Hi Wilfred,
Don't forget that we have a lunch scheduled on Friday at the corner deli. It should be fun!
I know I've asked for some other mockups this week but could you also mockup samples of three different report types (detail, exception, and summary)? Mae is having a difficult time visualizing how one of her summary reports would look like. Also, Maddox Farley wants to know what the parts report will look like that he will be using several times a day.
How do you plan on distributing each of these reports when SIM is up and running?
If you could get me these samples soon, I'd appreciate it. I'm meeting with Mae and Maddox first thing on Thursday.
Thanks.
Carlie
The developers want to know if this new application should run on a mobile platform. If so, they want to know if it should be created with responsive web design? What do you think would be the best and why?
I was wondering if prototyping this system might be more effective. What are the advantages and disadvantages to this approach?
Please give me your thoughts on these items by the end of the day today.
Thanks.
Carlie
Hi Wilfred,
After your presentation last week, the manager thinks an in-house solution is the way to go. Although our programmers have much experience with system integration and development, they have little experience with user design. You'll have to lay out all the pages of the system. For now, just create a hierarchical drawing of all the pages needed for this system. Think of the menu on the top of the screen and what you'd click on to move to the next screen.
Once you finish the hierarchy, I'll need you to draw out examples of a few of the screens. For example, show a screen with a menu, another which requests user input, one that has methods to contact us, and the last one as an informational page. The menu screen can be an opening page or even a page to decide on types of reports to run. The user input page can be one for any of the users, such as the appointment setters or technicians. Make sure that you outline all of the required validation rules for this input page. The informational page can either be a static page or results from a search. Make sure that you include navigation buttons on each of these example pages.
I think it would be a nice touch to include our logo on all of these screens.
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15 ...
MBA 687 Employee Engagement Surveys Response Rate AbramMartino96
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent. ...
MBA 687 Employee Engagement Surveys Response Rate CicelyBourqueju
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent. ...
GuideStar Webinar (04/24/12) - Charting Your ImpactGuideStar
GuideStar webinar on 04/24/12.
Andrea Affeltranger, Director, Nonprofit and Philanthropic Leadership and Practice, Independent Sector; Robert Wade Anthony, Founder and Executive Director, Adolescent Wellness; José Fernández, Director, GuideStar Exchange; Melanie Matthews, Director of Capacity Building and Operations, Campion Foundation; and Mikaela Seligman, Vice President, Nonprofit and Philanthropic Leadership and Practice, Independent Sector (moderator)
We’re In a Leadership Development Crisis – Now What?
According to the 2015 annual survey by Deloitte, only 18 percent of organizations hold their leaders accountable for identifying and developing successors. Does this ring true with your organization? In this upcoming spotlight webinar, Howard Prager, president of Advance Learning Group, will share what learning leaders can do to make impactful succession planning programs and where dollars should be invested to achieve the greatest return.
During this spotlight webinar attendee will hear:
What the problem is with leadership development.
Where you can get the biggest bang for your investment growing your leaders.
What the best organizations do to deliver effective leadership development.
How you can grow your talent to be the leaders your organization needs.
Assignment #4 – Business 100 Name Background information ne.docxdavezstarr61655
Assignment #4 – Business 100
Name:
Background information needed to answer Question #1:
Review the organizational chart below and the different types of company hierarchies:
Key Learning: Organizational Structures: Tall versus Flat Hierarchies
A tall hierarchy is a traditional way to organize management. There are many levels of employment, and a few employees at each level report up to a manager at the next level. For example, at Starbucks, baristas report to store managers, and store managers report to regional managers, and regional managers report to executives at headquarters. This works really well for Starbucks! Baristas are carefully and consistently trained and supervised so that you can count on the same cup of coffee at any store. Employees who want to advance can work hard and make their way up the chain to gain more management responsibilities. Business is efficient and quality is consistent.
On the other hand, some businesses prefer a flat hierarchy. When Paul and Ari founded Zingerman’s Delicatessen, they wanted to make sure that every employee felt empowered to make decisions to improve the customer experience. In their service-oriented business, Paul and Ari’s employees get their jobs done in creative and collaborative ways. A flat hierarchy makes this possible.
