This document discusses employability skills for a civil engineering career. It covers developing responsibilities and performance objectives, evaluating performance goals, creating a personal development plan, reviewing motivation techniques, communication styles, time management strategies, and team dynamics. For developing responsibilities, it provides examples of personal responsibilities and performance objectives for a civil engineer. It also includes templates for evaluating goals, a personal development plan, and a motivation analysis. When discussing communication, it outlines different communication styles and problem solving approaches. It proposes time management strategies like creating to-do lists and schedules. Finally, it describes the roles and dynamics of effective teamwork, including allocating resources, communicating, fulfilling requirements, and providing training.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
This document provides an orientation for an HR session at ABM focusing on core competencies. The summary includes:
1. The session will define competencies, link them to company values, introduce a competency framework, and discuss measuring and using competencies.
2. The presenter is introduced as Mahmoud Sayed, an HR generalist who enjoys giving presentations.
3. Core competencies at ABM include problem solving, teamwork, innovation, planning and organizing, and communication.
This document provides Georgia's behavioral competency framework which consists of core competencies required of all state employees, leadership competencies required of managers, and additional behavioral competencies. It defines competencies as observable skills and behaviors that contribute to job success. The framework is intended to guide performance management, workforce planning, and other HR functions. The document provides definitions and behavioral indicators for each competency to illustrate expected behaviors at different performance levels.
This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
The adaptability competency refers to maintaining effectiveness during major changes in work tasks or environment. Key actions include understanding changes, approaching change positively, and adjusting behavior quickly. Sample activities are adapting to changes in policies, procedures, working with diverse groups, culture change efforts, and changing work assignments.
Manage and maintain small and meduim businessJaleto Sunkemo
The document discusses various aspects of work identification, allocation, and performance evaluation in organizations. It provides definitions of key terms like job description, job analysis, and performance measures. It also outlines the steps in developing an effective performance evaluation system, including creating evaluation forms, identifying performance metrics, setting feedback guidelines, and establishing disciplinary procedures. The overall purpose is to help employers properly assess employee contributions and ensure accountability through a structured evaluation process.
Mohamed Badie Youssef's 2010 performance appraisal rates him as meeting expectations. He achieved all of his main QHSE objectives and submitted accurate cost sheets on time. His client relationship skills improved and he is well respected by clients. Areas for development include gaining more experience leading RSS jobs and completing his GFS training by the end of 2011. The appraiser and reviewing manager agree with the assessment and rating. Mohamed's development plan focuses on completing pending training courses and gaining more RSS exposure to further his career goals.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
This document provides an orientation for an HR session at ABM focusing on core competencies. The summary includes:
1. The session will define competencies, link them to company values, introduce a competency framework, and discuss measuring and using competencies.
2. The presenter is introduced as Mahmoud Sayed, an HR generalist who enjoys giving presentations.
3. Core competencies at ABM include problem solving, teamwork, innovation, planning and organizing, and communication.
This document provides Georgia's behavioral competency framework which consists of core competencies required of all state employees, leadership competencies required of managers, and additional behavioral competencies. It defines competencies as observable skills and behaviors that contribute to job success. The framework is intended to guide performance management, workforce planning, and other HR functions. The document provides definitions and behavioral indicators for each competency to illustrate expected behaviors at different performance levels.
This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
The adaptability competency refers to maintaining effectiveness during major changes in work tasks or environment. Key actions include understanding changes, approaching change positively, and adjusting behavior quickly. Sample activities are adapting to changes in policies, procedures, working with diverse groups, culture change efforts, and changing work assignments.
Manage and maintain small and meduim businessJaleto Sunkemo
The document discusses various aspects of work identification, allocation, and performance evaluation in organizations. It provides definitions of key terms like job description, job analysis, and performance measures. It also outlines the steps in developing an effective performance evaluation system, including creating evaluation forms, identifying performance metrics, setting feedback guidelines, and establishing disciplinary procedures. The overall purpose is to help employers properly assess employee contributions and ensure accountability through a structured evaluation process.
Mohamed Badie Youssef's 2010 performance appraisal rates him as meeting expectations. He achieved all of his main QHSE objectives and submitted accurate cost sheets on time. His client relationship skills improved and he is well respected by clients. Areas for development include gaining more experience leading RSS jobs and completing his GFS training by the end of 2011. The appraiser and reviewing manager agree with the assessment and rating. Mohamed's development plan focuses on completing pending training courses and gaining more RSS exposure to further his career goals.
This document defines 12 behavioral competencies and provides descriptions of each competency at 4 different levels (A, B, C, D). The competencies include people accountability, conceptual thinking, communication & coordination, judgment & decision making, accomplishment, team working, leadership, managing execution, resilience, problem solving, flexibility, and client service orientation. For each competency, the descriptions outline the typical behaviors expected at each level, with level D representing the most advanced proficiency and level A representing the basic proficiency.
The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
This document is a questionnaire that assesses competencies at different levels within an organization's manufacturing department. It contains sections for rating competencies at the top level, managerial level, executive level, engineer level, design engineer level, technician and operator level. For each level, respondents are asked to rate competencies on a 5-point scale and indicate the importance of competencies to job performance. The objective is to understand strengths and areas for improvement in terms of various competencies to inform competency mapping from a human resources perspective.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
Best methods of staff selection and motivationssbd6985
The document discusses best practices for staff selection and motivation in software companies. It outlines the multi-step selection process companies use, including aptitude tests, interviews, and skills assessments to find both eligible and suitable candidates. It also discusses various motivation theories and strategies companies employ, such as setting goals, providing feedback, designing jobs for variety and responsibility, and enriching jobs through additional tasks and responsibilities. The overall goal is to recruit and retain talented staff through rigorous selection and ongoing motivation.
This document outlines the steps in performing a training needs analysis (TNA). It begins by analyzing performance and competency gaps between current and desired states. Critical performance gaps are identified by comparing key performance indicators to industry standards. Competency gaps are determined by comparing tasks to best practices. Needed skills are defined based on job holder goals and competencies. Critical skills that are essential to task completion are distinguished. Jobs are profiled to identify critical skills. Employees' current skills are inventoried and competencies evaluated. The required training is determined to bridge the identified gaps. Benefits of gap analysis include refining needed competencies and helping employees and recruiters. The analysis provides knowledge of skill and attitude gaps and the level of competencies
In this presentation, we will discuss in details the role and objective of HR training, which will encompass systematic assessment of training, scope, benefits and short comings of training. We will also try to understand the program objectives and need for the same.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
BAPEX is a Bangladeshi oil and gas exploration company fully owned by the government. Md. Nizam Uddin Talukder has worked at BAPEX for over 30 years, starting as an assistant drilling engineer and becoming the deputy general manager. As the DGM, he oversees major projects, identifies and solves problems using his experience. He networks well and communicates effectively, with the skills and responsibility needed to handle spontaneous situations.
