CHAPTER EIGHT Strategic Alignment Tim Campos IN TODAY’S BUSINESS, CIOs have tremendous opportunity to have a major strategic influence on their businesses. This opportunity arises from the rapid adoption of information technology over the past three decades across nearly every aspect of business. When a company wants to merge with another organization, the IT organization is one of the first corporate departments to be involved. When a new plant or facility is opened, the IT organization must be involved to help connect it to the rest of the company’s systems. Even when a company reaches into a new line of business, the IT organization is involved to help set up the information systems to support the new business. This opportunity, however, can also be the CIO’s greatest liability if the organization’s focus is diluted. IT has been adopted in nearly every business process, even those that are not very strategic. Nearly all employees at companies have e-mail accounts, and every corporation has a web site, regardless of whether it delivers products or services through that web site. Because all of these technology operations must function in order for the business to operate, CIOs must divide their focus and resources across the entire company. This breadth of demand creates tremendous challenges for IT organizations. It is not good enough simply to focus on those portions of the business that are strategic, to the detriment of everything else. Although this might work in the short run, over time the neglected business functions become a drain on the success of the business. (This is one of the reasons so many firms reimplement enterprise systems.) Moreover, what is “strategic” depends on whom one asks. A customer portal may not be that important to manufacturing, but it is critical to the strategy of the service organization. The resources allocated to the IT department are finite, yet the demands on the IT organization can at times appear infinite. It is this challenge that separates the mediocre from the exceptional IT organization. The secret to addressing this challenge is to strategically align your organization to the business. FRAMEWORK Strategic alignment results from structuring the IT organization around the needs of the business. To explain how this is done, let me break the operations of the IT organization down into four basic functions. Two are delivery functions: support delivery and project delivery. The other two are management activities: value attainment and strategic alignment. All activities of the IT organization can be categorized into one of these four functions, although, as we will see later, these functions are typically spread out across multiple teams, which is the source of much of the misalignment IT organizations face (see Figure 8.1). FIGURE 8.1 IT Strategic Alignment Framework These functions layer on top of each other such that failure at one level affects everything above it. Strategic alignment is achieved .
FRAMEWORK Strategic alignment results from structuring t.docxhanneloremccaffery
FRAMEWORK
Strategic alignment results from structuring the IT organization around the needs of the business. To
explain how this is done, let me break the operations of the IT organization down into four basic
functions. Two are delivery functions: support delivery and project delivery. The other two are
management activities: value attainment and strategic alignment. All activities of the IT organization can
be categorized into one of these four functions, although, as we will see later, these functions are
typically spread out across multiple teams, which is the source of much of the misalignment IT
organizations face (see Figure 8.1).
img
FIGURE 8.1 IT Strategic Alignment Framework
These functions layer on top of each other such that failure at one level affects everything above it.
Strategic alignment is achieved when all functions operate in harmony to achieve business results.
However, how these functions are managed directly impacts how strategic an organization is. A tall
skinny pyramid will generate far more value for a firm than a short fat one. For the rest of this chapter,
we explore each function in more detail and highlight the management issues the CIO and the IT
management staff must address to achieve strategic alignment.
Support Delivery
Support makes up all of the break-fix activity of the IT operations. It is the most fundamental and, in
many respects, the most important activity the IT organization engages in. Support includes the help
desk and monitoring organizations but also aspects of technical operations, such as system
administration, database administration, development, and business process analysts. All aspects of the
IT organization provide some level of support back to the business.
Support delivery is critical not because it is strategic but because it is the foundation from which
everything else is built. Put in simpler terms, if you are in the CEO’s office and her personal computer is
broken, what do you expect you will be discussing with her when you meet: supply chain strategy, or
why her PC has been down for the past four hours? Support is the function that all IT organizations are
engaged in regardless of size. In some IT organizations, support is all they are engaged in.
Support delivery involves several management decisions including scope, service levels, and overall
investment. A widely circulated metric asserts that most IT organizations spend 70 to 80 percent of their
budget sustaining existing systems. Whether this is the right level is the subject of some debate, but the
metric highlights the fact that support delivery is not only the foundation of all other aspects of the IT
organization, but it is also the dominant expense.
The key support delivery management challenge is to provide the right level of support cost effectively.
This balance is subtle but important. Although a corporation might enjoy IT support levels so h ...
This document discusses aligning IT strategy with business goals. It emphasizes reviewing strategic plans to identify how technology can help achieve goals like becoming a leading home health provider. IT and business strategies should complement each other through collaborative development. Data is collected from staff through surveys and interviews to identify themes like competitiveness. Linking IT performance to business metrics allows evaluating each unit's contributions to overall value. Value-based management and key performance indicators can help consider IT a vital business player.
Chapter Twenty-Four Information Technology Portfolio Management.docxchristinemaritza
Chapter Twenty-Four: Information Technology Portfolio Management
Louis Carr, Jr.
OVERVIEW
One of the most common dilemmas of information technology management is properly and adequately measuring the value of IT for an organization. In years past, many IT departments were considered cost centers. That is to say, many in management believed that funding IT was a necessary expense that had some operational (and nonstrategic) benefit. Many managers believed IT was similar to a utility—for example, water or electrical service: It was necessary but did not really offer any strategic value.
Today, most would agree that a certain portion of an IT department's service catalog is operational, but there is a portion of the department that must be strategic and align itself with the business objectives and strategies of the organization. At the highest level, IT governance is the broad discipline and framework that can help integrate business decisions and strategy with IT decisions and strategy. One of the concepts supporting IT governance is IT portfolio management.
Most technology managers and directors would define IT portfolio management as "the management of IT projects where all IT project resources, funding and tasks are managed in a prioritized, systematic manner across the enterprise." Although portfolio management of software applications can be construed as IT portfolio management, it is more common for IT projects to be the object of portfolio management. It is more common because IT projects can include more than just software application projects. IT projects include hardware projects such as server upgrades, telephone/VoIP (Voice over Internet Protocol) initiatives, and so on—not just software applications.
WHY IS IT PORTFOLIO MANAGEMENT NECESSARY?
IT departments receive requests for projects and services daily. Unless an IT department has unlimited resources and unlimited budget, choices have to be made as to which projects will be placed on hold or in a queue and which projects will be implemented right away. If an organization is facing challenges, such as having limited IT resources that need to be managed, wanting to ensure IT's alignment with business priorities, or wanting to maximize the IT investment, IT portfolio management is one methodology that will pay tremendous dividends when implemented properly. One function of IT portfolio management is to establish an objective method for scoring or rating projects. From this scoring process, a priority can be established that will help the CIO better understand which projects should be implemented and which should be placed in the queue.
IT portfolio management is necessary because IT departments have limited resources that need to be managed. In most IT organizations, those resources are in high demand; establishing which IT project will receive which services is key to delivering services to customers in a consistent and timely manner. For example, a database administrator may be ...
The document discusses how to better integrate business and information technology. It argues that IT needs to be integrated into the core business strategy and operations, not treated as an afterthought. The author provides examples from their experience of embedding senior IT leaders directly into business units so they understand the business goals and can help identify technology solutions. The document then outlines four steps to achieve better integration: 1) Open communication between IT and operational groups, 2) Understanding business needs, 3) Validating IT plans with senior management, and 4) Conducting periodic surveys for feedback. The overall message is that IT must think, act and function like business executives to truly support business objectives.
This document discusses connecting IT strategy to business value. It argues that IT should not be seen merely as an infrastructure utility, but rather as a strategic enabler. The value of IT is negotiated between IT providers and business users. For IT to have strategic value, it must be integrated with business needs and processes. The document examines different views on IT strategy and discusses balancing operational effectiveness with strategic positioning of IT.
Total IT spending as a percentage of revenue, total IT spending per user, and total IT spending per PC are three useful metrics for managing an IT organization and benchmarking against other companies. Total IT spending as a percentage of revenue indicates how efficiently a company spends on IT compared to industry standards and allows identification of opportunities for improvement. Total IT spending per user and per PC provide additional perspectives beyond total spending as a percentage of revenue to account for factors like shared devices. Benchmarking against other companies using these metrics helps identify best practices and areas for process improvement to increase efficiency and reduce costs.
This document discusses how businesses often approach major IT initiatives in a way that is not business-focused or tied to clear business objectives. It outlines common concerns executives have with IT spending, such as unclear returns on investment and projects not delivering expected results. The document proposes that businesses need an objective, performance-based methodology for developing an IT strategy, making investment decisions, and executing initiatives in a way that relates directly to organizational metrics. It describes resources available to help businesses quickly develop a business-focused approach to critical IT issues.
The document discusses the role of the Chief Information Officer (CIO). It begins by defining the CIO as the senior executive responsible for an organization's information technology and computer systems. CIOs report to high-level executives like the CEO or COO. The document then discusses the need for CIOs to manage IT resources, increase profits through technology, and reduce the gap between IT and non-IT staff. It outlines the key roles and responsibilities of a CIO, including being a business leader, having strong organizational skills, recruiting employees, and developing IT strategies and policies. The summary concludes by noting that while CIOs may have technical backgrounds, the role focuses more on business skills and strategic leadership to ensure technology supports
FRAMEWORK Strategic alignment results from structuring t.docxhanneloremccaffery
FRAMEWORK
Strategic alignment results from structuring the IT organization around the needs of the business. To
explain how this is done, let me break the operations of the IT organization down into four basic
functions. Two are delivery functions: support delivery and project delivery. The other two are
management activities: value attainment and strategic alignment. All activities of the IT organization can
be categorized into one of these four functions, although, as we will see later, these functions are
typically spread out across multiple teams, which is the source of much of the misalignment IT
organizations face (see Figure 8.1).
img
FIGURE 8.1 IT Strategic Alignment Framework
These functions layer on top of each other such that failure at one level affects everything above it.
Strategic alignment is achieved when all functions operate in harmony to achieve business results.
However, how these functions are managed directly impacts how strategic an organization is. A tall
skinny pyramid will generate far more value for a firm than a short fat one. For the rest of this chapter,
we explore each function in more detail and highlight the management issues the CIO and the IT
management staff must address to achieve strategic alignment.
Support Delivery
Support makes up all of the break-fix activity of the IT operations. It is the most fundamental and, in
many respects, the most important activity the IT organization engages in. Support includes the help
desk and monitoring organizations but also aspects of technical operations, such as system
administration, database administration, development, and business process analysts. All aspects of the
IT organization provide some level of support back to the business.
Support delivery is critical not because it is strategic but because it is the foundation from which
everything else is built. Put in simpler terms, if you are in the CEO’s office and her personal computer is
broken, what do you expect you will be discussing with her when you meet: supply chain strategy, or
why her PC has been down for the past four hours? Support is the function that all IT organizations are
engaged in regardless of size. In some IT organizations, support is all they are engaged in.
Support delivery involves several management decisions including scope, service levels, and overall
investment. A widely circulated metric asserts that most IT organizations spend 70 to 80 percent of their
budget sustaining existing systems. Whether this is the right level is the subject of some debate, but the
metric highlights the fact that support delivery is not only the foundation of all other aspects of the IT
organization, but it is also the dominant expense.
