This document summarizes Will's experience working at the Travelink Solutions call center over 16 months. It describes his positive initial training experience but notes changes took place after 5 months as management put pressure to improve financial performance. Empty cubicles grew as employees were laid off, and morale declined. However, Will was then assigned to a new "Datasmart" project to standardize company correspondence forms, suggesting a promotion.
This document discusses how to build trust in an organization. It begins by providing examples of Netflix and Southwest Airlines, noting how treating employees well builds trust. It then defines trust as a "readiness for unguarded interaction" and identifies three key aspects: credibility, respect, and fairness. Trust develops through consistent actions and interactions. High-trust organizations see benefits like higher profits, collaboration, and lower turnover. The document provides steps for building trust.
Mpo601 managing people in organisation-01smumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
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Running head COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE.docxjoellemurphey
Running head: COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER 1
COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER 7
COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER
Sodelva Moodie
COMPETENCY
It’s a mixture of knowledge, skills, abilities, motivation, beliefs, attributes and interest. This knowledge, skill and attributes can be used at work, school and in other environments. During the hiring process, most supervisors will focus on competencies, but the successful candidates will be those who can communicate their competencies in their resumes and at interviews. They can involve expertise that you already have but don’t know how to describe. Comment by Nisha: Find a good definition and provide citations Comment by Nisha: This paragraph is very conversational. Please look at the literature and provide a stronger description
COMPETENCIES MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER
Role Comment by Nisha: This table expands more on roles, rather than competencies.
Competency
Demonstrates
Activity
1.STRATEGIC
PARTNER
Organizational awareness.
Problem solving.
Customer service.
Stress tolerance.
Oral communication.
· Aware of the agency’s mission.
· Understanding of public service environment.
· How to change and improve efficiency and effectiveness by understanding the business process.
· Aware of the business system of thinking.
· Applies organizational development principles.
· Interacts with customers in a way that demonstrates customer concerns and problems are heard, builds confidence and trust.
· Adapts HR services to the client`s organizational culture.
2.EMPLOYEE
CHAMPION
Oral communication.
Teaching others.
Learning.
Flexibility.
Interpersonal skills.
· Understands, promotes and values diversity.
· Develop employee and agency relationship.
· Balances both agencies and employees’ demands and resources.
· Mentors individuals to develop talent.
· Builds trust relationship.
· Assesses and balances competing values, e.g. policies.
· Develops others talents to maximize human potential.
3.LEADER
Self-Management.
Decision making.
Planning and evaluation.
Self-esteem.
Oral communication.
Conflict Management.
· Knowledge of the business system and information technology.
· Strategic, analytic and creative thinking.
· Knowledge of staff and line roles.
· Manages resources, e.g. human, funds, equipment.
· Acts decisively.
· Uses consensus and negotiation coalition building skills to improve overall communication.
4.CHANGE
CONSULTANT
Stress tolerance.
Oral communication.
Reasoning.
Teamwork.
Creative thinking.
Integrity/ honesty.
Influencing/ negotiating.
· Understanding team behavior.
· Understanding of marketing.
· Representation of HR products and services.
· Organizational development principles.
· Works in team.
· Communicates well.
· Practices and promotes integrity and ethical behavior.
· Assesses the readiness for change and identifies appropriate change strategies.
· Design ...
Assignment Topic Semester One 2014 There have been some sign.docxssuser562afc1
Assignment Topic Semester One 2014
There have been some significant changes to consumer in law in Australia in the last three years. One significant change was to introduce the Australian Consumer Law within the Competition and Consumer Act 2010 (Cth). In particular was the introduction of s 18 of the ACL and its application to misleading contracts and further to misleading conduct by individuals.
You are to write an assignment on the topic of s 18 of the ACL. In your assignment you are to address the following:
· What is the application of the ACL in Australia? How was the introduction of new legislation important for the whole of Australia? Is the legislation state or Commonwealth legislation?
· How is the legislation different to what existed previously, eg in relation to companies and natural persons, and its application on various transactions?
· What kind of behaviour can be considered to be misleading, eg if you say nothing? Or what if you believed something which turned out not to be true?
· What are the limitations of s 18 under the ACL, and indeed the ACL itself? Are all transactions between individuals covered by this legislation?
· Does state law still apply? If so how?
· Does the common law still apply to consumer transactions? If so how?
· What are the remedies for breach of s 18 of the ACL?
· Is there anything else that you believe is relevant to this topic?
·
NOTES FOR STUDENTS
1. This is a Research assignment – students should not expect this material to be covered in class before the Due Date of the assignment. Students should accordingly commence their own research into the assignment topic Students must use texts, scholarly articles and reputable online resources for their research, and these items, together with relevant cases and legislation, should be referred to in the assignment.
2. The assignment must be of 2,000 to 2,500 words in length.
3. The assignment must be typed or printed on one side only of A4 paper with 1.5 or double spacing and leaving a left-hand margin wide enough for examiners’ comments and corrections.
4. The completed assignment must be submitted with an “Assignment Cover Sheet” available from School of Law and Faculty of Business and Law Offices and duly completed in all respects, including Tutor’s name and time and day of tutorial.
5. The assignment must include footnotes, a bibliography and may include a synopsis.
6. Students are advised to study the notes on assignment preparation and the notes on plagiarism contained in the Business Law Students Manual.
7. Assignments will be marked out of a possible 25 marks.
8. Assignments submitted after the due date will incur a penalty for late submission of one mark for each day the assignment is overdue, unless an extension of time has been obtained from the subject lecturer or tutor prior to the due date. Any application for extension of time must be lodged on the appropriate form obtainable from the Faculty office and must be accompanied by any ...
Garlic has been used for medicinal purposes for thousands of years. It contains compounds like allicin that may help lower blood pressure and cholesterol. Garlic is also thought to have antimicrobial properties and may help strengthen the immune system. While research on garlic's health benefits is still ongoing, it is considered a healthy addition to meals and diets when consumed in moderation.
This document summarizes Will's experience working at the Travelink Solutions call center over 16 months. It describes his positive initial training experience but notes changes took place after 5 months as management put pressure to improve financial performance. Empty cubicles grew as employees were laid off, and morale declined. However, Will was then assigned to a new "Datasmart" project to standardize company correspondence forms, suggesting a promotion.
This document discusses how to build trust in an organization. It begins by providing examples of Netflix and Southwest Airlines, noting how treating employees well builds trust. It then defines trust as a "readiness for unguarded interaction" and identifies three key aspects: credibility, respect, and fairness. Trust develops through consistent actions and interactions. High-trust organizations see benefits like higher profits, collaboration, and lower turnover. The document provides steps for building trust.
Mpo601 managing people in organisation-01smumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Running head COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE.docxjoellemurphey
Running head: COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER 1
COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER 7
COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER
Sodelva Moodie
COMPETENCY
It’s a mixture of knowledge, skills, abilities, motivation, beliefs, attributes and interest. This knowledge, skill and attributes can be used at work, school and in other environments. During the hiring process, most supervisors will focus on competencies, but the successful candidates will be those who can communicate their competencies in their resumes and at interviews. They can involve expertise that you already have but don’t know how to describe. Comment by Nisha: Find a good definition and provide citations Comment by Nisha: This paragraph is very conversational. Please look at the literature and provide a stronger description
COMPETENCIES MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER
Role Comment by Nisha: This table expands more on roles, rather than competencies.
Competency
Demonstrates
Activity
1.STRATEGIC
PARTNER
Organizational awareness.
Problem solving.
Customer service.
Stress tolerance.
Oral communication.
· Aware of the agency’s mission.
· Understanding of public service environment.
· How to change and improve efficiency and effectiveness by understanding the business process.
· Aware of the business system of thinking.
· Applies organizational development principles.
· Interacts with customers in a way that demonstrates customer concerns and problems are heard, builds confidence and trust.
· Adapts HR services to the client`s organizational culture.
2.EMPLOYEE
CHAMPION
Oral communication.
Teaching others.
Learning.
Flexibility.
Interpersonal skills.
· Understands, promotes and values diversity.
· Develop employee and agency relationship.
· Balances both agencies and employees’ demands and resources.
· Mentors individuals to develop talent.
· Builds trust relationship.
· Assesses and balances competing values, e.g. policies.
· Develops others talents to maximize human potential.
3.LEADER
Self-Management.
Decision making.
Planning and evaluation.
Self-esteem.
Oral communication.
Conflict Management.
· Knowledge of the business system and information technology.
· Strategic, analytic and creative thinking.
· Knowledge of staff and line roles.
· Manages resources, e.g. human, funds, equipment.
· Acts decisively.
· Uses consensus and negotiation coalition building skills to improve overall communication.
4.CHANGE
CONSULTANT
Stress tolerance.
Oral communication.
Reasoning.
Teamwork.
Creative thinking.
Integrity/ honesty.
Influencing/ negotiating.
· Understanding team behavior.
· Understanding of marketing.
· Representation of HR products and services.
· Organizational development principles.
· Works in team.
· Communicates well.
· Practices and promotes integrity and ethical behavior.
· Assesses the readiness for change and identifies appropriate change strategies.
· Design ...
Assignment Topic Semester One 2014 There have been some sign.docxssuser562afc1
Assignment Topic Semester One 2014
There have been some significant changes to consumer in law in Australia in the last three years. One significant change was to introduce the Australian Consumer Law within the Competition and Consumer Act 2010 (Cth). In particular was the introduction of s 18 of the ACL and its application to misleading contracts and further to misleading conduct by individuals.
You are to write an assignment on the topic of s 18 of the ACL. In your assignment you are to address the following:
· What is the application of the ACL in Australia? How was the introduction of new legislation important for the whole of Australia? Is the legislation state or Commonwealth legislation?
· How is the legislation different to what existed previously, eg in relation to companies and natural persons, and its application on various transactions?
· What kind of behaviour can be considered to be misleading, eg if you say nothing? Or what if you believed something which turned out not to be true?
· What are the limitations of s 18 under the ACL, and indeed the ACL itself? Are all transactions between individuals covered by this legislation?
· Does state law still apply? If so how?
· Does the common law still apply to consumer transactions? If so how?
· What are the remedies for breach of s 18 of the ACL?
· Is there anything else that you believe is relevant to this topic?
·
NOTES FOR STUDENTS
1. This is a Research assignment – students should not expect this material to be covered in class before the Due Date of the assignment. Students should accordingly commence their own research into the assignment topic Students must use texts, scholarly articles and reputable online resources for their research, and these items, together with relevant cases and legislation, should be referred to in the assignment.
2. The assignment must be of 2,000 to 2,500 words in length.
3. The assignment must be typed or printed on one side only of A4 paper with 1.5 or double spacing and leaving a left-hand margin wide enough for examiners’ comments and corrections.
4. The completed assignment must be submitted with an “Assignment Cover Sheet” available from School of Law and Faculty of Business and Law Offices and duly completed in all respects, including Tutor’s name and time and day of tutorial.
5. The assignment must include footnotes, a bibliography and may include a synopsis.
6. Students are advised to study the notes on assignment preparation and the notes on plagiarism contained in the Business Law Students Manual.
7. Assignments will be marked out of a possible 25 marks.
8. Assignments submitted after the due date will incur a penalty for late submission of one mark for each day the assignment is overdue, unless an extension of time has been obtained from the subject lecturer or tutor prior to the due date. Any application for extension of time must be lodged on the appropriate form obtainable from the Faculty office and must be accompanied by any ...
Garlic has been used for medicinal purposes for thousands of years. It contains compounds like allicin that may help lower blood pressure and cholesterol. Garlic is also thought to have antimicrobial properties and may help strengthen the immune system. While research on garlic's health benefits is still ongoing, it is considered a healthy addition to meals and diets when consumed in moderation.
The document discusses introducing action learning and leaderful practices to an organization through internal consultants. It outlines problems like poor communication and lack of employee motivation. The consultant proposes hiring internal consultants to address these issues and help implement leaderful leadership. After meetings to discuss the proposal, it is approved to hire two internal consultants to be trained and overseen by the consultant. The goal is for the internal consultants to help change the organizational culture by practicing leaderful leadership through reflection and collaboration.
CSUFOB 340B. LuskIssues at NEWGENNEWGEN is.docxannettsparrow
This case study analyzes the organizational culture issues at GM that led to the ignition switch recall crisis. The article describes how Mary Barra, after becoming CEO, acknowledged problems with GM's culture and took steps to address them. However, one weakness was the failure to recognize dysfunctional leadership and culture as the root causes.
When evaluating GM's organizational model, it displays characteristics of a custodial model, where money is the main motivator rather than employee needs. GM also showed aspects of an autocratic model, with power-based authority, and a supportive model, with leadership support but job-focused employees. The appropriate model depends on an organization's culture, as different cultures suit different models.
The document provides details about the inaugural EY Veteran Entrepreneur Academy (VEA) held on May 29-30, 2015. It thanks attendees for their participation and hopes they benefited from the knowledge and networking. The agenda outlines presentations and speakers on topics like communications, culture in veteran-owned companies, negotiations, access to capital, intellectual property, and preparing for strategic growth. Brief biographies are provided for several class of 2015 participants and their veteran-owned businesses.
The document outlines the agenda for a gathering of business leaders from Korea and the United States to discuss the Korea-US Free Trade Agreement (KORUS FTA). The event will include case study presentations from companies in both countries on their experiences with the KORUS FTA. There will also be panels on the benefits and use of the KORUS FTA. The event is co-hosted by Jamie Metzl from Cranemere LLC and Ambassador Se-joo Son from the Korean Consulate General of New York. It will take place on May 22, 2014 in New York City.
KORUS BUSINESS FORUM 2014 NEW YORK AGENDAInsightGroupe
The document outlines the agenda for a gathering of business leaders from Korea and the United States to discuss the Korea-US Free Trade Agreement (KORUS FTA). The event will include case study presentations from companies in both countries on their experiences with the KORUS FTA. There will also be panels on the benefits and use of the KORUS FTA. The event is co-hosted by Jamie Metzl from Cranemere LLC and Ambassador Se-joo Son from the Korean Consulate General of New York. It will take place on May 22, 2014 in New York City.