The document provides an overview of competency modeling, including:
1. A brief history of competency modeling from its origins in the 1950s to its maturation and widespread adoption by Fortune 500 companies today.
2. Definitions of key terms like competency, competence, and components of competency.
3. Examples of competency models and frameworks, and how they are used for various human resource functions.
4. The benefits of implementing competency-based approaches for individuals, companies, and managers.
3. How competency modeling is linked to focused training and development by identifying competency gaps to address.
The document discusses recruitment, including defining recruitment, objectives of recruitment, subsystems and steps in the recruitment process. It outlines internal and external sources of recruitment and compares the merits and demerits of internal versus external recruitment. Specifically, it defines recruitment as discovering sources of manpower to meet staffing needs and attracting candidates. The objectives are to attract skilled people, induct outsiders with new perspectives, develop an attractive organizational culture, and anticipate future needs. The recruitment process generally begins with a job requisition and involves locating candidates, encouraging applications, and evaluating effectiveness.
This document provides module descriptions for a 3-hour talent engagement program. The modules are grouped into three categories: Managing and Leading Others, Communicating with Others, and Personal Performance. Some of the module topics include building trust, coaching for career development, conducting performance appraisals, preventing a hostile work environment, excelling at customer service, and managing stress. The modules aim to teach managers and employees skills in areas like communication, change management, customer service, and personal performance.
Organisational Management: Objectives & Case Studiesguest67a84a02
The document summarizes a presentation on organizational management focusing on decision making, managing teams, and good and bad organizational practices. It discusses techniques for group decision making like brainstorming and nominal group technique. It outlines the steps in the decision making process from identifying problems to evaluating decisions. It also looks at characteristics of effective teams like communication and direction. Different types of work teams for unique situations are examined, including problem-solving, self-managed, cross-functional, and virtual teams. Secondary research covers topics like succession management, predictive versus reactive management, cynical employees, and compensation practices.
This document provides summaries of two competency dictionaries:
1) The Behavioral Competency Dictionary describes non-technical competencies relevant to IT jobs, including things like adaptability, communication, teamwork, and continuous learning.
2) The Technical Competency Dictionary includes skills, abilities, and behaviors required for applying specific technical knowledge on the job, such as application development, database management, security, and service management.
These dictionaries define the competencies and proficiency levels needed for successful job performance in the IT field. They can be used for developing competency profiles, interview questions, and career planning.
The document provides details on competency models, career development paths, and training needs analysis for different levels within an organization's human resource development department, with the goal of assessing and improving individual, department, and divisional competencies over time. Competency assessments and analyses are conducted at the individual, department, and divisional levels to identify strengths, areas for development, and resources needed to improve competencies.
In this file, you can ref useful information about competency based performance appraisal such as competency based performance appraisal methods, competency based performance appraisal tips, competency based performance appraisal forms, competency based performance appraisal phrases … If you need more assistant for competency based performance appraisal, please leave your comment at the end of file.
This document discusses competency mapping and its importance in human resource development. It begins by providing background on the evolution of competency mapping. It then defines competency mapping and describes the key steps in the competency mapping process. It discusses how competency mapping impacts other HR systems like recruitment, performance management, training, development, and compensation. It also explains how competencies can be mapped at different levels within an organization. Various tools for assessing competencies and providing feedback are also outlined.
Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id
-> help.mbaassignments@gmail.com
or
call us at -> 08263069601
Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The document discusses competency mapping and assessment methodology. It covers conceptual frameworks of competency approaches, defining competencies and identifying behavioral indicators, and developing competency models. The key stages involved in competency mapping are data collection from subject matter experts, building the competency framework, and implementing it across human resource processes like recruitment, performance management, and training and development. An effective competency framework is aligned to organizational strategy and culture, and involves stakeholders across levels.
This document outlines a 4-step process for employee self-assessment and development planning:
Step 1 involves identifying one's knowledge, skills, strengths and weaknesses. Step 2 is identifying skills needed for one's current job. Step 3 is identifying development activities. Step 4 is implementing the plan, getting feedback, and evaluating progress.
The development plan involves setting goals, selecting a few to focus on, setting timeframes, and identifying methods and resources needed. Management support is also key to ensuring training aligns with job and organizational needs.
Ms 05 management of machines and materialssmumbahelp
The document provides information about assignments for courses on Management of Machines and Materials. It includes answers to 5 questions related to topics like product design, job design, production planning and control, value engineering, and the purchasing decision making process. Students are instructed to send their semester and specialization details to a provided email address or phone number to receive fully solved assignments.
This document defines 12 behavioral competencies and provides descriptions of each competency at 4 different levels (A, B, C, D). The competencies include people accountability, conceptual thinking, communication & coordination, judgment & decision making, accomplishment, team working, leadership, managing execution, resilience, problem solving, flexibility, and client service orientation. For each competency, the descriptions outline the typical behaviors expected at each level, with level D representing the most advanced proficiency and level A representing the basic proficiency.
The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
This document is a questionnaire that assesses competencies at different levels within an organization's manufacturing department. It contains sections for rating competencies at the top level, managerial level, executive level, engineer level, design engineer level, technician and operator level. For each level, respondents are asked to rate competencies on a 5-point scale and indicate the importance of competencies to job performance. The objective is to understand strengths and areas for improvement in terms of various competencies to inform competency mapping from a human resources perspective.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
Best methods of staff selection and motivationssbd6985
The document discusses best practices for staff selection and motivation in software companies. It outlines the multi-step selection process companies use, including aptitude tests, interviews, and skills assessments to find both eligible and suitable candidates. It also discusses various motivation theories and strategies companies employ, such as setting goals, providing feedback, designing jobs for variety and responsibility, and enriching jobs through additional tasks and responsibilities. The overall goal is to recruit and retain talented staff through rigorous selection and ongoing motivation.
This document outlines the steps in performing a training needs analysis (TNA). It begins by analyzing performance and competency gaps between current and desired states. Critical performance gaps are identified by comparing key performance indicators to industry standards. Competency gaps are determined by comparing tasks to best practices. Needed skills are defined based on job holder goals and competencies. Critical skills that are essential to task completion are distinguished. Jobs are profiled to identify critical skills. Employees' current skills are inventoried and competencies evaluated. The required training is determined to bridge the identified gaps. Benefits of gap analysis include refining needed competencies and helping employees and recruiters. The analysis provides knowledge of skill and attitude gaps and the level of competencies
In this presentation, we will discuss in details the role and objective of HR training, which will encompass systematic assessment of training, scope, benefits and short comings of training. We will also try to understand the program objectives and need for the same.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
BAPEX is a Bangladeshi oil and gas exploration company fully owned by the government. Md. Nizam Uddin Talukder has worked at BAPEX for over 30 years, starting as an assistant drilling engineer and becoming the deputy general manager. As the DGM, he oversees major projects, identifies and solves problems using his experience. He networks well and communicates effectively, with the skills and responsibility needed to handle spontaneous situations.
