This capstone project analyzes succession planning options for the City of Naples Police Department. The document provides background on the agency and identifies the lack of a current succession plan as a problem. Four alternatives are considered and evaluated based on legal, financial, organizational, and political criteria. The standardized succession plan within the organization alternative scores highest. The proposal recommends implementing this alternative in six phases, with an evaluation process to assess strengths, weaknesses, and effectiveness in developing future leaders.
This document summarizes an evaluation of community-based organizations (CBOs) supported by the Sarhad Rural Support Programme (SRSP) in Malakand Division. 417 CBOs were assessed across 4 areas: organizational motivation, performance, capacity, and external factors. Major findings include:
- 45% of men's CBOs and 41% of women's CBOs showed good institutional development.
- Only 6% of men's CBOs and 4% of women's CBOs were considered institutionally independent.
- Most CBOs needed improvement in areas like strategic planning, democratic practices, and record keeping.
- Interaction between field staff and CBOs could be increased to
This document provides an overview and analysis of an institutional maturity index assessment of community organizations (COs) nurtured by SRSP-CIDA in Kurram Agency, Pakistan. 30 COs (22 male and 8 female) were evaluated across four dimensions: organizational motivation, performance, capacity, and external factors. Key findings include that 55% of male COs and 50% of female COs demonstrated good institutional development, while 45% of male COs and 50% of female COs were considered excellent. Record keeping and leadership training were identified as areas for improvement. The assessment aims to evaluate CO sustainability and guide future support.
This document summarizes an upcoming PhD presentation by Lhawang Ugyel on implementing public sector reforms while considering administrative context and culture. The presentation will cover the topic, literature background, Bhutan case study, administrative context/culture analysis, findings, and conclusion. The literature discusses how countries adapted reforms to their needs and traditions. The case study focuses on Bhutan's hybrid system and unique culture. Analysis of Bhutan's administrative tradition and culture is presented using Hofstede's cultural dimensions. Preliminary findings suggest some PCS reforms aligned well with Bhutan's culture while others like the performance system clashed with its administrative focus on rules and inputs.
Comparative Public Administration: Malaysia, Indonesia and the PhilippinesMhd Faheem Aliuden
The document provides an overview and comparison of public administration systems in Malaysia, Indonesia, and the Philippines. It discusses key features of each country's government structure, including:
- Malaysia has a federal constitutional monarchy with significant autonomy granted to states. Central control has increased over local governments.
- Indonesia transitioned to a decentralized system after 1998, granting provinces new powers. Aceh and Papua receive special autonomy due to separatist conflicts.
- The Philippines has strong provinces with elected councils and governors. The Autonomous Region of Muslim Mindanao has limited self-rule but its territory and powers have been contested.
The document compares the public administration of the Philippines, Sri Lanka, and Colombia. It outlines their locations in Southeast Asia, South Asia, and South America respectively. It also summarizes their histories as colonies and dates of independence. Key details about each country's capital city, official language, population, religion, literacy rate, government type, constitution, and branches of government are provided.
The study of administration and the structure of american public administrationtaratoot
Public administration touches all aspects of American citizens' lives and involves over 3 million civil servants. It can be defined as using managerial and legal processes to fulfill legislative, executive, and judicial mandates for providing government services and regulation. There are three main approaches to public administration: managerial which focuses on efficiency; political which sees administration as political; and legal which focuses on applying the law. The American bureaucracy includes cabinet departments, independent agencies, independent regulatory bodies, government corporations, and the presidential bureaucracy centered in the Executive Office of the President. Public administration differs from private administration in its motivations of public services versus profit and its democratic values of centralization and public scrutiny.
Physical characteristics of the United States power pointkonrak01
The document discusses the physical characteristics of the United States, which are natural features made of land or water. It identifies major physical characteristics as landforms like mountains and hills, or bodies of water like oceans, lakes, and rivers. The document also provides examples of different physical characteristics found in the US and categorizes them as land features or water features.
1) Bureaucracies are large, hierarchical organizations that carry out specific functions in both the public and private sectors.
2) There are three main models of bureaucracy: the Weberian model views them as rational and hierarchical, the acquisitive model sees leaders seeking to expand their budgets and power, and the monopolistic model argues they become inefficient without competition.
3) The U.S. federal bureaucracy includes cabinet departments, independent agencies, regulatory commissions, and government corporations. It employs over 2.8 million people and accounts for a large portion of government spending.
This document summarizes an evaluation of community-based organizations (CBOs) supported by the Sarhad Rural Support Programme (SRSP) in Malakand Division. 417 CBOs were assessed across 4 areas: organizational motivation, performance, capacity, and external factors. Major findings include:
- 45% of men's CBOs and 41% of women's CBOs showed good institutional development.
- Only 6% of men's CBOs and 4% of women's CBOs were considered institutionally independent.
