Avoiding/Surviving Litigation: Best Practices for Nonprofit
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Best practices and tips for avoiding litigation, and if the unthinkable happens, making sure it doesn't detract from your ability to fulfill your organization's mission.
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Business Continuity Planning Presentation Overview
The document outlines the key steps in developing a business continuity plan, including performing a business impact analysis, developing recovery strategies, creating the plan, and maintaining the plan through regular exercises. It discusses defining critical processes, employees, vendors, and locations and assigning roles and responsibilities to teams to ensure business functions can continue during a disruption. The six steps to building continuity plans are also presented.
Sooner or later you’ll find your-self leading a team where one.docx
Sooner or later you’ll find your-self leading a team where one
or more of your people work
remotely. You can turn this situa-
tion into an advantage by leverag-
ing diverse backgrounds and
highly motivated employees. To do
this, you’ll need to avoid the possi-
ble communication and effective-
ness pitfalls and make sure you’re
making use of all the means at
your disposal to operate effectively
from a distance. Interestingly
enough, my experiences in P&G as
both a remote manager and a
remote employee have made me a
more disciplined manager.
Various situations, be it with
remote teams who work from
their homes or international
employees in different time zones,
bring unique characteristics to
which you’ll need to adjust your
management style. That said, the
basics for any manager remain the
same—you just have to do them
better. Do them well, and you’ll
have a highly energized and driven
work team. The consequences of
not doing so are twice as disas-
trous with remote teams.
What You Can Do
Let me share some of my favorite
must-do items for any remote
leader.
1. Energize your team with a
vision. To win as a team and as an
organization, it’s critical to involve
your remote group in the creation
and deployment of a common
vision. Ask yourself what your
most important breakthrough will
be, and set this as the direction
that propels your people and your
action plan. If it isn’t possible to do
this face to face, take time to have a
brainstorming forum, group chats,
and calls with video where you
come to a clear, meaningful state-
ment of the accomplishment your
team will be known for.
2. Engage them with a robust
action plan. This is probably one
of the most critical aspects of
remote leadership. Each team
member needs to feel engaged and
have a clear understanding about
what will be requested from them
or their teams, how it will be mea-
sured, and when you will expect it.
To do this well is to set a solid
foundation and clear the way for
what will come. Draft an action
plan with a clear link to your
vision, and engage each team
member individually with the
objectives assigned to them. Align
on the way updates will be pre-
sented and on key milestones.
Give examples of the way you like
updates to be presented and the
data you expect to see in them.
3. Be in touch with your team.
You need to be disciplined about
having periodic touchpoints in
order to stay connected. Watch out
for overly independent employees
who think they don’t need direc-
tion and allow the distance to
grow. It’s important to align prior-
ities, review action-plan progress,
and talk about career develop-
ment. It also doesn’t hurt to build
a personal relationship that fosters
trust and open communication.
Though there are various con-
straints, mostly financial, make
sure to schedule face-to-face time
as much as possible, and, again,
make use of the vast array of avail-
able videoconferencing te.
Grant proposal checklist handout
The document provides an 11-point checklist for developing a successful grant proposal. It advises writing in a clear, personable way and including: an introduction to your organization; a definition of the problem and those affected; goals and objectives for the project; an evaluation plan; a budget; and supporting materials in an appendix. Follow-up includes securing future funding, reporting results, and communicating changes or questions to funders to build goodwill.
Strategic Planning for Coops Finance Cluster
The document discusses strategic planning models and processes that can be used by civil society organizations, including issue-based planning which focuses on understanding key issues, and gap planning which identifies gaps between the current and desired states. It also outlines the importance of stakeholder analysis and formulating a clear vision and mission in the strategic planning process. Environmental scanning, strategy formulation and implementation are presented as important components of developing an effective strategic plan.
Strategic Planning for Coops Finance Cluster
The document discusses strategic planning concepts and models for cooperatives and civil society organizations. It begins with an overview of strategic planning and discusses key aspects like environmental scanning, vision/mission formulation, and stakeholder analysis. It then covers specific strategic planning models like issue-based planning and gap planning that are relevant for CSOs. The document emphasizes that strategic planning helps organizations clarify priorities and direction to better achieve their mission amid changing circumstances. Overall, the document provides a concise introduction to strategic planning principles and processes for nonprofit organizations.
Solved mba assignments
Dear students, get fully solved assignments by professionals
Do send your query at :
help.mbaassignments@gmail.com
or call us at :08263069601
#CU11: Notes on "Governance, technology, and staff - The critical links betwe...
These are notes from Jean Roberts on her presentation, "Governance, technology, and staff - The critical links between them"
==
Every nonprofit Board needs to consider these three questions about their own nonprofit:
1. Has the development of technology left the importance and value of the human factors (i.e. people) behind?
2. Are we bringing people’s competency along at a rate sufficient for them to be comfortable, confident and competent with technology?
3. Is technology working better than what it is meant to replace?
Recommended
De vry university hsm 340 homework help
Get professional solution for assignment help,homework help,easy writing help,and This is Writing for all Universities in USA,UK,and Australia.
Business Continuity Planning Presentation Overview
The document outlines the key steps in developing a business continuity plan, including performing a business impact analysis, developing recovery strategies, creating the plan, and maintaining the plan through regular exercises. It discusses defining critical processes, employees, vendors, and locations and assigning roles and responsibilities to teams to ensure business functions can continue during a disruption. The six steps to building continuity plans are also presented.
