed by anyone from anywhere. It is a cost-effective
solution which should be adopted by the clothing store chain.
Selection
The company should adopt the business website other than the
other two trends. Creating a website is less expensive than
buying a HRIS software or adopting machine learning. A
business should select an innovative technological trend which
will not incur the business a lot of expenses. It also takes a
short time to design a website as compared to machine learning
which takes a lot of time before a valid prediction or decision is
made. HRIS system does not take longer time as compared to
machine learning. Also, the website helps maintain
communication with the existing customers and also the
potential ones and thus giving a direct feedback to the seller in
the shortest time possible. HRIS system is only used by the
employer and employee and does involve the customer directly.
16. Machine learning depends on observing the behavior of a
customer to make a decision which might be false. Through the
website, customers can also order for merchandise. A clothing
store can easily deliver products to the customers easily because
they are light in weight and can be easily transported.
Therefore, unlike HRIS system and machine learning, a business
website has many advantages to both the customer and the
seller, making it the preferable choice.
PROJECT 2
The technology life cycle is the journey that technology takes
from its birth, growth to its inevitable death. Understanding the
technology’s life cycle aids in predicting when you will have
the ability to recover the investment you had put into
development. It is mainly related to the time and cost of coming
up with the creative approach of technology that provides a new
edge to the organization. The technology life cycle involves
four phases the research and development phase, Ascent phase,
maturity phase and the decline phase (Bhasin, 2019).
What phase in the technology life cycle is the technology
chosen in? What would be the ideal timing for adopting this
particular technology?
According to the technology life cycle, technology to enhance
the organization can be used based on the role they play so as to
ensure that there is a positive growth as well as the
enhancement of cultural heritages of the organization. In the
research and development phase, organization have a chance to
assess their agendas by making use of the early adopters. In
this phase, the organization is not expected to install any
technology since it is assumed to be unstable. In the second
17. phase of technological life cycle, ascent, a company may
convert it written objectives to launching the product. In this
phase the company may take advantage of the newness of its
technology and begin on putting effort on some of its
objectives. The organization may choose to boost itself by
implementing the mobility type of technology so as to get to
may clients as possible. Through the use of mobility technology
in this phase will allow the organization to establish a good
connection with the journalist and the social media where they
can send them news on their technology.
Additionally, the third stage of the technology lifecycle is the
maturity stage. This is where the development of technology is
accepted by the customers. At this phase the main agenda of the
client is to get affiliation with the up to date technology.
Organizations are encouraged to use cloud computing
technology. Through this technology, companies can share,
store and productively consume products low cost and high
flexibility. The last phase is the decline phase, where the
organization reaches to a point of no return. Additional
developments are not expected at this phase. In this phase, the
big data technology is mainly used to manage and control the
data in the company. This technology will mainly assist the
company to avoid its decline due to insufficient fund and
unskilled labor. It enables the company to have a better
competition and information access (Daim, 2016).
Based on the technology adoption models, determine the
possible timelines of adoption that could be implemented.
Which adoption timeline will best fit the needs of the
organization? Be sure to provide details to support your
choices.
One of the timelines of that an organization can implement to
support technology adoptions developing training technique.
People are required to see and interact with the specific
technology in their specific work processes. To maximize
adoption, the organization should ensure that the training is
18. specific to every stakeholder. Since not every person
understands things differently the organization can opt to use
multiple training strategies.
The organization can as well opt to monitor and determine if the
implementation timeline requires to be revised to smaller
manageable parts. It is as well supposed to give the stakeholders
a chance to give their opinions and review the technology as
required. This give insights on what can be adapted and that
which needs to be changed (Span, 2017).
What variables affect the timing and implementation of new
technologies? What processes can be put in place to ensure
smooth adoption?
There are various factors that influence the implementation of
new technologies. The Stakeholder engagement with the
technology is one of the factors that affect new technologies.
Organizations function through the engagements between the
stakeholders and the owners of the organization. Each
stakeholder has an opinion based on the technological progress
which can be put in place. In cases where the stakeholders
approve the technology implementation process, the chances of
succeeding are too high.
Another factor that affects the timing and implementation of
new technology is the incentive, culture and collaborative
environment. For instance, the degree of research and
development that an organization has carried out has a high
possibility of affecting the adoption of an organization to new
technology. This is a fact since some firms’ culture is dynamic
and they are ready to put into place any trending technology.
Other companies are firm and are not interested with
technological transitions. When an organization is supportive
and innovative, they are high chances of success of new
technology adoption (Patel, 2007).
19. PROJECT 3
Steps in the Implementation Plan for the Business Website
Innovation
According to Akrich (2012), the vital part in the development of
website is giving the website its shape and describe the way we
disseminate information. Therefore, website development life
cycle is primarily dependent on the stages of gathering data,
detailed planning and launch maintenance. Building the
business. Building the business website involves two main
dimensions. Cost and time which depend majorly on the size of
the business. The general clothing store chain business website
development process will therefore take the following steps.
Step 1: Gathering information on the purpose, goals and
target audience of the business for clear understanding of the
website purposes. The estimated time frame for this is between
1-2 weeks. Step 2: planning the Sitemap and Wireframe creation
to establish data that will enable the customers to predict how
the inner site will look like. Then, the wireframe is created
which is a visual representation of the user. The estimated time
for this step is 2-6 weeks. Step 3: Designing the layouts, review
and approval cycle to establish the shape of the website. This
state takes information from the first step. The layout could be
graphic design and the estimated time for this step is 4-10
20. weeks. Step 4: is the assembly of content writing to incorporate
the information that is to be communicated to the audiences and
adding calls-action. The estimated time is 4 to 12 weeks. Step 5:
involves coding and creation of the website. The step
incorporates all the previous design from previous stages. Here,
home page and subpages are created. The estimated time is
between 6-12 weeks. Step 6: involves testing, reviewing and
launching. Every links are tested and software run to find
possible typos. The step should take maximum 4 weeks. Step 7:
the stage involves maintenance, opinion monitoring and regular
updating to enable feedback. The step should be continuous.