The key support delivery management challenge is to provide the right level of support cost effectively.
This balance is subtle but important. Although a corporation might enjoy IT support levels so h ...
This document discusses aligning IT strategy with business goals. It emphasizes reviewing strategic plans to identify how technology can help achieve goals like becoming a leading home health provider. IT and business strategies should complement each other through collaborative development. Data is collected from staff through surveys and interviews to identify themes like competitiveness. Linking IT performance to business metrics allows evaluating each unit's contributions to overall value. Value-based management and key performance indicators can help consider IT a vital business player.
Chapter Twenty-Four Information Technology Portfolio Management.docxchristinemaritza
Chapter Twenty-Four: Information Technology Portfolio Management
Louis Carr, Jr.
OVERVIEW
One of the most common dilemmas of information technology management is properly and adequately measuring the value of IT for an organization. In years past, many IT departments were considered cost centers. That is to say, many in management believed that funding IT was a necessary expense that had some operational (and nonstrategic) benefit. Many managers believed IT was similar to a utility—for example, water or electrical service: It was necessary but did not really offer any strategic value.
Today, most would agree that a certain portion of an IT department's service catalog is operational, but there is a portion of the department that must be strategic and align itself with the business objectives and strategies of the organization. At the highest level, IT governance is the broad discipline and framework that can help integrate business decisions and strategy with IT decisions and strategy. One of the concepts supporting IT governance is IT portfolio management.
Most technology managers and directors would define IT portfolio management as "the management of IT projects where all IT project resources, funding and tasks are managed in a prioritized, systematic manner across the enterprise." Although portfolio management of software applications can be construed as IT portfolio management, it is more common for IT projects to be the object of portfolio management. It is more common because IT projects can include more than just software application projects. IT projects include hardware projects such as server upgrades, telephone/VoIP (Voice over Internet Protocol) initiatives, and so on—not just software applications.
WHY IS IT PORTFOLIO MANAGEMENT NECESSARY?
IT departments receive requests for projects and services daily. Unless an IT department has unlimited resources and unlimited budget, choices have to be made as to which projects will be placed on hold or in a queue and which projects will be implemented right away. If an organization is facing challenges, such as having limited IT resources that need to be managed, wanting to ensure IT's alignment with business priorities, or wanting to maximize the IT investment, IT portfolio management is one methodology that will pay tremendous dividends when implemented properly. One function of IT portfolio management is to establish an objective method for scoring or rating projects. From this scoring process, a priority can be established that will help the CIO better understand which projects should be implemented and which should be placed in the queue.
IT portfolio management is necessary because IT departments have limited resources that need to be managed. In most IT organizations, those resources are in high demand; establishing which IT project will receive which services is key to delivering services to customers in a consistent and timely manner. For example, a database administrator may be ...
The document discusses how to better integrate business and information technology. It argues that IT needs to be integrated into the core business strategy and operations, not treated as an afterthought. The author provides examples from their experience of embedding senior IT leaders directly into business units so they understand the business goals and can help identify technology solutions. The document then outlines four steps to achieve better integration: 1) Open communication between IT and operational groups, 2) Understanding business needs, 3) Validating IT plans with senior management, and 4) Conducting periodic surveys for feedback. The overall message is that IT must think, act and function like business executives to truly support business objectives.
This document discusses connecting IT strategy to business value. It argues that IT should not be seen merely as an infrastructure utility, but rather as a strategic enabler. The value of IT is negotiated between IT providers and business users. For IT to have strategic value, it must be integrated with business needs and processes. The document examines different views on IT strategy and discusses balancing operational effectiveness with strategic positioning of IT.
Total IT spending as a percentage of revenue, total IT spending per user, and total IT spending per PC are three useful metrics for managing an IT organization and benchmarking against other companies. Total IT spending as a percentage of revenue indicates how efficiently a company spends on IT compared to industry standards and allows identification of opportunities for improvement. Total IT spending per user and per PC provide additional perspectives beyond total spending as a percentage of revenue to account for factors like shared devices. Benchmarking against other companies using these metrics helps identify best practices and areas for process improvement to increase efficiency and reduce costs.
This document discusses how businesses often approach major IT initiatives in a way that is not business-focused or tied to clear business objectives. It outlines common concerns executives have with IT spending, such as unclear returns on investment and projects not delivering expected results. The document proposes that businesses need an objective, performance-based methodology for developing an IT strategy, making investment decisions, and executing initiatives in a way that relates directly to organizational metrics. It describes resources available to help businesses quickly develop a business-focused approach to critical IT issues.
The document discusses the role of the Chief Information Officer (CIO). It begins by defining the CIO as the senior executive responsible for an organization's information technology and computer systems. CIOs report to high-level executives like the CEO or COO. The document then discusses the need for CIOs to manage IT resources, increase profits through technology, and reduce the gap between IT and non-IT staff. It outlines the key roles and responsibilities of a CIO, including being a business leader, having strong organizational skills, recruiting employees, and developing IT strategies and policies. The summary concludes by noting that while CIOs may have technical backgrounds, the role focuses more on business skills and strategic leadership to ensure technology supports
The document outlines 6 steps to successful outsourcing: 1) managing the vendor relationship, 2) implementing effective change management, 3) monitoring outsourced service performance, 4) managing finances, 5) adhering to contract terms, and 6) demonstrating service value. Senior IT leadership must be involved in the outsourcing relationship and ensure metrics are in place to evaluate performance, finances, and value delivery. With proper planning and management, outsourcing need not be painful.
The Role of IT in Supporting Mergers and AcquisitionsCognizant
Involving IT teams early and often during mergers and acquisitions can help enterprises realize more value from the operational and market synergies that bring businesses together.
Challenges in Business and IT AlignmentVidur Pandit
The document discusses challenges with aligning business and IT. It provides context on the importance of business-IT alignment and defines key concepts. The phases of the business-IT alignment cycle are also outlined, including plan, model, manage and measure. The goal of alignment is to ensure IT supports business strategies and processes efficiently.
The document discusses how CFOs can better evaluate IT departments and technology investments. It recommends that CFOs focus on three key areas: communication between finance and IT, governance over technology spending and projects, and assessing IT capabilities and risks.
For communication, the document suggests CFOs and CIOs develop a shared language focused on business value and processes rather than just technology. For governance, it advises implementing two levels - one for strategic initiatives and one for individual projects. And for assessment, it provides questions for CFOs to ask about information quality, technology capabilities, reliability, and risks. Taking steps in these three areas can help CFOs optimize IT spending and prepare their companies technologically for the future
The document discusses how IT financial management (ITFM) can be expanded beyond traditional activities like budgeting and forecasting to improve business outcomes. It identifies 9 key focus areas for ITFM, including investment analysis, chargebacks, benchmarking, and vendor management. ITFM tools can provide visibility into IT costs and consumption to support decision making. The document recommends organizations assess their ITFM capabilities and prioritize expanding into areas that provide the most benefit.
In this presentation, we will discuss in depth about the importance of technology in business, what IT governance is and its impact.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Relevant it – it solutions to bridge the gap between business and it it man...IT-Toolkits.org
Much has been said and written about the existence of a so-called “Business-IT divide”. But what is it, what does it mean for my company and even more important, what can I do about it?
Most small and medium business leaders and IT players (be they internal to the company or external service providers) have given up on answering that question. They often feel that it is impossible to gain real business value from IT and that it is just in the domain of large enterprises to attempt tackling that issue. Rome was not built in a day and there are no silver bullets for instantly bridging the business-IT divide and offering truly effective IT solutions. After all, if it was easy, it would already have been done and this entire subject would be moot! The Relevant IT framework helps to map out a journey to assist businesses to tackle the issue one step at a time.
7 factors responsible for the failure of it projects converted (1)RutujaJagtap19
The document discusses 7 factors that are responsible for the failure of IT projects. These factors include: lack of alignment across the organization, not truly embracing agile frameworks, implementing systems in silos rather than focusing on outcomes, inability to scale as business needs change, lack of IT skills and leadership, not investing in automation, and taking on projects that are too large in scope. Addressing these factors can help organizations avoid IT project failures and better deliver anticipated business value.
Info-Tech Research Group provides research and advice on IT issues. They have a methodology for developing an IT strategy in 8 steps that involves determining the scope, assessing the current state of IT and business drivers, developing a target vision, defining initiatives, building a roadmap, executing the plan, and reviewing progress. Their process is grounded in established frameworks and is designed to ensure business needs are understood and the strategy delivers value. Info-Tech can help organizations develop an effective strategy by gathering diagnostic data, overcoming common barriers, and tailoring the approach based on an organization's size and needs.
How to Maintain a Productive CFO-CIO RelationshipVMware
The document discusses maintaining a productive relationship between the CFO and CIO. It notes that CFOs are under pressure to cut costs and justify investments, while businesses demand more IT. A collaborative CIO-CFO relationship is important to use technology to address business challenges and drive growth. The CFO's role in technology decisions has increased, and they prioritize business applications and analytics improvements. The document also summarizes a Gartner study on CFO perspectives, including their top technology priorities and views on topics like cloud computing. It recommends the CIO communicate priorities to the CFO to understand their goals and ensure technology investments align.
This document discusses how IT organizations are evolving from reactive operations models focused on maintaining existing systems, to more proactive models that drive business goals through strategic technology investments. It describes a three phase process where virtualization initially provides server consolidation benefits, then automation and management efficiencies, and finally a fully virtualized, software-defined data center enabling an IT-as-a-service model. This allows IT to shift resources from operations to new initiatives that generate revenue and growth for the business. The evolution transforms the CIO's role from functional manager to business strategist focused on innovation.
This document summarizes an article from the DITY Newsletter about overcoming isolation in IT financial management. The newsletter is published by itSM Solutions and provides practical guidance on implementing ITIL best practices. The article discusses how IT finance is often isolated in a "stovepipe" and must work with other IT processes to develop alignment with business strategy. It emphasizes that no single IT process is strategic on its own. The article also examines how understanding service costs through activities like service level agreements can help IT communicate better with customers and optimize operations.
The document discusses a framework called the CIO Support Services Framework (CSSF) that aims to strengthen the office of the CIO. The CSSF identifies six core components that support a CIO: enterprise architecture, capital planning and investment control, a project management office, customer relationship management, IT security, and business performance management. Together these six areas constitute a fully capable Office of the Chief Information Officer and allow the CIO to strategically direct IT operations rather than focus only on reactive firefighting.
This document discusses how business intelligence can benefit financial institutions. It defines business intelligence and describes how it involves collecting and analyzing data to improve business decisions. It then provides examples of how business intelligence can help various parts of the financial industry, including retail banking, insurance, and investment banking, by identifying profitable customers, optimizing marketing, reducing costs and risks, and improving customer service.
This document discusses business intelligence (BI) in financial institutions. It defines BI as gathering meaningful information to help with analysis and conclusions. An ideal BI system gives employees easy access to needed information and the ability to analyze and share it. The document contrasts traditional reporting with BI and analytic applications. It also discusses identifying BI opportunities by evaluating where it could improve decision making. The benefits of BI include improved operational and strategic decisions from timely information. The document outlines the layers of a BI infrastructure from operational data to delivering intelligence to users.