Project Human Resources and Communications Management Assignment.docxwoodruffeloisa
Project Human Resources and Communications Management Assignment
Construct a 1,000-1,250-word response that addresses the following:
1. Read the “Franklin Equipment, Ltd.” case study 11.3 (SEE BELOW)
Respond to Questions 1 through 4 of the case.
1. Evaluate the criteria FEL uses to assign managers to project teams. What efficiencies do these criteria create? What are the resulting problems?
2. Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi?
3. Discuss the dilemma that Jobe now faces.
4. What should Jobe recommend to Gatenby?
2. Discuss strategies for conflict resolution for stakeholders that you believe would be applicable for this case.
3. Finally, discuss how the key challenges raised on the case could be framed within a Christian perspective. In other words, how could the key challenges in the case be addressed using Christian principles? (CWV/IFLW)
Be sure to cite three to five relevant scholarly sources in support of your content. Use only sources found at the GCU Library or those provided in Topic Materials.
Case 11.3Franklin Equipment, Ltd.
Franklin Equipment, Ltd. (FEL), with headquarters and main fabrication facilities in Saint John, New Brunswick, was founded 75 years ago to fabricate custom-designed large machines for construction businesses in the Maritime Provinces. Over the years its product lines became strategically focused on creating rock-crushing equipment for dam and highway construction and for a few other markets that require the processing of aggregate. FEL now designs, fabricates, and assembles stationary and portable rock-crushing plants and services its own products and those of its competitors.
In the 1970s, FEL began to expand its market from the Maritime Provinces to the rest of Canada. FEL currently has several offices and fabrication facilities throughout the country. More recently, FEL has made a concerted effort to market its products internationally.
Last month, FEL signed a contract to design and fabricate a rock-crushing plant for a Middle East construction project, called Project Abu Dhabi. Charles Gatenby secured this contract and has been assigned as project manager. This project is viewed as a coup because FEL has wanted to open up markets in this area for a long time and has had difficulty getting prospective customers to realize that FEL is a Canadian firm and not from the United States. Somehow these customers view all North American vendors as the same and are reluctant to employ any of them because of international political considerations.
A project of this scope typically starts with the selection of a team of managers responsible for various aspects of the design, fabrication, delivery, and installation of the product. Manager selection is important because the product design and fabrication vary with the unique needs of each customer. For example, the terrain, rock characteristics, weather condition ...
How To Right An Essay Outline. Guide To Write AnAngel Ashford
The document provides a 5-step guide to getting assignment writing help from HelpWriting.net:
1. Create an account and complete an order form providing instructions, sources, and deadline.
2. Writers will bid on the request and can be chosen based on qualifications. Place a deposit to start.
3. Review the paper and authorize payment if pleased, or request revisions for free.
4. Multiple revisions are allowed to ensure satisfaction. Papers are original and plagiarism results in a refund.
5. Choose HelpWriting.net confidently knowing your needs will be fully met.
This document outlines the steps and key considerations for effective public speaking. It discusses:
1. Identifying the audience is a critical step, including understanding audience demographics, socioeconomic characteristics, attitudes, values, and knowledge of the topic.
2. Evaluating potential barriers to communication such as differing views, knowledge levels, or emotions around the topic.
3. The steps of public speaking include setting a strategy, identifying the audience, evaluating barriers, preparing the message, practicing, and delivering the presentation. The strategy determines if the goal is to inform, persuade, inspire, or collaborate.
"We have met the enemy and he is us". Advancing the conversation on the futur...negriff
This document summarizes the findings of a survey of over 200 communication professionals regarding leadership characteristics for the communication profession. The survey found:
1) As a profession, in functions, and as individuals, respondents were furthest from having a deep understanding of their businesses and a single strategic view, and closest to building relationships and being collaborative.
2) The profession requires more mentoring, coaching and education to develop leadership skills, while functions need common understanding and leadership.
3) Individuals feel close to leadership goals but seek understanding and resources from functions and the profession before taking responsibility for the profession's future.
Public Speaking Essay (600 Words) - PHDessay.com. Public Speaking Essay Example | StudyHippo.com. Why public speaking is important essay. Public speaking speech essay. Stunning Public Speaking Essay ~ Thatsnotus. The Importance of Public Speaking Essay Example | Topics and Well .... My Battle with Public Speaking: [Essay Example], 980 words GradesFixer. How to Write A Speech in 5 Minutes - Felicia Slattery | Communication .... Public speaking Assignment Example | Topics and Well Written Essays .... Successful Public Speaking Free Essay Example. English public speaking essays. The Improvements on My Public Speaking Skills: [Essay Example], 880 .... Importance of Public Speaking in History - Free Essay Example .... Public speaking speech essay - Academic Papers Writing Help You Can Rely On. Essay: Basics of Public Speaking - ESL worksheet by murphteach. ≫ My Speaking Ability Issues and Public Speaking Experiences Free Essay .... 25039285 Public Speaking Text. Essay Discussing Public Speaking Speech | MPU2222 - Public Speaking .... Essentials of Public Speaking Essay Example | Topics and Well Written .... Public Speaking Essay | Importance of Public Speaking Skills, How To .... Feelings during Speaking in Public Essay Example | Topics and Well .... Public speaking class Essay Example | Topics and Well Written Essays ... Public Speaking Essay Public Speaking Essay
This document discusses the challenge for communications professionals to increase their visibility and influence within organizations. It notes that while CEOs see effective internal communication as important, only 22% say it is delivered effectively currently. The document then outlines some of the challenges communications faces, such as helping others understand its value and how it has changed. It discusses how communications can move from just doing work to advising leaders by gaining access and trust. Finally, it argues that communications should have a seat at the board table and that reputation should be a board priority, as stakeholders' perceptions significantly influence willingness to recommend a company.
Bespoke Talent internal D&I training September 2019Jennifer Bell
This document summarizes a diversity and inclusion training presentation for Bespoke Talent employees. It covers defining diversity and inclusion, the business case for D&I, relevant employment laws, and actions Bespoke can take to promote D&I in recruiting. Key points include that diverse and inclusive teams see improved performance, decision-making and innovation. Companies should focus on inclusion to ensure all feel welcome regardless of differences.
DirectionDirectly addresses all parts of the discussion requirem.docxcuddietheresa
Direction
Directly addresses all parts of the discussion requirement. Demonstrates an exceptional understanding of the course content by providing evidence-based responses that reflect the use of content material from the unit reading. Word count: Min. 300 words
Include information that directly relates to the course content and moves the group discussion forward in an effective manner.
Includes more than one citation from either the material assigned or outside material identified by the student. Properly cites reference materials used using the APA format.
Discussion Question
What is the relationship between a firm’s employee selection procedure and its performance? Define reliability and validity. Why are these two standards so important to the selection process?
Directions:
Please answer all the questions for the two case studies below. Answers should be thorough and complete for each question. Please write your responses in a word document for submission and use the APA format as a guideline. Double space and use a 12 point font. The combined responses should be at least 200 words in length. Use the following information to support you in completing this assignment correctly.
· All questions answered and addressed
· Answers indicate that symptoms were recognized
· Actual causes of the problem were uncovered
· Answers indicate that you identified major goals of the organizations, units, and/or individuals in the case
· Answers indicate that longer-term performance problems and those requiring immediate attention have been recognized and considered
· Identified appropriate alternative actions
Case Study 1
ENRON: A Not So Happy Ending to a Good Recruiting Plan
Enron Corporation was launched in 1985, with the merger of Houston Natural Gas and InterNorth, a Nebraska company. In 1990, Enron—which was just a natural gas transportation company at the time—started a new division to trade natural gas. The company went from being a “stodgy” gas pipeline company to being a “world-class” company overnight. Enron soon became a $55 billion empire, trading gas, electricity, minerals, water, paper, and broadband capacity.
A critical part of Enron’s success was the company’s employee value proposition (EVP). The EVP focused on Enron as a dealmaker and was designed to attract the top talent the company needed to continue to move it forward. The EVP pro-vided employees with the opportunity to do something “big” and to change how business was done in other industries. Jobs were restructured to give employees a lot of elbow room and headroom. Traditional gas pipeline employees were not the employees needed for this new, never-before-tried venture.
Internal job movements at Enron were an important part of the EVP. Managers were strongly encouraged to allow employees to move within the company. The goal was to not hold anyone back. When the Global Broadband unit was launched, 100 top performers from around the company were brought together in Houston. ...
The Flame Centre provides organization development consulting, curriculum design, and capability development services. They take a strengths-based and partnership-focused approach to help organizations achieve sustainable results and build great institutions. Their methodologies include inquiry-based problem solving, conversation-based cultural change, and choice-based empowerment of individuals. They have helped clients across industries through customized consulting projects and training programs.
The Flame Centre provides organization development consulting, curriculum design, and capability development services. They take a strengths-based and partnership-focused approach to help organizations achieve sustainable results and build great institutions. Their methodologies include inquiry-based problem solving, conversation-based cultural change, and choice-based empowerment of individuals. They have helped clients across industries through customized consulting projects and training programs.
Aaron Chavez completed an internship with Clune Construction Company over the summer. He learned several important business skills including how to be organized when assembling close out books, how to effectively communicate with various employees, and how to input data into Excel. Through shadowing a superintendent, Chavez also gained confidence in his ability to manage tasks at a job site. The only thing he would have done differently is to be more vocal about asking for work assignments early on. Overall, the internship helped Chavez identify his strengths and areas for improvement.
How To Write Conclusion For Research PaperTina Jordan
The nomadic Raramuri tribe of Mexico has developed an entire culture centered around long-distance running, as they must travel over 600 miles on foot between their homes in the Copper Canyons. Their name means "light-footed one" and they have unique strategies for surviving through running that make up who they are as a separate culture. The Raramuri lifestyle and beliefs differ greatly from Western cultures, as they do not focus on agriculture in schools or have the same concepts of handshakes and education.
Ed Wallgren worked as a senior project manager and consultant for Loma Linda University Medical Center from 2005 to 2010. He managed multiple complex and risky healthcare IT projects, many involving Cerner systems. Ed demonstrated excellent work quality and quantity, always completing projects on time and on budget while juggling a high workload. He had perfect attendance and a very positive attitude, interacting well with all personalities. The only reason for his departure was budget cuts requiring LLUMC to reduce consultants. His former supervisor highly recommends him and would rehire Ed.
BBA 3551, Information Systems Management 1 Course Lea.docxtarifarmarie
BBA 3551, Information Systems Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Explain how information systems can be used to gain and sustain competitive advantage.
4.1 Discuss how collaboration IS can provide competitive advantages for a specific organization.
4.2 Explain why collaboration IS are important from the organization’s perspective.
7. Summarize the requirements for successful collaboration in information systems management.
7.1 Discuss how collaboration tools can improve team communication.
7.2 Identify the tools that will help create a successful collaboration IS.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
4.2
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
7.1
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
7.2
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
Reading Assignment
Chapter 2: Collaboration Information Systems
Chapter 3: Strategy and Information Systems, Q3-1 – Q3-8
Unit Lesson
Chapter 2 investigates ways that information systems (IS) can support collaboration. It defines collaboration
and discusses collaborative activities and criteria for successful collaboration. It also discusses the kind of
work that collaborative teams do, requirements for collaborative IS, and important collaborative tools for
improving communicating content. The chapter ends with a discussion of collaboration in 2024.
Collaboration and Cooperation
Cooperation occurs when people work together toward a common goal. For example, in teamwork, each
team member is given a task to complete such as a project component. Collaboration occurs when people,
together or remotely, work together toward a common goal (Kroenke & Boyle, 2017). For example, a team
member in California and a team member in Texas might meet using Skype to discuss ideas for a project.
Figure 1 below illustrates collaboration in a team environment. In this illustration, the project manager is
responsible for collaborating with team members who are in different departments. For example, the project
manager may assign a project administrator who will document the various stages of project development,
UNIT II STUDY GUIDE
Collaboration Information Systems and
Strategy and Information Systems
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
assign a person from software development to develop the software application, and assign a person from
operations to set up a testing environment. Each of these team members would work with the project
manager and with each other throughout the project; however, the project manager would be the main point
of contact.
Feedback and iteration are involved so that the
results of the collaborative effort are greater
than could be produced by any of the
individuals .
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The document discusses introducing action learning and leaderful practices to an organization through internal consultants. It outlines problems like poor communication and lack of employee motivation. The consultant proposes hiring internal consultants to address these issues and help implement leaderful leadership. After meetings to discuss the proposal, it is approved to hire two internal consultants to be trained and overseen by the consultant. The goal is for the internal consultants to help change the organizational culture by practicing leaderful leadership through reflection and collaboration.
CSUFOB 340B. LuskIssues at NEWGENNEWGEN is.docxannettsparrow
This case study analyzes the organizational culture issues at GM that led to the ignition switch recall crisis. The article describes how Mary Barra, after becoming CEO, acknowledged problems with GM's culture and took steps to address them. However, one weakness was the failure to recognize dysfunctional leadership and culture as the root causes.
When evaluating GM's organizational model, it displays characteristics of a custodial model, where money is the main motivator rather than employee needs. GM also showed aspects of an autocratic model, with power-based authority, and a supportive model, with leadership support but job-focused employees. The appropriate model depends on an organization's culture, as different cultures suit different models.
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The document outlines the agenda for a gathering of business leaders from Korea and the United States to discuss the Korea-US Free Trade Agreement (KORUS FTA). The event will include case study presentations from companies in both countries on their experiences with the KORUS FTA. There will also be panels on the benefits and use of the KORUS FTA. The event is co-hosted by Jamie Metzl from Cranemere LLC and Ambassador Se-joo Son from the Korean Consulate General of New York. It will take place on May 22, 2014 in New York City.