Sooner or later you’ll find your-self leading a team where one.docx
Sooner or later you’ll find your-self leading a team where one
or more of your people work
remotely. You can turn this situa-
tion into an advantage by leverag-
ing diverse backgrounds and
highly motivated employees. To do
this, you’ll need to avoid the possi-
ble communication and effective-
ness pitfalls and make sure you’re
making use of all the means at
your disposal to operate effectively
from a distance. Interestingly
enough, my experiences in P&G as
both a remote manager and a
remote employee have made me a
more disciplined manager.
Various situations, be it with
remote teams who work from
their homes or international
employees in different time zones,
bring unique characteristics to
which you’ll need to adjust your
management style. That said, the
basics for any manager remain the
same—you just have to do them
better. Do them well, and you’ll
have a highly energized and driven
work team. The consequences of
not doing so are twice as disas-
trous with remote teams.
What You Can Do
Let me share some of my favorite
must-do items for any remote
leader.
1. Energize your team with a
vision. To win as a team and as an
organization, it’s critical to involve
your remote group in the creation
and deployment of a common
vision. Ask yourself what your
most important breakthrough will
be, and set this as the direction
that propels your people and your
action plan. If it isn’t possible to do
this face to face, take time to have a
brainstorming forum, group chats,
and calls with video where you
come to a clear, meaningful state-
ment of the accomplishment your
team will be known for.
2. Engage them with a robust
action plan. This is probably one
of the most critical aspects of
remote leadership. Each team
member needs to feel engaged and
have a clear understanding about
what will be requested from them
or their teams, how it will be mea-
sured, and when you will expect it.
To do this well is to set a solid
foundation and clear the way for
what will come. Draft an action
plan with a clear link to your
vision, and engage each team
member individually with the
objectives assigned to them. Align
on the way updates will be pre-
sented and on key milestones.
Give examples of the way you like
updates to be presented and the
data you expect to see in them.
3. Be in touch with your team.
You need to be disciplined about
having periodic touchpoints in
order to stay connected. Watch out
for overly independent employees
who think they don’t need direc-
tion and allow the distance to
grow. It’s important to align prior-
ities, review action-plan progress,
and talk about career develop-
ment. It also doesn’t hurt to build
a personal relationship that fosters
trust and open communication.
Though there are various con-
straints, mostly financial, make
sure to schedule face-to-face time
as much as possible, and, again,
make use of the vast array of avail-
able videoconferencing te.
Grant proposal checklist handout
The document provides an 11-point checklist for developing a successful grant proposal. It advises writing in a clear, personable way and including: an introduction to your organization; a definition of the problem and those affected; goals and objectives for the project; an evaluation plan; a budget; and supporting materials in an appendix. Follow-up includes securing future funding, reporting results, and communicating changes or questions to funders to build goodwill.
Strategic Planning for Coops Finance Cluster
The document discusses strategic planning models and processes that can be used by civil society organizations, including issue-based planning which focuses on understanding key issues, and gap planning which identifies gaps between the current and desired states. It also outlines the importance of stakeholder analysis and formulating a clear vision and mission in the strategic planning process. Environmental scanning, strategy formulation and implementation are presented as important components of developing an effective strategic plan.
Strategic Planning for Coops Finance Cluster
The document discusses strategic planning concepts and models for cooperatives and civil society organizations. It begins with an overview of strategic planning and discusses key aspects like environmental scanning, vision/mission formulation, and stakeholder analysis. It then covers specific strategic planning models like issue-based planning and gap planning that are relevant for CSOs. The document emphasizes that strategic planning helps organizations clarify priorities and direction to better achieve their mission amid changing circumstances. Overall, the document provides a concise introduction to strategic planning principles and processes for nonprofit organizations.
Solved mba assignments
Dear students, get fully solved assignments by professionals
Do send your query at :
help.mbaassignments@gmail.com
or call us at :08263069601
#CU11: Notes on "Governance, technology, and staff - The critical links betwe...
These are notes from Jean Roberts on her presentation, "Governance, technology, and staff - The critical links between them"
==
Every nonprofit Board needs to consider these three questions about their own nonprofit:
1. Has the development of technology left the importance and value of the human factors (i.e. people) behind?
2. Are we bringing people’s competency along at a rate sufficient for them to be comfortable, confident and competent with technology?
3. Is technology working better than what it is meant to replace?
Exec Job Shadow Checklist 2016
The document provides guidance for outgoing student union executives to prepare incoming executives for their new role through job shadowing. It outlines expectations for the job shadowing experience and recommends executives schedule at least 35 hours. The checklist covers key areas for outgoing executives to explain to successors, including job content and responsibilities, committee and advocacy work, strategic awareness, office administration and finances, connecting with students, and privileges of the role. It aims to help incoming executives learn from their predecessors and have a smooth transition into their new position.
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The document discusses CSIRT management issues. Specifically, it outlines the responsibilities of CSIRT managers which include setting strategy and direction, planning budgets and workforce, facilitating communication, gathering support, and hiring and mentoring staff. It also discusses challenges managers face such as staffing shortages, budget issues, lack of visibility and procedural reviews. Potential incident management challenges include politics, lack of available data, inadequate tools, untested processes, and imbalance of skills within the team.
University of phoennix mgt 521 (2)
Get professional solution for assignment help,homework help,easy writing help,and This is Writing for all Universities in USA,UK,and Australia.
