The document discusses the process of assisting with policy development for client support, including reviewing change requests, modifying systems according to requested changes, and training on the use of modified systems. It provides information on receiving and documenting change requests, gathering system data, organizing relevant information, examining system data, identifying solutions, developing recommendations, planning solutions, and documenting recommended solutions. The document also covers preparing training, including assessing resources, providing induction information, developing training plans, and providing training records.
Seven Steps to Ethical Decision Making– Step 1 Define the p.docxedgar6wallace88877
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
Membership Knowledge Center Resources Training & Certification
Services Events About ECI !
SIGN IN
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what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
11/10/19, 10:28 PM
Page 2 of 9
Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
Written Case Analysis ModelStep 1. Problem Identification. The f.docxericbrooks84875
Written Case Analysis Model
Step 1. Problem Identification. The first step in your written analysis is to explicitly identify the major problem(s) in the case in one or two clear and precise sentences. For example, "The major problem in this case is a 15 percent increase in employee turnover compared to last year's rate." Herbert Simon, who received a Nobel Prize for his work on management decision making, has defined a problem as "a deviation from a standard." In other words, one way to identify a problem is to compare some desired state or objective with the actual situation. A problem or series of problems may prevent the organization from reaching its objectives or goals. A key point here is that in order to define a problem, there must be some type of standard for comparison. Possible standards include the organization's stated objectives or goals, objectives or goals of competing organizations, or standards based on normative prescriptions from human resource management theory.
It is important to remember that problems reside in the present. The problem is here and now!
Step 2. Identify the Causes of the Problem. Before proposing alternative solutions, the decision maker must have a clear understanding of the underlying causes of the problem. HRM problems are usually embedded in a larger context. This means the decision maker must examine internal and external environmental factors over time to isolate causal factors. Causes of problems tend to be historical in nature. To formulate a solid understanding of the specific causes, you should search for root causes and use relevant course concepts and theories to better define them. The "question syndrome" approach may be beneficial here: Why did the problem occur? When did it begin? Where does it occur? Where doesn't it occur? What effective HRM practices should the organization be using? What has the organization failed to do? What are the antecedents of the problem? Posing these questions will help you to probe beyond the symptoms to the root causes of the problem.
The process of identifying the causes of a problem is very much like hypothesis testing. You should set forth possible causes and then test them against the facts in the case. In writing this section, it is important to present a plausible discussion of the causes so as to convince the reader that your analysis is correct.
Step 3. Select Criteria. Your decision criteria serve to allow you the opportunity to evaluate each of your alternatives using the same measures. Many of the criteria that you will utilize in making HR decisions are qualitative in nature. There is a short list presented in your packet. In reality, all of these come into play. But importance to any problem will be different, which will require you to prioritize these for each different case. We will prioritize this list and use the most important three for each set of alternatives.
Step 4. Alternative
Solution
s. This step involves developing alternative.
Seven Steps to Ethical Decision Making– Step 1 Define the p.docxedgar6wallace88877
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
Membership Knowledge Center Resources Training & Certification
Services Events About ECI !
SIGN IN
This website uses cookies and
third party services. Settings "
OK
11/10/19, 10:28 PM
Page 1 of 9
what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
11/10/19, 10:28 PM
Page 2 of 9
Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
Written Case Analysis ModelStep 1. Problem Identification. The f.docxericbrooks84875
Written Case Analysis Model
Step 1. Problem Identification. The first step in your written analysis is to explicitly identify the major problem(s) in the case in one or two clear and precise sentences. For example, "The major problem in this case is a 15 percent increase in employee turnover compared to last year's rate." Herbert Simon, who received a Nobel Prize for his work on management decision making, has defined a problem as "a deviation from a standard." In other words, one way to identify a problem is to compare some desired state or objective with the actual situation. A problem or series of problems may prevent the organization from reaching its objectives or goals. A key point here is that in order to define a problem, there must be some type of standard for comparison. Possible standards include the organization's stated objectives or goals, objectives or goals of competing organizations, or standards based on normative prescriptions from human resource management theory.
It is important to remember that problems reside in the present. The problem is here and now!