KORUS BUSINESS FORUM 2014 NEW YORK AGENDAInsightGroupe
The document outlines the agenda for a gathering of business leaders from Korea and the United States to discuss the Korea-US Free Trade Agreement (KORUS FTA). The event will include case study presentations from companies in both countries on their experiences with the KORUS FTA. There will also be panels on the benefits and use of the KORUS FTA. The event is co-hosted by Jamie Metzl from Cranemere LLC and Ambassador Se-joo Son from the Korean Consulate General of New York. It will take place on May 22, 2014 in New York City.
Project Human Resources and Communications Management Assignment.docxwoodruffeloisa
Project Human Resources and Communications Management Assignment
Construct a 1,000-1,250-word response that addresses the following:
1. Read the “Franklin Equipment, Ltd.” case study 11.3 (SEE BELOW)
Respond to Questions 1 through 4 of the case.
1. Evaluate the criteria FEL uses to assign managers to project teams. What efficiencies do these criteria create? What are the resulting problems?
2. Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi?
3. Discuss the dilemma that Jobe now faces.
4. What should Jobe recommend to Gatenby?
2. Discuss strategies for conflict resolution for stakeholders that you believe would be applicable for this case.
3. Finally, discuss how the key challenges raised on the case could be framed within a Christian perspective. In other words, how could the key challenges in the case be addressed using Christian principles? (CWV/IFLW)
Be sure to cite three to five relevant scholarly sources in support of your content. Use only sources found at the GCU Library or those provided in Topic Materials.
Case 11.3Franklin Equipment, Ltd.
Franklin Equipment, Ltd. (FEL), with headquarters and main fabrication facilities in Saint John, New Brunswick, was founded 75 years ago to fabricate custom-designed large machines for construction businesses in the Maritime Provinces. Over the years its product lines became strategically focused on creating rock-crushing equipment for dam and highway construction and for a few other markets that require the processing of aggregate. FEL now designs, fabricates, and assembles stationary and portable rock-crushing plants and services its own products and those of its competitors.
In the 1970s, FEL began to expand its market from the Maritime Provinces to the rest of Canada. FEL currently has several offices and fabrication facilities throughout the country. More recently, FEL has made a concerted effort to market its products internationally.
Last month, FEL signed a contract to design and fabricate a rock-crushing plant for a Middle East construction project, called Project Abu Dhabi. Charles Gatenby secured this contract and has been assigned as project manager. This project is viewed as a coup because FEL has wanted to open up markets in this area for a long time and has had difficulty getting prospective customers to realize that FEL is a Canadian firm and not from the United States. Somehow these customers view all North American vendors as the same and are reluctant to employ any of them because of international political considerations.
A project of this scope typically starts with the selection of a team of managers responsible for various aspects of the design, fabrication, delivery, and installation of the product. Manager selection is important because the product design and fabrication vary with the unique needs of each customer. For example, the terrain, rock characteristics, weather condition ...
How To Right An Essay Outline. Guide To Write AnAngel Ashford
The document provides a 5-step guide to getting assignment writing help from HelpWriting.net:
1. Create an account and complete an order form providing instructions, sources, and deadline.
2. Writers will bid on the request and can be chosen based on qualifications. Place a deposit to start.
3. Review the paper and authorize payment if pleased, or request revisions for free.
4. Multiple revisions are allowed to ensure satisfaction. Papers are original and plagiarism results in a refund.
5. Choose HelpWriting.net confidently knowing your needs will be fully met.
This document outlines the steps and key considerations for effective public speaking. It discusses:
1. Identifying the audience is a critical step, including understanding audience demographics, socioeconomic characteristics, attitudes, values, and knowledge of the topic.
2. Evaluating potential barriers to communication such as differing views, knowledge levels, or emotions around the topic.
3. The steps of public speaking include setting a strategy, identifying the audience, evaluating barriers, preparing the message, practicing, and delivering the presentation. The strategy determines if the goal is to inform, persuade, inspire, or collaborate.
"We have met the enemy and he is us". Advancing the conversation on the futur...negriff
This document summarizes the findings of a survey of over 200 communication professionals regarding leadership characteristics for the communication profession. The survey found:
1) As a profession, in functions, and as individuals, respondents were furthest from having a deep understanding of their businesses and a single strategic view, and closest to building relationships and being collaborative.
2) The profession requires more mentoring, coaching and education to develop leadership skills, while functions need common understanding and leadership.
3) Individuals feel close to leadership goals but seek understanding and resources from functions and the profession before taking responsibility for the profession's future.
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This document discusses the challenge for communications professionals to increase their visibility and influence within organizations. It notes that while CEOs see effective internal communication as important, only 22% say it is delivered effectively currently. The document then outlines some of the challenges communications faces, such as helping others understand its value and how it has changed. It discusses how communications can move from just doing work to advising leaders by gaining access and trust. Finally, it argues that communications should have a seat at the board table and that reputation should be a board priority, as stakeholders' perceptions significantly influence willingness to recommend a company.
Bespoke Talent internal D&I training September 2019Jennifer Bell
This document summarizes a diversity and inclusion training presentation for Bespoke Talent employees. It covers defining diversity and inclusion, the business case for D&I, relevant employment laws, and actions Bespoke can take to promote D&I in recruiting. Key points include that diverse and inclusive teams see improved performance, decision-making and innovation. Companies should focus on inclusion to ensure all feel welcome regardless of differences.
DirectionDirectly addresses all parts of the discussion requirem.docxcuddietheresa
Direction
Directly addresses all parts of the discussion requirement. Demonstrates an exceptional understanding of the course content by providing evidence-based responses that reflect the use of content material from the unit reading. Word count: Min. 300 words
Include information that directly relates to the course content and moves the group discussion forward in an effective manner.
Includes more than one citation from either the material assigned or outside material identified by the student. Properly cites reference materials used using the APA format.
Discussion Question
What is the relationship between a firm’s employee selection procedure and its performance? Define reliability and validity. Why are these two standards so important to the selection process?
Directions:
Please answer all the questions for the two case studies below. Answers should be thorough and complete for each question. Please write your responses in a word document for submission and use the APA format as a guideline. Double space and use a 12 point font. The combined responses should be at least 200 words in length. Use the following information to support you in completing this assignment correctly.
· All questions answered and addressed
· Answers indicate that symptoms were recognized
· Actual causes of the problem were uncovered
· Answers indicate that you identified major goals of the organizations, units, and/or individuals in the case
· Answers indicate that longer-term performance problems and those requiring immediate attention have been recognized and considered
· Identified appropriate alternative actions
Case Study 1
ENRON: A Not So Happy Ending to a Good Recruiting Plan
Enron Corporation was launched in 1985, with the merger of Houston Natural Gas and InterNorth, a Nebraska company. In 1990, Enron—which was just a natural gas transportation company at the time—started a new division to trade natural gas. The company went from being a “stodgy” gas pipeline company to being a “world-class” company overnight. Enron soon became a $55 billion empire, trading gas, electricity, minerals, water, paper, and broadband capacity.
A critical part of Enron’s success was the company’s employee value proposition (EVP). The EVP focused on Enron as a dealmaker and was designed to attract the top talent the company needed to continue to move it forward. The EVP pro-vided employees with the opportunity to do something “big” and to change how business was done in other industries. Jobs were restructured to give employees a lot of elbow room and headroom. Traditional gas pipeline employees were not the employees needed for this new, never-before-tried venture.
Internal job movements at Enron were an important part of the EVP. Managers were strongly encouraged to allow employees to move within the company. The goal was to not hold anyone back. When the Global Broadband unit was launched, 100 top performers from around the company were brought together in Houston. ...
The Flame Centre provides organization development consulting, curriculum design, and capability development services. They take a strengths-based and partnership-focused approach to help organizations achieve sustainable results and build great institutions. Their methodologies include inquiry-based problem solving, conversation-based cultural change, and choice-based empowerment of individuals. They have helped clients across industries through customized consulting projects and training programs.
The Flame Centre provides organization development consulting, curriculum design, and capability development services. They take a strengths-based and partnership-focused approach to help organizations achieve sustainable results and build great institutions. Their methodologies include inquiry-based problem solving, conversation-based cultural change, and choice-based empowerment of individuals. They have helped clients across industries through customized consulting projects and training programs.
Aaron Chavez completed an internship with Clune Construction Company over the summer. He learned several important business skills including how to be organized when assembling close out books, how to effectively communicate with various employees, and how to input data into Excel. Through shadowing a superintendent, Chavez also gained confidence in his ability to manage tasks at a job site. The only thing he would have done differently is to be more vocal about asking for work assignments early on. Overall, the internship helped Chavez identify his strengths and areas for improvement.
How To Write Conclusion For Research PaperTina Jordan
The nomadic Raramuri tribe of Mexico has developed an entire culture centered around long-distance running, as they must travel over 600 miles on foot between their homes in the Copper Canyons. Their name means "light-footed one" and they have unique strategies for surviving through running that make up who they are as a separate culture. The Raramuri lifestyle and beliefs differ greatly from Western cultures, as they do not focus on agriculture in schools or have the same concepts of handshakes and education.
Ed Wallgren worked as a senior project manager and consultant for Loma Linda University Medical Center from 2005 to 2010. He managed multiple complex and risky healthcare IT projects, many involving Cerner systems. Ed demonstrated excellent work quality and quantity, always completing projects on time and on budget while juggling a high workload. He had perfect attendance and a very positive attitude, interacting well with all personalities. The only reason for his departure was budget cuts requiring LLUMC to reduce consultants. His former supervisor highly recommends him and would rehire Ed.
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BBA 3551, Information Systems Management 1 Course Lea.docxtarifarmarie
BBA 3551, Information Systems Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Explain how information systems can be used to gain and sustain competitive advantage.
4.1 Discuss how collaboration IS can provide competitive advantages for a specific organization.
4.2 Explain why collaboration IS are important from the organization’s perspective.
7. Summarize the requirements for successful collaboration in information systems management.
7.1 Discuss how collaboration tools can improve team communication.
7.2 Identify the tools that will help create a successful collaboration IS.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
4.2
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
7.1
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
7.2
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
Reading Assignment
Chapter 2: Collaboration Information Systems
Chapter 3: Strategy and Information Systems, Q3-1 – Q3-8
Unit Lesson
Chapter 2 investigates ways that information systems (IS) can support collaboration. It defines collaboration
and discusses collaborative activities and criteria for successful collaboration. It also discusses the kind of
work that collaborative teams do, requirements for collaborative IS, and important collaborative tools for
improving communicating content. The chapter ends with a discussion of collaboration in 2024.
Collaboration and Cooperation
Cooperation occurs when people work together toward a common goal. For example, in teamwork, each
team member is given a task to complete such as a project component. Collaboration occurs when people,
together or remotely, work together toward a common goal (Kroenke & Boyle, 2017). For example, a team
member in California and a team member in Texas might meet using Skype to discuss ideas for a project.
Figure 1 below illustrates collaboration in a team environment. In this illustration, the project manager is
responsible for collaborating with team members who are in different departments. For example, the project
manager may assign a project administrator who will document the various stages of project development,
UNIT II STUDY GUIDE
Collaboration Information Systems and
Strategy and Information Systems
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
assign a person from software development to develop the software application, and assign a person from
operations to set up a testing environment. Each of these team members would work with the project
manager and with each other throughout the project; however, the project manager would be the main point
of contact.
Feedback and iteration are involved so that the
results of the collaborative effort are greater
than could be produced by any of the
individuals .
BEAUTY AND UGLINESS IN OLMEC MONUMENTAL SCULPTUREAuthor.docxtarifarmarie
This document summarizes an article that examines how Olmec monumental sculptures depicted beauty and ugliness. It argues that while Western art has valued naturalism, Olmec art showed the opposite - they appreciated anthropomorphic statues that incorporated feline features, seeing them as representing power and fertility, but disliked the very naturalistic style of colossal heads. These heads likely depicted defeated enemies in ritual battles who could not claim the divine patronage of jaguars and so had to appear as "plain" and ugly people. The document provides examples and descriptions of different Olmec sculptures including emergence monuments, colossal heads, and were-jaguars to support this thesis.
August 4, 2011 TAX FLIGHT IS A MYTH Higher State .docxtarifarmarie
August 4, 2011
TAX FLIGHT IS A MYTH
Higher State Taxes Bring More Revenue, Not More Migration
By Robert Tannenwald, Jon Shure, and Nicholas Johnson1
Executive Summary
Attacks on sorely-needed increases in state tax revenues often include the unproven claim that tax
hikes will drive large numbers of households — particularly the most affluent — to other states.
The same claim also is used to justify new tax cuts. Compelling evidence shows that this claim is
false. The effects of tax increases on migration are, at most, small — so small that states that raise
income taxes on the most affluent households can be assured of a substantial net gain in revenue.
The basic facts, as this report explains, are as follows:
Migration is not common. Most people have strong ties to their current state, such as job,
home, family, friends, and community. On average, just 1.7 percent of U.S. residents moved
from one state to another per year between 2001 and 2010, and only about 30 percent of those
born in the United States change their state of residence over the course of their entire lifetime.
And when people do relocate, a large body of scholarly evidence shows that they do so
primarily for new jobs, cheaper housing, or a better climate. A person’s age, education, marital
status, and a host of other factors also affect decisions about moving.
The migration that’s occurring is much more likely to be driven by cheaper housing
than by lower taxes. A family might be able to cut its taxes by a few percentage points by
moving from one state to another, but housing costs are far more variable. The difference
between housing costs in two different states is often many times greater than the difference in
taxes. So what might look like migration in search of lower taxes is really often migration for
cheaper housing.
Consider Florida, often claimed as a state that attracts households because of its low taxes
(Florida has no income tax). In the latter half of the 2000s, the previously rapid influx of U.S.
migrants into Florida slowed and then reversed — Florida actually started losing population.