Question 1: Organizational Structure
Based on your knowledge of hierarchies, would you say that this company has a tall hierarchy or a flat hierarchy and why?
· Tall Structure
· Flat Structure
Background information needed to answer Question #2:
Review how this company applies the Human Resources Cycle by reviewing the following memo:
“Hello, Head of HR here providing you a bit more insight into our process. I’ve included a flow chart on the high-level process (see below) but also wanted to provide a more detailed explanation. Our HR cycle begins with our recruiting department. We have campus recruiters who attend career fairs and develop relationships from select universities around the country. We also do a substantial amount of recruiting through LinkedIn, targeting professionals further along in their career with the backgrounds we look for. We then conduct phone screens with qualified candidates, followed by rigorous in-person interviews. We hire approximately 10% of the candidates we interview in-person. Once an employee comes on-board, our performance management system begins. Employees are required to write out goals and objectives after their first 30 days on the job. They have regular ongoing conversations with their direct managers, as well as with assigned mentors, regarding their performance. On or near their anniversary date, we conduct a formal performance review. In the review, we evaluate how the employee performed relative to the goals they mapped out for themselves, and relative to our expectations. Based on the result of the performance review, we make compensation adjustments and promotion decisions. Finally, when an employee do.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Organization Management System Powerpoint Presentation SlidesSlideTeam
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
MBA 687 Employee Engagement Surveys Response Rate AbramMartino96
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent. ...
MBA 687 Employee Engagement Surveys Response Rate CicelyBourqueju
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent. ...
GuideStar Webinar (04/24/12) - Charting Your ImpactGuideStar
GuideStar webinar on 04/24/12.
Andrea Affeltranger, Director, Nonprofit and Philanthropic Leadership and Practice, Independent Sector; Robert Wade Anthony, Founder and Executive Director, Adolescent Wellness; José Fernández, Director, GuideStar Exchange; Melanie Matthews, Director of Capacity Building and Operations, Campion Foundation; and Mikaela Seligman, Vice President, Nonprofit and Philanthropic Leadership and Practice, Independent Sector (moderator)
We’re In a Leadership Development Crisis – Now What?
According to the 2015 annual survey by Deloitte, only 18 percent of organizations hold their leaders accountable for identifying and developing successors. Does this ring true with your organization? In this upcoming spotlight webinar, Howard Prager, president of Advance Learning Group, will share what learning leaders can do to make impactful succession planning programs and where dollars should be invested to achieve the greatest return.
During this spotlight webinar attendee will hear:
What the problem is with leadership development.
Where you can get the biggest bang for your investment growing your leaders.
What the best organizations do to deliver effective leadership development.
How you can grow your talent to be the leaders your organization needs.
Assignment #4 – Business 100 Name Background information ne.docxdavezstarr61655
Assignment #4 – Business 100
Name:
Background information needed to answer Question #1:
Review the organizational chart below and the different types of company hierarchies:
Key Learning: Organizational Structures: Tall versus Flat Hierarchies
A tall hierarchy is a traditional way to organize management. There are many levels of employment, and a few employees at each level report up to a manager at the next level. For example, at Starbucks, baristas report to store managers, and store managers report to regional managers, and regional managers report to executives at headquarters. This works really well for Starbucks! Baristas are carefully and consistently trained and supervised so that you can count on the same cup of coffee at any store. Employees who want to advance can work hard and make their way up the chain to gain more management responsibilities. Business is efficient and quality is consistent.
On the other hand, some businesses prefer a flat hierarchy. When Paul and Ari founded Zingerman’s Delicatessen, they wanted to make sure that every employee felt empowered to make decisions to improve the customer experience. In their service-oriented business, Paul and Ari’s employees get their jobs done in creative and collaborative ways. A flat hierarchy makes this possible.
Question 1: Organizational Structure
Based on your knowledge of hierarchies, would you say that this company has a tall hierarchy or a flat hierarchy and why?