- Most CBOs needed improvement in areas like strategic planning, democratic practices, and record keeping.
- Interaction between field staff and CBOs could be increased to
This document provides an overview and analysis of an institutional maturity index assessment of community organizations (COs) nurtured by SRSP-CIDA in Kurram Agency, Pakistan. 30 COs (22 male and 8 female) were evaluated across four dimensions: organizational motivation, performance, capacity, and external factors. Key findings include that 55% of male COs and 50% of female COs demonstrated good institutional development, while 45% of male COs and 50% of female COs were considered excellent. Record keeping and leadership training were identified as areas for improvement. The assessment aims to evaluate CO sustainability and guide future support.
This document summarizes an upcoming PhD presentation by Lhawang Ugyel on implementing public sector reforms while considering administrative context and culture. The presentation will cover the topic, literature background, Bhutan case study, administrative context/culture analysis, findings, and conclusion. The literature discusses how countries adapted reforms to their needs and traditions. The case study focuses on Bhutan's hybrid system and unique culture. Analysis of Bhutan's administrative tradition and culture is presented using Hofstede's cultural dimensions. Preliminary findings suggest some PCS reforms aligned well with Bhutan's culture while others like the performance system clashed with its administrative focus on rules and inputs.
Comparative Public Administration: Malaysia, Indonesia and the PhilippinesMhd Faheem Aliuden
The document provides an overview and comparison of public administration systems in Malaysia, Indonesia, and the Philippines. It discusses key features of each country's government structure, including:
- Malaysia has a federal constitutional monarchy with significant autonomy granted to states. Central control has increased over local governments.
- Indonesia transitioned to a decentralized system after 1998, granting provinces new powers. Aceh and Papua receive special autonomy due to separatist conflicts.
- The Philippines has strong provinces with elected councils and governors. The Autonomous Region of Muslim Mindanao has limited self-rule but its territory and powers have been contested.
The document compares the public administration of the Philippines, Sri Lanka, and Colombia. It outlines their locations in Southeast Asia, South Asia, and South America respectively. It also summarizes their histories as colonies and dates of independence. Key details about each country's capital city, official language, population, religion, literacy rate, government type, constitution, and branches of government are provided.
The study of administration and the structure of american public administrationtaratoot
Public administration touches all aspects of American citizens' lives and involves over 3 million civil servants. It can be defined as using managerial and legal processes to fulfill legislative, executive, and judicial mandates for providing government services and regulation. There are three main approaches to public administration: managerial which focuses on efficiency; political which sees administration as political; and legal which focuses on applying the law. The American bureaucracy includes cabinet departments, independent agencies, independent regulatory bodies, government corporations, and the presidential bureaucracy centered in the Executive Office of the President. Public administration differs from private administration in its motivations of public services versus profit and its democratic values of centralization and public scrutiny.
Physical characteristics of the United States power pointkonrak01
The document discusses the physical characteristics of the United States, which are natural features made of land or water. It identifies major physical characteristics as landforms like mountains and hills, or bodies of water like oceans, lakes, and rivers. The document also provides examples of different physical characteristics found in the US and categorizes them as land features or water features.
1) Bureaucracies are large, hierarchical organizations that carry out specific functions in both the public and private sectors.
2) There are three main models of bureaucracy: the Weberian model views them as rational and hierarchical, the acquisitive model sees leaders seeking to expand their budgets and power, and the monopolistic model argues they become inefficient without competition.
3) The U.S. federal bureaucracy includes cabinet departments, independent agencies, regulatory commissions, and government corporations. It employs over 2.8 million people and accounts for a large portion of government spending.
This document provides a summary of a police department organizational assessment report for the City of Asheville, North Carolina. The assessment was initiated due to wide-ranging issues within the department and external scrutiny. Key issues identified include poor internal communication, an "us vs. them" culture, lack of accountability, inconsistent leadership, and lack of fairness in promotional processes. The assessment utilized interviews, an anonymous employee survey, focus groups, and data collection. Recommendations are provided to help the department become a high-performing organization with an effective organizational design, quality employees, continuous improvement, engagement, and strong leadership.
The document discusses the key aspects of human resource planning including:
1) The process involves analyzing organizational objectives and determining future human resource needs, current availability, and identifying gaps.
2) Environmental scanning considers factors impacting demand and supply of human resources.
3) The planning process reconciles requirements with availability and develops action plans to address shortages or surpluses.
4) Recruitment attracts qualified candidates both internally and externally, while selection determines the best individuals to fill positions.
This document discusses career planning in the Bangladesh Civil Service (BCS). It defines career and career development, and explains that career planning involves induction, professional development, and progression within an organization. The document outlines the requisites of proper career planning in BCS, including identifying personnel for positions and determining training and performance evaluations. It also discusses some challenges with the current career planning system, such as a lack of consistent promotion policies and inappropriate training.