The state enacted no tax policy change that can explain this reversal. What did change was
1 Dylan Grundman, Anna Kawar, Eleni Orphinades, and Ashali Singham contributed to this report.
820 First Street NE, Suite 510
Washington, DC 20002
Tel: 202-408-1080
Fax: 202-408-1056
[email protected]
www.cbpp.org
2
housing prices. Previously, the state’s lower housing prices had enabled Northeastern
homeowners to increase their personal wealth by selling their pricey houses and purchasing a
comparable or better home in Florida at a lower price. But housing prices in Florida rose
sharply during the mid-2000s, narrowing opportunities for Northeasterners to “trade up” on
their expensive homes. And consider California: its loss of househ.
BHA 3202, Standards for Health Care Staff 1 Course Le.docxtarifarmarie
BHA 3202, Standards for Health Care Staff 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Discuss the impact personal skills have on the workplace.
4.1 Describe the various types of personal goals that can affect professional development.
Course/Unit
Learning Outcomes
Learning Activity
4
Unit Lesson
Chapter 11
Unit II Essay
4.1
Unit Lesson
Chapter 3
Unit II Essay
Reading Assignment
Chapter 3: Setting Goals and Time Management
Chapter 11: Professionalism in Action
Unit Lesson
José has decided to apply for the position of healthcare administrator at his clinic. Jane suggested that he
should think about where he wants his career to go from the short-term to the long-term before he interviews
for the position she will be vacating next month. She has stressed to him that professionalism, and all that the
term implies, is the key characteristic that the healthcare administration position requires. José will need to
reflect on his goals and the manner in which he presents himself to his colleagues at the clinic.
In Chapter 3 of your textbook, we look at how to set goals and utilize time management skills to enhance our
skills, knowledge, and abilities in the healthcare administration field. Let us look first at the different types of
goals we can set, starting with the types of goals to consider:
personal,
educational,
career, and
community.
Personal goals are the things that make life interesting. We may want to learn to ski or try skydiving one day.
Having personal goals enhances one's self-concepts and self-esteem. They can be as simple as going to a
new movie or planning for retirement.
Education and lifelong learning should be something all professionals keep in mind, and setting educational
goals is an important part of being a professional. Being in this program is clearly a part of an educational
goal that you have set for yourself. Being successful at meeting educational goals also tells others that you
are someone who can meet goals too.
UNIT II STUDY GUIDE
Goals and Professionalism
BHA 3202, Standards for Health Care Staff 2
Another type of goal the healthcare professional must address is the career goal. You have already
demonstrated that you have set a career goal by enrolling in this program and course. While these are clearly
educational goals, they actually are also career goals. As José is learning, advancing in his career at his
healthcare clinic is now a career goal of his and one that he needs to plan for carefully to ensure success.
José is wondering what exactly community goals are and if he has any and just does not know it. As Chapter
3 explains, we are all a part of a community, and we all contribute in some way to our communities. José is a
part of the healthcare clinic community because he and associates go out for dinner once a mo.
Assignment – 8600-341 (Leading and motivating a team effectiv.docxtarifarmarie
Assignment – 8600-341 (Leading and motivating a team effectively) - Part A
This document is for guidance only – to be used in the classroom workshop. Your actual assignment must be completed on the electronic template you will find on Online Services.
Part A (AC 1.1, 1.2, 1.3, 2.1, 2.2,2.3) (800 to 1,500 words)
The assessment requirements for this unit are as follows:
Learning Outcome One - Know how to communicate the organisations vision and strategy to the team
AC1.1 Explain the importance of the team having a common sense of purpose that supports the overall
vision and strategy of the organisation
AC1.2 Explain the role that communication plays in establishing a common sense of purpose
AC1.3 Assess the effectiveness of own communication skills on the basis of the above
Learning Outcome Two - Know how to motivate and develop the team
AC2.1 Describe the main motivational factors in a work context and how these may apply to different
situations, teams and individuals
AC2.2 Explain the importance of a leader being able to motivate teams and individuals and gain their
commitment to objectives
AC2.3 Explain the role that the leader plays in supporting and developing the team and its members and
give practical examples of when this will be necessary
NAME:
Khalid aljohari
COHORT:
COMPANY:
WORD COUNT
LEARNING OUTCOME 1 – Know how to communicate the organisations vision and strategy to the team
AC1.1 Explain the importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation (approx. 200 words)
Type here:
· Talk about motivation
· Think team charter
· About DIB vision
AC1.2 Explain the role that communication plays in establishing a common sense of purpose
(pprox.. 200 words)
Type here:
· Task understanding
· Leader creditability
· Help positive environment
· Working together
· Better performance
· accuracy
· Less waste
· Less mistake
AC1.3 Assess the effectiveness of own communication skills on the basis of the above (approx. 200 words)
Type here:
· Active listening
· How to get feedback
· Communicate creatively
· Write side effect
LEARNING OUTCOME 2 - Know how to motivate and develop the team
AC2.1 Describe the main motivational factors in a work context and how these may apply to different situations, teams and individuals (approx. 200 words)
Type here:
· Range about main factors
· MOZ Lose and Mayo
· Mayo achievements
· Talk about bonus and achievement
AC2.2 Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives (approx. 200 words)
Type here:
· Details explanation
· Why is import for leader and motivate team
· Individual commitment and objective
AC2.3 Explain the role that the leader plays in supporting and developing the team and its members and give practical examples of when this will be necessary (pprox.. 200 words)
Type here:
·.
BIOEN 4250 BIOMECHANICS I Laboratory 4 – Principle Stres.docxtarifarmarie
This document provides instructions for Laboratory 4 on measuring principal strains and stresses in a cantilever beam. Students will use a strain gage rosette mounted on a pre-gaged cantilever beam to measure strains under different applied loads. They will then calculate the principal strains and stresses from the strain measurements and compare the longitudinal stress to values calculated from beam flexure equations. The goal is to determine the principal strains and stresses in the beam and understand how strain gages can be used to characterize mechanical loading.
BHR 4680, Training and Development 1 Course Learning .docxtarifarmarie
BHR 4680, Training and Development 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Discuss the training implications of behavioral and cognitive learning in the training environment.
1.1 Discuss the influences and learning in the workplace that contribute to training and
development.
2. Compare the relationship between human resources and human resource development functions in a
large global organization to the functions of a small global organization.
2.1 Explain the use of training and development as a contributing factor to business success.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit I Lesson
Chapter 1
Chapter 2
Unit I Assessment
2.1
Unit I Lesson
Chapter 1
Chapter 2
Unit I Assessment
Reading Assignment
Chapter 1: Introduction to Employee Training and Development, pp. 7-50
Chapter 2: Strategic Training, pp. 65-89, 104-105
Unit Lesson
Human Resource Management and Human Resource Development
Human resource management (HRM) consists of seven functions: strategy and planning, equal employment
opportunities (EEO), talent management, risk management and worker protection, recruitment and staffing,
rewards, and employee and labor relations (Mathis, Jackson, Valentine, & Meglich, 2017). HRM plays a vital
role in human resource development (HRD). In HRM, you have the human resource manager who is
responsible for all functions of human resources (HR), compared to an HRD manager who is solely
responsible for training and development and project management for HR. HRD is the use of training and
development, organizational development, and career development to improve overall effectiveness within
the organization (Noe, 2017). In creating the needed training and development plan for an organization, HRM
and HRD work collaboratively, or it can be an individual effort by each entity. According to Noe (2017),
organizations can allow training to be a part of HRM, but that can lead to less attention being provided and
less focus being applied than when allowing the training aspect to be handled by HRD. Regardless of the
choice, training and development requires a team effort from upper management, middle management,
frontline managers and workers, and others.
UNIT I STUDY GUIDE
Introduction to Training and Development
BHR 4680, Training and Development 2
UNIT x STUDY GUIDE
Title
What Is Learning?
Learning is when employees acquire “knowledge, skills, competencies, attitudes, or behaviors” (Noe, 2017,
p. 5). During the learning and training processes, you must consider your audience type(s) and the learning
style(s) of your audience members. Your audience types can consist of high-tech, low-tech, or lay audience
members or a combination of these types. With learning styles ranging from tactile learners to auditory
learners to visual learners, you, as the manager, must be able to deliver training .
Business Plan 2016 Owners Mick & Sheryl Dun.docxtarifarmarie
Business Plan 2016
Owners Mick & Sheryl Dundee
6 Gumnut Road, DANDENONG, VIC, 3025
(03) 9600 7000 [email protected]
Confidentiality Agreement
The undersigned reader acknowledges that the information provided by National Camper Trailers in this
business plan is confidential; therefore, reader agrees not to disclose it without the express written
permission of National Camper Trailers.
It is acknowledged by reader that information to be furnished in this business plan is in all respects
confidential in nature, other than information which is in the public domain through other means and that
any disclosure or use of same by reader may cause serious harm or damage to National Camper Trailers.
Upon request, this document is to be immediately returned to National Camper Trailers.
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a business plan. It does not imply an offering of securities.
Table of Contents
Page 1
Contents
1.0 Objectives ................................................................................................................................. 2
1.1 Mission .................................................................................................................................. 2
1.2 Keys to Success..................................................................................................................... 2
2.0 Company Summary .................................................................................................................. 2
2.1 Company Ownership ............................................................................................................ 3
2.2 Company History .................................................................................................................. 3
2.3 Performance over the past 10 years ...................................................................................... 4
3.0 Company Structure ................................................................................................................... 6
3.1 Factory and Manufacturing ................................................................................................... 6
3.2 Assembly and Fitout ............................................................................................................. 6
3.3 Finance and administration. .................................................................................................. 6
3.3 Human Resources and WHS ................................................................................................. 7
3.4 Sales and Marketing .............................................................................................................. 7
4.0 SWOR Analysis ....................................................................................................................
Assignment Guidelines NR224 Fundamentals - Skills
NR224 Safety Goals RUA.docx Revised 06/14/2016 BME 1
Required Uniform Assignment: National Patient Safety Goals
PURPOSE
This exercise is designed to increase the students' awareness of the National Patient Safety Goals developed
by The Joint Commission. Specifically, this assignment will introduce the Speak Up Initiatives, an award-
winning patient safety program designed to help patients promote their own safety by proactively taking
charge of their healthcare.
COURSE OUTCOMES
This assignment enables the student to meet the following course outcomes.
CO #2: Apply the concepts of health promotion and illness prevention in the laboratory setting. (PO #2)
CO #8: Explain the rationale for selected nursing interventions based upon current nursing literature. (PO
#8)
DUE DATE
Week 6
Campus: As directed by your faculty member
Online: As directed by your faculty member
POINTS
50 points
REQUIREMENTS
1. Select a Speak Up brochure developed by The Joint Commission. Follow this link to the proper
website: http://www.jointcommission.org/topics/speakup_brochures.aspx.
2. Write a short paper reviewing the brochure. Use the Grading Criteria (below) to structure your
critique, and include current nursing or healthcare research to support your critique.
a. The length of the paper is to be no greater than three pages, double spaced, excluding title
page and reference page. Extra pages will not be read and will not count toward your grade.
3. This assignment will be graded on quality of information presented, use of citations, and use of
Standard English grammar, sentence structure, and organization based on the required components.
4. Create the review using Microsoft Word 2007 (a part of Microsoft Office 2007), the required format for
all Chamberlain documents. You can tell that the document is saved as a MS Word 2007 document
because it will end in “.docx.”
5. Any questions about this paper may be discussed in the weekly Q & A Forum in your online course or
directly with your faculty member if you are taking NR224 on campus.
6. APA format is required with both a title page and reference page. Use the required components of the
review as Level 1 headers (upper- and lowercase, bold, centered).
a. Introduction
b. Summary of Brochure
c. Evaluation of Brochure
d. Conclusion
PREPARING THE PAPER
The following are the best practices in preparing this paper.
1) Read the brochure carefully and take notes. Highlighting important points has been helpful to many
students.
http://www.jointcommission.org/topics/speakup_brochures.aspx
Assignment Guidelines NR224 Fundamentals - Skills
NR224 Safety Goals RUA.docx Revised 06/14/2016 BME 2
2) Title page: Include title of your paper, your name, Chamberlain College of Nursing, NR224
Fundamentals—Skills, faculty name, and the date. Center all items between the .
Brand Extension Marketing Plan 8GB530 Brand Extension Marketi.docxtarifarmarie
Brand Extension Marketing Plan 8
GB530 Brand Extension Marketing Plan: Guide
Introduction
Use this document as your guide to success. All Brand Extension Marketing Plan documents should use 1” margins, 12 pt. font, and include a cover page and a reference page.
For the Brand Extension Marketing Plan Assignments in this class you will not use the usual APA rules which require in-text citations as 1) no marketing plan ever uses direct quoting within its contents, 2) we are making an exception due to the nature of a Marketing Plan Assignment and 3) you will not use double-spacing but instead you will use this document’s formatting.
It is important that you write your Brand Extension Marketing Plan in third person (there is no “I” in a marketing plan), using your own words, and/or paraphrasing instead of direct quoting. Once deposited into the Dropbox for grading, Brand Extension Marketing Plan Assignments are submitted to Turnitin® for a potential plagiarism review, so it continues to be important for you never to use anyone else’s words verbatim.
For each of the Brand Extension Marketing Plan Assignments, you should list, on the reference page, all of the references you used when preparing your plan. Again, you do not need to include the in-text parentheses noting references and timeframes as normally required in our APA Assignments, but you do need to use APA to format your references list. If you have any questions on this exception to using APA, let me know.
All the components of the Marketing Plan are assessed using the following:
Subject Mastery Rubric: Knowledge (Can define major ideas) or Comprehension (Can discuss major ideas) or Application (Can apply major concepts to new situations).
A MARKETING PLAN IS THE FOUNDATION FOR ALL MARKETING EFFORTSBeginning your Brand Extension Marketing Plan: The Product Proposal
The major project in this course is to complete a Brand Extension Marketing Plan for one new product on the behalf of an existing for-profit organization.