· Tall Structure
· Flat Structure
Background information needed to answer Question #2:
Review how this company applies the Human Resources Cycle by reviewing the following memo:
“Hello, Head of HR here providing you a bit more insight into our process. I’ve included a flow chart on the high-level process (see below) but also wanted to provide a more detailed explanation. Our HR cycle begins with our recruiting department. We have campus recruiters who attend career fairs and develop relationships from select universities around the country. We also do a substantial amount of recruiting through LinkedIn, targeting professionals further along in their career with the backgrounds we look for. We then conduct phone screens with qualified candidates, followed by rigorous in-person interviews. We hire approximately 10% of the candidates we interview in-person. Once an employee comes on-board, our performance management system begins. Employees are required to write out goals and objectives after their first 30 days on the job. They have regular ongoing conversations with their direct managers, as well as with assigned mentors, regarding their performance. On or near their anniversary date, we conduct a formal performance review. In the review, we evaluate how the employee performed relative to the goals they mapped out for themselves, and relative to our expectations. Based on the result of the performance review, we make compensation adjustments and promotion decisions. Finally, when an employee do.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Organization Management System Powerpoint Presentation SlidesSlideTeam
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
Organizational Diagnosis QuestionnaireFrom time to time organi.docxhoney690131
Organizational Diagnosis Questionnaire
From time to time organizations consider it important to analyze themselves. It is necessary to find out from the people who work in the organization what they think. This questionnaire will help the organization that you work for analyze itself.
Directions: DO NOT put your name anywhere on this questionnaire. Please answer all forty questions. Be open and honest. For each of the forty statements, circle only one number to indicate your thinking.
Agree Strongly-1, Agree-2, Agree Slightly-3, Neutral-4, Disagree Slightly-5, Disagree-6, Disagree Strongly-7
1. The goals of this organization are clearly stated.
1 2 3 4 5 6 7
2. The division of labor of this organization is flexible.
1 2 3 4 5 6 7
3. My immediate supervisor is supportive of my efforts.
1 2 3 4 5 6 7
4. My relationship with my supervisor is a harmonious one.
1 2 3 4 5 6 7
5. My job offers me the opportunity to grow as a person.
1 2 3 4 5 6 7
6. This organization encourages family values.
1 2 3 4 5 6 7
7. My immediate supervisor has ideas that are helpful to my group and me.
1 2 3 4 5 6 7
8. This organization is not resistant to change.
1 2 3 4 5 6 7
9. I am personally in agreement with the stated goals of my work unit.
1 2 3 4 5 6 7
10. The division of labor of this organization is conducive to reaching its goals.
1 2 3 4 5 6 7
11. The leadership norms of this organization help its progress.
1 2 3 4 5 6 7
12. This organization hosts a number of family events which spouses and children can attend.
1 2 3 4 5 6 7
13. I can always talk with someone at work if I have a work-related problem.
1 2 3 4 5 6 7
14. The pay scale and benefits of this organization treat each employee equitably.
1 2 3 4 5 6 7
15. I have the information that I need to do a good job.
1 2 3 4 5 6 7
16. This organization is not introducing enough new policies and procedures.
1 2 3 4 5 6 7
17. I understand the purpose/mission of this organization.
1 2 3 4 5 6 7
18. The benefits program provides for personal and maternity leave.
1 2 3 4 5 6 7
19. The manner in which work tasks are divided is a logical one.
1 2 3 4 5 6 7
20. This organization’s leadership efforts result in the organization’s fulfillment of its purposes.
1 2 3 4 5 6 7
21. My relationships with members of my work group are friendly as well as professional.
1 2 3 4 5 6 7
22. The opportunity for promotion exists in this organization.
1 2 3 4 5 6 7
23. This organization has adequate mechanisms for binding itself together.
1 2 3 4 5 6 7
24. The organization provides.
Being a Cultural Warrior: 3 Proven Practices for Driving Engagement and Effic...Snag
Whatever your organization is designed to deliver, whether it’s a product or a service, you will win or lose based on how well your people are able to work and perform as a team. If you have have the best processes in the world, but your people don’t really care, you can be good, but you will never be awesome. And if you aren’t after awesome, what are you after?
With extensive experience in the manufacturing biz, Beau Groover, the former Director of Lean Supply Chain with Serta Simmons Bedding and Founder and President of The Effective Syndicate, will share what he’s learned from two decades in the service industry that will help you align your people, processes and products ... and make your business thrive.