The document provides an overview of competency modeling, including:
1. A brief history of competency modeling from its origins in the 1950s to its maturation and widespread adoption by Fortune 500 companies today.
2. Definitions of key terms like competency, competence, and components of competency.
3. Examples of competency models and frameworks, and how they are used for various human resource functions.
4. The benefits of implementing competency-based approaches for individuals, companies, and managers.
3. How competency modeling is linked to focused training and development by identifying competency gaps to address.
The document discusses recruitment, including defining recruitment, objectives of recruitment, subsystems and steps in the recruitment process. It outlines internal and external sources of recruitment and compares the merits and demerits of internal versus external recruitment. Specifically, it defines recruitment as discovering sources of manpower to meet staffing needs and attracting candidates. The objectives are to attract skilled people, induct outsiders with new perspectives, develop an attractive organizational culture, and anticipate future needs. The recruitment process generally begins with a job requisition and involves locating candidates, encouraging applications, and evaluating effectiveness.
This document provides module descriptions for a 3-hour talent engagement program. The modules are grouped into three categories: Managing and Leading Others, Communicating with Others, and Personal Performance. Some of the module topics include building trust, coaching for career development, conducting performance appraisals, preventing a hostile work environment, excelling at customer service, and managing stress. The modules aim to teach managers and employees skills in areas like communication, change management, customer service, and personal performance.
Organisational Management: Objectives & Case Studiesguest67a84a02
The document summarizes a presentation on organizational management focusing on decision making, managing teams, and good and bad organizational practices. It discusses techniques for group decision making like brainstorming and nominal group technique. It outlines the steps in the decision making process from identifying problems to evaluating decisions. It also looks at characteristics of effective teams like communication and direction. Different types of work teams for unique situations are examined, including problem-solving, self-managed, cross-functional, and virtual teams. Secondary research covers topics like succession management, predictive versus reactive management, cynical employees, and compensation practices.
This document provides summaries of two competency dictionaries:
1) The Behavioral Competency Dictionary describes non-technical competencies relevant to IT jobs, including things like adaptability, communication, teamwork, and continuous learning.
2) The Technical Competency Dictionary includes skills, abilities, and behaviors required for applying specific technical knowledge on the job, such as application development, database management, security, and service management.
These dictionaries define the competencies and proficiency levels needed for successful job performance in the IT field. They can be used for developing competency profiles, interview questions, and career planning.
The document provides details on competency models, career development paths, and training needs analysis for different levels within an organization's human resource development department, with the goal of assessing and improving individual, department, and divisional competencies over time. Competency assessments and analyses are conducted at the individual, department, and divisional levels to identify strengths, areas for development, and resources needed to improve competencies.
In this file, you can ref useful information about competency based performance appraisal such as competency based performance appraisal methods, competency based performance appraisal tips, competency based performance appraisal forms, competency based performance appraisal phrases … If you need more assistant for competency based performance appraisal, please leave your comment at the end of file.
This document discusses competency mapping and its importance in human resource development. It begins by providing background on the evolution of competency mapping. It then defines competency mapping and describes the key steps in the competency mapping process. It discusses how competency mapping impacts other HR systems like recruitment, performance management, training, development, and compensation. It also explains how competencies can be mapped at different levels within an organization. Various tools for assessing competencies and providing feedback are also outlined.
Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id
-> help.mbaassignments@gmail.com
or
call us at -> 08263069601
Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The document discusses competency mapping and assessment methodology. It covers conceptual frameworks of competency approaches, defining competencies and identifying behavioral indicators, and developing competency models. The key stages involved in competency mapping are data collection from subject matter experts, building the competency framework, and implementing it across human resource processes like recruitment, performance management, and training and development. An effective competency framework is aligned to organizational strategy and culture, and involves stakeholders across levels.
This document outlines a 4-step process for employee self-assessment and development planning:
Step 1 involves identifying one's knowledge, skills, strengths and weaknesses. Step 2 is identifying skills needed for one's current job. Step 3 is identifying development activities. Step 4 is implementing the plan, getting feedback, and evaluating progress.
The development plan involves setting goals, selecting a few to focus on, setting timeframes, and identifying methods and resources needed. Management support is also key to ensuring training aligns with job and organizational needs.
Ms 05 management of machines and materialssmumbahelp
The document provides information about assignments for courses on Management of Machines and Materials. It includes answers to 5 questions related to topics like product design, job design, production planning and control, value engineering, and the purchasing decision making process. Students are instructed to send their semester and specialization details to a provided email address or phone number to receive fully solved assignments.
The document discusses various processes for executing projects, including acquiring and developing project teams. It describes techniques for acquiring team members through pre-assignment, acquisition, and negotiation. It also discusses functions of virtual teams and skills required for developing project teams, such as interpersonal skills and training. The document outlines techniques for managing project teams through observation, performance appraisals, and conflict management. It discusses methods for distributing information, managing stakeholder expectations, directing project execution through work performance reporting, and performing quality assurance.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
This document provides information about fully solved MBA assignments that can be obtained by calling or emailing the provided contact information. It specifically describes assignments for MBA Semester 1, including the course Human Resource Management (MB0043). The document outlines 6 questions related to human resource management topics like human resource planning, recruitment, training, performance management, job analysis, and employee welfare. Students are instructed to answer all questions, with responses to longer questions not exceeding 400 words.
Mu0016 – performance management and appraisalsmumbahelp
This document provides information about getting fully solved assignments from an assignment help service. It lists the email and phone contact details for students to send their semester and specialization to get assignments. It then provides details of assignments available for different programs and semesters, including subject code, name, credit hours and marks. It also includes instructions to answer all questions and notes the expected word count for longer questions.
The document discusses how an MBA can help one succeed as a project manager. It defines project management and outlines the typical project management process. It then discusses the career path of a project manager and lists key skills needed, such as communication, organization, and problem solving. Finally, it explains how an MBA helps develop important strategic and analytical skills and lists some core MBA courses and suggested reading for becoming a successful project manager.
This document provides answers to questions related to organizational behavior and management skills. It discusses the different areas of management skills including project management, time management, conflict management, self-management, and team management. It also discusses learning theories that can be adopted by managers such as reinforcement theory. Contemporary motivation theories are also explained including the ERG theory and cognitive evaluation theory. The impact of roles and behaviors in groups on team effectiveness is discussed. Behavioral leadership theory is also explained.
College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
Weekly Lecture
Week 2 will focus on several is ...
MU0016 – Performance Management and Appraisalsmumbahelp
This document provides information about obtaining fully solved assignments from an assignment help service. It includes contact information for the service via email or phone call, lists subject codes and names for assignments available, and provides an example assignment question related to performance management and appraisal. The example assignment asks students to discuss principles of performance management, describe the performance appraisal process, discuss components of performance appraisal feedback and how to give constructive feedback, skills required by line managers for effective performance management, and modern methods and an employee's responsibilities regarding performance planning mechanics.