As you begin your project, you need to first assume you have the role of a marketing manager for one,new, currently not available from your selected Brand Company, product on the behalf of a real, for-profit organization. Consider this a “brand extension”: you are adding a product to an existing company’s product line.
Think about your selection – the proposal is for a New Product for a New Market of consumers! Extend the Brand Name into new product markets by offering a “new to the company” product.
Companies may do this by buying an existing product, or importing a new product and putting their brand name on it – or they develop their own product to compete in the new market.
Module 1 BEMP Proposal - What will your project be about?
Submit your response to the following questions as a Product Proposal:
1. What is the brand name of your for-profit business/organization?
1. What is the new product, not currently in existence, that will generate revenue for .
Building a Dynamic Organization The Stanley Lynch Investme.docxtarifarmarie
" Building a Dynamic Organization
The Stanley Lynch Investment Group is a large investment firm headquartered in New York. The firm has 12 major investment funds, each with analysts operating in a separate department. Along with knowledge of the financial markets and the businesses it analyzes, Stanley Lynch’s competitive advantage comes from its advanced and reliable computer systems. Thus an effective information technology (IT) divi-sion is a strategic necessity, and the company’s chief infor-mation officer (CIO) holds a key role at the firm.
When the company hired J. T. Kundra as a manager of technology, he learned that the IT division at Stanley Lynch consisted of 68 employees, most of whom specialized in serving the needs of a particular fund. The IT employees serving a fund operated as a distinct group, each of them led by a manager who supervised several employees. (Five employees reported to J. T.)
He also learned that each group set up its own computer system to store information about its projects. The problems with that arrangement quickly became evident. As J. T. tried to direct his group’s work, he would ask for documentation of one program or another. Sometimes, no one was sure where to find the documentation; often he would get three different responses from three different people with three versions of the documentation. And if he was interested in another group’s project or a software program used in another department, getting information was next to impos-sible. He lacked the authority to ask employees in another group to drop what they were doing to hunt down informa-tion he needed.
J. T. concluded that the entire IT division could serve the firm much better if all authorized people had easy access to the work that had already been done and the software that was available. The logical place to store that informa-tion was online. He wanted to get all IT projects set up in a cloud so that file sharing, and therefore knowledge sharing, would be more efficient and reliable. A challenge would be to get the other IT groups to buy in to the new system given that he had authority over so few of the IT workers.
J. T. started by working with his group to blueprint how the system would work. Then he met with two higher-level managers who report to the CIO. He showed them the plan and explained that fast access to information would improve the IT group’s quality and efficiency, thus increasing the pro-ductivity of the entire firm. He suggested that the managers require all IT employees to use the cloud system. He even persuaded them that their use of the system should be mea-sured for performance appraisals, which directly impacts annual bonuses.
The various IT groups quickly came to appreciate that the system would enhance performance. Adoption was swift, and before long, the IT employees came to think of it as one of their most important software systems.
DISCUSSION QUESTIONS
1. Give an example of differentiation in Stan.
BBA 4351, International Economics 1 Course Learning O.docxtarifarmarie
BBA 4351, International Economics 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise how globalization contributes to greater economic interdependence.
1.1 Explain the importance of globalization in terms of the law of comparative advantage.
2. Discuss how comparative advantages lead to gains from international trade.
2.1 Explain the principle of absolute and comparative advantage.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit I Lesson
Chapter 1
Unit I Essay
2.1
Unit I Lesson
Chapter 2
Unit I Essay
Reading Assignment
Chapter 1: The International Economy and Globalization
Chapter 2: Foundations of Modern Trade Theory: Comparative Advantage
Unit Lesson
Globalization
Today, every part of the world is connected, and no country can be completely secluded and stand by itself.
In other words, countries in a global economy must be interdependent. Throughout this course, you will learn
how a nation interacts with other countries in the global economy. More specifically, you will understand how
principles of economics can be applied to the global economy where countries are interdependent.
There are a number of advantages and disadvantages to globalization as listed in the chart below from the
textbook.
The Unit l Lesson provides some new perspectives on various stages of globalization. Baldwin (2016) briefly
summarizes four important phases of globalization that occurred during the past 200,000 years. The textbook
stresses the fact that the third phase of globalization began with the steam engine and other significant
improvements in transportation, increasing trade in goods and services among different parts of the world
(Carbaugh, 2017). The fourth phase of globalization, which is not mentioned in our textbook, involves the
transfer of rich-country technologies to workers in poor countries. This, in turn, has increased productivity and
expedited industrialization in those poor countries. Baldwin (2016) argues that a reorientation of strategy and
policy in both rich and poor countries is necessary. Rich countries need to develop better rules for governing
foreign investment and intellectual property rights as well as concentrate on the training and welfare of
workers rather than the preservation of particular jobs.
UNIT I STUDY GUIDE
International Economy and
Comparative Advantage
BBA 4351, International Economics 2
UNIT x STUDY GUIDE
Title
Think about what the next stage of globalization will be. It is not going to be industrialization for sure. What
might it be? Some experts believe the next phase of globalization will be Big Data—a large volume of
complex datasets that can be used in decision-making in various fields.
The United States as an Open Economy
The U.S. economy is a part of the global economy and, therefore, has been integrated into global markets in
past decades. Duri.
BSL 4060, Team Building and Leadership 1 Course Learn.docxtarifarmarie
BSL 4060, Team Building and Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the determinants of high-performance teams.
1.1 Discuss the four Cs of team performance.
1.2 Explain how each of the four Cs contributes to improved performance.
4. Explain the importance of teamwork in an organization.
4.1 Explain the two types of self-directed work teams and the three generic team types.
4.2 Discuss how an organization's context of culture, structure, and systems supports teamwork.
Reading Assignment
Chapter 1: The Search for the High-Performing Team
Chapter 2: Context: Laying the Foundation for Team Success
Please use the Business Source Complete database in the CSU Online Library to read the following article:
Warrick, D. D. (2014). What leaders can learn about teamwork and developing high performance teams
from organization development practitioners. OD Practitioner, 46(3), 68-75.
Unit Lesson
This unit begins with a brief history of team building. The first efforts to improve organizations came from T-
groups (training groups) and from the National Training Laboratories in Silver Spring, Maryland. Participants
in T-groups learned to communicate in a more open and honest manner, accept responsibility for their
behavior, and engage in relationships based on equality rather than on hierarchy or status. In 1968, Campbell
and Dunnette conducted a study of the impact of T-groups on organizational performance. They concluded
that while T-groups did help individuals become more comfortable with their ability to manage interpersonal
relationships, T-groups had virtually no impact on organization or team performance. The team-building
paradigm was created to shift from an unstructured T-group to a more focused and defined process for
training a group in collaborative work and problem solving.
UNIT I STUDY GUIDE
The Foundation for Team Success
BSL 4060, Team Building and Leadership 2
UNIT x STUDY GUIDE
Title
The four Cs of high-performing teams were developed as a platform to build effective teams. The first C is
context, or the organizational environment. According to Dyer, Dyer, and Dyer (2013), questions to consider
in relation to the first C include the following.
How important is effective teamwork to accomplishing this particular task?
What type of team (e.g., task team, decision team, self-directed team) do I need?
Do my organization's culture, structure, and processes support teamwork?
The second C is composition, or the skills, attitudes, and experience of the team members. According to
Dyer, et al. (2013), one should consider the following questions.
To what extent do individual members have the technical skills required to complete the task?
To what extent do they have the interpersonal and communication skills required to coordinate their
work with others?
To what .
BHA 3002, Health Care Management 1 Course Learning Ou.docxtarifarmarie
BHA 3002, Health Care Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
6. Analyze the finance system in a healthcare organization.
6.1 Examine key differences between for-profit, not-for-profit, and public healthcare facilities.
6.2 Explain the process of creating and balancing a healthcare facility budget.
8. Evaluate ways to improve the quality and economy of patient care.
8.1 Describe the process of quality review and privileging for physicians.
8.2 Discuss the importance of quality initiatives, quality equipment and supplies, and quality
regulations.
8.3 Identify a management problem in a healthcare organization.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Chapter 3 Reading
Unit Assessment
6.2
Chapter 3 Reading
Unit Assessment
8.1
Unit Lesson
Chapter 4 Reading
Unit Assessment
8.2
Unit Lesson
Chapter 4 Reading
Unit Assessment
8.3
Unit Lesson
Chapter 4 Reading
Unit II Project Topic
Reading Assignment
Chapter 3: Financing the Provision of Care
Chapter 4: Quality of Care
Unit Lesson
Evidence-Based Performance Measures
One of the hottest topics in healthcare administration today is evidence-based performance, and you certainly
need a solid understanding of this process in order to function effectively as a healthcare leader moving into
the future. American health care needs to improve. There is no doubt about that. Americans deserve more
bang for the buck that they spend on medical services. One of the most important initiatives to make that
happen is a move to more evidence-based practice.
What evidence-based performance is truly all about, first and foremost, is the patient (UT Health, 2015). In
particular, it is all about making sure that the patient receives care based upon the best and latest research
that is available for the patient’s own particular health problem or set of health problems. It is about giving the
right care, every time, for every patient. Other benefits of a solid evidence-based medicine program include
the ability to assure your own community that your hospital provides high quality care and that you are doing
your own quality review studies to make sure of this. Finally, evidence-based medicine makes sense because
UNIT II STUDY GUIDE
Financing and Quality for
Health Care
BHA 3002, Health Care Management 2
UNIT x STUDY GUIDE
Title
the Centers for Medicare Services (CMS) demands it of us. They will actually pay us more for our services if
we meet evidence-based performance criteria and goals, and they will financially penalize us if we do not
meet evidence-based goals. In short, there are many good reasons to implement evidence-based medicine in
your own medical facility.
Currently, there are several national focus areas for evidence-based medicine programs. These are heart
failure (HF), acute myocardial infarction (AMI), pneumonia (PN), and th.
BBA 3551, Information Systems Management Course Learn.docxtarifarmarie
BBA 3551, Information Systems Management
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
8. Evaluate major types of hardware and software used by organizations.
8.1 Describe the features of a chosen NoSQL database.
8.2 Discuss how the use of a NoSQL database will affect competitive strategies in this era of IoT
(Internet of Things).
Course/Unit
Learning Outcomes
Learning Activity
8.1
Unit Lesson
Chapter 5
Unit III PowerPoint Presentation
8.2
Unit Lesson
Chapter 4
Chapter 5
Unit III PowerPoint Presentation
Reading Assignment
Chapter 4: Hardware, Software, and Mobile Systems, Q4-1 – Q4-7
Chapter 5: Database Processing, Q5-1 – Q5-7
Unit Lesson
In Unit II, we investigated ways that information systems (IS) can support collaboration, and we reviewed
Porter’s five forces model. In this unit, we will discuss the basic concepts of hardware and software. We will
also discuss open source software development and database management systems and compare the
differences between native and thin-client applications. Lastly, we will explore mobile systems and the
characteristics of quality mobile user experiences.
It is important that business professionals understand hardware components, types of hardware, and
computer data. We will start with bits and bytes. Computers use bits to represent basic units of data such as
ones and zeros. You should know the difference between bits, bytes, kilobytes, megabytes, gigabytes,
terabytes, petabytes, and exabytes (see Figure 1).
Term Definition Abbreviation
Byte A group of binary bits
Kilobyte 1,024 bytes K
Megabyte 1,024 K or 1, 048, 576 bytes MB
Gigabyte 1,024 MB or 1,073,741,824 bytes GB
Terabyte 1,024 GB or 1,099,511,627,776 bytes TB
Petabyte 1024 TB or 1, 125,899,906,842,624 bytes PB
Exabyte 1,024 PB or 1,152,921,504,606,846,976 bytes EB
Figure 1: Storage capacity terminology
(Kroenke & Boyle, 2017)
UNIT III STUDY GUIDE
Hardware, Software, and Mobile
Systems and Database Processing
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
A byte generally contains eight bits. A switch can be open or closed. An open switch represents 0 or off, and
a closed switch represents 1 or on. Bits are basic units of data, such as ones and zeros, while data can be
represented by variables such as numbers, images, graphics, and characters to name a few (Kroenke &
Boyle, 2017).
The categories of computer software are clients and servers. Personal computers (PCs) use non-mobile
operating systems (OSs) such as Microsoft (MS) Windows and Apple Macintosh (Mac) OS X. Remember that
OSs are developed for specific hardware and are often referred to as native applications. In other words, MS
Windows was created specifically for hardware-based PC systems, so you cannot install MS Windows on an
Apple Mac as a base OS, nor can you install the Apple OS on a PC-based.
Afro-Asian Inquiry and the Problematics of Comparative Cr.docxtarifarmarie
Afro-Asian Inquiry and the Problematics of Comparative Critique
Author(s): Antonio T. Tiongson Jr.
Source: Critical Ethnic Studies, Vol. 1, No. 2 (Fall 2015), pp. 33-58
Published by: University of Minnesota Press
Stable URL: http://www.jstor.org/stable/10.5749/jcritethnstud.1.2.0033
Accessed: 07-08-2017 18:56 UTC
REFERENCES
Linked references are available on JSTOR for this article:
http://www.jstor.org/stable/10.5749/jcritethnstud.1.2.0033?seq=1&cid=pdf-
reference#references_tab_contents
You may need to log in to JSTOR to access the linked references.
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P 3 3 O
Afro-Asian Inquiry and the
Problematics of Comparative Critique
A N T O N I O T. T I O N G S O N J R .
This article represents a critical engagement with the “comparative turn” in ethnic studies; that is, an interrogation of the broader implications of
the ascendancy and valorization of comparative critique as a central cate-
gory of analysis and an index of contemporary ethnic studies scholarship
through a critical consideration of a select body of writing predicated on a
comparative approach. Spurred by the perceived inadequacies of a biracial
framing and theorizing of race and racialization (i.e., the so-called black/
white paradigm), thinking comparatively has become an imperative to the
project of ethnic studies, heralding a paradigmatic and analytic shift and
inaugurating what one cultural analyst describes as a new stage in the evo-
lution of ethnic studies, “one long postponed by a standoff between a mul-
tiracial model limited by a national horizon and a diasporic model that
lacked historical ground for conducting cross-racial analysis.”1
As a number of race and ethnic studies scholars posit, comparative anal-
ysis is increasingly viewed as indispensable to the project of ethnic studies.