How Strategic Human Resource Communications Influence Hiring Practice
This eBook chapter focuses on the best practices of HR Marketing Communications and provides case studies and references to help Human Resource professionals understand the importance and differences with various HR marketing communication tactics.
Blueprint for Building a Successful Political Action Committee
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Maynard playbook for diverse audiences - Felecia D. Henderson or Jean Marie B...
Maynard playbook for diverse audiences - Felecia D. Henderson or Jean Marie B...News Leaders Association's NewsTrain
Following “Fault Lines” to improve accuracy and build trust was a training session at Illinois NewsTrain taught by Felecia D. Henderson or Jean Marie Brown. The U.S. population is expected to become older and more racially and ethnically diverse in coming years. How can journalists be better prepared to build trust and connect with those growing communities? The Maynard Institute for Journalism Education offers a way of viewing society along five “Fault Lines” that can be a useful tool to ensure more representative and accurate coverage. The slides from the presentation are not available, but this is the accompanying handout. Felecia D. Henderson is the director for cultural competency at the Maynard Institute for Journalism Education and leads its Fault Lines training program. Jean Marie Brown is an assistant professor at Texas Christian University and a senior Fault Lines trainer for the Maynard Institute. For more information on the News Leaders Association's NewsTrain, see https://www.newsleaders.org/newstrain.Class #2 Strategic Design of HRD ProgramsBACKGROUND.docx
Class #2: Strategic Design of HRD Programs
BACKGROUND ISSUES
Strategic Business Planning;
Strategic Human Resource Development; Traditional Focus of HRD
Lesson ObjectivesBackground issues, the HRD practitionersWhat is Strategic Human Resource Development (SHRD) & its focus?Model for Strategic Business Plan (SBP)Eight steps of Strategic Business PlanningFive key assumptions of SBPFour key assumptions of SHRD
Background IssuesHRD practitioners defined as “Strategists”Develop long range plans for training and development. (Models of Excellence, 1983, p.91)Chief responsibility is to manage the HRD dept. strategicallyDept. planning is important BUT organizational planning for leaning is more important HRD dept strategy… should be related to the organizational strategy
*
Develop long range plans for what the training and dev. structure, organization & direction, policies, programs, services, & practices will be in order to accomplish the training and dev. mission (Models of Excellence, 1983, p.91)
Chief resp: manage the HRD dept. strategically rather than lead efforts to formulate & implement a unified plan to guide the direction of learning in an organization
Dept. planning is important BUT not as important as organizational planning for leaning
The strategy of HRD dept. should be related to what the org should do to encourage planned learning that supports business and staffing plans
Problem/Confusion/Dilemma?HRD practitioners often not included in top-level discussions about business plans..Problem for HR practitioners: Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR dept
*
HRD practitioners often not included in top-level discussions about business plans, yet most amenable to supporting business plans…least used
Problem for HR practitioners:
Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR action
Strategic Human Resource Dev. (SHRD)The process of changing an organization, stakeholders outside it, groups inside it, & people employed through planned learning so that they possess the skills and knowledge needed in the future
*
Focus for SHRDSHRD focuses on HRD effortCoordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Org. Strategy for HRDComprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet business & staffing objectives through organized learning.
*
SHRD focuses on HRD effort:
Coordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Organizational Strategy for HRD
Comprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet bus ...
Directing_Success.pdf
The document outlines 10 steps for an executive sponsor to ensure the successful implementation and ongoing success of a Sales and Operations Planning (S&OP) process. The steps include developing a clear vision, allocating necessary resources, managing project scope, providing guidance to the team, championing peer support, ensuring the S&OP team makes key business decisions, demanding measurable results, being visible as the accountable sponsor, celebrating wins, and visualizing the next stage of maturity for continuous improvement. Following these 10 steps will help the executive sponsor position S&OP to effectively coordinate business planning and strategy execution.
02 strategic training
This document discusses strategic training and how a company's business strategy influences its training approach. It addresses how business strategies like concentration, internal growth, external growth, and divestment create different training needs. The document also summarizes different models for organizing a company's training function, including faculty, customer, matrix, and corporate university models. Finally, it describes how a virtual training organization can contribute to a company's business strategy by being customer-focused, providing customized solutions, and involving line managers.
Presentation 5 act 1 whs ca
This document outlines the duties and responsibilities of a Floor Shift Supervisor at a community services organization (CSO). It details the induction process for new employees, including: ensuring paperwork is completed; providing a facility tour; establishing personal work goals; explaining documentation requirements like the Daily Individual Log of Occupation (DILO) worksheet; and arranging for uniforms, protective equipment, and workspaces. It emphasizes the importance of the DILO system for work analysis, accreditation, and continuous improvement. The document stresses communication, change management, workforce development, and employee satisfaction to help the CSO succeed in its mission.
Adl 09
This document discusses the need for training and development in organizations and how training needs are assessed. It provides definitions of training and development, noting that training increases skills for a specific job while development brings broader improvements. The key needs for training and development are to meet job expectations, improve skills and knowledge, reduce costs and improve quality, safety, motivation, and performance. Training needs can be identified through organizational analysis of objectives and resource utilization, job analysis of tasks and skills required, and individual analysis of performance reviews. Proper training and development leads to benefits like improved productivity, quality, and motivation of employees.