This document outlines the goals and process of a performance management program. It discusses defining job duties and performance standards, providing ongoing feedback, and conducting mid-year and final performance reviews. The performance management cycle involves planning, feedback, and assessment phases. In the planning phase, duties and standards are established in a Job Responsibilities Worksheet. Feedback involves observing and documenting performance, as well as providing ongoing coaching. Mid-year discussions review progress. The assessment phase includes completing a Self-Rating and Discussion Form for the annual performance review.
South UniversityfileCUsersCWATKIMDesktopWhat20Is.docxwilliame8
South University
file:///C|/Users/CWATKIM/Desktop/What%20Is%20Good%20Training.html[6/12/2020 12:23:22 PM]
What Is Good Training?
In order for training to be effective and efficient, both learning and transfer are needed. Learning is a
permanent change in human proficiencies that include knowledge, skills, attitudes, behaviors, and
competencies. Transfer is a trainee effectively, efficiently, and continually applying what was learned in
training on jobs. There are two important goals for transfer—generalization and maintenance. Effective
learning and transfer require that consideration be paid to trainee characteristics, training design, and
characteristics of the work environment.
Specific Learning Outcomes:
Verbal information includes names, labels, facts, and bodies of knowledge.
Intellectual skills include concepts and rules to solve problems, serve customers, and create
products.
Motor skills include coordination of physical movements.
Attitudes include beliefs and feelings that prompt a person to behave in a certain way.
Cognitive strategies include strategies that regulate thinking and learning, determine what to
attend to, regulate how to remember, and regulate how to solve problems.
Understand both the reinforcement and social learning theories noted in your text. A need is a
deficiency that one experiences. A need motivates one to behave to satisfy the deficiency. Need
theories help explain the value that one places on outcomes.
Need Theories
Effective and efficient employees provide the avenue to intensify profits, viability, and growth.
Numerous theories by people, including Maslow, Herzberg, McClelland, and Alderfer, proffer
employees’ satisfaction, and therefore, their performance is grounded by the efficiency and
effectiveness with which the company fulfills employees’ needs.
Review each theory to learn more.
These theories suggest that understanding learners’ needs will facilitate their motivation to learn.
Implications of the learning process and transfer of training for instruction include:
Employees need to know the objectives.
Employees need meaningful training content.
Employees need opportunities to practice.
javascript:void(0);
javascript:void(0);
South University
file:///C|/Users/CWATKIM/Desktop/What%20Is%20Good%20Training.html[6/12/2020 12:23:22 PM]
Employees need a number of pre-practice conditions.
Employees need practice involving experience.
Employees need to commit training content to memory.
Employees need feedback.
Employees learn through observation, experience, and interaction.
Employees need training programs to be properly coordinated and arranged.
Employees need encouraged trainee responsibility and self-management.
The work environment should support learning and transfer.
Additional Materials
From your course textbook, Employee Training and Development, read the following chapters:
Needs Assessment
Learning and Transfer of Training
Local DiskSouth University
South Unive.
Employability and professional developmentBigyan Sapkota
Employability refers to having skills and attributes that make individuals likely to gain employment and be successful in their careers. Employability skills include personal responsibility, decision-making, communication, leadership, problem-solving, and emotional intelligence. Managers play an important role in motivating employees by setting objectives, organizing work, communicating, establishing targets, and developing people's skills and careers. Conducting regular performance reviews and providing rewards and incentives can help motivate employees. Personal development involves regularly evaluating one's skills, strengths, weaknesses, and opportunities for career progression.
The document discusses training need analysis at the organizational, individual, and operational levels. It provides details on assessing training needs through analyzing an organization's internal and external environment. It also discusses assessing individual training needs through methods like performance reviews, feedback, and competency assessments. Formats for tools like peer appraisals, competency assessments, and self-assessments are included.
UNIT - II: TRAINING & DEVELOPMENT OF EMPLOYEES: Analyzing Training needs &
Designing the program – Implementing different training program – Implementing
Management Development Programs – Evaluating the Training Programs; PERFORMANCE
APPRAISAL: Concept of Performance, Performance Management, Performance Appraisal –
Methods of Performance Appraisal - Assessment Centre.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs in government. It includes definitions and proficiency levels for 25 behavioral competencies such as adaptability, communication, and organizational awareness. Technical competency areas are also listed. The document explains that competency profiles describing required skills and behaviors can be used for human resources functions like staffing, performance management, and career development.
A Study on Performance Management of Mahindra and MahindraProjects Kart
The management thesis focuses on Human resource study on performance management with reference to Mahindra and Mahindra. In the management thesis the information on the performance management is collected. The information about this is collected by the Show room which is located in Bidar as well as by the internet also.
This document discusses human resource management in project environments. It begins by outlining the key human resource processes in project management: planning the project team, acquiring team members, developing the team, and managing the team. Project team members have dual reporting relationships to both functional and project managers. The document then discusses challenges around acquiring qualified team members, developing competencies through training, and managing performance and conflicts within project teams. It concludes by mentioning two leading professional associations for project management.
Assessing Professional Skill Development In Capstone Design CoursesAngela Tyger
The document summarizes the development and testing of assessments to measure students' professional skill development in capstone design courses. The Transferable Integrated Design Engineering Education (TIDEE) consortium developed four assessments focused on technical, interpersonal, and individual attributes. Initial testing was conducted at the University of Idaho, with 15 students completing a summative assessment. Results showed growth in skills like leadership and adapting to change. Future work will analyze longitudinal data to validate the assessments and measure student perceptions.
This document outlines the responsibilities and roles of different team members in a construction company regarding health and safety. It defines the roles of the Managing Director, who is responsible for overall health and safety arrangements, and the Director Responsible for Health and Safety, who is accountable to the Managing Director. It also outlines some of the key responsibilities of each role, such as ensuring policies and legal requirements are met and communicated. The document emphasizes the importance of effective communication and an overall company policy to make all employees aware of their individual health and safety responsibilities.
- An inclined U-tube manometer allows more accurate measurement of small pressure changes compared to a standard U-tube manometer due to greater deflection of the liquid level for the same pressure change.
- A differential manometer measures the pressure difference between two points or systems by connecting the two ends of a U-tube manometer to the points of interest. Heavy liquids are used to measure large pressure differences while light liquids and long tubes measure very small differences.
- Mechanical pressure gauges like Bourdon gauges and diaphragm gauges directly measure pressure changes through deflection of components like tubes or diaphragms connected to the pressure system, with the deflection amplified and displayed on a calibrated dial
Applied mathematics for complex engineeringSahl Buhary
The document provides information about trigonometric functions and solving algebraic equations related to engineering problems. It includes:
1) An example of expressing the displacement of an oscillating structure as a trigonometric function and sketching the displacement over time.
2) Solving a trigonometric equation using trigonometric identities.