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
CHAPTER 3Understanding Regulations, Accreditation Criteria, and .docxtiffanyd4
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other Standards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
2. Legal and Fiscal Management
· Knowledge and application of the advantages and disadvantages of different legal structures
· Knowledge of different codes and regulations as they relate to the delivery of early childhood program services
· Knowledge of child custody, child abuse, special education, confidentiality, anti-discrimination, insurance liability, contract, and laborlaws pertaining to program management
5. Program Operations and Facilities Management
· Knowledge and application of policies and procedures that meet state/local regulations and professional standards pertaining to thehealth and safety of young children
7. Marketing and public relations
· Skill in developing a business plan and effective promotional literature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
· Knowledge of licensing standards, state and federal laws (e.g., ADA, IDEA) as they relate to services and accommodations for childrenwith special needs
10. Professionalism
· Knowledge of laws, regulations, and policies that impact professional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe the purpose of regulations that apply to programs of early care and education and list several topics they address.
2. Identify several ways accreditation standards are different from child care regulations.
3. State the purpose of Quality Rating and Improvement Systems (QRIS).
4. List some ways qualifications for administrators and teachers are different for licensure, for accreditation, and in QRIS systems.
5. Identify laws that apply to the childcare workplace, such as those that govern the program’s financial management and employees’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center in compliance with all licensing regulations. She is proud of her teachers andconfident that the center consistently goes above and beyond licensing provisions designed simply to keep children healthy and safe. She knowsthat the center provides high-quality care to the children it serves, but has never pursued accreditation or participated in her state’s optionalQuality Rating and Improvement System (QRIS) because of the time and effort it would require. Her families have confidence in her program anddo not seem to need this additional assurance that it provides high-quality services day in and day out.
Large numbers of families rely on out-of-home care for their infants, toddlers, preschoolers, and school-age children during the workday. In2011, there were 312,254 licensed child care facilities with a capacity to serve almost 10.2 million children. About 34% of these facilitieswere child care center.
Chapter 3 Human RightsINTERNATIONAL HUMAN RIGHTS–BASED ORGANIZ.docxtiffanyd4
Chapter 3 Human Rights
INTERNATIONAL HUMAN RIGHTS–BASED ORGANIZATIONS LIKE THE UN COMMISSION ON HUMAN RIGHTS HAVE MADE MONITORING HUMAN RIGHTS A GLOBAL ISSUE. The United Nations is headquartered in New York City.
Learning Objectives
1. 3.1Review the expansion of and the commitment to the human rights agenda
2. 3.2Evaluate the milestones that led to the current concerns around human rights
3. 3.3Evaluate some of the philosophical controversies over human rights
4. 3.4Recognize global, regional, national, and local institutions and rules designed to protect human rights across the globe
5. 3.5Report the efforts made globally in bringing violators of human rights to justice
6. 3.6Relate the need for stricter laws to protect women’s human rights across the globe.
7. 3.7Recognize the need to protect the human rights of the disabled
8. 3.8Distinguish between the Western and the Islamic beliefs on individual and community rights
9. 3.9Review the balancing act that needs to be played while fighting terrorism and protecting human rights
10. 3.10Report the controversy around issuing death penalty as punishment
When Muammar Qaddafi used military force to suppress people demonstrating in Libya for a transition to democracy, there was a general consensus that there was a global responsibility to protect civilians. However, when Bashar Assad used fighter jets, tanks, barrel bombs, chemical weapons, and a wide range of brutal methods, including torture, to crush the popular uprising against his rule in Syria, the world did not respond forcefully to protect civilians. The basic reason given for allowing Syria to descend into brutality and chaos was that it was difficult to separate Syrians favoring human rights from those who embraced terrorism. Although cultural values differ significantly from one society to another, our common humanity has equipped us with many shared ideas about how human beings should treat each other. Aspects of globalization, especially communications and migration, reinforce perceptions of a common humanity. In general, there is global agreement that human beings, simply because we exist, are entitled to at least three types of rights. First is civil rights, which include personal liberties such as freedom of speech, religion, and thought; the right to own property; and the right to equal treatment under the law. Second is political rights, including the right to vote, to voice political opinions, and to participate in the political process. Third is social rights, including the right to be secure from violence and other physical danger, the right to a decent standard of living, and the right to health care and education. Societies differ in terms of which rights they emphasize. Four types of human rights claims that dominate global politics are
1. The abuse of individual rights by governments
2. Demands for autonomy or independence by various groups
3. Demands for equality and privacy by groups with unconventional lifestyles
4. Cla.
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The document outlines 6 steps to successful outsourcing: 1) managing the vendor relationship, 2) implementing effective change management, 3) monitoring outsourced service performance, 4) managing finances, 5) adhering to contract terms, and 6) demonstrating service value. Senior IT leadership must be involved in the outsourcing relationship and ensure metrics are in place to evaluate performance, finances, and value delivery. With proper planning and management, outsourcing need not be painful.
The Role of IT in Supporting Mergers and AcquisitionsCognizant
Involving IT teams early and often during mergers and acquisitions can help enterprises realize more value from the operational and market synergies that bring businesses together.
Challenges in Business and IT AlignmentVidur Pandit
The document discusses challenges with aligning business and IT. It provides context on the importance of business-IT alignment and defines key concepts. The phases of the business-IT alignment cycle are also outlined, including plan, model, manage and measure. The goal of alignment is to ensure IT supports business strategies and processes efficiently.
The document discusses how CFOs can better evaluate IT departments and technology investments. It recommends that CFOs focus on three key areas: communication between finance and IT, governance over technology spending and projects, and assessing IT capabilities and risks.
For communication, the document suggests CFOs and CIOs develop a shared language focused on business value and processes rather than just technology. For governance, it advises implementing two levels - one for strategic initiatives and one for individual projects. And for assessment, it provides questions for CFOs to ask about information quality, technology capabilities, reliability, and risks. Taking steps in these three areas can help CFOs optimize IT spending and prepare their companies technologically for the future
The document discusses how IT financial management (ITFM) can be expanded beyond traditional activities like budgeting and forecasting to improve business outcomes. It identifies 9 key focus areas for ITFM, including investment analysis, chargebacks, benchmarking, and vendor management. ITFM tools can provide visibility into IT costs and consumption to support decision making. The document recommends organizations assess their ITFM capabilities and prioritize expanding into areas that provide the most benefit.
In this presentation, we will discuss in depth about the importance of technology in business, what IT governance is and its impact.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Relevant it – it solutions to bridge the gap between business and it it man...IT-Toolkits.org
Much has been said and written about the existence of a so-called “Business-IT divide”. But what is it, what does it mean for my company and even more important, what can I do about it?
Most small and medium business leaders and IT players (be they internal to the company or external service providers) have given up on answering that question. They often feel that it is impossible to gain real business value from IT and that it is just in the domain of large enterprises to attempt tackling that issue. Rome was not built in a day and there are no silver bullets for instantly bridging the business-IT divide and offering truly effective IT solutions. After all, if it was easy, it would already have been done and this entire subject would be moot! The Relevant IT framework helps to map out a journey to assist businesses to tackle the issue one step at a time.
7 factors responsible for the failure of it projects converted (1)RutujaJagtap19
The document discusses 7 factors that are responsible for the failure of IT projects. These factors include: lack of alignment across the organization, not truly embracing agile frameworks, implementing systems in silos rather than focusing on outcomes, inability to scale as business needs change, lack of IT skills and leadership, not investing in automation, and taking on projects that are too large in scope. Addressing these factors can help organizations avoid IT project failures and better deliver anticipated business value.
Info-Tech Research Group provides research and advice on IT issues. They have a methodology for developing an IT strategy in 8 steps that involves determining the scope, assessing the current state of IT and business drivers, developing a target vision, defining initiatives, building a roadmap, executing the plan, and reviewing progress. Their process is grounded in established frameworks and is designed to ensure business needs are understood and the strategy delivers value. Info-Tech can help organizations develop an effective strategy by gathering diagnostic data, overcoming common barriers, and tailoring the approach based on an organization's size and needs.
How to Maintain a Productive CFO-CIO RelationshipVMware
The document discusses maintaining a productive relationship between the CFO and CIO. It notes that CFOs are under pressure to cut costs and justify investments, while businesses demand more IT. A collaborative CIO-CFO relationship is important to use technology to address business challenges and drive growth. The CFO's role in technology decisions has increased, and they prioritize business applications and analytics improvements. The document also summarizes a Gartner study on CFO perspectives, including their top technology priorities and views on topics like cloud computing. It recommends the CIO communicate priorities to the CFO to understand their goals and ensure technology investments align.
This document discusses how IT organizations are evolving from reactive operations models focused on maintaining existing systems, to more proactive models that drive business goals through strategic technology investments. It describes a three phase process where virtualization initially provides server consolidation benefits, then automation and management efficiencies, and finally a fully virtualized, software-defined data center enabling an IT-as-a-service model. This allows IT to shift resources from operations to new initiatives that generate revenue and growth for the business. The evolution transforms the CIO's role from functional manager to business strategist focused on innovation.
This document summarizes an article from the DITY Newsletter about overcoming isolation in IT financial management. The newsletter is published by itSM Solutions and provides practical guidance on implementing ITIL best practices. The article discusses how IT finance is often isolated in a "stovepipe" and must work with other IT processes to develop alignment with business strategy. It emphasizes that no single IT process is strategic on its own. The article also examines how understanding service costs through activities like service level agreements can help IT communicate better with customers and optimize operations.
The document discusses a framework called the CIO Support Services Framework (CSSF) that aims to strengthen the office of the CIO. The CSSF identifies six core components that support a CIO: enterprise architecture, capital planning and investment control, a project management office, customer relationship management, IT security, and business performance management. Together these six areas constitute a fully capable Office of the Chief Information Officer and allow the CIO to strategically direct IT operations rather than focus only on reactive firefighting.
This document discusses how business intelligence can benefit financial institutions. It defines business intelligence and describes how it involves collecting and analyzing data to improve business decisions. It then provides examples of how business intelligence can help various parts of the financial industry, including retail banking, insurance, and investment banking, by identifying profitable customers, optimizing marketing, reducing costs and risks, and improving customer service.
This document discusses business intelligence (BI) in financial institutions. It defines BI as gathering meaningful information to help with analysis and conclusions. An ideal BI system gives employees easy access to needed information and the ability to analyze and share it. The document contrasts traditional reporting with BI and analytic applications. It also discusses identifying BI opportunities by evaluating where it could improve decision making. The benefits of BI include improved operational and strategic decisions from timely information. The document outlines the layers of a BI infrastructure from operational data to delivering intelligence to users.