This chapter discusses organizational goals and effectiveness in public organizations. It covers different models that have been used to assess effectiveness, including goal models, resource models, and stakeholder satisfaction models. The chapter notes that goals in public organizations tend to be more vague than in private firms. It also discusses challenges in measuring effectiveness, such as conflicting goals and the difficulty converting goals into measurable outcomes. Finally, it addresses issues with comparing public and private sector effectiveness.
This document discusses human resource accounting and auditing. It defines human resource accounting as identifying, measuring, and communicating data about human resources. Several methods of valuing human resources are described, such as historical cost and replacement cost. The document also discusses the objectives, scope, and approaches of conducting human resource audits within an organization. It provides guidelines on planning and conducting audits to evaluate the effectiveness of HR functions and ensure legal compliance.
Fully answer all three of the case Please note.docxbkbk37
The leadership at Gunderson Lutheran Health System established a Talent Development Review Group to identify and develop internal leaders over a 5-year period. The group created a competency model and identified high-potential employees through assessment. Development plans were created for each high-potential employee using various tools and their progress was tracked. The program resulted in 60 leaders being developed and a change in culture where leadership now sees talent development as a strategic priority.
Fully answer all three of the case Please note.docx4934bk
The leadership at Gunderson Lutheran Health System established a Talent Development Review Group to identify and develop internal leaders over a 5-year period. The group created a competency model and identified high-potential employees through assessment. Development plans were created for each high-potential employee using various tools and their progress was tracked. The involvement of top managers in the process and the 5-year timeline ensured strategic focus on leadership development and continuity within the organization.
Succession planning and management by ehab elbazehab elbaz
The document discusses succession planning and management. It defines succession planning as identifying critical management positions and ensuring those positions are filled by prepared people. Succession planning should be paired with succession management to continuously develop talent. The document contrasts succession planning with replacement planning and talent management. It provides reasons for succession planning programs and characteristics they should possess. Finally, it presents a seven-step model for systematic succession planning and management programs.
Slide deck that accompanies the 2-day course designed to provide a foundation in Federal human resources, with an overview of the OPM occupational series.
Organizational activities that provide a pool of applicants for the purpose of filling job openings.Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations.
Recruitment involves searching for prospective job candidates and encouraging them to apply for open positions. It is a multi-step process that begins with identifying job vacancies and developing job descriptions. Recruiters must then choose appropriate recruitment sources and methods to attract suitable applicants. Effective recruitment involves developing a recruitment policy that balances organizational and candidate needs while integrating diversity goals. Recruiters face challenges in attracting candidates due to factors like company image, unattractive jobs, and limited budgets.
Human resource management involves acquiring, selecting, utilizing, compensating and maintaining human resources in an organization. It includes forecasting future human resource needs, monitoring external forces, aligning HR plans with organizational objectives, demand and supply forecasting, and implementing HR plans through recruitment, selection, placement, training and other programs. Key aspects of HR management are job analysis, job description, job specification, and staffing.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
HR forecasting attempts to predict future labor supply and demand within an organization. There are three main steps: 1) forecasting labor demand based on organizational strategies and objectives, 2) determining current labor supply through succession planning and employee databases, and 3) identifying expected surpluses or shortages. Recruitment involves attracting job applicants, while selection evaluates candidates to choose the best person for the role. Common selection tools include interviews, tests, and background/reference checks. Careful selection is important for performance, costs, and legal reasons.
This document discusses the importance of succession planning and best practices. It begins by asking organizations to consider what percentage of employees will retire in the next 5-10 years and what they are doing about potential gaps. The document then defines succession planning as a systematic approach to ensuring leadership continuity. It notes common myths about succession planning and discusses workforce trends like retiring baby boomers that increase the need for succession planning. The best practices section outlines the key steps in developing an effective succession plan, including assessing positions, identifying talent, developing talent plans, and ongoing monitoring. It emphasizes HR's role in change leadership and developing a succession plan linked to strategic goals.
The document discusses the recruitment and selection process for human resources, including forecasting needs, developing job descriptions, implementing recruitment strategies, conducting interviews and testing, and making job offers. It outlines the internal and external factors to consider for forecasting needs, different types of interviews and tests that can be used, and elements that should be included in an employment agreement such as job title, salary, benefits, and expectations.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
Human resource management involves acquiring, developing, retaining, and using human resources effectively. The main steps in acquisition include human resource planning, recruitment, selection, and orientation of new employees. Training and development aims to improve employees' skills for their current and future jobs. Performance appraisal provides feedback to employees on their strengths and weaknesses. Promotion, transfer, demotion, and separation are ways to recognize performance or address inadequate performance. Health care financing involves mobilizing, allocating, and using resources to meet population health needs through revenue collection, risk pooling, and purchasing of health services and goods.