Running head VIRTUAL TEAM REPORT .docx
Running head: VIRTUAL TEAM REPORT 1
VIRTUAL TEAM REPORT 8Virtual Team ReportStudent’s Name
Institution Affiliation
Virtual Team ReportIntroduction
This is a detailed report on the creation of a professional team to oversee the opening of our third branch in New York. At Signature restaurant, we believe in passion and excellence towards our main goal, customer satisfaction. The team is meant to oversee the establishment of the main divisions of the restaurant: Kitchen, ICT & management and customer service. The kitchen department will be in charge of all food preparation affairs, including but not limited to ordering the required food stuff and other ingredients. The ICT and Management department will be responsible for human resourcing, ICT infrastructure and services and general restaurant management. It will also be expected to keep an ordered track of the restaurant performance in terms of finances, customer base and establish the most favorite dishes and orders by processing the data captured by the service department.
The customer service department will be responsible for taking customer orders, serve customers will respective foods , drinks , junks and drinks as orders. The department will also be responsible for taking and implementing customer feedback. The department will be responsible for maintaining the restaurant image to the customers and other guests. This team will be formed from amongst the successful job applicants, consultancies and the senior employees from across our branches. According to Breuer et al (2015), virtual teams are formed by bring together groups of professionals who are not in the same physical location. Their communication and time schedules could be a big challenge to the team leader, and hence, there is need to observe key tips and tricks when forming virtual teams.Team Members
As mentioned above, the team will be formed by members from the successful job applicants, consultancies partners, and senior employees. The table below represents this information in a more precise and understandable manner.
Table 1 Team Members
#
Name
Source
Role
Comments
1
Morris Hughes
IRS Consultancies
Consultancy Services
2
Martin Petersen
ICT & Management, Illinois
ICT & Management
3
Veronica Donald
New Recruit
Service
4
Mitchell Mold
New Recruit
Service
5
Dominic Purcell
New Recruit
Kitchen & Catering
6
Antonio Benedict
Management, Tosho Branch
ICT and Management
7
Stella Martins
New Recruit
Kitchen & Catering
Team Selection Procedure and Communication Channels
All the team members are already conversant with what happens in our line of restaurants except the new recruits. However, the recruits have been vetted and found to understand what awaits then should they join Tosho Line of Restaurants. Due to the nature of virtual teams.
OL 663 Milestone One Guidelines and Rubric In the final.docx
OL 663 Milestone One Guidelines and Rubric
In the final project, you will be developing a change plan for the “Alaska Airlines: Navigating Change.” In The Heart of Change Field Guide: Tools and Tactics for
Leading Change in Your Organization, Cohen explains what is required from the leader and other parts of the organization to deliver Kotter’s steps successfully
as a change intervention.
Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s first
two steps of establishing a sense of urgency and creating the guiding team in a change effort and (b) reflect on what you think should have been done in the
change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 1 and 2.
This milestone will help you build Section I parts A and B of your final project.
A. Create Urgency
1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place.
2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?
3. Describe the strategy you will use to get support from your employees. How will this strategy be effective?
B. Build a Guiding Coalition
1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with
experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding
coalition as you see fit.
2. Determine steps you can take to ensure commitment from those involved. Describe those steps.
Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-
inch margins, and at least three sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Change Plan: Urgency Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place,
but plan is misaligned with the
problem
Does not describe a plan to
create urgency within the
organization
20
http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Change Plan:
Processes
Meets “Proficient” criteria, and
description is well supported
with examples
Identifies current pr.
SMU Solved Assignment MB0052
Corporate strategy differs between small businesses, multinational corporations, public sector organizations, and non-profits. For small businesses, excellent customer service is key to standing out, while avoiding biting off more than they can chew. Multinationals must adapt strategies to different countries and recognize the need to localize. Public sector strategy involves economic development plans, sector competitiveness, and fiscal reforms. Non-profits have a mission statement and scan the environment for opportunities while anticipating threats.
How to attract (and hire and keep) a capable portfolio company ceo
Sometimes private equity firms have trouble landing the CEO of their dreams. The firm identifies him or her (or thinks it has) but then the candidate chooses not to pursue the opportunity or even turns down the offer. While some of the blame may fairly belong to a search firm, much of the blame may belong to the private equity firm. You may not be doing everything you can to be attractive to the best CEOs. And even if you haven't had a problem, you might have some room for improvements that could help you, your CEOs and your investors.
Focusing An Organization - Australia 2010
Focusing an Entire Organization through the Most Effective Yearly, Quarterly and Weekly Meetings - To get results it’s the leaderships responsibility to determine the company’s objectives and develop the proper accountability system to accomplish them. In this session you’ll learn the three different style meetings that will get you there and in the process focus the entire organization.
2014 Continuous Improvement Forum Slides
September 2014, JumpShift invited me to speak at the 2014 Continuous Improvement Forum in Auckland . I shared my insights on designing corporate training of Continuous Improvement Tools.
The presentation that I gave has a simple-yet-powerful approach to the development of training around Continuous Improvement Tools -and any type of training for that matter.
Strategicmanagement 120531090511-phpapp02
This document provides an overview of strategic management and planning concepts for healthcare organizations. It defines key terms like strategic management, strategic planning, strategy, and strategic issues. It discusses the major stages of strategic planning including analyzing internal/external environments and formulating, implementing, and evaluating strategies. The document also covers developing vision and mission statements, performing stakeholder and environmental scans, and identifying different types of strategies. The overall purpose is to explain the importance of strategic management for healthcare organizations and the main concepts and processes involved.