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Similar to CHAPTER EIGHT Strategic Alignment Tim Campos IN TODAY’S BUSINESS, .docx (20)
CHAPTER 3Understanding Regulations, Accreditation Criteria, and .docxtiffanyd4
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other Standards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
2. Legal and Fiscal Management
· Knowledge and application of the advantages and disadvantages of different legal structures
· Knowledge of different codes and regulations as they relate to the delivery of early childhood program services
· Knowledge of child custody, child abuse, special education, confidentiality, anti-discrimination, insurance liability, contract, and laborlaws pertaining to program management
5. Program Operations and Facilities Management
· Knowledge and application of policies and procedures that meet state/local regulations and professional standards pertaining to thehealth and safety of young children
7. Marketing and public relations
· Skill in developing a business plan and effective promotional literature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
· Knowledge of licensing standards, state and federal laws (e.g., ADA, IDEA) as they relate to services and accommodations for childrenwith special needs
10. Professionalism
· Knowledge of laws, regulations, and policies that impact professional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe the purpose of regulations that apply to programs of early care and education and list several topics they address.
2. Identify several ways accreditation standards are different from child care regulations.
3. State the purpose of Quality Rating and Improvement Systems (QRIS).
4. List some ways qualifications for administrators and teachers are different for licensure, for accreditation, and in QRIS systems.
5. Identify laws that apply to the childcare workplace, such as those that govern the program’s financial management and employees’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center in compliance with all licensing regulations. She is proud of her teachers andconfident that the center consistently goes above and beyond licensing provisions designed simply to keep children healthy and safe. She knowsthat the center provides high-quality care to the children it serves, but has never pursued accreditation or participated in her state’s optionalQuality Rating and Improvement System (QRIS) because of the time and effort it would require. Her families have confidence in her program anddo not seem to need this additional assurance that it provides high-quality services day in and day out.
Large numbers of families rely on out-of-home care for their infants, toddlers, preschoolers, and school-age children during the workday. In2011, there were 312,254 licensed child care facilities with a capacity to serve almost 10.2 million children. About 34% of these facilitieswere child care center.
Chapter 3 Human RightsINTERNATIONAL HUMAN RIGHTS–BASED ORGANIZ.docxtiffanyd4
Chapter 3 Human Rights
INTERNATIONAL HUMAN RIGHTS–BASED ORGANIZATIONS LIKE THE UN COMMISSION ON HUMAN RIGHTS HAVE MADE MONITORING HUMAN RIGHTS A GLOBAL ISSUE. The United Nations is headquartered in New York City.
Learning Objectives
1. 3.1Review the expansion of and the commitment to the human rights agenda
2. 3.2Evaluate the milestones that led to the current concerns around human rights
3. 3.3Evaluate some of the philosophical controversies over human rights
4. 3.4Recognize global, regional, national, and local institutions and rules designed to protect human rights across the globe
5. 3.5Report the efforts made globally in bringing violators of human rights to justice
6. 3.6Relate the need for stricter laws to protect women’s human rights across the globe.
7. 3.7Recognize the need to protect the human rights of the disabled
8. 3.8Distinguish between the Western and the Islamic beliefs on individual and community rights
9. 3.9Review the balancing act that needs to be played while fighting terrorism and protecting human rights
10. 3.10Report the controversy around issuing death penalty as punishment
When Muammar Qaddafi used military force to suppress people demonstrating in Libya for a transition to democracy, there was a general consensus that there was a global responsibility to protect civilians. However, when Bashar Assad used fighter jets, tanks, barrel bombs, chemical weapons, and a wide range of brutal methods, including torture, to crush the popular uprising against his rule in Syria, the world did not respond forcefully to protect civilians. The basic reason given for allowing Syria to descend into brutality and chaos was that it was difficult to separate Syrians favoring human rights from those who embraced terrorism. Although cultural values differ significantly from one society to another, our common humanity has equipped us with many shared ideas about how human beings should treat each other. Aspects of globalization, especially communications and migration, reinforce perceptions of a common humanity. In general, there is global agreement that human beings, simply because we exist, are entitled to at least three types of rights. First is civil rights, which include personal liberties such as freedom of speech, religion, and thought; the right to own property; and the right to equal treatment under the law. Second is political rights, including the right to vote, to voice political opinions, and to participate in the political process. Third is social rights, including the right to be secure from violence and other physical danger, the right to a decent standard of living, and the right to health care and education. Societies differ in terms of which rights they emphasize. Four types of human rights claims that dominate global politics are
1. The abuse of individual rights by governments
2. Demands for autonomy or independence by various groups
3. Demands for equality and privacy by groups with unconventional lifestyles
4. Cla.
CHAPTER 13Contributing to the ProfessionNAEYC Administrator Co.docxtiffanyd4
CHAPTER 13
Contributing to the Profession
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
1. Personal and Professional Self-Awareness
· The ability to evaluate ethical and moral dilemmas based on a professional code of ethics
8. Leadership and Advocacy
· Knowledge of the legislative process, social issues, and public policy affecting young children and their families
· The ability to advocate on behalf of young children, their families and the profession
Early Childhood Knowledge and Skills
1. Historical and Philosophical Foundations
· Knowledge of research methodologies
10. Professionalism
· Knowledge of different professional organizations, resources, and issues impacting the welfare of early childhood practitioners
· Ability to make professional judgments based on the NAEYC “Code of Ethical Conduct and Statement of Commitment”
· Ability to work as part of a professional team and supervise support staff or volunteers
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe how the field of early childhood education has made progress achieving two of the eight criteria of professional status.
2. Identify the advocacy tools that early childhood advocates should have at their disposal.
3. Discuss opportunities that program administrators have to contribute to the field’s future.
Grace’s Experience
Grace had found that working with children came naturally, and she considered herself to be a gifted teacher after only a short time in theclassroom. She thought she would spend her entire career working directly with children. She is now somewhat surprised how much she isenjoying the new responsibilities that come with being a program director. She is gaining confidence that she can work effectively with allfamilies, even when faced with difficult conversations; and her skills as a supervisor, coach, and mentor are increasing as well. She is nowcomfortable as a leader in her own center and is considering volunteering to fill a leadership role in the local early childhood professionalorganization. That would give her opportunities to refine her leadership skills while contributing to the quality of care provided for childrenthroughout her community.
Early childhood administrators are leaders. They contribute to the profession by making the public aware of the field’s emergingprofessionalism, including its reliance on a code of ethics; engaging in informed advocacy; becoming involved in research to increase whatwe know about how children learn, grow, and develop; and coaching and mentoring novices, experienced practitioners, and emergingleaders.
13.1 PROMOTING PROFESSIONALIZATION1
Lilian Katz, one of the most influential voices in the field of early care and education, began discussions about the professionalism of thefield in the mid-1980s. Her work extended a foundation that had been laid by sociologists, philosophers, and other scholars and continuesto influence how early childhoo.
Chapter 2 The Law of EducationIntroductionThis chapter describ.docxtiffanyd4
Chapter 2 The Law of Education
Introduction
This chapter describes the various agencies and types of law that affect education. It also discusses the organization and functions of the various judicial bodies that have an impact on education. School leadership candidates are introduced to standards of review, significant federal civil rights laws, the contents of legal decisions, and a sample legal brief.
Focus Questions
1. How are federal courts organized, and what kind of decisions do they make?
2. What is law? How is law different from policy?
3. From what source does the authority of local boards of education emanate?
4. How can campus and district leaders remain current with changes in law and policy at the national and state level?
Key Terms
1.
2.
3.
4. En banc
5.
6.
7.
8.
9.
10.
11. Stare decisis
12.
13.
14.
15.
Case Study Confused Yet?
As far as Elise Daniels was concerned, the monthly meeting of the 20 River County middle school principals was the most informative and relaxing activity in her school year. Twice per year, the principals invited a guest to speak to the group. Elise was particularly interested in the fall special guest speaker, the attorney for the state school boards association. Elise had heard him speak several times, so she was aware of his deep knowledge of school law and emerging issues. As the attorney, spoke Elise found herself becoming more anxious. It was as if the attorney was speaking a foreign language. Tinker rules, due process, Title IX, Office of Civil Rights, and the state bullying law. Elise found herself thinking, “The Americans with Disabilities Act has been amended? How am I supposed to keep up with all of this?”
Leadership Perspectives
Middle School Principal Elise Daniels in the case study “Confused Yet?” is correct. School law can be confusing. Educators work in a highly regulated environment directly and indirectly impacted by a wide variety of local, state, and federal authorities. When P–12 educators refer to “the law,” they are often referring to state and/or federal statutes enacted by legislatures (). This understanding is correct. The U.S. Congress and 50 state legislatures are active in the law-making business. To make matters more difficult, the law is constantly changing and evolving as new situations arise. For example, 10 years ago few if any states had passed antibullying laws. By 2008, however, almost every state had some form of antibullying legislation on the books. Soon after, the phenomenon of cyberbullying emerged, and state legislators rushed to add cyberbullying and/or electronic bullying to their state education laws. One can only guess at what new real or perceived problem affecting public P–12 schools will be next.
P–12 educators also refer to school board policy as “law.” However, law and policy are not necessarily identical. , p. 4) defines policy as “one way through which a political system handles a public problem. It includes a government’s expressed inten.
CHAPTER 1 Legal Heritage and the Digital AgeStatue of Liberty,.docxtiffanyd4
CHAPTER 1 Legal Heritage and the Digital Age
Statue of Liberty, New York Harbor
The Statue of Liberty stands majestically in New York Harbor. During the American Revolution, France gave the colonial patriots substantial support in the form of money for equipment and supplies, officers and soldiers who fought in the war, and ships and sailors who fought on the seas. Without the assistance of France, it is unlikely that the American colonists would have won their independence from Britain. In 1886, the people of France gave the Statue of Liberty to the people of the United States in recognition of friendship that was established during the American Revolution. Since then, the Statue of Liberty has become a symbol of liberty and democracy throughout the world.
Learning Objectives
After studying this chapter, you should be able to:
1. Define law.
2. Describe the functions of law.
3. Explain the development of the U.S. legal system.
4. List and describe the sources of law in the United States.
5. Discuss the importance of the U.S. Supreme Court’s decision in Brown v. Board of Education.
Chapter Outline
1. Introduction to Legal Heritage and the Digital Age
2. What Is Law?
1. Landmark U.S. Supreme Court Case • Brown v. Board of Education
3. Schools of Jurisprudential Thought
1. CASE 1.1 • U.S. Supreme Court Case • POM Wonderful LLC v. Coca-Cola Company
2. Global Law • Command School of Jurisprudence of Cuba
4. History of American Law
1. Landmark Law • Adoption of English Common Law in the United States
2. Global Law • Civil Law System of France and Germany
5. Sources of Law in the United States
1. Contemporary Environment • How a Bill Becomes Law
2. Digital Law • Law of the Digital Age
6. Critical Legal Thinking
1. CASE 1.2 • U.S. Supreme Court Case • Shelby County, Texas v. Holder
“ Where there is no law, there is no freedom.”
—John Locke Second Treatise of Government, Sec. 57
Introduction to Legal Heritage and the Digital Age
In the words of Judge Learned Hand, “Without law we cannot live; only with it can we insure the future which by right is ours. The best of men’s hopes are enmeshed in its success.”1 Every society makes and enforces laws that govern the conduct of the individuals, businesses, and other organizations that function within it.
Although the law of the United States is based primarily on English common law, other legal systems, such as Spanish and French civil law, also influence it. The sources of law in this country are the U.S. Constitution, state constitutions, federal and state statutes, ordinances, administrative agency rules and regulations, executive orders, and judicial decisions by federal and state courts.