3) Evaluating the horizontal range of a stone thrown at an angle on a sloped hill using kinematics equations.
4) Setting up algebraic equations to represent how much of different yogurt blends can be made based on available ingredients.
5) Proving an identity involving fractions and solving simultaneous equations using matrices.
Measuring tendering and estimating for CBESahl Buhary
The client plays a major role in the tender process, including preparing tender documents, reviewing contractor submissions, and selecting the winning contractor. There are various constraints that must be considered in the tender process, including the client's objectives, financial constraints, physical constraints of the construction site, legal restrictions, and design requirements. The contractual documentation required to support the tender process includes the notice of tender, conditions of contract, drawings, bill of quantities, form of tender, specifications, and instructions for bidders. Estimating unit costs requires considering factors such as labor rates based on wages and output, material costs including purchasing, transport, and wastage, plant costs such as rental fees and maintenance, and overhead costs associated with both the office and
The document provides calculations to estimate the cost of constructing a masonry water platform based on given drawings and specifications. It first estimates quantities of various construction materials needed based on dimensions. It then lists rates for different construction items and uses the estimated quantities to calculate the total cost of each item and the overall project cost, including contingencies and work charges. The total estimated cost is 36,365.60 Sri Lankan Rupees. The document also contains calculations for other construction-related tasks involving geometry, trigonometry, and statistics.
This document discusses construction methods for tunnels and hydraulic structures. For tunnels, it lists various construction methods including cut-and-cover, boring machines, drill and blast, and others. It then discusses the New Austrian Tunneling Method and pipe jacking/microtunneling in more detail. For hydraulic structures, it outlines classifications based on function and then explains the construction methods for earth dams, aqueducts, and sluice gates in detail. Key steps for earth dam construction include site preparation, spillway design, and compacting soil layers to increase stability.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
International Conference on NLP, Artificial Intelligence, Machine Learning an...gerogepatton
International Conference on NLP, Artificial Intelligence, Machine Learning and Applications (NLAIM 2024) offers a premier global platform for exchanging insights and findings in the theory, methodology, and applications of NLP, Artificial Intelligence, Machine Learning, and their applications. The conference seeks substantial contributions across all key domains of NLP, Artificial Intelligence, Machine Learning, and their practical applications, aiming to foster both theoretical advancements and real-world implementations. With a focus on facilitating collaboration between researchers and practitioners from academia and industry, the conference serves as a nexus for sharing the latest developments in the field.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
TIME DIVISION MULTIPLEXING TECHNIQUE FOR COMMUNICATION SYSTEMHODECEDSIET
Time Division Multiplexing (TDM) is a method of transmitting multiple signals over a single communication channel by dividing the signal into many segments, each having a very short duration of time. These time slots are then allocated to different data streams, allowing multiple signals to share the same transmission medium efficiently. TDM is widely used in telecommunications and data communication systems.
### How TDM Works
1. **Time Slots Allocation**: The core principle of TDM is to assign distinct time slots to each signal. During each time slot, the respective signal is transmitted, and then the process repeats cyclically. For example, if there are four signals to be transmitted, the TDM cycle will divide time into four slots, each assigned to one signal.
2. **Synchronization**: Synchronization is crucial in TDM systems to ensure that the signals are correctly aligned with their respective time slots. Both the transmitter and receiver must be synchronized to avoid any overlap or loss of data. This synchronization is typically maintained by a clock signal that ensures time slots are accurately aligned.
3. **Frame Structure**: TDM data is organized into frames, where each frame consists of a set of time slots. Each frame is repeated at regular intervals, ensuring continuous transmission of data streams. The frame structure helps in managing the data streams and maintaining the synchronization between the transmitter and receiver.
4. **Multiplexer and Demultiplexer**: At the transmitting end, a multiplexer combines multiple input signals into a single composite signal by assigning each signal to a specific time slot. At the receiving end, a demultiplexer separates the composite signal back into individual signals based on their respective time slots.
### Types of TDM
1. **Synchronous TDM**: In synchronous TDM, time slots are pre-assigned to each signal, regardless of whether the signal has data to transmit or not. This can lead to inefficiencies if some time slots remain empty due to the absence of data.
2. **Asynchronous TDM (or Statistical TDM)**: Asynchronous TDM addresses the inefficiencies of synchronous TDM by allocating time slots dynamically based on the presence of data. Time slots are assigned only when there is data to transmit, which optimizes the use of the communication channel.
### Applications of TDM
- **Telecommunications**: TDM is extensively used in telecommunication systems, such as in T1 and E1 lines, where multiple telephone calls are transmitted over a single line by assigning each call to a specific time slot.
- **Digital Audio and Video Broadcasting**: TDM is used in broadcasting systems to transmit multiple audio or video streams over a single channel, ensuring efficient use of bandwidth.
- **Computer Networks**: TDM is used in network protocols and systems to manage the transmission of data from multiple sources over a single network medium.
### Advantages of TDM
- **Efficient Use of Bandwidth**: TDM all
Comparative analysis between traditional aquaponics and reconstructed aquapon...bijceesjournal
The aquaponic system of planting is a method that does not require soil usage. It is a method that only needs water, fish, lava rocks (a substitute for soil), and plants. Aquaponic systems are sustainable and environmentally friendly. Its use not only helps to plant in small spaces but also helps reduce artificial chemical use and minimizes excess water use, as aquaponics consumes 90% less water than soil-based gardening. The study applied a descriptive and experimental design to assess and compare conventional and reconstructed aquaponic methods for reproducing tomatoes. The researchers created an observation checklist to determine the significant factors of the study. The study aims to determine the significant difference between traditional aquaponics and reconstructed aquaponics systems propagating tomatoes in terms of height, weight, girth, and number of fruits. The reconstructed aquaponics system’s higher growth yield results in a much more nourished crop than the traditional aquaponics system. It is superior in its number of fruits, height, weight, and girth measurement. Moreover, the reconstructed aquaponics system is proven to eliminate all the hindrances present in the traditional aquaponics system, which are overcrowding of fish, algae growth, pest problems, contaminated water, and dead fish.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
Batteries -Introduction – Types of Batteries – discharging and charging of battery - characteristics of battery –battery rating- various tests on battery- – Primary battery: silver button cell- Secondary battery :Ni-Cd battery-modern battery: lithium ion battery-maintenance of batteries-choices of batteries for electric vehicle applications.
Fuel Cells: Introduction- importance and classification of fuel cells - description, principle, components, applications of fuel cells: H2-O2 fuel cell, alkaline fuel cell, molten carbonate fuel cell and direct methanol fuel cells.
Iron and Steel Technology Roadmap - Towards more sustainable steelmaking.pdf
Employability skill for CBE
1. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 1
LO1 Be able to determine own responsibilities and performance.
1.1Develop a set of your responsibilities from the findings of your position in the current
job market. Brief about the performance objectives you will be taking as an
individual.