1st edition, 2009 ISBN 10 0131525328; 13 9780131525320 .docx
1st edition, 2009
ISBN: 10: 0131525328; 13: 9780131525320
BAM510
Human Resource Management
Text: Human Resource Management
Authors:
David Lepak and Mary Gowan
Publisher:
Pearson Prentice Hall
-
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BAM 510 Human Resource Management
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1) A human resources department may provide all of the following functions EXCEPT:
a. providing legal advice to employees.
b. payroll processing.
c. placing recruitment advertisements.
d. delivering training programs.
e. employee benefits administration.
2) Work design and work force planning is one out of the three primary HR activities mentioned
in the text. What else from the list below is considered to be a primary HR activity?
a. Managing employee competencies
b. Recruitment and selection
c. Negotiating labor agreements
d. Benefits and compensation
e. Health and safety
3) EFG Transport expanded its customer service area to include three additional states. After
hiring 75 employees to help support operations in this area, EFG learned of an additional
competitor which entered the market shortly after they did. Due to this, the demand for their
services was not at the level which was expected or budgeted. EFG may consider using all of
the following to deal with their labor force issue EXCEPT:
a. leave positions vacant when someone resigns.
b. hire temporary employees.
c. layoff employees.
d. offer early retirement options.
e. transfer employees to another region.
4) How well an employee performs their job is determined by all of the following EXCEPT:
a. attitude with which the employee approaches the work.
b. market demand for the company's product.
c. nature of the work environment.
d. knowledge, skills and abilities of the employee.
e. access to the appropriate supplies and equipment to perform the job.
5) To achieve Internal alignment, a company needs which of the following?
a. a common understanding of the goals of a company
b. the motivation to do a good job and the tools to perform the job.
c. the tools to perform the job and the competency to complete the tasks.
d. resources to encourage motivation
e. All of the above.
3
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BAM 510 Human Resource Management
6) John performs his work as a retail clerk in a satisfactory manner. He has good attendance and
arrives on time, he completes special tasks as assigned, and he assists customers as
necessary with few customer complaints. He has attended all of the required training for the
job but has not made an effort to do any additional training Or learn new tasks to make
himself more promotable. John is satisfied with being average. As his manager, you would
describe John as someone who:
a. has low motivation and low compet.
First and Foremosts March 2022
The document provides updates on various employment law topics from Lerch, Early & Brewer. It summarizes changes and guidance from the EEOC, DOL, CDC, OSHA, and other agencies. Key updates include the EEOC clarifying religious objections to vaccine requirements and COVID-19 as a disability; DC enacting COVID-19 vaccination leave; states restricting vaccine mandates; the CDC updating masking guidance; and OSHA announcing increased inspections at healthcare facilities.
Osh as new vaccine mandate and testing policy presentation 11-11-2021
The much-anticipated OSHA Emergency Temporary Standard (ETS) requiring employers with 100 or more employees to mandate their employees be vaccinated or submit to testing was released on Thursday, November 4, and has already been temporarily suspended by a Federal Circuit Court of Appeals. On November 11, Lerch Early employment attorneys Julie Reddig, Michael Neary, and Nicole Behrman discussed the ETS.
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Maynard playbook for diverse audiences - Felecia D. Henderson or Jean Marie B...News Leaders Association's NewsTrain
Following “Fault Lines” to improve accuracy and build trust was a training session at Illinois NewsTrain taught by Felecia D. Henderson or Jean Marie Brown. The U.S. population is expected to become older and more racially and ethnically diverse in coming years. How can journalists be better prepared to build trust and connect with those growing communities? The Maynard Institute for Journalism Education offers a way of viewing society along five “Fault Lines” that can be a useful tool to ensure more representative and accurate coverage. The slides from the presentation are not available, but this is the accompanying handout. Felecia D. Henderson is the director for cultural competency at the Maynard Institute for Journalism Education and leads its Fault Lines training program. Jean Marie Brown is an assistant professor at Texas Christian University and a senior Fault Lines trainer for the Maynard Institute. For more information on the News Leaders Association's NewsTrain, see https://www.newsleaders.org/newstrain.Class #2 Strategic Design of HRD ProgramsBACKGROUND.docx
Class #2: Strategic Design of HRD Programs
BACKGROUND ISSUES
Strategic Business Planning;
Strategic Human Resource Development; Traditional Focus of HRD
Lesson ObjectivesBackground issues, the HRD practitionersWhat is Strategic Human Resource Development (SHRD) & its focus?Model for Strategic Business Plan (SBP)Eight steps of Strategic Business PlanningFive key assumptions of SBPFour key assumptions of SHRD
Background IssuesHRD practitioners defined as “Strategists”Develop long range plans for training and development. (Models of Excellence, 1983, p.91)Chief responsibility is to manage the HRD dept. strategicallyDept. planning is important BUT organizational planning for leaning is more important HRD dept strategy… should be related to the organizational strategy
*
Develop long range plans for what the training and dev. structure, organization & direction, policies, programs, services, & practices will be in order to accomplish the training and dev. mission (Models of Excellence, 1983, p.91)
Chief resp: manage the HRD dept. strategically rather than lead efforts to formulate & implement a unified plan to guide the direction of learning in an organization
Dept. planning is important BUT not as important as organizational planning for leaning
The strategy of HRD dept. should be related to what the org should do to encourage planned learning that supports business and staffing plans
Problem/Confusion/Dilemma?HRD practitioners often not included in top-level discussions about business plans..Problem for HR practitioners: Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR dept
*
HRD practitioners often not included in top-level discussions about business plans, yet most amenable to supporting business plans…least used
Problem for HR practitioners:
Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR action
Strategic Human Resource Dev. (SHRD)The process of changing an organization, stakeholders outside it, groups inside it, & people employed through planned learning so that they possess the skills and knowledge needed in the future
*
Focus for SHRDSHRD focuses on HRD effortCoordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Org. Strategy for HRDComprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet business & staffing objectives through organized learning.