Step 2. Identify the Causes of the Problem. Before proposing alternative solutions, the decision maker must have a clear understanding of the underlying causes of the problem. HRM problems are usually embedded in a larger context. This means the decision maker must examine internal and external environmental factors over time to isolate causal factors. Causes of problems tend to be historical in nature. To formulate a solid understanding of the specific causes, you should search for root causes and use relevant course concepts and theories to better define them. The "question syndrome" approach may be beneficial here: Why did the problem occur? When did it begin? Where does it occur? Where doesn't it occur? What effective HRM practices should the organization be using? What has the organization failed to do? What are the antecedents of the problem? Posing these questions will help you to probe beyond the symptoms to the root causes of the problem.
The process of identifying the causes of a problem is very much like hypothesis testing. You should set forth possible causes and then test them against the facts in the case. In writing this section, it is important to present a plausible discussion of the causes so as to convince the reader that your analysis is correct.
Step 3. Select Criteria. Your decision criteria serve to allow you the opportunity to evaluate each of your alternatives using the same measures. Many of the criteria that you will utilize in making HR decisions are qualitative in nature. There is a short list presented in your packet. In reality, all of these come into play. But importance to any problem will be different, which will require you to prioritize these for each different case. We will prioritize this list and use the most important three for each set of alternatives.
Step 4. Alternative
Solution
s. This step involves developing alternative.
Here are some slides on computer modeling. Very effective and well made slides. You can change the name and enjoy them in presentations amd assignments.hope any one seraching on this topic may find it helpful
The seven step problem solving technique
Divergent and convergent thinking must be balanced
Plan-Do-Check-Act (PDCA)
Root Cause analysis and Problem Solving Techniques
Fishbone diagram
MIND MAPPING TECHNIQUE
Stress management
Identifying Stressors
How to fight stress?
Here are some slides on computer modeling. Very effective and well made slides. You can change the name and enjoy them in presentations amd assignments.hope any one seraching on this topic may find it helpful
The seven step problem solving technique
Divergent and convergent thinking must be balanced
Plan-Do-Check-Act (PDCA)
Root Cause analysis and Problem Solving Techniques
Fishbone diagram
MIND MAPPING TECHNIQUE
Stress management
Identifying Stressors
How to fight stress?
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
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91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
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Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
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In a second workflow supporting the same use case, you’ll see:
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If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
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LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
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PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
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From Siloed Products to Connected Ecosystem: Building a Sustainable and Scala...
assist clients with Policy development to.docx
1. HARDWARE AND NETWORK SERVICING
Level -IV
Unit of Competence: Assist with Policy
Development for Client
Support
Module Title: Assisting with Policy
Development for Client
Support
LG Code: ICT HNS4 02 0710
LM Code: ICT HNS4 02 0710
Learning outcomes:
LO1: Review change requests
LO 2: Modify system according to requested changes
LO 3: Train on the use of modified system
2. Information Sheet # 1 change request
1 Introduction
A change request is a document containing a call for an adjustment of a
system. A change request is declarative, i.e. it states what needs to be
accomplished, but leaves out how the change should be carried out.
Important elements of a change request are an ID, the customer (ID), the
deadline (if applicable), an indication whether the change is required or
optional, the change type and a change abstract which is a piece of
narrative.
Change requests typically originate from one of five sources:
Problem reports that identify bugs that must be fixed, which forms
the most common source. (Note: A software bug is the common
term used to describe an error, flaw, mistake, failure or fault in a
computer program or system that produces an incorrect or
unexpected result or causes it to behave in unintended ways.
System enhancement requests from users,
Events in the development of other systems,
Changes in underlying structure and or standards (e.g. in software
development this could be a new operating system), and
Demands from senior management.
1.1. Receiving and documenting request
Requests you receive from your clients should be documented in a request
form. You may receive a request from your clients in different ways such as:
telephone, in person, in request form, email, etc. Prepare a request form in
your computer that contains detail information about the request and
document the requests on your form.
3. 1.2. Gathering of system data
After you create documentation for the requests you receive, you should
gather the systems data from the system itself using different diagnostic
tools. This will help you to identify what the real problem is.