Human resource information system, accounting and auditingcc85
This document provides an overview of human resource information systems (HRIS). It defines HRIS and discusses who uses HRIS and for what purposes. The benefits of HRIS are listed as increased efficiency and effectiveness. Traditional and analytical uses of HRIS in areas like administration, decision making, and application in strategic management, workforce planning, human resource development, total rewards, and risk management are outlined. Some examples of HRIS software are provided. The Skandia Navigator model for analyzing intangible assets is also described.
This evaluation summarizes a program evaluation report of the American Civil Liberties Union's San Fernando Valley Chapter conducted by MSW students. The evaluation assessed the chapter's alignment with ACLU SoCal's strategic plan in three key areas: 1) the chapter's alignment with the plan, 2) administrative support for the chapter, and 3) implementing grassroots campaigns. The evaluation used interviews, observation, and questionnaires with chapter board members. Findings showed areas for improvement in engaging membership, leadership training, and assessing community needs. Recommendations included developing membership engagement strategies, providing leadership skills training, and conducting a community needs assessment to implement effective campaigns.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
This document provides a summary of a police department organizational assessment report for the City of Asheville, North Carolina. The assessment was initiated due to wide-ranging issues within the department and external scrutiny. Key issues identified include poor internal communication, an "us vs. them" culture, lack of accountability, inconsistent leadership, and lack of fairness in promotional processes. The assessment utilized interviews, an anonymous employee survey, focus groups, and data collection. Recommendations are provided to help the department become a high-performing organization with an effective organizational design, quality employees, continuous improvement, engagement, and strong leadership.
The document discusses the key aspects of human resource planning including:
1) The process involves analyzing organizational objectives and determining future human resource needs, current availability, and identifying gaps.
2) Environmental scanning considers factors impacting demand and supply of human resources.
3) The planning process reconciles requirements with availability and develops action plans to address shortages or surpluses.
4) Recruitment attracts qualified candidates both internally and externally, while selection determines the best individuals to fill positions.
This document discusses career planning in the Bangladesh Civil Service (BCS). It defines career and career development, and explains that career planning involves induction, professional development, and progression within an organization. The document outlines the requisites of proper career planning in BCS, including identifying personnel for positions and determining training and performance evaluations. It also discusses some challenges with the current career planning system, such as a lack of consistent promotion policies and inappropriate training.
This chapter discusses organizational goals and effectiveness in public organizations. It covers different models that have been used to assess effectiveness, including goal models, resource models, and stakeholder satisfaction models. The chapter notes that goals in public organizations tend to be more vague than in private firms. It also discusses challenges in measuring effectiveness, such as conflicting goals and the difficulty converting goals into measurable outcomes. Finally, it addresses issues with comparing public and private sector effectiveness.
This document discusses human resource accounting and auditing. It defines human resource accounting as identifying, measuring, and communicating data about human resources. Several methods of valuing human resources are described, such as historical cost and replacement cost. The document also discusses the objectives, scope, and approaches of conducting human resource audits within an organization. It provides guidelines on planning and conducting audits to evaluate the effectiveness of HR functions and ensure legal compliance.
Fully answer all three of the case Please note.docxbkbk37
The leadership at Gunderson Lutheran Health System established a Talent Development Review Group to identify and develop internal leaders over a 5-year period. The group created a competency model and identified high-potential employees through assessment. Development plans were created for each high-potential employee using various tools and their progress was tracked. The program resulted in 60 leaders being developed and a change in culture where leadership now sees talent development as a strategic priority.
Fully answer all three of the case Please note.docx4934bk
The leadership at Gunderson Lutheran Health System established a Talent Development Review Group to identify and develop internal leaders over a 5-year period. The group created a competency model and identified high-potential employees through assessment. Development plans were created for each high-potential employee using various tools and their progress was tracked. The involvement of top managers in the process and the 5-year timeline ensured strategic focus on leadership development and continuity within the organization.
Succession planning and management by ehab elbazehab elbaz
The document discusses succession planning and management. It defines succession planning as identifying critical management positions and ensuring those positions are filled by prepared people. Succession planning should be paired with succession management to continuously develop talent. The document contrasts succession planning with replacement planning and talent management. It provides reasons for succession planning programs and characteristics they should possess. Finally, it presents a seven-step model for systematic succession planning and management programs.
Slide deck that accompanies the 2-day course designed to provide a foundation in Federal human resources, with an overview of the OPM occupational series.
Organizational activities that provide a pool of applicants for the purpose of filling job openings.Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations.
Recruitment involves searching for prospective job candidates and encouraging them to apply for open positions. It is a multi-step process that begins with identifying job vacancies and developing job descriptions. Recruiters must then choose appropriate recruitment sources and methods to attract suitable applicants. Effective recruitment involves developing a recruitment policy that balances organizational and candidate needs while integrating diversity goals. Recruiters face challenges in attracting candidates due to factors like company image, unattractive jobs, and limited budgets.