Own responsibility and performance management is related to self-management. Self-
management can be best defined as the ability of individual to provide most possible outcome
for their specific job. First two responsibility of management organizing and planning is related
with self-management. This topic helps individuals to determine their personal capabilities and
demand. Individual with good expertise on self-management hold some unique skills. Those
skills best represent their abilities to assess individual strengths and weakness (Curtis 2004).
Individual skill is very much important for the organization as it can bring competitive advantage
for the organization.
In this part of study the scope of self-management is discussed. People are ought to take
responsibility to prove the individual potentials. There are ways of proving inside potential of an
individual.
Summarize role of a Civil Engineer
Performance objectives of a civil engineer.
Academic qualification - Degree holder in Civil engineering
-Well experience.
-MBA competed.
Technical skills -Well in Autocad
-Well in Surveying
-Well computer knowledge.
Good communication, writing and presentation skills
mathematical mind and problem solving skills
Personal responsibilities
Establishing and maintaining control networks in construction
Setting out of vital sections of works
Overseeing your surveying and engineering equipment on site undertaking calibration
checks
Updating AS built records
Costing and Pricing entire given work
Developing clients relationships and new business.
Work with business unit heads, consultants, engineers & architects in designing suitable
facilities
2. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 2
Responsible of preparing permit drawings ,BOQs submissions for authorities and
obtaining approvals
Ensure that projects are completed as per time plans and within budget.
Project management –initiate, plan implement, control, monitor and evaluate the
projects assigned by the management.
Planning and resource allocation as per project requirement.
1.2Evaluate your performance objectives for your chosen career path and show your
required actions (effectiveness) to achieve them.(Personal Assessment Of
Management Skills)
Individual have to evaluate personal effectiveness with the goals and objectives that are
assigned by the organization, so to evaluate individual have to proceed with a systematic
way.
Quality and acceptance of responsibility of self-job
Job of individual will be accepted after fulfilling prerequisites for customer service,
quality work, use of resources and authority, here the level of work policies are
varied as per organizational policies
Job scope of the individual should be safe and organized as per policies and
standards of organization
Methods of quality measurements are used simultaneously as per methodical
progress of jobs.
Managing self-jobs
Individual orders are accepted as per predetermined manner and examined against
accepted job quality and range
Job weight is determined and prioritized as per allocated time limit
Next job assignment is hand over to the correct individual which is determined as per
previous better performance.
Application of the knowledge and understanding of responsibility of Council
Work of individual staffs determines the correlation among them
Individual and staffs follow their duties and responsibilities as per organizational
policies and plans
Maintenance safety of society
Danger of safety are determined and reacted in relation to possible healthiness of
society
3. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 3
Crisis of society should be pointed out within shortest possible time and cured in
perfect manner
Consequences of events are not similar on different customers, so consequences of
events on dissimilar on different customers are cared with due care.
Individual need support from other staffs and community members and these
supports are responded and reacted to in line.
Managing changes
To be developed and changed exterior change are occurred in organization
Place of work is changed for individual work and it is acknowledged
Predetermined changes in advance labor outcomes are placed into action
To supply proposition for job exact ways are determined
Proposals of job civilization are handled in a positive mind.
1.3.Create a personal development plan which shows your own performance objectives
as identified earlier and make recommendations to improve them. (Short & long
term objectives in career, learning and personal life).
Personal Development Plan ( PDP )
“Personal development planning is the process of creating an
action plan based on awareness, values, reflection, goal-setting and planning for personal
development within the context of a career, education, relationship or for self-improvement.”
James Smith, Author of ‘Personal Development Planning’ (2011).
A Personal Development Plan is a structured plan used to identify and address goals
to be achieved overtime
A PDP is used to plan your goals, further build on your strengths and managing your
weaknesses
Goals might include:
To improve product knowledge
To improve attendance and punctuality
To work well within teams
To improve communication skills
To meet deadlines
To manage teams
Goals can be related to :
Attitude
Education
Social life
Health
Career
4. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 4
Family
Financial state
Identifying development needs within a work place
Self-assessment : What you consider as your own strengths and
weaknesses
Assessment by others - Strengths and Weaknesses that others see in you at
work place
Formal reports such as an appraisal
Customer feedback – e.g. questionnaires about the level of service received.
Performance data – e.g. supermarket records of the number of
customers served by checkout staff
In Education -Your Lecturers/Tutors
Own
performance
goals Current Proficiency
Target
Proficiency
Improvement of career goals
Short period Long period
Presentation
Skill
Competent enough
for
class room but not
professional
Confident
professional
presenter
Make a
presentation
and do it.
Make sure have
high skill in
presentation
before going
industry
Writing Skill
Taking own note and
writing repots are ok.
But have to improve
more in report
writing
Professionally Not
enough
Writing more
articles
Make sure able
write article
professionally
before entering
industry
Team Work
Skill Good in team work
Better but have to
improve more
Working with
class room
student.
Learn how to
handle different
type of people
Leadership
Skill Good in leadership
Manage the all
members who are
in
team
Take a leader
role in during
team work
Learning
management
skill to lead
workers at
construction
site.
Problem
Solving Manageable Good
Learn
problem
solving
technique
and strategy
Be fit to face
any kind of
construction
problem
5. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 5
1.4.Review what motivates you towards achieving your objectives (HND course)in a
better way. Review the outcomes of you get from the course and what motivation
techniques can be used to improve the quality of your performance. (Motivational
Analysis Worksheet)
Motivation to Pursue HND diploma
Edexcel HND is a Degree foundation courses so it able to develop our career.
It can be follow as a part time studies method.
Person is a worldwide reorganize qualifications form.
Civil engineer is a good professional job in society.
For the job market any time any where we can get job.
We can earn good money also.
Motivation techniques
Before doing my HND I have to sure my financial stability so I’m going basic construction job
and able to manage my education expenses and other expenses…
For that I motivate and I just come to Qatar.
I am improved my English speaking and writing knowledge.
Provide Meaningful and Challenging Work
Set Clear Targets and Expectations and Measure Performance
Give Regular, Direct, Supportive Feedback
Design People's Roles So They Can Use Their Strengths
Enable Input and Choice In How Work Gets Done
2.1.Develop solutions to adapt the way you communicate to handle different situations
(work based problems) by considering the many factors that influence the
effectiveness of your communication while doing the Team Work Activity e.g.
organising a Function, Other Events, Work Project and the any Class Trip.
Types of Problems encountered at the Workplace
1. Problems abound in every workplace due to various issues such as the need to
Collaborate and work with various types of people
Meet targets and deadlines
Work within tight budgets
6. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 6
Gain the endorsement and praise of supervisors
Work within the norms and culture of the organization etc
2. There are specific problems which are common to every workplace because
workplaces are human institutions and human beings are the same every where
Communication problems.