*
SHRD focuses on HRD effort:
Coordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Organizational Strategy for HRD
Comprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet bus ...
Directing_Success.pdf
The document outlines 10 steps for an executive sponsor to ensure the successful implementation and ongoing success of a Sales and Operations Planning (S&OP) process. The steps include developing a clear vision, allocating necessary resources, managing project scope, providing guidance to the team, championing peer support, ensuring the S&OP team makes key business decisions, demanding measurable results, being visible as the accountable sponsor, celebrating wins, and visualizing the next stage of maturity for continuous improvement. Following these 10 steps will help the executive sponsor position S&OP to effectively coordinate business planning and strategy execution.
02 strategic training
This document discusses strategic training and how a company's business strategy influences its training approach. It addresses how business strategies like concentration, internal growth, external growth, and divestment create different training needs. The document also summarizes different models for organizing a company's training function, including faculty, customer, matrix, and corporate university models. Finally, it describes how a virtual training organization can contribute to a company's business strategy by being customer-focused, providing customized solutions, and involving line managers.
Presentation 5 act 1 whs ca
This document outlines the duties and responsibilities of a Floor Shift Supervisor at a community services organization (CSO). It details the induction process for new employees, including: ensuring paperwork is completed; providing a facility tour; establishing personal work goals; explaining documentation requirements like the Daily Individual Log of Occupation (DILO) worksheet; and arranging for uniforms, protective equipment, and workspaces. It emphasizes the importance of the DILO system for work analysis, accreditation, and continuous improvement. The document stresses communication, change management, workforce development, and employee satisfaction to help the CSO succeed in its mission.
Adl 09
This document discusses the need for training and development in organizations and how training needs are assessed. It provides definitions of training and development, noting that training increases skills for a specific job while development brings broader improvements. The key needs for training and development are to meet job expectations, improve skills and knowledge, reduce costs and improve quality, safety, motivation, and performance. Training needs can be identified through organizational analysis of objectives and resource utilization, job analysis of tasks and skills required, and individual analysis of performance reviews. Proper training and development leads to benefits like improved productivity, quality, and motivation of employees.
Running head VIRTUAL TEAM REPORT .docx
Running head: VIRTUAL TEAM REPORT 1
VIRTUAL TEAM REPORT 8Virtual Team ReportStudent’s Name
Institution Affiliation
Virtual Team ReportIntroduction
This is a detailed report on the creation of a professional team to oversee the opening of our third branch in New York. At Signature restaurant, we believe in passion and excellence towards our main goal, customer satisfaction. The team is meant to oversee the establishment of the main divisions of the restaurant: Kitchen, ICT & management and customer service. The kitchen department will be in charge of all food preparation affairs, including but not limited to ordering the required food stuff and other ingredients. The ICT and Management department will be responsible for human resourcing, ICT infrastructure and services and general restaurant management. It will also be expected to keep an ordered track of the restaurant performance in terms of finances, customer base and establish the most favorite dishes and orders by processing the data captured by the service department.
The customer service department will be responsible for taking customer orders, serve customers will respective foods , drinks , junks and drinks as orders. The department will also be responsible for taking and implementing customer feedback. The department will be responsible for maintaining the restaurant image to the customers and other guests. This team will be formed from amongst the successful job applicants, consultancies and the senior employees from across our branches. According to Breuer et al (2015), virtual teams are formed by bring together groups of professionals who are not in the same physical location. Their communication and time schedules could be a big challenge to the team leader, and hence, there is need to observe key tips and tricks when forming virtual teams.Team Members
As mentioned above, the team will be formed by members from the successful job applicants, consultancies partners, and senior employees. The table below represents this information in a more precise and understandable manner.
Table 1 Team Members
#
Name
Source
Role
Comments
1
Morris Hughes
IRS Consultancies
Consultancy Services
2
Martin Petersen
ICT & Management, Illinois
ICT & Management
3
Veronica Donald
New Recruit
Service
4
Mitchell Mold
New Recruit
Service
5
Dominic Purcell
New Recruit
Kitchen & Catering
6
Antonio Benedict
Management, Tosho Branch
ICT and Management
7
Stella Martins
New Recruit
Kitchen & Catering
Team Selection Procedure and Communication Channels
All the team members are already conversant with what happens in our line of restaurants except the new recruits. However, the recruits have been vetted and found to understand what awaits then should they join Tosho Line of Restaurants. Due to the nature of virtual teams.
OL 663 Milestone One Guidelines and Rubric In the final.docx
OL 663 Milestone One Guidelines and Rubric
In the final project, you will be developing a change plan for the “Alaska Airlines: Navigating Change.” In The Heart of Change Field Guide: Tools and Tactics for
Leading Change in Your Organization, Cohen explains what is required from the leader and other parts of the organization to deliver Kotter’s steps successfully
as a change intervention.
Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s first
two steps of establishing a sense of urgency and creating the guiding team in a change effort and (b) reflect on what you think should have been done in the
change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 1 and 2.