Check out our joint presentation, ‘Being a Cultural Warrior,’ with TalentStream and Beau Groover to:
-- Define clearly what the vision, mission and values are that represent your brand and motivate your team
-- Uncover how to effectively evaluate your team … and yourself
-- Understand what being a Cultural Warrior looks like, the strategy to get there, and how it'll improve customer service from the ground up
-- Get tips on how to improve process efficiency and produce highly predictable results
-- Learn how to develop a successful organizational structure, including succession planning, leadership development and teamwork coaching
In this file, you can ref useful information about annual performance appraisal report such as annual performance appraisal report methods, annual performance appraisal report tips, annual performance appraisal report forms, annual performance appraisal report phrases … If you need more assistant for annual performance appraisal report, please leave your comment at the end of file.
Reinvent Performance Management into a Leadership ProcessHuman Capital Media
You’ve heard all the buzz and stats: A majority of organizations want to improve their performance management system. Many are getting rid of their ratings. Most are struggling with leaders who can’t coach or give feedback. Almost all agree that performance management is broken.
Have you been tasked to review your system? Are you stuck trying to figure out your next best move? Join us for a one-hour webinar to gain insights and ideas on how to reinvent your approach to performance management:
Transform it from a HR process to a leadership process
Recognize common pitfalls
Consider the science of human motivation
Change the goal of performance management to improved performance
Deliverables • 8 (max!) pages, double‐spaced, 12‐pt Times New .docxsimonithomas47935
Deliverables
• 8 (max!) pages, double‐spaced, 12‐pt Times New Roman, 1‐inch margins
Page count does not include mathematical work, graphs, etc.
Graphs, figures, tables may be attached to write‐up (as appendix) or
integrated in write‐up
I expect an error‐free, perfectly formatted submission!
FORMAT (Important: Answer all questions within this format (please no ‘question – answer’ structure)!
1.Brief Executive Summary
- Should contain all relevant recommendations
- NO LONGER THAN HALF
A page
2.Background:
Brief introduction of company and key issue (essence of the case)
Don’t paraphrase (max. half a page)
3.Analysis:
Quantitative (show analysis) and Qualitative (explain it)
Explain relevant variables, constraints and assumptions
Use tools: SWOT, Kraljic, Sensitivity analysis, etc.
Helps to derive alternative strategies
4.Derive Alternatives:
Identify different alternatives
Identify/discuss key decision variables
Compare alternatives and discuss trade‐offs
Criteria for accepting/rejecting solutions
5. Final Recommendation(s)
Present final strategy and expected contribution/benefit
Discuss recommended implementation (e.g., timeline, necessary investments)
Case Study Questions (1/4)
1. Develop a process that provides a logical order to the critical activities and decisions involved in the supplier evaluation and selection process. For example, the first step of this process may include recognizing (or anticipating) that a supplier selection need exists. Subsequent steps should follow from the actual or anticipated need. Present this process in the form of a flow chart with key decision points clearly identified.
Case Study Questions (2/4)
2. Discuss possible sources of supplier financial information. Which factors influence the ability of Systems Technologies to obtain supplier financial data? (Hint: Think of supplier characteristics, etc.)
Case Study Questions (3/4)
3. What is your recommended sourcing strategy for Systems Technologies? Perform various analyses (see below) to support your decision. Also, make sure to discuss the advantages and disadvantages of single and multiple sourcing.
-Assume you have used several of these sources to collect supplier financial data (data provided in the case). Perform a supplier financial analysis. Provide a brief interpretation of each financial ratio. (See supporting worksheet)
-Perform a total cost analysis. (See supporting worksheet)
-Perform a supplier capacity analysis. How important is supplier capacity in
-Develop a supplier evaluation and selection tool with relevant performance categories for the sourcing decision under consideration (See supporting worksheet).
this case? Why?
-Develop a sourcing risk management plan. For this task, (1) identify the potential risks associated with a sourcing decision, (2) assess the possible magnitude of each risk to operations, and (3) identify ways to manage or reduce risk exposure. (See supporting worksheet) .
Did you know that some of the most flawed aspects of performance management have actually been around for centuries? Chinese civil servants had stack ranking in the third century. And officers in the Napoleonic wars were subject to 360 degree reviews.