Human resource management involves acquiring, selecting, utilizing, compensating and maintaining human resources in an organization. It includes forecasting future human resource needs, monitoring external forces, aligning HR plans with organizational objectives, demand and supply forecasting, and implementing HR plans through recruitment, selection, placement, training and other programs. Key aspects of HR management are job analysis, job description, job specification, and staffing.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
HR forecasting attempts to predict future labor supply and demand within an organization. There are three main steps: 1) forecasting labor demand based on organizational strategies and objectives, 2) determining current labor supply through succession planning and employee databases, and 3) identifying expected surpluses or shortages. Recruitment involves attracting job applicants, while selection evaluates candidates to choose the best person for the role. Common selection tools include interviews, tests, and background/reference checks. Careful selection is important for performance, costs, and legal reasons.
This document discusses the importance of succession planning and best practices. It begins by asking organizations to consider what percentage of employees will retire in the next 5-10 years and what they are doing about potential gaps. The document then defines succession planning as a systematic approach to ensuring leadership continuity. It notes common myths about succession planning and discusses workforce trends like retiring baby boomers that increase the need for succession planning. The best practices section outlines the key steps in developing an effective succession plan, including assessing positions, identifying talent, developing talent plans, and ongoing monitoring. It emphasizes HR's role in change leadership and developing a succession plan linked to strategic goals.
The document discusses the recruitment and selection process for human resources, including forecasting needs, developing job descriptions, implementing recruitment strategies, conducting interviews and testing, and making job offers. It outlines the internal and external factors to consider for forecasting needs, different types of interviews and tests that can be used, and elements that should be included in an employment agreement such as job title, salary, benefits, and expectations.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
Human resource management involves acquiring, developing, retaining, and using human resources effectively. The main steps in acquisition include human resource planning, recruitment, selection, and orientation of new employees. Training and development aims to improve employees' skills for their current and future jobs. Performance appraisal provides feedback to employees on their strengths and weaknesses. Promotion, transfer, demotion, and separation are ways to recognize performance or address inadequate performance. Health care financing involves mobilizing, allocating, and using resources to meet population health needs through revenue collection, risk pooling, and purchasing of health services and goods.
Human resource information system, accounting and auditingcc85
This document provides an overview of human resource information systems (HRIS). It defines HRIS and discusses who uses HRIS and for what purposes. The benefits of HRIS are listed as increased efficiency and effectiveness. Traditional and analytical uses of HRIS in areas like administration, decision making, and application in strategic management, workforce planning, human resource development, total rewards, and risk management are outlined. Some examples of HRIS software are provided. The Skandia Navigator model for analyzing intangible assets is also described.
This evaluation summarizes a program evaluation report of the American Civil Liberties Union's San Fernando Valley Chapter conducted by MSW students. The evaluation assessed the chapter's alignment with ACLU SoCal's strategic plan in three key areas: 1) the chapter's alignment with the plan, 2) administrative support for the chapter, and 3) implementing grassroots campaigns. The evaluation used interviews, observation, and questionnaires with chapter board members. Findings showed areas for improvement in engaging membership, leadership training, and assessing community needs. Recommendations included developing membership engagement strategies, providing leadership skills training, and conducting a community needs assessment to implement effective campaigns.
Similar to Barkley capstone powerpoint-pad 4878 (20)
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
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1. EDISON STATE COLLEGE
ANALYTICAL RESEARCH PROJECT
CAPSTONE PAD 4878
Succession Planning to Develop Future Leaders
SUBMITTED BY: John Barkley
PROFESSOR: Dr. Richard H. Worch Jr.
DATE: July 28, 2013
2. STATEMENT OF THE PROBLEM
The best method for implementing a succession plan in the
City of Naples Police Department in order to prepare future
leaders in the organization.
3. Historical Background of Agency
• City of Naples Police Department Established by city charter in
1946.
• 72 sworn officers and a non-sworn and support staff of 35.
• Supervisory staff comprised of a Chief, 2-Captans, 4-Lieutenants,
10-Sergeants.
• Uniformed officers work rotating 12 hour shifts.
• City jurisdiction consists of 14 square land miles and 13 square
miles of water.
• Very affluent community, enjoys a low crime rate.
4. • Agency does not currently have a succession plan in place.
• Supervisors leave agency in fairly close intervals.
• Supervisors left in their place were inexperienced and lacked
training.
• Last three Captains have been selected from outside of the agency.
• Officers feel that there is no future after rank of lieutenant.
• Promoting from within creates movement, hiring from outside
creates a stagnant agency.
5. • If no changes are made, cost to agency will be more than monetary.
• Time involved will be well spent and can develop program in-
house.
• Mentoring program good for everyone involved including the
mentors.