1.3. Organize relevant information
The proposed changes are reviewed against current and future business
requirements.
1.4. Examining system data
System data are examined, with work team, in order to select appropriate
changes to be carried out.
Selected changes are discussed and clarified with client.
Problems can be defined broadly as situations in which we experience uncertainty or
difficulty in achieving what we want to achieve, e.g.
Stopping smoking is a problem when you decide you want to stop but cannot.
A computer malfunction is a problem if it prevents you completing work on
time.
An excessive workload is a problem when it interferes with your ability to work
effectively.
Poor communication is a problem when it reduces the efficiency of an
organization.
Problems arise when an obstacle prevents us reaching an objective, eg when a breakdown in a
company's manufacturing plant (the obstacle) prevents it fulfilling orders (the objective).
Information Sheet #2 System modification
4. Problem solving
As a student you are likely to be involved with a wide range of activities on campus, at work,
in your home and with your friends. At times during these activities challenges or problems
will arise. Often you would resolve these automatically, however sometimes you may
experience a significant problem which you find difficult to solve as quickly or as
automatically as you may under other circumstances.
Problem solving is a process and skill that you develop over time to be used when needing to
solve immediate problems in order to achieve a goal.
The stages of problem solving
There are many different ways to solve a problem, however all ways involve a series of steps.
The following is a seven-step problem solving model:
Step 1: Identify the problem
Firstly you need to identify and name the problem so that you can find an appropriate
solution. You may not be clear of what the problem is or feel anxious/confused about what is
5. getting in the way of your goals. Try talking to others, as this may help you identify the
problem.
Step 2: Explore the problem
When you are clear about what the problem is you need to think about from different angles.
You can ask yourself questions such as:
How is this problem affecting me?
How is it affecting others?
Who else experiences this problem?
What do they do about it?
Seeing the problem in different ways is likely to help you find an effective solution.
Step 3: Set goals
Once you have thought about the problem from different angles you can identify your goals.
What is it that you want to achieve? Sometimes you may become frustrated by a problem and
forget to think about what you want to achieve. For example, you might become ill, struggle
to complete a number of assignments on time and feel so unmotivated that you let due dates
pass.
Improve your health?
Increase your time management skills?
Complete the assignments to the best of your ability?
Finish the assignments as soon as possible?
If you decide your goal is to improve your health that will lead to different solutions to those
linked with the goal of completing your assignments as soon as possible. One goal may lead
you to a doctor and another may lead you to apply for extensions for your assignments. So
working out your goals is a vital part of the problem solving process.
6. Step 4: Look at Alternatives
When you have decided what your goal/s is you need to look for possible solutions. The more
possible solutions you find the more likely it is that you will be able to discover an effective
solution. You can brain-storm for ideas. The purpose of brain-storming is to collect together a
long list of possibilities. It does not matter whether the ideas are useful or practical or
manageable: just write down the ideas as they come into your head. Some of the best
solutions arise from creative thinking during brain-storming. You can also seek ideas about
possible solutions by talking to others. The aim is to collect as many alternative solutions as
possible.
Step 5: Select a possible solution
From the list of possible solutions, you can sort out which are most relevant to your situation
and which are realistic and manageable. You can do this by predicting the outcomes for
possible solutions and also checking with other people what they think the outcomes may be.
When you have explored the consequences, you can use this information to identify the
solution which is most relevant to you and is likely to have the best outcomes for your
situation.
Step 6: Implement a possible solution
Once you have selected a possible solution you are ready to put it into action. You will need
to have energy and motivation to do this because implementing the solution may take some
time and effort. You can prepare yourself to implement the solution by planning when and
how you will do it, whether you talk with others about it, and what rewards you will give
yourself when you have done it.
Step 7: Evaluate
Just because you have implemented the best possible solution, you may not have
automatically solved your problem, so evaluating the effectiveness of your solution is very
important. You can ask yourself (and others):
How effective was that solution?
7. Did it achieve what I wanted?
What consequences did it have on my situation?