Despite its long history, no one’s ever been thrilled about the performance management process. Even high-performing employees dislike reviews, and most managers certainly don’t enjoy giving them.
What can we do to make it less about “managing” performance and more about reinforcing behaviors and coaching our employees to even greater success? Which new practices are companies adopting and how effective are they?
Join Rob Schmitter, Solutions Architect and Melanie Schrems, Strategist and Consultant from Globoforce as they discuss the evolution of performance management and where its headed.
You will learn:
The business value of positive reinforcement & social recognition
New research on cutting edge performance management practices
How ongoing, crowdsourced feedback can enhance the review process
E book - Hiring tool kit for Smart RecruitersTalview
Talview E-book for recruiters gives a complete working tool kit for recruiters for a better and quality hiring. The E-book is divided into brief Six chapters where it gives complete information about the innovative change in the Talent Acquisition Department.
American Society for Quality - Employee Engagement Presentation TalentMap
Employee Engagement : Moving the Needle on Quality
This lecture is designed to demonstrate how engaged employees positively impact quality. Sean will expand on how employees become engaged and stay engaged. He will use statistics to identify how engaged employees impact quality results and processes. All audience members will be equipped with talent solutions that they can immediately implement in their workplace to impact the organization’s human capital results and their quality-related bottom line performance.
Session Description:
TalentMap’s proven Best Practices are shared and elaborated on. What has TalentMap heard employees/employers from hundreds of corporations share with us? What do they need and want to become and stay engaged employees? How have the engagement elements been impacted by quality programs and implementation plans put in place by corporations? These questions and many more are addressed when Sean Fitzpatrick shares ideas, approaches and business practices on employee engagement and how it impacts corporate culture and quality. We will address:
-Statistics from TalentMap’s extensive database that identify how engaged employees improve on quality
-What TalentMap has learned and heard from employees when surveying their corporate culture that impacts quality
-How to implement action plans with accountabilities from an engagement survey
Once you have surveyed identify how you work on making the changes that will impact your corporate engagement levels:
-what are the quick wins
- plan for the strategic gains
- looking at impact vs. cost
- how you deliver what you have promised
- importance of measuring your programs
- who should be involved in the planning,delivery and implementation
Our Client will then address what they have experienced, learned and implemented on during and after their Employee Engagement survey. Once you have all the data and information how do you set priorities, how do you roll them out, who implements and how do you measure success, how you get the buy-in in a unionized environment?
What does it take to deliver an achievable recruiting and onboarding experience for the modern workforce? Understanding all the features and functionalities of your ATS is only one component. Success is born from using an effective change management approach to make sure you are ready for the right change in your organization.
Session Takeaways
Aligning your Recruiting objectives with your business strategy
Developing an integrated approach to Change
Driving adoption
Defining Recruiting-specific challenges with Change
Identifying success measures
Please read the description of the Religion ethnography carefully an.docxSusanaFurman449
Please read the description of the Religion ethnography carefully and then ask me in class to explain anything that isn't clear. You can also email me with questions.
At the end there is a short list of possible sites for the ethnography: Sikh, Islamic, Jewish, Catholic, Hindu, Buddhist. Shumei. There are other religions and many other sites. Bahai is an interesting religion but you have to be invited to attend by a member.
Mormon the same.
If you have access to a Santeria or similar ceremony, great!
To make the project worthwhile choose a site as different from your own background as you can.
If you have a Christian or Catholic background do not do your paper on any kind of Christian or Catholic service.
You are welcome to attend a non-English language service as long as you understand the language being used.
Be sure to okay your choice with me. Some places that don’t work for this project are Scientology, the Self Realization Fellowship, the Kabbalah Center, SGI Buddhist, Hare Krishna.
INSTRUCTIONS:
Attend a religious activity that you’re curious about and would like to explore.
You must attend a service, not simply visit a religious site.
Examples: a mosque, temple, synagogue, gurdwara.
You can probably find an interesting place of worship near where you live or work.
It’s always a good idea to phone or email the place of worship before you attend.
Research methods must include participant/observation and informal conversation. One slightly more formal interview is desirable.
Be absolutely sure to allow time to stay after the service for food, lunch, other refreshment, or informal gathering. This may well be the most important part of your experience and will enable you to answer the question, “What meaning does this place and this service have for the participants?