• Getting buy-in from the agency will be easier when the members
see the benefit.
• Majority of resources will be from within the agency.
• A large portion of training will occur in-house.
6. History of Problem
• Agency grew by 5-6 officers at a time.
• Groups of officers would retire around the same time, many of
them supervisors.
• Only 2 Captains positions within the agency.
• Last three Captains hired from outside of agency.
• Created a feeling that there is no opportunity to achieve rank over
lieutenant.
• Froze rank movement from within the organization and morale
suffered.
7. Root Causes of Problem
• Career path planning eliminated from evaluations by city H.R.
• No mentoring or clear career paths set up for younger officers.
• No succession plan in place.
• No mentoring or clear career paths in place for new supervisors.
• Promotional policies had not been modified in several years.
• Eliminating any promotions from within the agency has a huge
effect.
8. Stakeholders
• Implementation of a succession plan would affect entire agency.
• Officers at every level would be affected by mentoring program.
• The higher rank in the agency the promotion is, the more members
affected.
• Current practice has been hiring a captain form outside of the
agency, negates movement in agency.
• Creating leaders from within the agency will give the citizens of
Naples experienced leaders that know the needs of the community.
9. First Case Study
• Fire Rescue Service in Canada
• Standardized succession plan within the organization.
• Most organizations lack a formalized succession plan.
• Succession plans even less common in the public sector
• Important to change the culture of the organization.
• Recommended a six step process for succession program.
References: Whitton, R. J. (2006). Use of succession planning to
improve leadership capacity within the whistler fire rescue service.
10. Second Case Study
• Large Court system on east coast of United States.
• No succession plan in place.
• Organization culture will need to change.
• Fear of the unknown causes hesitation by members of the
organization.
• Suggested that program be implemented in several steps.
Reference: Robinson, K. E. (2009). Evaluation of succession
planning to improve court employees' career development
opportunities.
11. Third Case Study
• Large County in eastern United States.
• Implemented a succession plan in two separate phases.
• Uses a professional development plan for employees.
• Plan provided a “roadmap” for employees so they knew what they
needed.
• Creating plan internally helped keep costs lower.
Reference: Holinsworth, S. R. (2004). Case study: Henrico county,
virginia: Succession management: A developmental approach. Public
Personnel Management, 33(4), 475-486.
12. Literature Review #1
• State of California
• Retirement benefits offered at age 50, causing issues with budgets.
• Many young law enforcement executives are leaving for private
sector.
• Senior Law enforcement officials do not think younger officers are
qualified.
• Reality is officers are better trained than they were 20 years ago.
Reference: Garcia, M. (2008). Plugging the dike viable options for
filling the looming law enforcement leadership vacuum. Journal of
California Law Enforcement, 42(1), 19-26.
13. Literature Review #2
• Author compares succession planning in the private and public
sectors.
• Very little attention paid in private sector and even less in public
sector.
• Points out four obstacles that public sector leaders must overcome.
• Entire organization needs to be involved in succession planning.
• Future health of the organization depends on it.
Reference: Schall, E. (1997). Public-sector succession: A strategic
approach to sustaining innovation. Public Administration
Review,57(1), 4-10.
14. Literature Review #3
• Workforce and succession planning.
• Agencies need realistic information on the capabilities of their
staff.
• Mindset of leaders must change to include long term succession
planning.
• This method includes human resources as a key component.
• Method must be coordinated with every different department.
Reference: Pynes, J. E. (2004). The implementation of workforce and
succession planning in the public sector. Public Personnel
Management, 33(4), 389-404.
15. Literature Review #4
• Leadership Development Program.
• Suggests nine specific tasks to be monitored by human resources.
• Superior organizations have superior leaders.
• Great leaders are in short supply.
• Program can be costly to implement.
Reference: Pernick, R. (2001). Creating a leadership development
program: Nine essential tasks. Public Personnel Management, 30(4),
429-444.
16. Literature Review #5
• Studies connections between workforce planning and succession
planning.
• Identifies key component of succession planning as assessment.
• Conduct assessments on both employee and organization.
• Downsizing and hiring freezes have created large gaps in ages and
times of employees.
• Implemented strategic planning along with succession planning.
Reference: Kim, S. (2003). Linking employee assessments to
succession planning. Public Personnel Management, 32(4), 533-547.
17. First Alternative
• The standardizing succession plan within the organization
alternative to not having a succession plan.
• Standardized succession plan shows the members of the
organization a clear path to leadership.
• Shows what is expected of them personally and what the agency
will provide.
• Numerous benefits to promoting from within the organization.
• Includes a mentoring program for all levels of supervisors.
18. Second Alternative
• The employee assessment/succession plan alternative to not having
a succession plan.
• Suggests a key component in succession planning is assessment of
both the employee and the organization.
• Long term strategic planning is used along with succession
planning.