If the solution was successful in helping you solve your problem and reach your goal, then
you know that you have effectively solved your problem. If you feel dissatisfied with the
result, then you can begin the steps again.
When to use problem solving
You can solve problem anytime you experience a challenge or have a goal to achieve. You
can use the problem solving model to look for solutions to concerns connected with your
study or other aspects of your life. You can take the problem solving steps by yourself, with a
friend or others. Problem solving with others is often very effective because you have access
to a wide variety of viewpoints and potential solutions. The problem solving model is a useful
resource for you to utilise in all aspects of your life and when dealing with challenging
situations.
The skills of problem solving
Problem solving requires two distinct types of mental skill, analytical and creative.
Analytical or logical thinking includes skills such as ordering, comparing, contrasting,
evaluating and selecting. It provides a logical framework for problem solving and helps to
select the best alternative from those available by narrowing down the range of possibilities
(a convergent process). Analytical thinking often predominates in solving closed
problems, where the many possible causes have to be identified and analyzed to find the real
cause. Some other terms which are often used in discussions of creativity include:
Intuition - the ability to draw conclusions based on impressions and feelings rather
than hard facts. It is a characteristic of right-brain thinking and some people rely on it
more than others.
Incubation - the period between stopping conscious work on a problem and the
time when we become aware of a solution or part solution. People struggling with
8. problems often suddenly become aware of a solution after a period of incubation,
during which the mind is occupied by other things.
Invention - the creation of new, meaningful ideas or concepts.
Innovation - putting new ideas or concepts to a practical use, as in the development
of a new product or service.
1.5. Identify solution to solve problems
Even though every problem has a solution, each problem and its best solution
should be identified. A single problem may have many solutions or different
way of solving that problem, but the best way or the best solution should be
identified.
1.6.Developing recommendations
There may be different recommendations to solve a single problem, develop/collect
these recommendations from your work team, your experience, etc to get the best
solution.
1.7. Planning solutions
Planning helps you to identify the best solution in terms of time, practice, cost, etc.
After you collect the recommendations you should prepare a plan for implementation
and evaluation. Your plan may include the best solution, implementation and
evaluation.
1.8. Document recommended solutions
After you plan you are going to prepare technical documentation for the
recommended solutions and submit to the appropriate person for confirmation.
Information Sheet # 3 Prepare training
Preparation of training
9. Once a training organization has accepted its role to deliver the training for the apprenticeship
or traineeship, it needs to assist all parties to prepare for training. This includes:
Resource assessment: The training organization must assess the employer's
training resources to ensure the facilities, range of work, supervision and training is
adequate for the school-based apprentice or trainee to achieve the outcomes of the
training plan.
Induction information: The training organization is required to provide (or
arrange to provide) the employer and the school-based apprentice or trainee with
induction information when they commence the apprenticeship or traineeship. This
induction information must include:
the rights and responsibilities of all parties to the apprenticeship or traineeship
training organization grievance procedures and avenues to appeal assessment
Information about training costs including training delivery costs, tuition fees,
student services fees and any other fees. (Please note if training is funded
through User Choice, the training organization may exempt the school-based
apprentice and trainee from tuition fees).
Training plan: A training plan must be developed for each school-based
apprentice and trainee. The training plan outlines the training to be delivered to the
apprentice or trainee by the employer and the training organization.
The training organization is required to negotiate the development of the training plan
with the employer, the school-based apprentice or trainee, and the school. It is
important that the training plan is tailored to each workplace and individual school-
based apprentice or trainee.
The training organization must take all reasonable steps to ensure that the training
plan is negotiated and signed during the probationary period of the apprenticeship or
traineeship.
Training record: The training organization must provide the school-based
apprentice or trainee with a training record within 14 days of the training plan being
signed.
The training record documents the school-based apprentice or trainee's progress and
achievement of the competencies as outlined in the training plan.
10. There is no set format for a training record. It may be kept in any way the training
organization considers appropriate. For example, the training record may be kept in
booklet form, or in an electronic format.
The school-based apprentice or trainee is responsible for looking after the training
record and must make it available for inspection or updating when required by the
training organization or employer.