This milestone will help you build Section I parts A and B of your final project.
A. Create Urgency
1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place.
2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?
3. Describe the strategy you will use to get support from your employees. How will this strategy be effective?
B. Build a Guiding Coalition
1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with
experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding
coalition as you see fit.
2. Determine steps you can take to ensure commitment from those involved. Describe those steps.
Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-
inch margins, and at least three sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Change Plan: Urgency Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place,
but plan is misaligned with the
problem
Does not describe a plan to
create urgency within the
organization
20
http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Change Plan:
Processes
Meets “Proficient” criteria, and
description is well supported
with examples
Identifies current pr.
SMU Solved Assignment MB0052
Corporate strategy differs between small businesses, multinational corporations, public sector organizations, and non-profits. For small businesses, excellent customer service is key to standing out, while avoiding biting off more than they can chew. Multinationals must adapt strategies to different countries and recognize the need to localize. Public sector strategy involves economic development plans, sector competitiveness, and fiscal reforms. Non-profits have a mission statement and scan the environment for opportunities while anticipating threats.
How to attract (and hire and keep) a capable portfolio company ceo
Sometimes private equity firms have trouble landing the CEO of their dreams. The firm identifies him or her (or thinks it has) but then the candidate chooses not to pursue the opportunity or even turns down the offer. While some of the blame may fairly belong to a search firm, much of the blame may belong to the private equity firm. You may not be doing everything you can to be attractive to the best CEOs. And even if you haven't had a problem, you might have some room for improvements that could help you, your CEOs and your investors.
Focusing An Organization - Australia 2010
Focusing an Entire Organization through the Most Effective Yearly, Quarterly and Weekly Meetings - To get results it’s the leaderships responsibility to determine the company’s objectives and develop the proper accountability system to accomplish them. In this session you’ll learn the three different style meetings that will get you there and in the process focus the entire organization.
2014 Continuous Improvement Forum Slides
September 2014, JumpShift invited me to speak at the 2014 Continuous Improvement Forum in Auckland . I shared my insights on designing corporate training of Continuous Improvement Tools.
The presentation that I gave has a simple-yet-powerful approach to the development of training around Continuous Improvement Tools -and any type of training for that matter.
Strategicmanagement 120531090511-phpapp02
This document provides an overview of strategic management and planning concepts for healthcare organizations. It defines key terms like strategic management, strategic planning, strategy, and strategic issues. It discusses the major stages of strategic planning including analyzing internal/external environments and formulating, implementing, and evaluating strategies. The document also covers developing vision and mission statements, performing stakeholder and environmental scans, and identifying different types of strategies. The overall purpose is to explain the importance of strategic management for healthcare organizations and the main concepts and processes involved.
1st edition, 2009 ISBN 10 0131525328; 13 9780131525320 .docx
1st edition, 2009
ISBN: 10: 0131525328; 13: 9780131525320
BAM510
Human Resource Management
Text: Human Resource Management
Authors:
David Lepak and Mary Gowan
Publisher:
Pearson Prentice Hall
-
shapeType75fBehindDocument1pWrapPolygonVertices8;4;(21500,0);(0,0);(0,21493);(21500,21493)posrelh0posrelv0pib
BAM 510 Human Resource Management
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1) A human resources department may provide all of the following functions EXCEPT:
a. providing legal advice to employees.
b. payroll processing.
c. placing recruitment advertisements.
d. delivering training programs.
e. employee benefits administration.
2) Work design and work force planning is one out of the three primary HR activities mentioned
in the text. What else from the list below is considered to be a primary HR activity?
a. Managing employee competencies
b. Recruitment and selection
c. Negotiating labor agreements
d. Benefits and compensation
e. Health and safety
3) EFG Transport expanded its customer service area to include three additional states. After
hiring 75 employees to help support operations in this area, EFG learned of an additional
competitor which entered the market shortly after they did. Due to this, the demand for their
services was not at the level which was expected or budgeted. EFG may consider using all of
the following to deal with their labor force issue EXCEPT:
a. leave positions vacant when someone resigns.
b. hire temporary employees.
c. layoff employees.
d. offer early retirement options.
e. transfer employees to another region.
4) How well an employee performs their job is determined by all of the following EXCEPT:
a. attitude with which the employee approaches the work.
b. market demand for the company's product.
c. nature of the work environment.
d. knowledge, skills and abilities of the employee.
e. access to the appropriate supplies and equipment to perform the job.
5) To achieve Internal alignment, a company needs which of the following?
a. a common understanding of the goals of a company
b. the motivation to do a good job and the tools to perform the job.
c. the tools to perform the job and the competency to complete the tasks.
d. resources to encourage motivation
e. All of the above.
3
shapeType75fBehindDocument1pWrapPolygonVertices8;4;(21499,0);(0,0);(0,21493);(21499,21493)posrelh0posrelv0pib
BAM 510 Human Resource Management
6) John performs his work as a retail clerk in a satisfactory manner. He has good attendance and
arrives on time, he completes special tasks as assigned, and he assists customers as
necessary with few customer complaints. He has attended all of the required training for the
job but has not made an effort to do any additional training Or learn new tasks to make
himself more promotable. John is satisfied with being average. As his manager, you would
describe John as someone who:
a. has low motivation and low compet.
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Here are some common scenarios in which courts might lift the corporate veil:
Fraud or Illegality: If shareholders or members use the corporate structure to perpetrate fraud, evade legal obligations, or engage in illegal activities, courts may disregard the corporate entity and hold those individuals personally liable.