• Attempts to identify future needs of the organization.
• Uses human resources in assessment process.
19. Third Alternative
• The Leadership Development Program (LDP) alternative to not
having a succession plan.
• The LDP suggests following 9 specific tasks that answer questions
specific to the organization.
• The tasks give the participants a good view of where they are and
where they need to be.
• Program also factors in evaluation so the agency can see if it is
working for them.
• Program can be managed from within the organization.
20. Forth Alternative
• The workforce and succession planning alternative to not having a
succession plan.
• Provides agencies with realistic information on the capabilities and
talents of their employees.
• Workforce planning is normally a function of human resources.
• Matches current supply of qualified personnel with future demand
of agency.
• Will create extra work for human resources, additional funding
necessary.
21. Discussion of Quantitative and Comparative Analysis
• This project is attempting to show the best method for implementing
a succession plan in the City of Naples Police Department in order to
prepare future leaders in the organization.
• Two different analytical methods were used; comparative analysis
and quantitative analysis.
• Comparative analysis helped develop four possible alternatives to
the problem.
• The quantitative analysis helped select the best possible solution to
the problem based on different factors.
• Quantitative analysis focused on four areas; legal, financial,
organizational and political.
22. Scoring Scale for Legal
5- No Legal Restrictions at any level.
4- Some Legal Restrictions, usually a rule or policy that can be
overcome with ease, (a simple vote or decision i.e. Union Contract)
3- Some Legal Restrictions, usually an ordinance that requires city or
county action to change.
2- Some Legal Restrictions, usually an administrative code that
requires action by a state or federal regulatory agency to amend.
1- Some Legal Restrictions, usually a federal title or state law that
requires legislative
action or court action to amend or change.
0- An absolute legal restriction, either a federal or state constitutional
prevention.
23. Scoring Scale for Financial
5- No Financial Restrictions, sufficient funds exist for this alterative
4- Some Financial Restrictions, usually requiring the internal moving
for funding from one source to another requiring outside
government approval, either a city manager, city council, county
commission, or legislative.
3- Some Financial Restrictions, usually requiring the addition of a
new funding source to be added to the organization’s budget from
outside existing sources without requiring any new taxation.
2- Some Financial Restrictions, usually requiring the addition of a
new funding source to be added to the organization’s budget from
additional revenue sources requiring new taxation.
1- No new monies exist for this project nor will new monists be
sought or approved.
0- Not application to the agency.
24. Scoring Scale for Organizational
5- A positive impact on organization personnel with no negative
consequences.
4- A positive impact or organizational personnel with only a slight or
small impact of negative consequences.
3- A positive impact on organizational personnel that has an equal
negative impact.
2- A positive impact on organizational personnel that has a greater
amount of negative impact.
1- No positive impact to organizational personnel.
0- No positive impact to organizational personnel and instead creates a
negative impact.
25. Scoring Scale for Political
5- A positive political impact on the service jurisdiction with no
negative consequences to the organization.
4- A positive political impact on the service jurisdiction with only a
slight or small impact of negative consequences to the
organization.
3- A positive political impact on the service jurisdiction with
significant negative consequences to the organization.
2- Some positive political impact to the service population and no
positive political impact for the organization.
1- No positive political impact to the service population and no
positive political impact for the organization.
0- Not application to the organization.
26. Legal Financial Organizational Political
1
An examination of the organization’s three-year goals, including the next year implementation plan for these goals, in relation to this
selected possible alternative.
2
An examination of any proposed public policy changes to the organization and its relationship to this selected possible alternative.
3
An examination of the organization’s budget regarding its impact on this selected possible alternative.
4
An examination of the organization’s organizational chart and its rationale for the organizational structure in relation to this selected
possible alternative.
5
An examination of the organization’s employee performance evaluation system in relation to this selected possible alternative.
6
A review of the organization’s existing policies and your problem statement in relation to relevant state and federal employment
laws.
7
A review of the organization’s collective bargaining agreement regarding this selected possible alternative.
8
A review of the organization’s emergency and/or strategic plan(s) addressing mitigation and response, including threats, to this
selected possible alternative.
9
A review of the organization’s emergency and/or strategic plan(s) addressing mitigation and response to natural disasters regarding
this selected possible alternative.
10
An examination of the organization’s human resource policy regarding proper staffing, to include the negative impact of job-related
stresses, regarding this selected possible alternative.
11
An examination of the ethical issues common to this organization in relation to this selected possible alternative.
Category Points
Total Points
27. Alternative 1: Standardized Succession Plan Within The
Organization
DISCUSSION OF CRITERIA USED TO DETERMINE THE
WEIGHTS FOR ALTERNATIVE 1: L-2
The weight assigned to this outcome is: 5
An examination of proposed policy changes to the organization
shows that there would be little to no legal restrictions. Minimal
changes would need to be made to the policies of the organization to
include changes for the succession plan. Executive directives may
also need to be sent out in regards to the plan.