Human beings do not ever make laws; it is the accidents and catastrophes of all kinds happening in every conceivable way that make law for us.
Plato
Laws IV, 709
Businesses that are organized in the United States are subject to its laws. They are also subject to the laws of other countries in which they operate. Busin.
CHAPTER 1 BASIC CONCEPTS AND DEFINITIONS OF HUMAN SERVICESPAUL F.docxtiffanyd4
This chapter provides definitions and concepts related to the field of human services. It discusses how human services aims to help individuals, families, and communities cope with problems and promote well-being. The chapter outlines three basic concepts in human services: intervention, professionalism, and education. It also discusses the generalist roles of human service workers in helping clients and delivering services. Finally, the chapter examines the social ideology of human services and how it relates to ideas about individual rights and responsibilities in society.
CHAPTER 20 Employment Law and Worker ProtectionWashington DC.docxtiffanyd4
CHAPTER 20 Employment Law and Worker Protection
Washington DC
Federal and state laws provide workers’ compensation and occupational safety laws to protect workers in the United States.
Learning Objectives
After studying this chapter, you should be able to:
1. Explain how state workers’ compensation programs work and describe the benefits available.
2. Describe employers’ duty to provide safe working conditions under the Occupational Safety and Health Act.
3. Describe the minimum wage and overtime pay rules of the Fair Labor Standards Act.
4. Describe the protections afforded by the Family and Medical Leave Act.
5. Describe unemployment insurance and Social Security.
Chapter Outline
1. Introduction to Employment Law and Worker Protection
2. Workers’ Compensation
1. Case 20.1 • Kelley v. Coca-Cola Enterprises, Inc.
3. Occupational Safety
1. Case 20.2 • R. Williams Construction Company v. Occupational Safety and Health Review Commission
4. Fair Labor Standards Act
1. Case 20.3 U.S. SUPREME COURT Case • IBP, Inc. v. Alvarez
5. Family and Medical Leave Act
6. Consolidated Omnibus Budget Reconciliation Act and Employee Retirement Income Security Act
7. Government Programs
“ It is difficult to imagine any grounds, other than our own personal economic predilections, for saying that the contract of employment is any the less an appropriate subject of legislation than are scores of others, in dealing with which this Court has held that legislatures may curtail individual freedom in the public interest.”
—Stone, Justice Dissenting opinion, Morehead v. New York (1936)
Introduction to Employment Law and Worker Protection
Generally, the employer–employee relationship is subject to the common law of contracts and agency law. This relationship is also highly regulated by federal and state governments that have enacted myriad laws that protect workers from unsafe working conditions, require employers to provide workers’ compensation to employers injured on the job, prohibit child labor, require minimum wages and overtime pay to be paid to workers, require employers to provide time off to employees with certain family and medical emergencies, and provide other employee protections and rights.
Poorly paid labor is inefficient labor, the world over.
Henry George
This chapter discusses employment law, workers’ compensation, occupational safety, pay and hour rules, and other laws affecting employment.
Workers’ Compensation
Many types of employment are dangerous, and many workers are injured on the job each year. Under common law, employees who were injured on the job could sue their employers for negligence. This time-consuming process placed the employee at odds with his or her employer. In addition, there was no guarantee that the employee would win the case. Ultimately, many injured workers—or the heirs of deceased workers—were left uncompensated.
Workers’ compensation acts were enacted by states in response to the unfairness of that result. These acts crea.
Chapter 1 Global Issues Challenges of GlobalizationA GROWING .docxtiffanyd4
Chapter 1 Global Issues: Challenges of Globalization
A GROWING WORLDWIDE CONNECTEDNESS IN THE AGE OF GLOBALIZATION HAS GIVEN CITIZENS MORE OF A VOICE TO EXPRESS THEIR DISSATISFACTION. In Brazil, Protestors calling for a wide range of reforms marched toward the soccer stadium where a match would be played between Brazil and Uruguay.
Learning Objectives
1. 1.1Identify important terms in international relations
2. 1.2Report the need to adopt an interdisciplinary approach in understanding the impact of new world events
3. 1.3Examine the formation of the modern states with respect to the thirty years’ war in 1618
4. 1.4Recall the challenges to the four types of sovereignty
5. 1.5Report that the European Union was created by redefining the sovereignty of its nations for lasting peace and security
6. 1.6Recall the influence exerted by the Catholic church, transnational companies, and other NGOs in dictating world events
7. 1.7Examine how globalization has brought about greater interdependence between states
8. 1.8Record the major causes of globalization
9. 1.9Review the most important forms of globalization
10. 1.10Recount the five waves of globalization
11. 1.11Recognize reasons as to why France and the US resist globalization
12. 1.12Examine the three dominant views of the extent to which globalization exists
Revolutions in technology, finance, transportation, and communications and different ways of thinking that characterize interdependence and globalization have eroded the power and significance of nation-states and profoundly altered international relations. Countries share power with nonstate actors that have proliferated as states have failed to deal effectively with major global problems.
Many governments have subcontracted several traditional responsibilities to private companies and have created public-private partnerships in some areas. This is exemplified by the hundreds of special economic zones in China, Dubai, and elsewhere. Contracting out traditional functions of government, combined with the centralization of massive amounts of data, facilitated Edward Snowden’s ability to leak what seems to be an almost unlimited amount of information on America’s spying activities.
The connections between states and citizens, a cornerstone of international relations, have been weakened partly by global communications and migration. Social media enable people around the world to challenge governments and to participate in global governance. The prevalence of mass protests globally demonstrates growing frustration with governments’ inability to meet the demands of the people, especially the global middle class.
The growth of multiple national identities, citizenships, and passports challenges traditional international relations. States that played dominant roles in international affairs must now deal with their declining power as global power is more diffused with the rise of China, India, Brazil, and other emerging market countries. States are i.
CHAPTER 23 Consumer ProtectionRestaurantFederal and state go.docxtiffanyd4
This chapter discusses various laws and government regulations regarding consumer protection. It covers regulations of food and drug safety, including the Food, Drug, and Cosmetic Act which is enforced by the Food and Drug Administration. The chapter also discusses laws providing protections for consumers in regards to products, automobiles, healthcare, unfair business practices, and consumer finances. The overall goal of consumer protection laws is to promote safety and prohibit abusive practices against consumers.
Chapter 18 When looking further into the EU’s Energy Security and.docxtiffanyd4
Chapter 18
: When looking further into the EU’s Energy Security and ICT sustainable urban development, and government policy efforts:
Q2
– What are the five ICT enablers of energy efficiency identified by European strategic research Road map to ICT enabled Energy-Efficiency in Buildings and constructions, (REEB, 2010)?
identify and name those
five ICT enablers
,
provide a brief narrative for each enabler,
note:
Need 400 words. Need references
Please find the attached
.
CHAPTER 17 Investor Protection and E-Securities TransactionsNe.docxtiffanyd4
CHAPTER 17 Investor Protection and E-Securities Transactions
New York Stock Exchange
This is the home of the New York Stock Exchange (NYSE) in New York City. The NYSE, nicknamed the Big Board, is the premier stock exchange in the world. It lists the stocks and securities of approximately 3,000 of the world’s largest companies for trading. The origin of the NYSE dates to 1792, when several stockbrokers met under a buttonwood tree on Wall Street. The NYSE is located at 11 Wall Street, which has been designated a National Historic Landmark. The NYSE is now operated by NYSE Euronext, which was formed when the NYSE merged with the fully electronic stock exchange Euronext.
Learning Objectives
After studying this chapter, you should be able to:
1. Describe the procedure for going public and how securities are registered with the Securities and Exchange Commission (SEC).
2. Describe e-securities transactions and public offerings.
3. Describe the requirements for qualifying for private placement, intrastate, and small offering exemptions from registration.
4. Describe insider trading that violates Section 10(b) of the Securities Exchange Act of 1934.
5. Describe the changes made to securities law by the Jumpstart Our Business Startups (JOBS) Act and its effect on raising capital by small businesses.
Chapter Outline
1. Introduction to Investor Protection and E-Securities Transactions
2. Securities Law
1. LANDMARK LAW • Federal Securities Laws
3. Definition of Security
4. Initial Public Offering: Securities Act of 1933
1. BUSINESS ENVIRONMENT • Facebook’s Initial Public Offering
2. CONTEMPORARY ENVIRONMENT • Jumpstart Our Business Startups (JOBS) Act: Emerging Growth Company
5. E-Securities Transactions
1. DIGITAL LAW • Crowdfunding and Funding Portals
6. Exempt Securities
7. Exempt Transactions
8. Trading in Securities: Securities Exchange Act of 1934
9. Insider Trading
1. Case 17.1 • United States v. Bhagat
2. Case 17.2 • United States v. Kluger
3. ETHICS • Stop Trading on Congressional Knowledge Act
10. Short-Swing Profits
11. State “Blue-Sky” Laws
“The insiders here were not trading on an equal footing with the outside investors.”
—Judge Waterman Securities and Exchange Commission v. Texas Gulf Sulphur Company 401 F.2d 833, 1968 U.S. App. Lexis 5796 (1968)
Introduction to Investor Protection and E-Securities Transactions
Prior to the 1920s and 1930s, the securities markets in this country were not regulated by the federal government. Securities were issued and sold to investors with little, if any, disclosure. Fraud in these transactions was common. To respond to this lack of regulation, in the early 1930s Congress enacted federal securities statutes to regulate the securities markets, including the Securities Act of 1933 and the Securities Exchange Act of 1934. The federal securities statutes were designed to require disclosure of information to investors, provide for the regulation of securities issues and trading, and prevent fraud. Today, many .
Chapter 13 Law, Ethics, and Educational Leadership Making the Con.docxtiffanyd4
Chapter 13 Law, Ethics, and Educational Leadership: Making the Connection
Introduction
This chapter presents examples from the ISLLC standards of the relationship between law and ethics. The chapter also provides examples of how knowledge of law and the application of ethical principles to decision making helps guide school leaders through the sometimes treacherous waters of educational leadership.
Focus Questions
1. How may ethical considerations and legal knowledge guide school leader decision making?
2. Why is it important to consider a balance between these two sometimes competing concepts?
Case Study So Many Detentions, So Little Time
Jefferson Middle School (JMS) was the most racially and culturally diverse of the three middle schools in Riverboat School District, a relatively affluent bedroom community within commuter distance of Capital City. Unfortunately, the culture of Jefferson Middle School was not going well. Over the past 5 years, assistant superintendent Sharon Grey had seen JMS become a school divided by an underlying animosity along racial and socioeconomic lines. This animosity was characterized by numerous clashes between student groups, between teachers and students, between campus administrators and teachers, and between teachers and parents. Sharon finally concluded that JMS was a “mess.”
After much thought and a few sleepless nights, Sharon as part of her job description made the recommendation to the Riverboat school board to not reemploy Jeremy Smith as principal of JMS. Immediately after the board decision, Sharon organized a search committee of teachers, parents, and campus administrators and began the process of finding the right principal for JMS. The committee finally agreed on Charleston Jones. Charleston was a relatively inexperienced campus administrator but had impressed the committee with his instructional leadership knowledge, intelligence, and youthful energy. However, the job of stabilizing JMS was proving to be more of a challenge than anyone had anticipated.