In an edited volume titled Black and Brown in Los Angeles: Beyond Con-
flict and Coalition, for example, Josh Kun and Laura Pulido make the point
that comparative ethnic studies has emerged “as a substantive field within
the discipline of ethnic studies itself,” generating a fairly robust and rapidly
expanding archive of comparative scholarship.2 Echoing these remarks,
Marta E. Sanchez speaks of “the renaissance of comparative studies of race
and.
BBA 2201, Principles of Accounting I 1 Course Learnin.docxtarifarmarie
BBA 2201, Principles of Accounting I 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Examine the accounting cycle.
2. Identify business transactions.
3. Generate inventory systems and costing methods.
4. Appraise the classes and transactions of liabilities.
4.1 Describe the three main characteristics of liabilities.
4.2 Explain why it is important to classify liabilities into short and long term.
6. Analyze financial statements to inform decision makers.
8. Compare International Financial Reporting Standards (IFRS) to Generally Accepted Accounting
Principles (GAAP).
Course/Unit
Learning Outcomes
Learning Activity
1 Final Exam
2 Final Exam
3 Final Exam
4
Unit Lesson
Chapter 11
Chapter 14
4.1
Unit Lesson
Chapter 11
Chapter 14
Unit VIII Essay
4.2
Unit Lesson
Chapter 11
Chapter 14
Unit VIII Essay
6 Final Exam
7 Final Exam
8 Final Exam
Reading Assignment
Chapter 11: Current Liabilities and Payroll
Chapter 14: Long-Term Liabilities
UNIT VIII STUDY GUIDE
Liabilities
BBA 2201, Principles of Accounting I 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Liabilities
In the accounting equation, assets = liabilities + equity, we can see that there are two claims to the assets of a
business—creditors and owners. The accounting equation can also be written as: assets – liabilities = equity.
In this equation, we can see that the liabilities of a business require the use of assets to satisfy the amount
owed.
A liability is an amount owed to lenders, suppliers, or government agencies and requires the use of assets or
future revenues to satisfy the debt. There are two categories of liabilities—current and long term. A current
liability is the amount owed that must be paid within one year or within the company’s operating cycle,
whichever is longer (Miller-Nobles, Mattison, & Matsumura, 2018).
The most common current liability is accounts payable. An account payable is an amount due a vendor or
supplies for products, supplies or services (Miller-Nobles et al., 2018). Retail businesses will also have sales
tax payable. Sales tax payable is the amount of sales tax collected by the retailer that must be remitted to the
tax agencies (Miller-Nobles et al., 2018). Because the accounts payable and sales tax payable are due within
one year (generally due within 30 days) they are a current liability.
Some businesses will receive cash payments in advance of providing a service, which is referred to as
unearned revenue (or deferred revenue). Many gyms and fitness centers will have deferred revenue. If you
have ever paid for a year’s membership at the beginning of the year to receive a discount, then you were
involved in a transaction with unearned revenue. The gym does not earn the revenue until they have provided
you with the monthly membership.
For example: If you were to purchase a one year.
ARH2000 Art & Culture USF College of the Arts 1 .docxtarifarmarie
ARH2000 Art & Culture
USF College of the Arts
1
Art & Identity Research Project
15 points / 15% of final grade
Submit via the link provided in Canvas.
OVERVIEW
For this final project you will research two (2) contemporary artists who deal with the theme of
identity. In addition, you will reflect upon and propose an imagined artwork that relates to your own
concept of identity. (Do not worry if you are not artistically inclined, you are NOT expected to create an
actual finished art piece; it is merely a proposal for something you imagine.). The final project will be
presented as a well-researched PowerPoint presentation. Scholarly research and a Works Cited
page/slide are important components of this project.
HOW TO PREPARE
1. Engage with the presentation: “Art & Identity”
2. Read/review the following from the textbook: Chapter 4.9 (The Body in Art) and 4.10 (Identity, Race, &
Gender in Art); pp. 189 (grey box); 357-359
ARTIST RESEARCH
1. Choose two (2) artists from the list on page three of these instructions. Research your
chosen artists in relation to their interest in a theme of “Identity”.
2. You must use at least three different types of sources in your research project: The artwork
itself will be one source – the most important primary source. Therefore, you must research and
find at least two (2) other types of sources (interview with the artists, scholarly articles, books,
museum website etc.) to use in your study. Most will need to exceed this minimum for a robust
presentation. See page 189 of your textbook for a list of possible primary and secondary sources.
Further resources on how to get started are found in the subheading “Resources” below. You can
find many sources in the library or in one of the library’s databases.
3. Your selection of artists should be intentional and surround a specific sub-topic of identity.
Your research should not focus on identity in only a broad and general way. Clearly identify the sub-
topic that relates to your artists. For example, you may find artists that are similarly interested in
any of the following sub-topics below:
the fluidity of identity
deconstructing cultural, social, or political difference
feminist critique
diversity or artists who create work that explores related cultures, groups, or societies
You may consider choosing artists that work in the same medium (for example, performance
art, painting, or installation) and how that material choice imparts meaning to their work.
4. After selecting your sub-topic and artists, you must decide on a title for your project.
ARH2000 Art & Culture
USF College of the Arts
2
5. Your research into the artists should include biographical information and an examination of the
artists’ approaches. In a PowerPoint presentation of your research, include the following:
a. Biographies of each artist:
i. Image of the artist (photo, sketch, etc.)
ii. Brief biography:.
How to Setup Default Value for a Field in Odoo 17Celine George
In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
2. office next to her. Andrew Kilpatrick, the
senior consultant on a joint North American and Korean
consulting project for a government agency in
Seoul, South Korea, was meeting with Mr. Song, the senior
Korean project director, to discuss several
issues including the abilities of the Korean consultants. After
four months on this Korean project, Ellen’s
evaluation of the assigned consultants suggested that they did
not have the experience, background, or
knowledge to complete the project within the allocated time.
Additional resources would be required:
I remember thinking, “I can’t believe they are shouting at each
other.” I was trying to
understand how their meeting had reached such a state. Andrew
raised his voice and I
could hear him saying, “I don’t think you understand at all.”
Then, he shouted, “Ellen is
not the problem!
WSI IN KOREA
Joint Venture Inc. (JVI) was formed as a joint venture between
a Korean company, Korean Conglomerate
Inc. (KCI), and a North American company, Western Systems
Inc. (WSI) (Exhibit 1). WSI, a significant
information technology company with offices worldwide
employing over 50,000 employees, included the
Systems Consulting Group (SCG). KCI, one of the largest
Korean “chaebols” (industrial groups),
consisted of over 40 companies, with sales in excess of US$3.5
billion. The joint venture, in its eighth
year, was managed by two Regional Directors — Mr. Cho, a
Korean from KCI, and Robert Brown, an
American from WSI.
3. The team working on Ellen’s project was led by Mr. Park and
consisted of approximately 40 Korean
consultants further divided into teams working on different
areas of the project. The Systems
Implementation (SI) team consisted of five Korean consultants,
one translator, and three North American
SCG consultants: Andrew Kilpatrick, Ellen Moore, and Scott
Adams, (see Exhibit 2).
For the exclusive use of F. SUN, 2019.
This document is authorized for use only by FIONA SUN in
Project Management spring 2019 taught by AZA CHIRKOVA,
Boston College from Jan 2019 to May 2019.
Page 2 9A97G029
This consulting project was estimated to be one of the largest
undertaken in South Korea to date.
Implementation of the recommended systems into over 100 local
offices was expected to take seven to ten
years. The SCG consultants would be involved for the first
seven months, to assist the Korean consultants
with the system design and in creating recommendations for
system implementation, an area in which the
Korean consultants admitted they had limited expertise.
Andrew Kilpatrick became involved because of his experience
with a similar systems implementation
project in North America. Andrew had been a management
consultant for nearly 13 years. He had a broad
and successful background in organizational development,
4. information technology, and productivity
improvement, and he was an early and successful practitioner of
business process reengineering. Although
Andrew had little international consulting experience, he was
adept at change management and was viewed
by both peers and clients as a flexible and effective consultant.
The degree of SCG’s involvement had not been anticipated.
Initially, Andrew had been asked by SCG’s
parent company, WSI, to assist JVI with the proposal
development. Andrew and his SCG managers viewed
his assistance as a favor to WSI since SCG did not have plans to
develop business in Korea. Andrew’s
work on the proposal in North America led to a request for his
involvement in Korea to gather additional
information for the proposal:
When I arrived in Korea, I requested interviews with members
of the prospective client’s
management team to obtain more information about their
business environment. The
Korean team at JVI was very reluctant to set up these meetings.
However, I generally meet
with client management prior to preparing a proposal. I also
knew it would be difficult to
obtain a good understanding of their business environment from
a translated document.
The material provided to me had been translated into English
and was difficult to
understand. The Korean and English languages are so different
that conveying abstract
concepts is very difficult.
I convinced the Koreans at JVI that these meetings would help
demonstrate our expertise.
5. The meetings did not turn out exactly as planned. We met with
the same management team
at three different locations where we asked the same set of
questions three times and got
the same answers three times. We did not obtain the information
normally provided at
these fact-gathering meetings. However, they were
tremendously impressed by our line of
questioning because it reflected a deep interest and
understanding of their business. They
also were very impressed with my background. As a result, we
were successful in
convincing the government agency that we had a deep
understanding of the nature and
complexity of the agency’s work and strong capabilities in
systems development and
implementation — key cornerstones of their project. The client
wanted us to handle the
project and wanted me to lead it.
JVI had not expected to get the contract, because its competitor
for this work was a long-time supplier to
the client. As a result, winning the government contract had
important competitive and strategic
implications for JVI. Essentially, JVI had dislodged an
incumbent supplier to the client, one who had
lobbied very heavily for this prominent contract. By winning
the bid, JVI became the largest system
implementer in Korea and received tremendous coverage in the
public press.
The project was to begin in June. However, the Korean project
team convened in early May in order to
prepare the team members. Although JVI requested Andrew to
join the project on a full-time basis, he
6. already had significant commitments to projects in North
America. There was a great deal of discussion
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back and forth between WSI in North America, and JVI and the
client in Korea. Eventually it was agreed
that Andrew would manage the SI work on a part-time basis
from North America, and he would send a
qualified project management representative on a full-time
basis. That person was Ellen Moore.
At that time, Andrew received immediate feedback from the
American consultants with WSI in Korea that
it would be impossible to send a woman to work in Korea.
Andrew insisted that the Korean consultants be
asked if they would accept a woman in the position. They
responded that a woman would be acceptable if
she were qualified. Andrew also requested that the client be
consulted on this issue. He was again told that
a woman would be acceptable if she were qualified. Andrew
knew that Ellen had the skills required to
manage the project:
I chose Ellen because I was very impressed with her capability,
7. creativity, and project
management skills, and I knew she had worked successfully in
Bahrain, a culture where
one would have to be attuned to very different cultural rules
from those prevalent in North
America. Ellen lacked experience with government agencies,
but I felt that I could
provide the required expertise in this area.
ELLEN MOORE
After graduating as the top female student from her high school,
Ellen worked in the banking industry,
achieving the position of corporate accounts officer responsible
for over 20 major accounts and earning a
Fellowship in the Institute of Bankers. Ellen went on to work
for a former corporate client in banking and
insurance, where she became the first female and youngest
person to manage their financial reporting
department. During this time, Ellen took university courses
towards a Bachelor Degree at night. She decided
to stop working for two years, and completed her degree on a
full-time basis. She graduated with a major in
accounting and minors in marketing and management and
decided to continue her studies for an MBA.
Two years later, armed with an MBA from a leading business
school, Ellen Moore joined her husband in
Manama, Bahrain, where she accepted a position as an
expatriate manager for a large American financial
institution.1 Starting as a Special Projects Coordinator, within
one year Ellen was promoted to Manager of
Business Planning and Development, a challenging position that
she was able to design herself. In this role,
8. she managed the Quality Assurance department, coordinated a
product launch, developed a senior
management information system, and participated actively in all
senior management decisions. Ellen’s
position required her to interact daily with managers and staff
from a wide range of cultures, including
Arab nationals.
In March, Ellen joined WSI working for SCG. After the highly
successful completion of two projects with
SCG in North America, Ellen was approached for the Korea
project:
I had never worked in Korea or East Asia before. My only
experience in Asia had been a
one-week trip to Hong Kong for job interviews. I had limited
knowledge of Korea and
received no formal training from my company. I was provided a
20-page document on
Korea. However, the information was quite basic and not
entirely accurate.
1 For an account of Ellen’s experience in Bahrain, see Ellen
Moore (A): Living and Working in Bahrain, 9A90C019, and
Ellen Moore (B), 9A90C020; Ivey Publishing, Ivey Management
Services, c/o Richard Ivey School of Business, University of
Western Ontario, London, Ontario, Canada, N6A 3K7.
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9. Page 4 9A97G029
After arriving in Korea, Ellen immediately began to familiarize
herself with the language and proper
business etiquette. She found that English was rarely spoken
other than in some hotels and restaurants that
catered to Western clientele. As a result, Ellen took advantage
of every opportunity to teach herself the
language basics:
When Andrew and I were in the car on the way back to our hotel
in the evening, we would
be stuck in traffic for hours. I would use the time to learn how
to read the Korean store
signs. I had copied the Hangul symbols, which form the Korean
language, onto a small
piece of paper, and I kept this with me at all times. So, while
sitting back in the car,
exhausted at the end of each day, I would go over the symbols
and read the signs.