Attitude problems
Interpersonal challenges between supervisor and subordinate or among
your subordinates
Ethical problems
Poor performance
Discrimination and/or harassment
Approach to problem solving
There are countless approaches that have been developed for problem solving, some very
simple and others complicated. Some of these include
Trial-and-error method :one solution after another is tried until the
problem is solved or appears to be improving.
Experimentation: a theory is tested to enhance knowledge,
understanding, or prediction.
Affinity map: a tool used to identify problems.
Problem solving models
The problem solving model
The problem solving model is a step by step approach to solving problems developed by
various writers and modified by many more. Some have it in 5, 6, and even 8 steps. The
approach is as follows:
1. Recognize that there is a problem and define it : What is the specific problem you are faced
with? Write this down in clear simple language and as objectively as possible
2. Gather information : Ask
Who – is causing it and who does it affect
What – are the visible signs of a problem
When –does/did it occur
Where – does it occur/have an impact
Why – did it occur
How –Should the ideal situation be?
3. Analyze the information: Analysis of past solutions
4. Develop solutions and choose the best:
7. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 7
Identify all the features of an ideal solution, including the
conditions it has to satisfy
Eliminate solutions which do not satisfy the
conditions/requirements
Assess the risks associated with the 'best' solution
Decide to implement this solution
5. Implement the solution: Take the appropriate action and monitor its effects
6. Evaluate the solution: Review the ultimate success of the action
Avoid making a major issue out of each problem
Good planning can avert many crises
Put each issue into perspective so that alternatives can be evaluated and an
appropriate amount of time can be devoted to finding the solution.
Avoid inappropriate responses to failure
Acknowledge mistakes, but do not dwell and agonize over them. It is more important to
learn whatever lesson the mistake can teach, and then move on.
Remember to draw on easily available information
Have some of the alternatives been tried before?
If so, what was the outcome?
Also consult with other colleagues in the organization or with outside
experts.
Beware of promising too much.
Don’t make promises you can’t keep to your subordinates or your boss
2.2.Prepare a short presentation including inputs from the above task that
communicates as below:-
-What are the variety of styles used in communication
-How to recognize your own communication style
-How to use your communication style to develop skills, knowledge and acquire a better
understanding of tasks.
8. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 8
9. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 9
10. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 10
11. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 11
12. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 12
13. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 13
2.3.Identify how to improve your time management skills. List 3 strategies from the
activity which you could identify to be better at managing your time in HND. (Time
Management Quiz)
Managing time frequently asking questions?
1. Do you make to-do list?
2. Are you flexible with your plan?
3. How often do you accomplish what you plan?
4. Do you plan for things that are personally important to you?
5. Do you make plans in order to keep things in your life under control?
6. How often are your plans hindered by interruptions?
Basic Time management plans
Step one: Set specific and definable goals for yourself. These goals should be
both academic and personal.
Step two: Create a calendar that is reflective of your school terms. Begin by
drafting a term calendar; making sure you have reflected any major events
like projects, term papers, etc.
Step three: Drill the schedule down some by creating a weekly schedule that
reflect all activities that you are responsible for on a weekly basis; including
classes, meetings, labs, club activities, meetings, etc.
Step four: Create a to-do list for each day. This list should ideally be created
the night before so that there is no doubt about how the following day should
take shape.
One of the most common mistakes of scheduling is ironically trying to plan too far
ahead. This can be a serious temptation. Whenever possible, it is always best to plan
for only what already exists and then to add to your schedule only as events and
activities pop up and become known.
A schedule will only work if you utilize it. Simply committing a list of activities to
paper will not suddenly create a situation in which you can manage your time
better. Keep your schedule in a prominent location where you can see it daily and
refer to several times throughout the day.
14. HND in Construction & Built Environment (Civil Engineering) BCAS DOHA QATAR
Unit 59: Employability Skills Page 14
3.1.Explain the dynamics of effective team working among your classmates by explain
the roles as played by each group member and how you all have managed to
complete the work during Fun Fiesta, House Events, Student Project &Team
Excursion. (Team Dynamics Analysis Worksheet)
In a team individual plays great role as individuals make it. The ways of role
Playing and work together under a team to achieve goals are described below.
Job requirements
First have to requirement of job site and have to categorize the rules and
regulations. Than features and particulars of job site obligation have to be
categorized for accelerating management work process.
Customers are the king of business, so needs and expectation of customers
have to be planned. Risk of job should take into account so that all OHS can be
classified
Resource allocation
All necessary resources needed in team management have to be arranged for
practice and current requirements.
Necessary resources and tools have to be arranged in time as per
requirement. To build up team, plant and tools should be tested
Group communication
Confirm that certain job is allocated and programmed so that it can be
completed within the least possible time.
Job should be distributed in group as per the capabilities of group members. It
is required because experts can complete the task within least possible time
than non experts.
It should be kept in mind that licenses for jobs are valid and related to job
requirements.
Fulfill job requirements
Requirements for job should be fulfilled by the human resource in a
appropriate approach. It is required to make sure that certain orders are
established, finished and implicit.
Training and job performance
Training is very much essential basically for group work, because all of the
members are not well educated about the issue of interest.
So first have to categorize gap in work force. Guidance of job should be
available and suitable.
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Available aid should be made to the human resource to assess the goal of the
team. At last relevant job appraisals should be made as per laws and regulation of
related industry.
3.2.Analyze how teamwork and team dynamics can be applied to solve problems or
achieve a goal in any role. Explore the roles played and methods applied by each
group member to assure the success in achieveing shared goals. (Team Dynamics
Analysis Worksheet)
One of the most important aspects of team dynamics is communication. It can
lead, on the one hand, to a team being extremely efficient and successful, or, on
the other hand, inefficient and a terrible failure.
Ineffective communication can be a source of discontent in a team. The purpose
of team communication is to enhance team performance; therefore, it is each
team member’s responsibility to ensure effective communication.
Accessing each individual team member’s strengths and weaknesses as it
pertains to clearly expressing their views and opinions (once this information is
captured, then members will have a better understanding as to how to get all
team members to participate in discussing key topics related to team goals).
Making sure that team members who are more expressive do not usethis as an
opportunity to dominate a more introverted team member.
Encouraging clear objective conversations ( open discussions are a great way to
get to know your team members, and this will lead to team trust).
Presenting information in a factual manner
With effective communication, teams can easily excel in areas such as:
Meeting deadlines,
Accomplishing difficult tasks,
Maintaining moral within the team.
Successful relationship will emerge if team members help one another by
communicating ideas and tactics. Productivity will also increase with the proper
lines of communication.
10 Team Dynamics that Get Results;
1. Identify a leader.
2. Establish roles & responsibilities. Plus discuss what everyone brings to the
table.
3. Establish a set of Goals & Objectives.
4. Establish an agenda for managing time to complete the Goal / Task / Meeting /
Decision.
5. Establish a method to determine how they will reach agreement.
6. Establish ground rules for their meetings.
7. Proper & timely use of quality tools.
8. Maladaptive behaviors are properly dealt with immediately & have
consequences.