Charleston had instituted a schoolwide discipline plan and had insisted that teachers and school administrators not deviate from the plan. However, he could sense that things were still not right. Animosity among student and parent groups remained just below the surface, ready to erupt at the slightest provocation. Clashes between teachers and students were still relatively frequent. Teachers still blamed one another, school administrators, and the school resource officer for a lack of order in the school. Change was not coming quickly to RMS, and Charleston understood that although school management had improved, several aspects of school culture were less than desirable. Student suspension rates remained high, and parental support was waning. As one of the assistant principals remarked after the umpteenth student referral, “So many detentions, so little time!”
Charleston felt the need to talk. He reached for the phone and made an appointment with.
Chapter 12 presented strategic planning and performance with Int.docxtiffanyd4
Chapter 12 presented strategic planning and performance with Intuit. Define Key Performance Indicators (KPI) and Key Risk Indicators (KRI)? How does an organization come up with these key indicators? Do you know of any top-down indicators? Do you know of any bottom-up indicators? Give some examples of both. In what way does identifying these indicators help an organization? Are there any other key indicators that would help an organization?
Requirements:
Initial posting by Wednesday
Reply to at least 2 other classmates by Sunday (Post a response on different days throughout the week)
Provide a minimum of 2 references on the initial post and one reference any response posts.
Proper APA Format (References & Citations)/No plagiarism
.
ChapterTool KitChapter 7102715Corporate Valuation and Stock Valu.docxtiffanyd4
ChapterTool KitChapter 710/27/15Corporate Valuation and Stock Valuation7-4 Valuing Common Stocks—Introducing the Free Cash Flow (FCF) Valuation ModelData for B&B Corporation (Millions)Constant free cash flow (FCF) =$10Weighted average cost of capital (WACC) =10%Short-term investments =$2Debt =$28Preferred stock =$4Number of shares of common stock =5The first step is to estimate the value of operations, which is the present value of all expected free cash flows. Because the FCF's are expected to be constant, this is a perpetuity. The present value of a perpetuity is the cash flow divided by the cost of capital:Value of operations (Vop) =FCF/WACCValue of operations (Vop) =$100.00millionB&B's total value is the sum of value of operations and the short-term investments: Value of operations$100+ ST investments$2Estimated total intrinsic value$102The next step is to estimate the intrinsic value of equity, which is the remaining total value after accounting for the claims of debtholders and preferred stockholders: Value of operations$100+ ST investments$2Estimated total intrinsic value$102− All debt$28− Preferred stock$4Estimated intrinsic value of equity$70The final step is to estimate the intrinsic common stock price per share, which is the estimated intrinsic value of equity divided by the number of shares of common stock: Value of operations$100+ ST investments$2Estimated total intrinsic value$102− All debt$28− Preferred stock$4Estimated intrinsic value of equity$70÷ Number of shares5Estimated intrinsic stock price =$14.00The figure below shows a summary of the previous calculations.Figure 7-2B&B Corporation's Sources of Value and Claims on Value (Millions of Dollars except Per Share Data)Inputs:Valuation AnalysisConstant free cash flow (FCF) =$10Value of operations$100Weighted average cost of capital (WACC) =10%+ ST investments$2Short-term investments =$2Estimated total intrinsic value$102Debt =$28− All debt$28Preferred stock =$4− Preferred stock$4Number of shares of common stock =5Estimated intrinsic value of equity$70÷ Number of shares5Estimated intrinsic stock price$14.00Data for Pie ChartsShort-term investments =$2Value of operations =$100Total =$102Debt =$28Preferred stock =$4Estimated equity value =$70Total =$1027-5 The Constant Growth Model: Valuation when Expected Free Cash Flow Grows at a Constant RateCase 1: The expected free cash flow at t=1 and the expected constant growth rate after t=1 are known.First expected free cash flow (FCF1) =$105Weighted average cost of capital (WACC) =9%Constant growth rate (gL) =5%When free cash flows are expected to grow at a constant rate, the value of operations is:Value of operations (Vop) =FCF1 / [WACC-gL]Value of operations (Vop) =$2,625Case 2: Constant growth is expected to begin immediately.Most recent free cash flow (FCF0) =$200Weighted average cost of capital (WACC) =12%Constant growth rate (gL) =7%When free cash flows are expected to grow at a constant rate, the value of operations is:.
CHAPTER 12Working with Families and CommunitiesNAEYC Administr.docxtiffanyd4
CHAPTER 12
Working with Families and Communities
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
6. Family Support
· Knowledge and application of family systems and different parenting styles
· The ability to implement program practices that support families of diverse cultural, ethnic, linguistic, and socio-economic backgrounds
· The ability to support families as valued partners in the educational process
3. Staff Management and Human Relations
· The ability to relate to staff and board members of diverse racial, cultural, and ethnic backgrounds
7. Marketing and Public Relations
· The ability to promote linkages with local schools
9. Oral and Written Communication
· Knowledge of oral communication techniques, including establishing rapport, preparing the environment, active listening, and voicecontrol
· The ability to communicate ideas effectively in a formal presentation
Early Childhood Knowledge and Skills
6. Family and Community Relationships
· Knowledge of the diversity of family systems, traditional, non-traditional and alternative family structures, family life styles, and thedynamics of family life on the development of young children
· Knowledge of socio-cultural factors influencing contemporary families including the impact of language, religion, poverty, race,technology, and the media
· Knowledge of different community resources, assistance, and support available to children and families
· Knowledge of different strategies to promote reciprocal partnerships between home and center
· Ability to communicate effectively with parents through written and oral communication
· Ability to demonstrate awareness and appreciation of different cultural and familial practices and customs
· Knowledge of child rearing patterns in other countries
10. Professionalism
· Ability to make professional judgments based on the NAEYC “Code of Ethical Conduct and Statement of Commitment”
Learning Outcomes
After studying this chapter, you will be able to:
1. Explain three approaches that programs of early care and education might take to working with families.
2. Identify some of the benefits enjoyed by children, families, and programs when families are engaged with the programs serving theiryoung children.
3. Describe some effective strategies for building trusting relationships with all families.
4. Identify the stakeholder groups and the kinds of expertise that should be represented on programs’ advisory committees and boardsof directors.
Grace’s Experience
The program that Grace directs has been an important part of the neighborhood for more than 20 years. She knows she is benefiting from thegoodwill it has earned over the years. It is respected because of its tradition of high-quality outreach projects, such as the sing-along the childrenpresent at the senior center in the spring. The program’s tradition of community involvement has meant that local businesses have always beenwilling to help out when asked fo.
Chapter 10. Political Socialization The Making of a CitizenLear.docxtiffanyd4
Chapter 10. Political Socialization: The Making of a Citizen
Learning Objectives
· 1Describe the model citizen in democratic theory and explain the concept.
· 2Define socialization and explain the relevance of this concept in the study of politics.
· 3Explain how a disparate population of individuals and groups (families, clans, and tribes) can be forged into a cohesive society.
· 4Demonstrate how socialization affects political behavior and analyze what happens when socialization fails.
· 5Characterize the role of television and the Internet in influencing people’s political beliefs and behavior, and evaluate their impact on the quality of citizenship in contemporary society.
The year is 1932. The Soviet Union is suffering a severe shortage of food, and millions go hungry. Joseph Stalin, leader of the Communist Party and head of the Soviet government, has undertaken a vast reordering of Soviet agriculture that eliminates a whole class of landholders (the kulaks) and collectivizes all farmland. Henceforth, every farm and all farm products belong to the state. To deter theft of what is now considered state property, the Soviet government enacts a law prohibiting individual farmers from appropriating any grain for their own private use. Acting under this law, a young boy reports his father to the authorities for concealing grain. The father is shot for stealing state property. Soon after, the boy is killed by a group of peasants, led by his uncle, who are outraged that he would betray his own father. The government, taking a radically different view of the affair, extols the boy as a patriotic martyr.
Stalin considered the little boy in this story a model citizen, a hero. How citizenship is defined says a lot about a government and the philosophy or ideology that underpins it.
The Good Citizen
Stalin’s celebration of a child’s act of betrayal as heroic points to a distinction Aristotle originally made: The good citizen is defined by laws, regimes, and rulers, but the moral fiber (and universal characteristics) of a good person is fixed, and it transcends the expectations of any particular political regime.*
Good citizenship includes behaving in accordance with the rules, norms, and expectations of our own state and society. Thus, the actual requirements vary widely. A good citizen in Soviet Russia of the 1930s was a person whose first loyalty was to the Communist Party. The test of good citizenship in a totalitarian state is this: Are you willing to subordinate all personal convictions and even family loyalties to the dictates of political authority, and to follow the dictator’s whims no matter where they may lead? In marked contrast are the standards of citizenship in constitutional democracies, which prize and protect freedom of conscience and speech.
Where the requirements of the abstract good citizen—always defined by the state—come into conflict with the moral compass of actual citizens, and where the state seeks to obscure or obliterate t.
Chapters one and twoAnswer the questions in complete paragraphs .docxtiffanyd4
Chapters one and two
Answer the questions in complete paragraphs (at least 3), APA style (citations/references) and make sure to separate/number the answers
1. Explain the differences between Classic Autism and Asperger Disorder according to the DSM-V (Diagnostic Statistical Manual of the American Psychiatric Association).
2. How is ASD identified and diagnosed? Name and describe some of the measurement tools.
3. Describe the characteristics of ASD under each criterion: a) language deficits, b) social differences, c) behavior, and d) motor deficits.
4. List and describe the evidence-base practices for educating ASD children discussed in chapter 2.
5. Describe the differences between a focused intervention and comprehensive treatment models.
6. What are the components of effective instruction for students with ASD?
.