Naples Police Department. (2010). General Orders (General Order
#79, Promotions). Naples FL: Office of the Chief of Police.
28. Alternative 1: Standardized Succession Plan Within The
Organization
DISCUSSION OF CRITERIA USED TO DETERMINE THE
WEIGHTS FOR ALTERNATIVE 1: F-1
The weight given to this outcome is: 4
An examination of the organization’s three year goals, to include next
year’s implementation plan for these goals in relation to this
alternative revealed some minimal financial restrictions. In order to
implement this alternative some budget adjustments would need to be
made. Funding for this alternative would need to be accomplished by
increasing the budget in the training bureau. This could be
accomplished by a modification to the budget by the executive staff
and confiscated funds may be used as a funding source for training.
29. Alternative 1: Standardized Succession Plan Within The
Organization
DISCUSSION OF CRITERIA USED TO DETERMINE THE
WEIGHTS FOR ALTERNATIVE 1: O-4
The weight assigned to this outcome is: 5
An examination of the organization’s organizational chart and its
rationale for the organizational structure in relation to this alternative
revealed no negative impacts to organizational personnel with only
positive impacts. This alternative will not alter the current or future
organizational charts.
Naples Police Department. (2010). General Orders (General Order
#004, Dept. Organization). Naples FL: Office of the Chief of Police.
30. Alternative 1: Standardized Succession Plan Within The Organization
DISCUSSION OF CRITERIA USED TO DETERMINE THE WEIGHTS FOR
ALTERNATIVE 1: P-7
The weight assigned to this outcome is: 4
A review of the organization’s collective bargaining agreement regarding this
alternative revealed a positive political impact on the service jurisdiction and only a
slight negative impact to the organization. The current collective bargaining agreement
would need to be modified in the article covering promotions. The union and the city
would need to agree to open the article, which would not be an issues since this would
be beneficial to both sides. The service jurisdiction would see a positive political
impact as they would see both the union and the city negotiating in good faith for the
betterment of the organization.
City of Naples. (2011). F.O.P. Contract (Contract between F.O.P. Lodge #38 and City
of Naples) Naples FL: Division of Human Resources.
31. Selection of the Best Alternative
• First alternative is standardizing a succession plan within the
organization.
• Scored the highest among the four alternatives with a total of 204
points.
• Had least amount of negative impacts to the organization and the
stakeholders.
• Had only minor impacts to the financial area requiring only minor
changes to the budget.
• Requires only a few changes to existing organizational policies in
the legal area.
32. Implementation
• Careful attention must be paid to the planning and implementation
of the plan.
• Committee consisting of each rank should be formed.
• Committee must prioritize communication with members of the
agency.
• Must be able to answer questions quickly to quell rumors and other
mis-information.
• Process should be conducted as openly as possible, not in secret.
33. Implementation (cont’d)
• Program will be implemented in six different phases.
• Every task on each step needs to be completed before moving on.
• Committee members must be given time and resources to make
plan successful.
• Modifications to several general orders need to be made by
executive staff.
• Modifications to existing labor contract between the Fraternal
Order of Police and the City of Naples.
34. Evaluation
• The program should be given at least two years so data can be
collected.
• A complete evaluation of the program including its strengths and
weaknesses must be conducted.
• Data needs to be collected from the current program as well as
historical data for comparison.
• Data from the promotional process from each rank will need to be
collected to measure the program’s effectiveness.
• The Professional Standards Division will be in charge of the
program.
35. Evaluation (cont’d)
• Professional Standards will maintain the records of those
participating in the program.
• Quarterly evaluations of program participants will be conducted.
• Participants in the program will be able to see exactly where they
are at and what they need.
• The committee that was formed for the implementation of the
program will also be tasked with evaluating and suggesting changes
as necessary.
• The committee will also be evaluating the effectiveness of the
mentoring program by use of interviews and surveys.
36. Evaluation (cont’d)
• Agency needs to find out if it is turning out leaders that are better
prepared for the next level.
• If evaluation shows that it is not, changes need to be implemented.
• Training curriculum needs to be evaluated twice a year to make
sure that it is relevant and effective.
• No program is one size fits all, adjusts must be made.
• Agency culture needs to be changed in order for the program to be
accepted.
37. Closing
• I would like to thank the board for this opportunity to present this
ARP.
• This project is something that can truly benefit the members of the
Naples Police Department and will help the agency develop future
leaders from within the organization. Doing this will help morale
and create movement throughout the entire agency when there is a
promotion and will prevent the agency from becoming stagnant.
Members of the agency will feel more engaged and truly take
ownership in something that they feel that they have control over.
• I would like to give a special thank you to the staff and faculty of
Edison State College for giving me the skills I needed to
accomplish my educational goals.