SCOTT ADAMS
The third SCG consultant on the project, Scott Adams, arrived
as planned three months after Ellen’s start
date. Upon graduation, Scott had begun his consulting career
working on several international engagements
(including Mexico, Puerto Rico, and Venezuela), and he
enjoyed the challenges of working with different
10. cultures. He felt that with international consulting projects, the
technical aspects of consulting came easy.
What he really enjoyed was the challenge of communicating in a
different language and determining how
to modify Western management techniques to fit into the local
business culture. Scott first met Ellen at a
systems consulting seminar, unaware at the time that their paths
would cross again. A few months later, he
was asked to consider the Korea assignment. Scott had never
travelled or worked in Asia, but he believed
that the assignment would present a challenging opportunity,
which would advance his career.
Prior to arriving in Seoul, Scott prepared himself by frequently
discussing the work being conducted with
Ellen. Ellen also provided him with information on the culture
and business etiquette aspects of the work:
It was very fortunate for me that Ellen had arrived first in
Korea. Ellen tried to learn as
much as she could about the Korean language, the culture,
mannerisms, and the business
etiquette. She was able to interpret many of the subtleties and to
prepare me for both
business and social situations, right down to how to exchange a
business card
appropriately with a Korean, how to read behavior, and what to
wear.
ABOUT KOREA2
Korea is a 612-mile-long peninsula stretching southward from
North Korea and the Asia mainland into the
11. waters of the western Pacific and is bounded by the Yellow Sea,
the Sea of Japan and the Korea Strait.
The Republic of Korea, or South Korea, consists of
approximately 38,000 square miles, slightly larger than
Indiana or Portugal, for example. The South Korean population
is about 49 million, with more than 10
million residing in the capital city, Seoul.
Korea has an ancient heritage spanning 5,000 years. The last
great traditional dynasty, the Yi Dynasty or
Choson Dynasty, brought about changes in which progress in
science, technology, and the arts were
achieved. Hangul, the Korean script, also was developed in this
period. Although Confucianism had been
2 Information for this section was taken from Official website
of Korea tourism, http://english.visitkorea.or.kr/enu/index.kto;
Korean Confucianism, http://www.asia-pacific-
connections.com/confucianism.html; and the U.S. Department
of State
website, http://www.state.gov/r/pa/ei/bgn/2800.htm#people;
accessed January 22, 2009.
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12. influential for centuries in Korea, it was during this time that
Confucian principles permeated the culture as
a code of morals and as a guide for ethical behavior. Confucian
thought came to underpin education, civil
administration, and daily conduct. Lasting over 500 years, the
Yi Dynasty came to a close in 1910. Today,
in Korea’s modern era, traditional Confucian values mix with
Western lifestyle habits and business
methods.
Many Korean people, particularly in Seoul, have become quite
Westernized, but they often follow
traditional customs. Although the major religions are
Christianity and Buddhism, Korean society is
strongly influenced by Confucian values and beliefs.
Confucianism dictates strict rules of social behavior
and etiquette. The basic values of the Confucian culture are:
(1) loyalty to a hierarchical structure of
authority, whether based in the family, the company, or the
nation; (2) duty to parents, expressed through
loyalty, love, and gratitude; and (3) strict rules of conduct,
involving complete obedience and respectful
behavior within superiors-subordinate relationships, such as
parents-children, old-young, male-female, and
teacher-student. These values affect both social and work
environments substantially.
MANAGING IN KOREA
Business etiquette in Korea was extremely important. Ellen
found that everyday activities, such as
exchanging business cards or replenishing a colleague’s drink at
dinner, involved formal rituals. For
example, Ellen learned it was important to provide and to
receive business cards in an appropriate manner,
13. which included carefully examining a business card when
received and commenting on it. If one just
accepted the card without reading it, this behavior would be
considered very rude. In addition, Ellen also
found it important to know how to address a Korean by name.
If a Korean’s name was Y.H. Kim, non-
Koreans would generally address him as either Y.H. or as Mr.
Kim. Koreans would likely call him by his
full name or by his title and name, such as Manager Kim. A
limited number of Koreans, generally those
who had lived overseas, took on Western names, such as Jack
Kim.
WORK TEAMS
Teams were an integral part of the work environment in Korea.
Ellen noted that the Korean consultants
organized some special team-building activities to bring
together the Korean and North American team
members:
On one occasion, the Korean consulting team invited the
Western consultants to a baseball
game on a Saturday afternoon, followed by a trip to the Olympic
Park for a tour after the
game, and dinner at a Korean restaurant that evening. An event
of this nature is unusual
and was very special. On another occasion, the Korean
consultants gave up a day off with
their families and spent it with the Western consultants. We
toured a Korean palace and
the palace grounds, and we were then invited to Park’s home for
dinner. It was very
unusual that we, as Western folks, were invited to his home, and
14. it was a very gracious
event.
Ellen also found team-building activities took place on a regular
basis, and that these events were normally
conducted outside of the work environment. For example, lunch
with the team was an important daily
team event, which everyone was expected to attend:
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You just couldn’t work at your desk every day for lunch. It was
important for everyone to
attend lunch together in order to share in this social activity, as
one of the means for team
bonding.
Additionally, the male team members would go out together for
food, drink, and song after work. Scott
found these drinking activities to be an important part of his
interaction with both the team and the client:
Unless you had a medical reason, you would be expected to
drink with the team members,
15. sometimes to excess. A popular drink, soju, which is similar to
vodka, would be poured
into a small glass. Our glasses were never empty, as someone
would always ensure that an
empty glass was quickly filled. For example, if my glass was
empty, I learned that I
should pass it to the person on my right and fill it for him as a
gesture of friendship. He
would quickly drink the contents of the glass, pass the glass
back to me, and fill it for me
to quickly drink. You simply had to do it. I recall one night
when I really did not want to
drink as I had a headache. We were sitting at dinner, and Mr.
Song handed me his glass
and filled it. I said to him “I really can’t drink tonight. I have a
terrible headache.” He
looked at me and said “Mr. Scott, I have Aspirin in my
briefcase.” I had about three or
four small drinks that night.
Ellen found she was included in many of the team-building
dinners, and soon after she arrived in Seoul, she
was invited to a team dinner, which included client team
members. Ellen was informed that although
women were not normally invited to these social events, an
exception was made since she was a senior
team member.
During the dinner, there were many toasts and drinking
challenges. During one such
challenge, the senior client representative prepared a drink that
consisted of one highball
glass filled with beer and one shot glass filled to the top with
whiskey. He dropped the
16. whiskey glass into the beer glass and passed the drink to the
man on his left. This team
member quickly drank the cocktail in one swoop, and held the
glass over his head, clicking
the glasses to show both were empty. Everyone cheered and
applauded. This man then
mixed the same drink, and passed the glass to the man on his
left, who also drank the
cocktail in one swallow. It was clear this challenge was going
around the table and would
eventually get to me.
I don’t generally drink beer and never drink whiskey. But it
was clear, even without my
translator present to assist my understanding, that this activity
was an integral part of the
team building for the project. As the man on my right mixed the
drink for me, he
whispered that he would help me. He poured the beer to the
halfway point in the highball
glass, filled the shot glass to the top with whiskey, and dropped
the shotglass in the beer.
Unfortunately, I could see that the beer didn’t cover the top of
the shot glass, which would
likely move too quickly if not covered. I announced “One
moment, please, we are having
technical difficulties.” And to the amazement of all in
attendance, I asked the man on my
right to pour more beer in the glass. When I drank the
concoction in one swallow,
everyone cheered, and the senior client representative stood up
and shouted, “You are now
Korean. You are now Korean.”
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The norms for team management were also considerably
different from the North American style of
management. Ellen was quite surprised to find that the concept
of saving face did not mean avoiding
negative feedback or sharing failures:
It is important in Korea to ensure that team members do not lose
face. However, when
leading a team, it appeared just as important for a manager to
demonstrate leadership. If a
team member provided work that did not meet the stated
requirements, a leader was
expected to express disappointment in the individual’s efforts in
front of all team
members. A strong leader was considered to be someone who
engaged in this type of
public demonstration when required.
In North America, a team leader often compliments and rewards
team members for work
done well. In Korea, leaders expressed disappointment in
substandard work, or said
18. nothing for work completed in a satisfactory manner. A leader
was considered weak if he
or she continuously provided compliments for work completed
as required.
Hierarchy
The Koreans’ respect for position and status was another
element of the Korean culture that both Ellen and
Scott found to have a significant influence over how the project
was structured and how people behaved.
The emphasis placed on hierarchy had an important impact upon
the relationship between consultant and
client that was quite different from their experience in North
America. As a result, the North Americans’
understanding of the role of a consultant differed vastly from
their Korean counterparts.
Specifically, the North American consultants were familiar with
‘managing client expectations.’ This
activity involved informing the client of the best means to
achieve their goals and included frequent
communication with the client. Generally, the client’s customer
was also interviewed in order to
understand how the client’s system could better integrate with
their customer’s requirements. Ellen
recalled, however, that the procedures were necessarily
different in Korea:
The client team members did not permit our team members to
go to their offices
unannounced. We had to book appointments ahead of time to
obtain permission to see
19. them. In part, this situation was a result of the formalities we
needed to observe due to
their rank in society, but I believe it was also because they
wanted to be prepared for the
topics we wanted to discuss.
The Korean consultants refused to interview the customers,
because they did not want to disturb them.
Furthermore, the client team members frequently came into the
project office and asked the Korean
consultants to work on activities not scheduled for that week or
which were beyond the project scope. The
Korean consultants accepted the work without question. Ellen
and Scott found themselves powerless to
stop this activity.
Shortly after arriving, Scott had a very confrontational meeting
with one of the Korean consultants
concerning this issue:
I had been in Korea for about a week, and I was still suffering
from jet lag. I was alone
with one of the Korean consultants, and we were talking about
how organizational
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20. processes should be flow-charted. He was saying the client
understands the process in a
particular manner, so we should show it in that way. I
responded that, from a technical
standpoint, it was not correct. I explained that as a consultant,
we couldn’t simply do what
the client requests if it is incorrect. We must provide value by
showing why a different
method may be taken by educating the client of the options and
the reasons for selecting a
specific method. There are times when you have to tell the
client something different than
he believes. That’s what we’re paid for. He said, “No, no, you
don’t understand. They’re
paying our fee.” At that point I raised my voice: “You don’t
know what you are talking
about. I have much more experience than you.” Afterwards, I
realized that it was wrong
to shout at him. I pulled him aside and apologized. He said,
“Well, I know you were
tired.” I replied that it was no excuse, and I should not have
shouted. After that, we
managed to get along just fine.
The behavior of subordinates and superiors also reflected the
Korean’s respect for status and position. Scott
observed that it was very unusual for a subordinate to leave the
office for the day unless his superior had
already left:
I remember one day, a Saturday, when one of the young Korean
consultants who had been
21. ill for some time, was still at his desk. I made a comment:
“Why don’t you go home, Mr.
Choi?” Although he was not working for me, I knew his work
on the other team was done.
He said, “I can’t go home because several other team members
have taken the day off. I
have to stay.” I repeated my observation that his work was
done. He replied: “If I do not
stay, I will be fired. My boss is still here, I have to stay.” He
would stay and work until his
boss left, until late in the evening if necessary.
Furthermore, Scott found that the Korean consultants tended not
to ask questions. Even when Scott asked
the Korean consultants if they understood his instructions or
explanation, they generally responded
affirmatively, which made it difficult to confirm their
understanding. He was advised that responding in a
positive manner demonstrated respect for teachers or superiors.
Asking a question would be viewed as
inferring that the teacher or superior had not done a good job of
explaining the material. As a result,
achieving a coaching role was difficult for the North American
consultants even though passing on their
knowledge of SI to the Korean consultants was considered an
important part of their function on this
project.
WOMEN IN KOREA
Historically, Confucian values have dictated a strict code of
behavior between men and women and
husband and wife in Korea. Traditionally, there has been a
clear delineation in the respective
22. responsibilities of men and women. The male preserve can be
defined as that which is public, whereas
women are expected to cater to the private, personal world of
the home. Although change has taken place,
these old values have lingered and the attitude of male
superiority has not entirely disappeared. Korean
public and business life still tend to be dominated by men.3
3 See for example “Women’s Role in Contemporary Korea”,
http://www.askasia.org/teachers/essays/essay.php?no=21, and
“Women's Development and Information on Women in Korea”,
Young-Joo Paik, Korean Women's Development Institute,
Seoul, Korea. Paper presented at the 64th IFLA General
Conference , August 16 - August 21, 1998;
http://www.ifla.org/IV/ifla64/112-122e.htm, accessed January
22, 2009. See also Korea: The Essential Guide to Customs &
Culture, Culture Smart, 2008.
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Nevertheless, compared to the Yi Dynasty era, the position of
women in society has changed considerably.
There is now virtual equality in access to education for men and
women, and a few women have embarked
on political careers. As in many other areas of the world, the
23. business world has until recently been
accessible only to men. However, this is changing as Korean
women are beginning to seek equality in the
workplace. Young Korean men and women now often
participate together in social activities, such as
evenings out and hikes, something that was extremely rare even
10 years ago.
Dual income families are becoming more common in South
Korea, particularly in Seoul, although women
generally hold lower-paid positions. Furthermore, working
women often retain their traditional household
responsibilities, while men are expected to join their male
colleagues for late night drinking and eating
events, which usually exclude women.
Although the younger generation are breaking from such
traditions, Scott felt that the gender differences
were quite apparent in the work place. He commented:
The business population was primarily male. Generally, the only
women we saw were
young women who were clerks, wearing uniforms. I suspected
that these women were in
the workforce for only a few years, until they were married and
left to have a family. We
did have a few professional Korean women working with us.
However, because we are a
professional services firm, I believe it may have been more
progressive than the typical
Korean company.