ChapterTool KitChapter 1212912Corporate Valuation and Financial .docxtiffanyd4
ChapterTool KitChapter 1212/9/12Corporate Valuation and Financial Planning12-2 Financial Planning at MicroDrive, Inc.The process used by MicroDrive to forecast the free cash flows from its operating plan is described in the sections below.Setting Up the Model to Forecast OperationsWe begin with MicroDrive's most recent financial statements and selected additional data.Figure 12-1 MicroDrive’s Most Recent Financial Statements (Millions, Except for Per Share Data)INCOME STATEMENTSBALANCE SHEETS20122013Assets20122013Net sales$ 4,760$ 5,000Cash$ 60$ 50COGS (excl. depr.)3,5603,800ST Investments40-Depreciation170200Accounts receivable380500Other operating expenses480500Inventories8201,000EBIT$ 550$ 500Total CA$ 1,300$ 1,550Interest expense100120Net PP&E1,7002,000Pre-tax earnings$ 450$ 380Total assets$ 3,000$ 3,550Taxes (40%)180152NI before pref. div.$ 270$ 228Liabilities and equityPreferred div.88Accounts payable$ 190$ 200Net income$ 262$ 220Accruals280300Notes payable130280Other DataTotal CL$ 600$ 780Common dividends$48$50Long-term bonds1,0001,200Addition to RE$214$170Total liabilities$ 1,600$ 1,980Tax rate40%40%Preferred stock100100Shares of common stock5050Common stock500500Earnings per share$5.24$4.40Retained earnings800970Dividends per share$0.96$1.00Total common equity$ 1,300$ 1,470Price per share$40.00$27.00Total liabs. & equity$ 3,000$ 3,550The figure below shows all the inputs required to project the financial statements for the scenario that has been selected with the Scenario Manager: Data, What-If Analysis, Scenario Manager. There are two scenarios. The first is named Status Quo because all operating ratios except the sales growth rate are assumed to remain unchanged. The initial sales growth rate was chosen by MicroDrive's managers based on the existing product lines. The growth rate declines over time until it eventually levels off at a sustainable rate. The other scenario is named Final because it is the set of inputs chosen by MicroDrive's management team.Section 1 shows the inputs required to estimate the items in an operating plan. For each of these inputs, Section 1 shows the industry averages, the actual values for the past two years for MicroDrive, and the forecasted values for the next five years. The managers assumed the inputs for future years (except the sales growth rate) would be equal to the inputs in the first projected year.MicroDrive's managers assume that sales will eventually level off at a sustaniable constant rate.Sections 2 and 3 show the data required to estimate the weighted average cost of capital. Section 4 shows the forecasted growth rate in dividends.Note: These inputs are linked throughout the model. If you want to change an input, do it here and not other places in the model.Figure 12-2MicroDrive's Forecast: Inputs for the Selected ScenarioStatus QuoIndustryMicroDriveMicroDriveInputsActualActualForecast1. Operating Ratios2013201220132014201520162017201.
Chapters 4-6 Preparing Written MessagesPrepari.docxtiffanyd4
Chapters 4-6: Preparing Written Messages
Preparing Written Messages
Lesson Outline
Seven Steps to Preparing Written Messages
Effective Sentences and Coherent Paragraphs
Revise to Grab Your Audience’s Attention
Improve Readability
Proofread and Revise
Seven Steps to Preparing
Written Messages
Seven Preparation Steps
Step 1: Consider Contextual Forces
Step 2: Determine Purpose, Channel, and Medium
Step 3: Envision Audience
Step 4: Adapt Message to Audience Needs and Concerns
Step 5: Organize the Message
Step 6: Prepare First Draft
Step 7: Revise, Edit, and Proofread
Effective Sentences and
Coherent Paragraphs
Step 6: Prepare the First Draft
Proceed Deductively or Inductively
Know Logical Sequence of Minor Points
Write rapidly with Intent to Rewrite
Use Active More Than Passive Voice
Craft Powerful Sentences
Rely on Active Voice—Subject Doer of Action
(Passive—Subject Receiver of Action Sentence Is Less Emphatic)
Passive Voice Uses
Conceal the Doer/Avoid Finger Pointing
Doer Is Unknown
Place More Emphasis on What Was Done
(Receiver of Action)
5
Emphasize Important Ideas
Techniques
Sentence Structure—place important ideas in simple sentences/place in independent clauses (emphasis)
Repetition—repeat a word in a sentence
Labeling Words—use words that signal important
Position—position it first or last in a clause, sentence, paragraph, or presentation
Space and Format—use extraordinary amount of space for important items or use headings
Develop Coherent Paragraphs
Develop Deductive/Inductive Paragraphs Consistently
Link Ideas to Achieve Coherence
Keep Paragraphs Unified
Vary Sentence and Paragraph Length
Position Topic Sentences and
Link Ideas
Deductive—topic sentence precedes details
Inductive—topic sentence follows details
Link Ideas to Achieve Coherence (Cohesion)
Repeat Word from Preceding Sentence
Use a Pronoun for a Noun in Preceding Sentence
Use Connecting Words (e.g., Conjunctive Adverbs)
Link Paragraphs by Using Transition Words
Use Transition Sentences before Headings,
But Not Subheadings
Paragraph Unity
Keep Paragraphs Unified—support must be focused on topic sentences
Ensure Paragraphs Cover Topic Sentence, But Do Not Write Extraneous Materials
Arrange Paragraphs in a Logical and Systematic Sequence
Vary Sentence and
Paragraph Length
Vary Sentence Length (Average—Short)
Vary Sentence Structure (Sentence Variety)
Vary Paragraph Length (Average—Short
8-10 Lines)
Changes in Tense, Voice, and Person in Paragraphs Are Discouraged
Revise to Grab
Reader’s Attention
Cultivate a Frame of Mind (Mind-set) for Revising and Proofreading
Have Your Revising/Editing Space/Room
View from Audience Perspective (You Attitude)
Revise until No More Changes Would Improve the Document
Be Willing to Allow Others to Make Suggestions (Writer’s Pride of Ownership?)
Ensure Error-Free Messages
Use Visual Enhancements for More Readability
Add Only When They Aid Comprehension
Create an A.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
CHAPTER EIGHT Strategic Alignment Tim Campos IN TODAY’S BUSINESS, .docx
1. CHAPTER EIGHT Strategic Alignment Tim Campos IN
TODAY’S BUSINESS, CIOs have tremendous opportunity to
have a major strategic influence on their businesses. This
opportunity arises from the rapid adoption of information
technology over the past three decades across nearly every
aspect of business. When a company wants to merge with
another organization, the IT organization is one of the first
corporate departments to be involved. When a new plant or
facility is opened, the IT organization must be involved to help
connect it to the rest of the company’s systems. Even when a
company reaches into a new line of business, the IT
organization is involved to help set up the information systems
to support the new business. This opportunity, however, can
also be the CIO’s greatest liability if the organization’s focus is
diluted. IT has been adopted in nearly every business process,
even those that are not very strategic. Nearly all employees at
companies have e-mail accounts, and every corporation has a
web site, regardless of whether it delivers products or services
through that web site. Because all of these technology
operations must function in order for the business to operate,
CIOs must divide their focus and resources across the entire
company. This breadth of demand creates tremendous
challenges for IT organizations. It is not good enough simply to
focus on those portions of the business that are strategic, to the
detriment of everything else. Although this might work in the
short run, over time the neglected business functions become a
drain on the success of the business. (This is one of the reasons
so many firms reimplement enterprise systems.) Moreover, what
is “strategic” depends on whom one asks. A customer portal
may not be that important to manufacturing, but it is critical to
the strategy of the service organization. The resources allocated
to the IT department are finite, yet the demands on the IT
organization can at times appear infinite. It is this challenge
that separates the mediocre from the exceptional IT
2. organization. The secret to addressing this challenge is to
strategically align your organization to the business.
FRAMEWORK Strategic alignment results from structuring the
IT organization around the needs of the business. To explain
how this is done, let me break the operations of the IT
organization down into four basic functions. Two are delivery
functions: support delivery and project delivery. The other two
are management activities: value attainment and strategic
alignment. All activities of the IT organization can be
categorized into one of these four functions, although, as we
will see later, these functions are typically spread out across
multiple teams, which is the source of much of the
misalignment IT organizations face (see Figure 8.1). FIGURE
8.1 IT Strategic Alignment Framework These functions layer on
top of each other such that failure at one level affects
everything above it. Strategic alignment is achieved when all
functions operate in harmony to achieve business results.
However, how these functions are managed directly impacts
how strategic an organization is. A tall skinny pyramid will
generate far more value for a firm than a short fat one. For the
rest of this chapter, we explore each function in more detail and
highlight the management issues the CIO and the IT
management staff must address to achieve strategic alignment.
Support Delivery Support makes up all of the break-fix activity
of the IT operations. It is the most fundamental and, in many
respects, the most important activity the IT organization
engages in. Support includes the help desk and monitoring
organizations but also aspects of technical operations, such as
system administration, database administration, development,
and business process analysts. All aspects of the IT organization
provide some level of support back to the business. Support
delivery is critical not because it is strategic but because it is
the foundation from which everything else is built. Put in
simpler terms, if you are in the CEO’s office and her personal
computer is broken, what do you expect you will be discussing
with her when you meet: supply chain strategy, or why her PC
3. has been down for the past four hours? Support is the function
that all IT organizations are engaged in regardless of size. In
some IT organizations, support is all they are engaged in.
Support delivery involves several management decisions
including scope, service levels, and overall investment. A
widely circulated metric asserts that most IT organizations
spend 70 to 80 percent of their budget sustaining existing
systems. Whether this is the right level is the subject of some
debate, but the metric highlights the fact that support delivery is
not only the foundation of all other aspects of the IT
organization, but it is also the dominant expense. The key
support delivery management challenge is to provide the right
level of support cost effectively. This balance is subtle but
important. Although a corporation might enjoy IT support levels
so high that any time a PC failed, an IT representative was there
in person instantaneously, the cost of providing such support far
outweighs the benefit. Therefore, the CIO must find ways to
provide the maximum amount of support for minimal cost.
Benchmarking is an effective technique to determine where an
IT organization falls on its support investments as support costs
are fairly easy to compare across companies. Formal and
informal customer surveys are an effective way to determine
whether the right level of support has been achieved in the eyes
of the IT organization’s customers. In my experience, when
support delivery is spread across multiple teams in an
organization, it dilutes the effectiveness of those teams. Support
activity is urgent and requires immediate attention, while most
other IT activities require planning and coordination.
Centralizing support activity enables an IT organization to
separate out proactive from reactive activities, allowing it to
specialize in both. In addition, most support delivery activity is
commoditized, which has enabled outsourcing as one of the
most common ways of achieving balance between capability and
investment. The right outsourcing partner brings economy of
scale, geo-economic process, or some other efficiency that
cannot be achieved within the IT organization. Centralizing also
4. facilitates outsourcing by concentrating all functions likely to
be outsourced under one structure. Project Delivery Once a
company has its support issues under control, the next function
the IT operation is engaged in is project delivery. Although IT
organizations typically have a broad-ranging definition of what
constitutes a project, for the purposes of this framework, a
project is defined as any structured IT deliverable that is not
part of support delivery. (Note: I exclude from this definition
management deliverables such as metrics or quarterly executive
reviews.) Projects are the basis of how value is delivered from
an IT organization. For example, if a company is looking to
streamline its sales operations, it will employ a customer
relationship management and/or enterprise resource planning
solution to accomplish this. However, the decision is not simply
a purchase decision, much as the company may wish this were
the case. Implementing any enterprise software or even
technologies based on software as a service requires an
implementation project complete with a scope, timeline, and a
set of resources (including financial resources). System
implementation, merger activity, cost savings initiatives, and
infrastructure upgrades are all examples of projects an IT
organization might take on. The entire set of projects an IT
organization is engaged in defines its project portfolio, while
the set of projects the company plans to implement in the future
represents the IT organization’s road map. The sum of all
resources for its portfolio represents the IT investment decision
for the company. With project delivery, the operational
challenge for the CIO is to get the greatest bang for the buck in
the most predictable fashion. Whether the investment is spread
across one project or 100, a company will want the most output
possible from its IT organization relative to how much it invests
in IT. As one of my staff members used to say, “It needs to cure
cancer, taste like chocolate, and cost less than a buck.” In
addition to efficiency, to build trust with the business, it is also
important that IT organizations be predictable in their project
delivery. An IT organization’s credibility rests on doing what it
5. said it would do. When an IT project delays or goes over
budget, it not only takes resources away from the rest of the
company, it also pollutes the decision-making process as
executives will discount the forecasts of an IT manager who has
been unreliable in the past. I have seen many CIOs fail not
because they chose the wrong investments, or failed to deliver
them, but because they consistently overcommitted and
underdelivered. The most important challenge with project
delivery is determining what is in the portfolio itself. The
portfolio of the strategically aligned IT organization directly
links to the company’s strategic plan. Accomplishing this
requires an effective demand management process. Over the
years, I have experienced many different approaches to demand
management. Some IT organizations employ IT steering
committees, others make the decisions at the executive staff,
and some leave the decision up to the CEO. Each approach has
its own relative strengths and weaknesses that are highly
dependent on the company’s culture and overall decision-
making process. The CIO simply must ensure that sufficient
input from the business on what IT should work on is gathered
and that a process exists for determining what the IT
organization will work on. Whatever the decision approach is, I
have found that the most successful demand management
process requires that the business bring its own money to the
table for new IT investments. Business functions are well
positioned to determine the trade-offs of an IT investment when
they are financially committed to them. When a business
function provides input on a portfolio that it does not fund,
trade-offs are not internalized, and it leads to overallocation of
IT resources. Key to addressing all of these challenges is to
have the right management team and processes in place. A
project management office (PMO) is a key function in
strategically aligned IT organizations for governing the project
delivery process. A well-functioning PMO will identify projects
that are at risk of missing commitments so the IT management
team can address the right issues. A PMO can also lead the
6. portfolio planning process to help identify project dependencies
and resource conflicts that must be addressed before an IT
governing body can decide on the portfolio. Another key issue
for project delivery is where IT resources are sourced from. IT
projects are technical, and the technologies evolve very quickly.