You must go some place you’ve never been to before. Do NOT choose your own tradition or somewhere you’re even a bit familiar with. Choose somewhere entirely new and different.
The important thing is to come to the service as an outsider, with the eyes and ears of an anthropologist and take note of everything. Use the skills you’ve learned in this class.
You can attend alone or with a co-researcher or two from the class. Best, you can be the guest(s) of a classmate or someone else you know and discuss the event with them. Invite a classmate or two to attend a service from your tradition.
Do not write about an event you attended in the past. But you can use past experiences for comparison and reflection.
It is almost never appropriate to jot down notes during a religious service. Better, write everything you remember immediately after the event. Get sufficient detail to write what anthropologist Clifford Geertz called “thick”, or rich description.
In writing your paper use terms we've discussed in class and think about connections to the reading we’ve done and films we’ve seen.
OUTLINE
: Include each of these sections.
Title Page,
or top of page: .
PLEASE read the question carefully. The creation of teen ido.docxSusanaFurman449
PLEASE read the question carefully.
The creation of “teen idols” is a tradition that stems back to Tin Pan Alley and the “old guard” way of making music. What were some of the factors that led to this point in the early 60’s? Is it still prevalent? If so, why? Name some examples.
.
More Related Content
Similar to Hi Wilfred,Dont forget that we have a lunch scheduled on Friday
Organizational Diagnosis QuestionnaireFrom time to time organi.docxhoney690131
Organizational Diagnosis Questionnaire
From time to time organizations consider it important to analyze themselves. It is necessary to find out from the people who work in the organization what they think. This questionnaire will help the organization that you work for analyze itself.
Directions: DO NOT put your name anywhere on this questionnaire. Please answer all forty questions. Be open and honest. For each of the forty statements, circle only one number to indicate your thinking.
Agree Strongly-1, Agree-2, Agree Slightly-3, Neutral-4, Disagree Slightly-5, Disagree-6, Disagree Strongly-7
1. The goals of this organization are clearly stated.
1 2 3 4 5 6 7
2. The division of labor of this organization is flexible.
1 2 3 4 5 6 7
3. My immediate supervisor is supportive of my efforts.
1 2 3 4 5 6 7
4. My relationship with my supervisor is a harmonious one.
1 2 3 4 5 6 7
5. My job offers me the opportunity to grow as a person.
1 2 3 4 5 6 7
6. This organization encourages family values.
1 2 3 4 5 6 7
7. My immediate supervisor has ideas that are helpful to my group and me.
1 2 3 4 5 6 7
8. This organization is not resistant to change.
1 2 3 4 5 6 7
9. I am personally in agreement with the stated goals of my work unit.
1 2 3 4 5 6 7
10. The division of labor of this organization is conducive to reaching its goals.
1 2 3 4 5 6 7
11. The leadership norms of this organization help its progress.
1 2 3 4 5 6 7
12. This organization hosts a number of family events which spouses and children can attend.
1 2 3 4 5 6 7
13. I can always talk with someone at work if I have a work-related problem.
1 2 3 4 5 6 7
14. The pay scale and benefits of this organization treat each employee equitably.
1 2 3 4 5 6 7
15. I have the information that I need to do a good job.
1 2 3 4 5 6 7
16. This organization is not introducing enough new policies and procedures.
1 2 3 4 5 6 7
17. I understand the purpose/mission of this organization.
1 2 3 4 5 6 7
18. The benefits program provides for personal and maternity leave.
1 2 3 4 5 6 7
19. The manner in which work tasks are divided is a logical one.
1 2 3 4 5 6 7
20. This organization’s leadership efforts result in the organization’s fulfillment of its purposes.
1 2 3 4 5 6 7
21. My relationships with members of my work group are friendly as well as professional.
1 2 3 4 5 6 7
22. The opportunity for promotion exists in this organization.
1 2 3 4 5 6 7
23. This organization has adequate mechanisms for binding itself together.
1 2 3 4 5 6 7
24. The organization provides.
Being a Cultural Warrior: 3 Proven Practices for Driving Engagement and Effic...Snag
Whatever your organization is designed to deliver, whether it’s a product or a service, you will win or lose based on how well your people are able to work and perform as a team. If you have have the best processes in the world, but your people don’t really care, you can be good, but you will never be awesome. And if you aren’t after awesome, what are you after?