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9. Ability to get started on task / project / meeting quickly.
10. Ability to state what is working and how to improve.
3.3.Suggest other ways to complete the group tasks as an alternative. What can you
personally improve on to be a better team member? Name 3 things you could have
done better to achieve effective team goals. (Ref-Class Activity, etc.)
Since I feel flat on my face, I asked some of the team leaders that I really admire what they felt
makes a great team leader or to be a better team member, so I could work on those particular
skills. Here is what I learned from them:
1. Increase Your Total Self Awareness
To lead effectively, you need to be totally self-aware and this isn't identifying faults but
understanding the motivation, the impact, what your good at and where you tend to struggle.
When you are totally self-aware you will be building your team from a very strong foundation.
2. Know Your Decision Making Method
Everyone on the team is not going to agree all the time and with every decision that is made
but you will find that procrastination will frustrate everyone. Be sure with all major decisions,
you have a very clear criteria and method for making these decisions so that things always stay
moving forward.
3. Support and Encourage You Team
Sometimes we forget how hard it can be doing something for the first time or trying to do
something under new circumstances. Some team members will have no issues while others
can have some difficulty. As a leader, be sure you are supporting and encouraging your team
through good times and especially bad times.
4. Find a Mentor
A good mentor will guide you into becoming a great team leader. Find someone you highly
respect and don't mind learning from. But sure this mentor has the skill in which you wish to
acquire. Having a mentor in the same industry as the one you wish to lead is also extremely
helpful.
Doing these four steps will send you on your way in becoming a great team leader. Learning to
be a good leader is a lifelong process so enjoy it and be sure you are learning something new
every day.
There are few strategies alternative way for achieving goals
Share the Goals with 3 to 5 members
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Not everyone needs this strategy with every goal but almost
everyone can benefit from it at some point. Finding supportive, positive
people is key because you certainly don't need anyone sabotaging your
progress.
Align the Goals With Your Values
If the goal doesn’t reflect your beliefs and character then
will have difficulty achieving it. And even if you do manage to get what is
want, you won't be very happy. Set a goal, which is meaningful to be clear
about the consequences of your outcome.
Complete at Least One Action Per Day
Consistent actions will propel you towards your goal. Even
choosing a small task will make a dent in your to-do list and may motivate
you to do even more.
4.1.Evaluate the tools and methods to enhance students reading ability to support their
learning during HND in CE.
To develop reading skills following steps can be carried out
BEFORE READING:
Form hypotheses about the author’s purpose for writing.
Make predictions based on illustrations, charts and subheadings.
They consider what they already know about the topic or the genre.
Set purposes for reading.
Establish goals to help them pace their reading.
Their teachers model the process of reading, which allows the ss to build a
repertoire of useful strategies.
DURING READING:
Sort relevant and irrelevant information, they organize data to find the gist , or
main idea.
Selectively use the three cueing systems: graphophonics (print- sound relationships),
semantic (meaning) cues, and syntax (language structure).
Use decoding (Graphophonic) and context (semantics and syntax to construct
meaning
AFTER READING:
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Reflect on what and how they have read.
Posing questions, evaluating strategies, confirming or adjusting predictions and
hypotheses.
Writing or discussing responses, and summarizing.
Use of metacognitive strategies after reading signals readers that thinking about
their thinking is important.
The ideas they bring to a text are just as important as the text itself.
Teachers have included the use of graphic organizers.
If we can follow above mentions techniques following benefits can be get
Instruction that makes the invisible processes of reading and thinking visible by
using Direct instruction and modeling.
Teacher ensures that students become aware of the need to monitor themselves.
Immersion in good literature, instruction and modeling, and attention to special
needs
Strategies for Increase reading ability
1. Play word games.
2. Read aloud every day
3. Model reading as an enjoyable activity.
4. Put learning to use.
5. Listen to books.
6. Read to your child every night
7. Engage children’s senses while learning
4.2.Study the findings from the above task 4.1 and develop an appropriate reading
strategy for the HND Students to improve their reading habit and improve problem
solving. (Give examples for your solution).
While reading following problems are haven encountered
Students hate to read, they only read the required textbook in order to be able to set
for the achievement routine exams.
Students lacked motivation to read, even if they read, they show negative attitudes
For most of the learners, reading is an extremely difficult task that requires integrated
body of skills, which also does not get easier with the passage of time and the
accumulation of experience.
Following reading strategies can be followed for lake of reading problems
Teachers have very important role to improve reading skills to their students to
improve other language skills . They can follow some stages and strategies when
teaching reading text.
Reading strategies are defined as the mental operations involved when readers
approach a text effectively and make sense of what they read.
Teachers in order to enable their students to understand a reading text, without their
looking up every single word, teachers, should employ the pre-reading stage, as it is
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important in building confidence and creating security within the learners before they
approach a reading text.
The pre-reading stage also helps to make the next stages of reading more easily
adaptable for the reader
To check the students’ comprehension and retention of the information of a text that
they have already tackled, teachers should employ the last stage-the post-reading
stage
Problem solving Action Flow (PAID)
Set a Problem statement
Describe the problem
Develop a one sentence problem statement
Analyze the problem in detail
Analyze what is wrong
Analyze what is right
Identify likely causes
What’s different?
What has changed?
What are most likely explanation
Define Actual Causes
What is the most likely explanation
Can I prove it
4.3.Evaluate the likely impact on the college to implement your strategy for the HND
students?
5. Problem solving is a mental process which is the concluding part of the larger problem
process that includes problem finding and problem shaping where problem is defined as a
state of desire for the reaching of a definite goal from a present condition that either is not
directly moving toward the goal, is far from it or needs more complex logic for finding a
missing description of conditions or steps toward the goal.
6. Problem solving has been defined as a higher-order cognitive process that requires
the modulation and control of more routine or fundamental skills
7. Following problem solving techniques
1. Abstraction: solving the problem in a model of the system before
applying it to the real system
2. Analogy: using a solution that solved an analogous problem
3. Brainstorming: (especially by using groups of people) suggesting a
large number of solutions or ideas and combining and developing
them until an optimum solution is found
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4. Lateral thinking: approaching solutions indirectly and creatively
5. Fractionalization / Divide and conquer: breaking down a large,
complex problem into smaller, solvable problems
Hypothesis testing: assuming a possible explanation to the problem
and trying to prove (or, in some contexts, disprove) the assumption
7. Means-ends analysis: choosing an action at each step to move closer
to the goal
8. Morphological analysis: assessing the output and interactions of an
entire system
9. Reduction: transforming the problem into another problem for
which solutions exist
10. Research: employing existing ideas or adapting existing solutions to
similar problems
11. Root cause analysis: eliminating the cause of the problem
12. Trial-and-error: testing possible solutions until the right one is
found
13. Proof: try to prove that the problem cannot be solved. The point
where the proof fails will be the starting point for solving it