Therefore, a sourcing strategy is important to ensuring that an
IT department has the right skills available to it when it needs
them so as to minimize resource conflicts and maximize
utilization. The strategically aligned CIO will specifically
define which skill sets to develop and retain on staff and which
skill sets to outsource or hire on a staff augmentation basis. The
business itself is also a great source of talent for IT for both
process analyst and management roles. Demand management in
particular is a role where I have been very successful in
bringing business resources into the IT organization to manage
the process, as this puts resources with the right business
context and relationships in control of the process. Project
delivery and support delivery are functions that nearly every IT
organization has. The next two functions are less common and
differentiate the strategically aligned IT organizations from the
rest of the pack. Value Attainment Companies invest in IT to
achieve a business result. Although many organizations
implicitly include this activity as part of project
implementation, I call it out separately here because it is a
different activity. In fact, many IT organizations do not even
attempt to ascertain whether the desired business result has been
achieved. In these organizations, determining whether or not a
system initiative achieves the expected results is either
relegated to the business, or it is not done at all. Failing to
assert the value of past IT investments almost certainly dooms a
company to fail to achieve these results. Just as purchasing a
system is insufficient to implementing it, completing a project
does not guarantee that the business value expected is achieved.
Only if a company monitors the value from its IT investments
will it know if that value has been attained. More important,
monitoring will help a firm determine what adjustments are
7. necessary to achieve the expected value from an investment.
Failing to monitor value attainment also sets the stage for
companies to improperly set the investment level for IT. If the
perception is that IT investments have not yielded results, the
company will underinvest in IT in the future. If the perception
is that IT investments have achieved results when in fact they
have not, the firm will continue wasteful spending. Neither is
desirable for a CIO. One of the best examples in my career of
why value attainment is so important was an international travel
and expense solution I implemented at a major Fortune 500
company. The desired business result of this solution was the
reduction in overhead from processing paper expense reports.
The solution was implemented exactly to the business
requirements on time and on budget. At the end of the project,
the project team and the business were ready to pat themselves
on the back and move on. However, I required that the team
assess whether the value proposition for the project had been
achieved. They were shocked to learn that not only had no
operational savings from the project been realized, but the
additional overhead from using the new system had actually
created additional cost! While the finance organization was
spending less time processing paperwork, there had been no
staffing reductions as a result of the system. Moreover, the
employees using the system spent twice as much time filling out
the online forms as they did the paper forms. What had seemed
like success was in fact a total failure, which had resulted from
an overemphasis on the requirements to the exclusion of the
business results for which the project had been funded.
However, by assessing whether the business results had been
attained before ending the project, we were able to make
adjustments to the system to reduce the overhead on employees
and provide better reporting to the finance organization that
enabled it to achieve its staffing targets. In short, by monitoring
value attainment, we ensured that the value from the project was
attained. A successful process for value attainment is a subject
worthy of its own book. However, in its most basic form, it
8. requires three things: An intimate understanding of the business
Proper oversight of projects A commitment by both IT and the
business to manage to results, not just requirements As such, it
is a crucial element in aligning the IT organization with the
business. The IT organization that leads the value attainment
process will find itself asking the question: “What can be
accomplished with an additional 10 percent?” rather than “How
can you cut an additional 10 percent?” Strategic Alignment IT
organizations that have successfully led value attainment within
their firms will almost automatically find themselves
strategically aligned. Nevertheless, what got you here is not
what keeps you here. With value attainment, the objective is
achieving a specific desired result with a specific investment.
Strategic alignment involves defining what those results and
investments should be. In other words, everything discussed to
this point will get you a seat at the table. However, once at that
table, your responsibility is to define business strategy from the
perspective of IT. There are many exceptional examples of the
accomplishments of CIOs and IT managers operating at the
strategic alignment level. In each, the managers define the
desired result and necessary investment rather than waiting for
the business to define it for them. An example from my
experience was a strategic change to the services organization
of a major supplier to the semiconductor industry. I had been
tasked with developing an upgrade strategy for the
organization’s case management system. The service
organization had been running on the same version of Clarify
for over seven years, and the business knew it was time to
upgrade the system. I was tasked with developing a plan for
accomplishing this. I chose to approach this problem purely
from a business perspective. I began by asking several
questions: Why did the business want the system upgraded?
What result were they trying to achieve? Why couldn’t they be
achieved with the existing system? What were the limitations of
the existing system? How were these limitations tied to
operational issues in the service organization? How might an
9. investment in systems enable the long-term growth strategy of
the services business? Working with the staff of the general
manager (GM) of service, I developed answers to each of these
questions in both business and technical terms. I developed a
business case not only for a systems upgrade but for a complete
overhaul of the organization’s business processes worldwide
that would lead to improved efficiency, higher customer
satisfaction, and ultimately greater profitability. I aligned the
proposal with the strategic plan the rest of the GM’s staff had
developed, and together the GM of service and I pitched the
initiative to the chief financial officer. The resulting initiative,
once implemented, transformed the capability of the service
organization, helping it to exceed $500 million in sales, at
record levels of profit. What started as a maintenance
investment became a transformative initiative for one of the
largest business units in the company. Operating at the strategic
alignment level, I defined what needed to be done not just for
IT but for the business as well. BUILDING THE
STRATEGICALLY ALIGNED ORGANIZATION This
framework can be applied to any IT organization in any
company in any business. The key to success is applying it
properly. To do so, I have found the following approaches to be
quite useful: Understand the business firsthand. It is very
difficult to align to something you do not understand. When I
joined a company in the semiconductor industry, I found myself
in a mature company largely run by insiders, where few
outsiders have succeeded in learning the nuances of the
business. To overcome this, I chose to embed myself in the
business. I participated in training sessions for business
functions I supported. I traveled with other business leaders to
build relationships. I built a day-in-the-life presentation for my
organization to teach others in IT how the business worked. All
of these activities were investments necessary to understand
how IT worked in the business and, more important, where
specifically it did not work. Hire from the business. The
implementation of IT continues to simplify as more of the
10. technology stack is commoditized. Implementing
Salesforce.com, for example, does not require programming
experience, system administration, or many of the skills
associated with IT. At the same time, the use of IT by the
business continues to increase in both importance and
complexity. I have found recently that it is easier to teach a
nontechnical business resource how to use, manage, and
implement IT than it is to teach an IT resource how the business
operates. Hiring from the business brings other benefits as well.
Managing business expectations requires effective relationship
management skills, and resources from the business already
have many of these relationships. This approach also enables
you to create a rotation scheme with the business that elevates
IT’s visibility within the company and provides the CIO with
access to some of its up-and-coming talent. Develop
relationships with key stakeholders. As stated earlier, IT
supports nearly all functions within the company. Therefore,
regardless of whom the CIO reports to, there will be key
stakeholders outside of his management chain. By developing
close relationships with these stakeholders, the CIO can gain
important allies, which are particularly important when making
trade-off decisions on the IT portfolio. Have measures for
everything. The framework works as well as it is managed and
you manage what you measure. Successfully implementing
formal processes for each of these described functions
necessitates having key performance measures for each. Some
examples that I have used in the past are included in Table 8.1.
TABLE 8.1 Key Performance Measures Function Key
Performance Indicator Description Support delivery Service-
level attainment How effective is IT in delivering to its defined
service commitments? Customer satisfaction How satisfied are
customers with the level of service from IT? Note: This is a
subjective measure. Cost per supported user How cost efficient
is IT support delivery? This is a benchmarkable metric and
should be evaluated as a trend. Project delivery Value delivered
Aggregate sum of business value enabled through the
11. completion of IT programs over a period. Schedule performance
Is IT delivering its programs to its commitments? Budget
performance Are IT programs aligning to their estimated
financial costs? Stakeholder satisfaction Are initiative
stakeholders satisfied with what was produced by IT? Delivery
efficiency How efficient is the IT delivery engine? Again, the
trend here is as important as the absolute value. Value
attainment Value attained Measure of business value that has
been achieved from past initiatives. Typical maximum horizon
for measurement is two years postcompletion or less. Agility
How quickly can IT deliver solutions from initial business
demand? CONCLUSION The role of IT and that of the CIO is
changing rapidly. The days of the CIO as a “propeller head” are
gone. Today both the CIO and the IT manager need to be
effective business leaders who know how to apply technology.
Understanding the framework of the strategically aligned
organization and applying its concepts will help you to realize
your full potential as a leader within your business. Take
control over your organization’s support delivery and ensure
that you are providing the right level of support cost
effectively. Utilize organization, process, automation, and
outsourcing to adjust your investment in support to free up
resources and dollars that can applied on more strategic
activities. Develop effective project delivery capabilities to
ensure that you focus on the right initiatives for your company
and do what you said you would do. Leverage a PMO to develop
project oversight and portfolio management processes for your
organization to help you achieve the most output from your
company’s investment in IT. Develop a capability in value
attainment to ensure that the business results desired from your
investments in IT are achieved. Leverage your value attainment
process to help your firm make the right level of investment in
IT so as to avoid lost opportunity and wasted spend. Finally,
once you have achieved your seat at the table as a strategic
business leader, earn the right to stay there by leading business
initiatives that leverage the opportunities of new information
12. technologies to create sustained value for your firm. I will leave
you with one parting thought from an anonymous source: “It’s
not where you’re from; it’s where you’re going. It’s not what
you drive; it’s what drives you. It’s not what’s on you; it’s
what’s in you. It’s not what you think; it’s what you know.”