With extensive experience in the manufacturing biz, Beau Groover, the former Director of Lean Supply Chain with Serta Simmons Bedding and Founder and President of The Effective Syndicate, will share what he’s learned from two decades in the service industry that will help you align your people, processes and products ... and make your business thrive.
Check out our joint presentation, ‘Being a Cultural Warrior,’ with TalentStream and Beau Groover to:
-- Define clearly what the vision, mission and values are that represent your brand and motivate your team
-- Uncover how to effectively evaluate your team … and yourself
-- Understand what being a Cultural Warrior looks like, the strategy to get there, and how it'll improve customer service from the ground up
-- Get tips on how to improve process efficiency and produce highly predictable results
-- Learn how to develop a successful organizational structure, including succession planning, leadership development and teamwork coaching
In this file, you can ref useful information about annual performance appraisal report such as annual performance appraisal report methods, annual performance appraisal report tips, annual performance appraisal report forms, annual performance appraisal report phrases … If you need more assistant for annual performance appraisal report, please leave your comment at the end of file.
Reinvent Performance Management into a Leadership ProcessHuman Capital Media
You’ve heard all the buzz and stats: A majority of organizations want to improve their performance management system. Many are getting rid of their ratings. Most are struggling with leaders who can’t coach or give feedback. Almost all agree that performance management is broken.
Have you been tasked to review your system? Are you stuck trying to figure out your next best move? Join us for a one-hour webinar to gain insights and ideas on how to reinvent your approach to performance management:
Transform it from a HR process to a leadership process
Recognize common pitfalls
Consider the science of human motivation
Change the goal of performance management to improved performance
Deliverables • 8 (max!) pages, double‐spaced, 12‐pt Times New .docxsimonithomas47935
Deliverables
• 8 (max!) pages, double‐spaced, 12‐pt Times New Roman, 1‐inch margins
Page count does not include mathematical work, graphs, etc.
Graphs, figures, tables may be attached to write‐up (as appendix) or
integrated in write‐up
I expect an error‐free, perfectly formatted submission!
FORMAT (Important: Answer all questions within this format (please no ‘question – answer’ structure)!
1.Brief Executive Summary
- Should contain all relevant recommendations
- NO LONGER THAN HALF
A page
2.Background:
Brief introduction of company and key issue (essence of the case)
Don’t paraphrase (max. half a page)
3.Analysis:
Quantitative (show analysis) and Qualitative (explain it)
Explain relevant variables, constraints and assumptions
Use tools: SWOT, Kraljic, Sensitivity analysis, etc.
Helps to derive alternative strategies
4.Derive Alternatives:
Identify different alternatives
Identify/discuss key decision variables
Compare alternatives and discuss trade‐offs
Criteria for accepting/rejecting solutions
5. Final Recommendation(s)
Present final strategy and expected contribution/benefit
Discuss recommended implementation (e.g., timeline, necessary investments)
Case Study Questions (1/4)
1. Develop a process that provides a logical order to the critical activities and decisions involved in the supplier evaluation and selection process. For example, the first step of this process may include recognizing (or anticipating) that a supplier selection need exists. Subsequent steps should follow from the actual or anticipated need. Present this process in the form of a flow chart with key decision points clearly identified.
Case Study Questions (2/4)
2. Discuss possible sources of supplier financial information. Which factors influence the ability of Systems Technologies to obtain supplier financial data? (Hint: Think of supplier characteristics, etc.)
Case Study Questions (3/4)
3. What is your recommended sourcing strategy for Systems Technologies? Perform various analyses (see below) to support your decision. Also, make sure to discuss the advantages and disadvantages of single and multiple sourcing.
-Assume you have used several of these sources to collect supplier financial data (data provided in the case). Perform a supplier financial analysis. Provide a brief interpretation of each financial ratio. (See supporting worksheet)
-Perform a total cost analysis. (See supporting worksheet)
-Perform a supplier capacity analysis. How important is supplier capacity in
-Develop a supplier evaluation and selection tool with relevant performance categories for the sourcing decision under consideration (See supporting worksheet).
this case? Why?