Undercapitalization: If a corporation is formed with insufficient capital to conduct its intended business and meet its foreseeable liabilities, and this lack of capitalization results in harm to creditors or other parties, courts may lift the corporate veil to hold shareholders or members liable.
Failure to Observe Corporate Formalities: Corporations and LLCs are required to observe certain formalities, such as holding regular meetings, maintaining separate financial records, and avoiding commingling of personal and corporate assets. If these formalities are not observed and the corporate structure is used as a mere façade, courts may disregard the corporate entity.
Alter Ego: If there is such a unity of interest and ownership between the corporation and its shareholders or members that the separate personalities of the corporation and the individuals no longer exist, courts may treat the corporation as the alter ego of its owners and hold them personally liable.
Group Enterprises: In some cases, where multiple corporations are closely related or form part of a single economic unit, courts may pierce the corporate veil to achieve equity, particularly if one corporation's actions harm creditors or other stakeholders and the corporate structure is being used to shield culpable parties from liability.
Matthew Professional CV experienced Government Liaison
As an experienced Government Liaison, I have demonstrated expertise in Corporate Governance. My skill set includes senior-level management in Contract Management, Legal Support, and Diplomatic Relations. I have also gained proficiency as a Corporate Liaison, utilizing my strong background in accounting, finance, and legal, with a Bachelor's degree (B.A.) from California State University. My Administrative Skills further strengthen my ability to contribute to the growth and success of any organization.
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सुप्रीम कोर्ट ने यह भी माना था कि मजिस्ट्रेट का यह कर्तव्य है कि वह सुनिश्चित करे कि अधिकारी पीएमएलए के तहत निर्धारित प्रक्रिया के साथ-साथ संवैधानिक सुरक्षा उपायों का भी उचित रूप से पालन करें।
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https://veteranlegal.in/defense-lawyer-in-india/ | Criminal defense Lawyer in India has always been a vital aspect of the country's legal system. As defenders of justice, criminal Defense Lawyer play a critical role in ensuring that individuals accused of crimes receive a fair trial and that their constitutional rights are protected. As India evolves socially, economically, and technologically, the role and future of criminal Defense Lawyer are also undergoing significant changes. This comprehensive blog explores the current landscape, challenges, technological advancements, and prospects for criminal Defense Lawyer in India.
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Receivership and liquidation Accounts
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一比一原版(Lincoln毕业证)新西兰林肯大学毕业证如何办理
Lincoln硕士毕业证成绩单【微信95270640】办理新西兰林肯大学毕业证原版一模一样、Lincoln毕业证制作【Q微信95270640】《新西兰林肯大学毕业证购买流程》《Lincoln成绩单制作》新西兰林肯大学毕业证书Lincoln毕业证文凭新西兰林肯大学
本科毕业证书,学历学位认证如何办理【留学国外学位学历认证、毕业证、成绩单、大学Offer、雅思托福代考、语言证书、学生卡、高仿教育部认证等一切高仿或者真实可查认证服务】代办国外（海外）英国、加拿大、美国、新西兰、澳大利亚、新西兰等国外各大学毕业证、文凭学历证书、成绩单、学历学位认证真实可查。
[留学文凭学历认证(留信认证使馆认证)新西兰林肯大学毕业证成绩单毕业证证书大学Offer请假条成绩单语言证书国际回国人员证明高仿教育部认证申请学校等一切高仿或者真实可查认证服务。
多年留学服务公司,拥有海外样板无数能完美1:1还原海外各国大学degreeDiplomaTranscripts等毕业材料。海外大学毕业材料都有哪些工艺呢？工艺难度主要由：烫金.钢印.底纹.水印.防伪光标.热敏防伪等等组成。而且我们每天都在更新海外文凭的样板以求所有同学都能享受到完美的品质服务。
国外毕业证学位证成绩单办理方法：
1客户提供办理新西兰林肯大学新西兰林肯大学毕业证学位证信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）
— — — — 我们是挂科和未毕业同学们的福音我们是实体公司精益求精的工艺！ — — — -
一真实留信认证的作用(私企外企荣誉的见证):
1：该专业认证可证明留学生真实留学身份同时对留学生所学专业等级给予评定。
2：国家专业人才认证中心颁发入库证书这个入网证书并且可以归档到地方。
3：凡是获得留信网入网的信息将会逐步更新到个人身份内将在公安部网内查询个人身份证信息后同步读取人才网入库信息。
4：个人职称评审加20分个人信誉贷款加10分。
5：在国家人才网主办的全国网络招聘大会中纳入资料供国家500强等高端企业选择人才。问山娃想买什么想吃什么山娃知道父亲赚钱很辛苦除了书籍和文具山娃啥也不要能牵着父亲的手满城闲逛他已心满意足了父亲连挑了三套童装叫山娃试穿山娃有点不想父亲说城里不比乡下要穿得漂漂亮亮爸怎么不穿得漂亮望着父亲山娃反问道父亲听了并不回答只是吃吃地笑山娃很精神越逛越起劲父亲却越逛越疲倦望着父亲呵欠连天的样子山娃也说困了累了回家吧小屋闷罐一般头顶上的三叶扇彻夜呜呜作响搅得满屋热气腾腾也搅得山娃心烦意乱父亲一的
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Matthew Professional CV experienced Government Liaison
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The Art and Science of Cryptoforensic Investigation: Best Practices and Tools
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