The new system that involves website will significantly boost
the number of customers visiting the stores from far distances
compared with the old manual system. Therefore, to establish
the new relationship with the new and existing customers, the
new upgrade will be communicated through email
announcements, in app messaging and tutorial walkthroughs,
blog and news post announcement, in app change notification
log, animated gifs and videos, public and press relations, in app
announcement messages and chat widgets and education and
community engagement.
According to Trott (2013), for the website to run through
smoothly, the following stakeholders will be included. First,
internal and external stakeholders. Internal stake holders are the
employees while external are the interested parties in the
success of the business. Secondly, primary and secondary
stakeholders. Primary have the highest level of interest in the
outcome of the business while secondary help to maintain the
business. Lastly, direct and indirect stakeholders. Direct run
day-day activities while indirect pay attention to the business
outcome. According to Hung (2015), the stakeholder’s needs are
to enable the performance of the clothing store chain to run
smoothly which will be done through establishment of chain of
command.
To ensure legal compliance in the new website created and its
use, the management will adopt and communicate an ethical
21. profile, train employees and stakeholders on compliance
policies, integrate hotline that incorporates compliance
programs and adopt an uncertainty-based approach to
compliance management. The management will also be
proactive in controlling compliance and ethical standards in the
business unit. The above recommendations will enable smooth
transition in the compliance of the ethical standards of the new
website. The steps to ensure this smooth compliance is stating
codes of ethics, communicating awareness and reinforcing
training on the staff and stakeholders.
The new technology will not incorporate unnecessary logins
from the staff members unless it is for official use only. To
ensure security in the implementation of the new website and its
uses. It will incorporate high sensitive security model that will
detect system failure. The website will also incorporate system
protection from hacking to enable information not to be
rendered to other competitors. To ensure smooth and
compliance to the new website, every stakeholder will have a
specific detail of password which will be sensitive in that, it
will require fingerprint scans to avoid non stakeholder’s login.
This will enable protection of personal and business information
within the website.
Website
Resources
User Support End Month
Close
49. User Support
New Website System
Date for last transaction
Data Conventions
Close of old system
Open New system
Service desk readiness
Command Center set up
User Support plan
Implementation Plan
User Signoff
Final Website Configuration
First Build out of System
Process Identification
Analysis
Improvement
Document
CRP and Website Configuration
Assemble Team
Governance Structure
Executive Sponsor
Website Management
Website Manager
Functional leads
Technical Leads
Change Management
Evaluation Team
Business Assessment
Schedule Consultation
Vendor Presentations
50. Organizational Analysis
Specific References
Presentation Requirements
1. Content of Presentation
a) Demonstrates a full understanding of the topic.
b) Stays on topic.
c) Addresses all parts of the project
2. Slides
a) Slides are excellent, meet best practices guidelines
b) Slides are free of errors.
3. Preparedness
a) Completely prepared and has obviously rehearsed.
Presentation Rubric
Criteria
Level 1
Level 2
Level 3
Level 4
Content
1 point Does not seem to understand the topic very well. Was
often off topic. Missing multiple parts of the project.
2 points Shows a good understanding of parts of the topic. Stays
on topic some of the time. Addresses most parts of the project.
3 points Shows a good understanding of the topic. Stays on
topic most of the time. Addresses all parts of the project.
4 points Shows a full understanding of the topic. Stays on
topic all of the time. Addresses all parts of the project.
51. Slides
1-point Slides have major problems or are missing.
2 points Slides have some problems regarding the organization,
formatting, or mechanics.
3 points Slides are good, meet most best practices guidelines,
and have minor errors.
4 points Slides are excellent, meet best practices guidelines, and
are free of errors.
Time Limit
1-point Presentation is less than 3 minutes OR more than 7
minutes long.
2 points Presentation is 3 minutes long.
3 points Presentation is 4 minutes long.
4 points Presentation is 5-7 minutes long.
Preparedness
1 point Not at all prepared to present.
2 points Somewhat prepared, but it is clear that rehearsal was
lacking.
3 points Pretty prepared but might have needed some more
rehearsal.
4 points Completely prepared and has obviously rehearsed.
Posture, Eye Contact, and Attire
1-point Slouches and/or does not look at people during the
presentation. General attire not appropriate for audience.
2 points Sometimes stands up straight and establishes eye
contact.
3 points Stands up straight and establishes eye contact with
everyone in the room during the presentation.
4 points Stands up straight, looks relaxed and confident.
Establishes eye contact with everyone in the room during the
presentation. Looks professional.
Speaks Clearly and Volume
1 point Often mumbles/cannot be understood OR mispronounces
words. Volume is often too soft to be heard by all audience
members.
2 points Speaks clearly and distinctly often and mispronounces
52. few words. Volume is loud enough to be heard by all audience
members some of the time.
3 points Speaks clearly and distinctly most of the time but
mispronounces one word. Volume is loud enough to be heard by
all audience members most of the time.
4 points Speaks clearly and distinctly and doesn't mispronounce
any words. Volume is loud enough to be heard by all audience
members throughout the presentation.