THE SYSTEMS IMPLEMENTATION TEAM
24. Upon her arrival in Korea, Ellen dove into her work confident
that the Korean consultants she would be
working with had the skills necessary to complete the job in the
time frame allocated. The project work
was divided up among several work groups, each having distinct
deliverables and due dates. The
deliverables for the SI team were required as a major input to
the other work groups on the project (see
Exhibit 3). As a result, delays with deliverables would impact
the effectiveness of the entire project:
JVI told us they had assigned experienced management
consultants to work on the project.
Given their stated skill level, Andrew’s resource plan had him
making periodic visits to
Korea; I would be on the project on a full-time basis starting in
May, and Scott would join
the team about three to four months after the project start. We
were informed that five
Korean consultants were assigned. We believed that we had the
resources needed to
complete the project by December.
JACK KIM
J.T. Kim, whose Western name was Jack, was the lead Korean
consultant reporting to Mr. Park. Jack had
recently achieved a Ph.D. in computer systems from a reputable
American university and he spoke English
fluently. When Andrew initially discussed the organizational
structure of the SI team with Mr. Park and
Jack, it was agreed that Jack and Ellen would be co-managers of
25. the SI project.
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Three weeks after her arrival, Jack informed Ellen, much to her
surprise, that he had never worked on a
systems implementation project. Additionally, Ellen soon
learned that Jack had never worked on a
consulting project:
Apparently, Jack had been made the lead consultant of SI upon
completing his Ph.D. in the
United States. I believe Jack was told he was going to be the
sole project manager for SI
on a daily basis. However, I was informed I was going to be the
co-project manager with
Jack. It was confusing, particularly for Jack, when I took on
coaching and leading the
team. We had a lot of controversy — not in the form of fights
or heated discussions, but
we had definite issues during the first few weeks because we
were clearly stepping upon
each other’s territory.
26. Given Jack’s position as the lead Korean consultant, it was
quite difficult for Ellen to redirect team
members’ activities. The Korean team members always
followed Jack’s instructions. Scott recalled:
There were frequent meetings with the team to discuss the work
to be completed. Often,
following these meetings, the Korean consultants would meet
alone with Jack, and it
appeared that he would instruct them to carry out different
work. On one occasion, when
both Andrew and Ellen were travelling away from the office,
Andrew prepared specific
instructions for the team to follow outlined in a memo.
Andrew sent the memo to me so I could hand the memo to Jack
directly, thereby ensuring
he did receive these instructions. Upon his return, Andrew
found the team had not
followed his instructions. We were provided with the following
line of reasoning: you
told us to do A, B and C, but you did not mention D. And, we
did D. They had followed
Jack’s instructions. We had a very difficult time convincing
them to carry out work as we
requested, even though we had been brought onto the project to
provide our expertise.
In July, a trip was planned for the Korean client team and some
of the Korean consulting team to visit other
project sites in North America. The trip would permit the
Koreans to find out more about the capabilities
27. of WSI and to discuss issues with other clients involved with
similar projects. Jack was sent on the trip,
leaving Ellen in charge of the SI project team in Korea. While
Jack was away on the North American trip,
Ellen had her first opportunity to work with and to lead the
Korean consultants on a daily basis. She was
very pleased that she was able to coach them directly, without
interference, and advise them on how to best
carry out the required work. Ellen felt that everyone worked
together in a very positive manner, in
complete alignment. When Jack returned, he saw that Ellen was
leading the team and that they were
accepting Ellen’s directions. Ellen recalled the tensions that
arose as a result:
On the first day he returned, Jack instructed someone to do
some work for him, and the
person responded, “I cannot because I am doing something for
Ellen.” Jack did not say
anything, but he looked very angry. He could not understand
why anyone on the team
would refuse his orders.
THE MARKETING RESEARCH PROJECT
A few days after Jack returned from the North American trip,
the project team realized they did not have
sufficient information about their client’s customer. Jack
decided a market research study should be
conducted to determine the market requirements. However, this
type of study, which is generally a large
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undertaking on a project, was not within the scope of the
contracted work. Ellen found out about the
proposed market research project at a meeting held on a
Saturday, which involved everyone from the entire
project — about 40 people. The only person not at the meeting
was Mr. Park. Jack was presenting the
current work plans for SI, and he continued to describe a market
research study:
I thought to myself, “What market research study is he talking
about?” I asked him to put
aside his presentation of the proposed study until he and I had
an opportunity to discuss
the plans. I did not want to interrupt his presentation or disagree
with him publicly, but I
felt I had no choice.
DINNER WITH JACK
Two hours following the presentation, Ellen’s translator, Susan
Lim, informed her that there was a dinner
planned for that evening and Jack wanted everyone on the SI
team to attend. Ellen was surprised that Jack
29. would want her present at the dinner. However, Susan insisted
that Jack specifically said Ellen must be
there. They went to a small Korean restaurant, where everyone
talked about a variety of subjects in
English and Korean, with Susan translating for Ellen as needed.
After about one hour, Jack began a speech
to the team, speaking solely in Korean. Ellen thought it was
unusual for him to speak Korean when she was
present, as everyone at the dinner also spoke English:
Through the limited translations I received, I understood he was
humbling himself to the
team, saying, “I am very disappointed in my performance. I
have clearly not been the
project leader needed for this team.” The team members were
responding “No, no, don’t
say that.” While Jack was talking to the team, he was
consuming large quantities of beer.
The pitchers were coming and coming. He was quite clearly
becoming intoxicated. All at
once, Susan stopped translating. I asked her what was wrong.
She whispered that she
would tell me later. Five minutes went by and I turned to her
and spoke emphatically,
“Susan, what is going on? I want to know now.” She realized I
was getting angry. She
told me, “Jack asked me to stop translating. Please don’t say
anything, I will lose my job.”
I waited a couple of minutes before speaking, then I interrupted
Jack’s speech. I said,
“Susan is having difficulty hearing you and isn’t able to
translate for me. I guess it is too
noisy in this restaurant. Would it be possible for you to speak
30. in English?” Jack did not
say anything for about 30 seconds and then he started speaking
in English. His first words
were, “Ellen, I would like to apologize. I didn’t realize you
couldn’t understand what I
was saying.
Another thirty minutes of his speech and drinking continued.
The Korean team members appeared to be
consoling Jack, by saying: “Jack, we do respect you and the
work you have done for our team. You have
done your best.” While they were talking, Jack leaned back,
and appeared to pass out. Ellen turned to Susan
and asked if they should help him to a taxi. Susan insisted it
would not be appropriate. During the next
hour, Jack appeared to be passed out or sleeping. Finally, one
of the team members left to go home. Ellen
asked Susan, “Is it important for me to stay, or is it important
for me to go?” She said Ellen should go.
When Ellen returned to her hotel, it was approximately 11 p.m.
on Saturday night. She felt the situation
had reached a point where it was necessary to request assistance
from senior management in North
America. Andrew was on a wilderness camping vacation in the
United States with his family, and could
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31. Page 12 9A97G029
not be reached. Ellen decided to call the North American
project sponsor, the Senior Vice President,
George Peterson:
I called George that Saturday night at his house and said: “We
have a problem. They’re
trying to change the scope of the project. We don’t have the
available time and we don’t
have the resources. It is impossible to do a market research
study in conjunction with all
the contracted work to be completed with the same limited
resources. The proposed plan
is to use our project team to handle this additional work. Our
team is already falling
behind the schedule, but due to their inexperience they don’t
realize it yet.” George said
he would find Andrew and send him to Korea to further assess
the situation.
THE MEETING WITH THE DIRECTOR
When Andrew arrived in August, he conducted a very quick
assessment of the situation. The project was a
month behind schedule. It appeared to Andrew that the SI team
had made limited progress since his
previous visit:
It was clear to me that the Korean team members weren’t taking
32. direction from Ellen.
Ellen was a seasoned consultant and knew what to do.
However, Jack was giving
direction to the team, which was leading them down different
paths. Jack was requesting
that the team work on tasks which were not required for the
project deliverables, and he
was not appropriately managing the client’s expectations.
Andrew held several discussions with Mr. Park concerning these
issues. Mr. Park insisted the problem was
Ellen. He argued that Ellen was not effective, she did not
assign work properly, and she did not give
credible instructions to the team. However, Andrew believed
the Korean consultants’ lack of experience
was the main problem.
Initially, we were told the Korean team consisted of
experienced consultants, although
they had not completed any SI projects. I felt we could work
around it. I had previously
taught consultants to do SI. We were also told that one of the
Korean consultants had
taught SI. This consultant was actually the most junior person
on the team. She had
researched SI by reading some texts and had given a
presentation on her understanding of
SI to a group of consultants.
Meanwhile, Andrew solicited advice from the WSI Co-
Managing Director, Robert Brown, who had over
ten years experience working in Korea. Robert suggested that
Andrew approach Mr. Park’s superior, Mr.
33. Song, directly. He further directed Andrew to present his case
to the Joint Venture committee if an
agreement was not reached with Mr. Song. Andrew had
discussed the issues with George Peterson and
Robert Brown, and they agreed that there was no reason for
Ellen to leave the project:
However, Robert’s message to me was that I had been too
compliant with the Koreans. It
was very important for the project to be completed on time, and
that I would be the one
held accountable for any delays. Addressing issues before the
Joint Venture committee
was the accepted dispute resolution process at JVI when an
internal conflict could not be
resolved. However, in most cases, the last thing a manager
wants is to be defending his
position before the Joint Venture committee. Mr. Song was in
line to move into senior
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Page 13 9A97G029
executive management. Taking the problem to the Joint
Venture committee would be a
way to force the issue with him.
34. Andrew attempted to come to a resolution with Mr. Park once
again, but he refused to compromise.
Andrew then tried to contact Mr. Song and was told he was out
of the office. Coincidentally, Mr. Song
visited the project site to see Mr. Park just as Ellen and Andrew
were completing a meeting. Ellen recalls
Mr. Song’s arrival:
Mr. Song walked into the project office expecting to find Mr.
Park. However, Mr. Park
was out visiting another project that morning. Mr. Song looked
around the project office
for a senior manager, and he saw Andrew. Mr. Song
approached Andrew and asked if Mr.
Park was in the office. Andrew responded that he was not. Mr.
Song proceeded to
comment that he understood there were some concerns about the
project work, and
suggested that perhaps, sometime, they could talk about it.
Andrew replied that they
needed to talk about it immediately.
Andrew met with Mr. Song in Mr. Park’s office, a makeshift set
of thin walls that enclosed a small office
area in one corner of the large open project office. Ellen was
working in an area just outside the office
when she heard Andrew’s voice rise. She heard him shout,
“Well, I don’t think you’re listening to what I
am saying.” Ellen was surprised to hear Andrew shouting. She
knew Andrew was very sensitive to what
should and should not be done in the Korean environment:
35. Andrew’s behavior seemed so confrontational. I believed this
behavior was unacceptable
in Korea. For a while, I heard a lot of murmuring, after which I
heard Andrew speak
adamantly, “No, I’m very serious. It doesn’t matter what has
been agreed and what has
not been agreed because most of our agreements were based on
inaccurate information.
We can start from scratch.” Mr. Song insisted that I was the
problem.
The Richard Ivey School of Business gratefully acknowledges
the generous support of The Richard and Jean Ivey Fund in
the development of this case as part of the Richard And Jean
Ivey Fund Asian Case Series.
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Boston College from Jan 2019 to May 2019.
Page 14 9A97G029
Exhibit 1
ORGANIZATIONAL STRUCTURE — FUNCTIONAL VIEW
36. Korean Conglomerate Inc.
(KSI)
Korea
Western Systems Inc.
(WSI)
U.S.A.
Joint Venture Inc.
(JVI)
Korea
Mr. Cho
Co-Managing Director
Joint Venture Inc.
(JVI)
Robert Brown
Co-Managing Director
Joint Venture Inc.
(JVI)
Mr. Song
Director
Joint Venture Inc.
(JVI)
Mr. Park
Manager
Joint Venture Inc.
(JVI)
37. Jack Kim
Consultant
Joint Venture Inc.
(JVI)
Bob Stewart
President - Region A
Western Systems Inc.
(WSI)
George Peterson
Senior VP
Systems Consulting Group
(SCG)
Brian McKenna
Vice-President
Systems Consulting Group
(SCG)
Andrew Kilpatrick
Principal
Systems Consulting Group
(SCG)
Ellen Moore
Senior Consultant
Systems Consulting Group
(SCG)
38. Scott Adams
Senior Consultant
Systems Consulting Group
(SCG)
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Page 15 9A97G029
Exhibit 2
ORGANIZATIONAL STRUCTURE — SI PROJECT TEAM
Korean Conglomerate Inc.
(KSI)
Korea
Western Systems Inc.
(WSI)
U.S.A.
Joint Venture Inc.
(JVI)
Korea
39. Mr. Cho
Co-Managing Director
Joint Venture Inc.
(JVI)
Robert Brown
Co-Managing Director
Joint Venture Inc.
(JVI)
Mr. Song
Director
Joint Venture Inc.
(JVI)
Mr. Park
Manager
Joint Venture Inc.
(JVI)
Jack Kim
Consultant
Joint Venture Inc.
(JVI)
Bob Stewart
President - Region A
Western Systems Inc.
(WSI)
40. George Peterson
Senior VP
Systems Consulting Group
(SCG)
Andrew Kilpatrick
Principal
Systems Consulting Group
(SCG)
Ellen Moore
Senior Consultant
Systems Consulting Group
(SCG)
Scott Adams
Senior Consultant
Systems Consulting Group
(SCG)
Korean Consultants (4)
Joint Venture Inc.
(JVI)
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41. Page 16 9A97G029
Exhibit 3
PROJECT TIME FRAME
Mr. Park, Manager
Joint Venture Inc. (JVI)
Team 1 (SI Project Team)
Team 2
Team 3
Team 4
42. Team 5
______________________ 7 months
_________________________________10 years
For the exclusive use of F. SUN, 2019.
This document is authorized for use only by FIONA SUN in
Project Management spring 2019 taught by AZA CHIRKOVA,
Boston College from Jan 2019 to May 2019.