-Develop a sourcing risk management plan. For this task, (1) identify the potential risks associated with a sourcing decision, (2) assess the possible magnitude of each risk to operations, and (3) identify ways to manage or reduce risk exposure. (See supporting worksheet) .
Did you know that some of the most flawed aspects of performance management have actually been around for centuries? Chinese civil servants had stack ranking in the third century. And officers in the Napoleonic wars were subject to 360 degree reviews.
Despite its long history, no one’s ever been thrilled about the performance management process. Even high-performing employees dislike reviews, and most managers certainly don’t enjoy giving them.
What can we do to make it less about “managing” performance and more about reinforcing behaviors and coaching our employees to even greater success? Which new practices are companies adopting and how effective are they?
Join Rob Schmitter, Solutions Architect and Melanie Schrems, Strategist and Consultant from Globoforce as they discuss the evolution of performance management and where its headed.
You will learn:
The business value of positive reinforcement & social recognition
New research on cutting edge performance management practices
How ongoing, crowdsourced feedback can enhance the review process
E book - Hiring tool kit for Smart RecruitersTalview
Talview E-book for recruiters gives a complete working tool kit for recruiters for a better and quality hiring. The E-book is divided into brief Six chapters where it gives complete information about the innovative change in the Talent Acquisition Department.
American Society for Quality - Employee Engagement Presentation TalentMap
Employee Engagement : Moving the Needle on Quality
This lecture is designed to demonstrate how engaged employees positively impact quality. Sean will expand on how employees become engaged and stay engaged. He will use statistics to identify how engaged employees impact quality results and processes. All audience members will be equipped with talent solutions that they can immediately implement in their workplace to impact the organization’s human capital results and their quality-related bottom line performance.
Session Description:
TalentMap’s proven Best Practices are shared and elaborated on. What has TalentMap heard employees/employers from hundreds of corporations share with us? What do they need and want to become and stay engaged employees? How have the engagement elements been impacted by quality programs and implementation plans put in place by corporations? These questions and many more are addressed when Sean Fitzpatrick shares ideas, approaches and business practices on employee engagement and how it impacts corporate culture and quality. We will address:
-Statistics from TalentMap’s extensive database that identify how engaged employees improve on quality
-What TalentMap has learned and heard from employees when surveying their corporate culture that impacts quality
-How to implement action plans with accountabilities from an engagement survey
Once you have surveyed identify how you work on making the changes that will impact your corporate engagement levels:
-what are the quick wins
- plan for the strategic gains
- looking at impact vs. cost
- how you deliver what you have promised
- importance of measuring your programs
- who should be involved in the planning,delivery and implementation
Our Client will then address what they have experienced, learned and implemented on during and after their Employee Engagement survey. Once you have all the data and information how do you set priorities, how do you roll them out, who implements and how do you measure success, how you get the buy-in in a unionized environment?
What does it take to deliver an achievable recruiting and onboarding experience for the modern workforce? Understanding all the features and functionalities of your ATS is only one component. Success is born from using an effective change management approach to make sure you are ready for the right change in your organization.
Session Takeaways
Aligning your Recruiting objectives with your business strategy
Developing an integrated approach to Change
Driving adoption
Defining Recruiting-specific challenges with Change
Identifying success measures
Similar to Hi Wilfred,Dont forget that we have a lunch scheduled on Friday (20)
Please read the description of the Religion ethnography carefully an.docxSusanaFurman449
Please read the description of the Religion ethnography carefully and then ask me in class to explain anything that isn't clear. You can also email me with questions.
At the end there is a short list of possible sites for the ethnography: Sikh, Islamic, Jewish, Catholic, Hindu, Buddhist. Shumei. There are other religions and many other sites. Bahai is an interesting religion but you have to be invited to attend by a member.
Mormon the same.
If you have access to a Santeria or similar ceremony, great!
To make the project worthwhile choose a site as different from your own background as you can.
If you have a Christian or Catholic background do not do your paper on any kind of Christian or Catholic service.
You are welcome to attend a non-English language service as long as you understand the language being used.
Be sure to okay your choice with me. Some places that don’t work for this project are Scientology, the Self Realization Fellowship, the Kabbalah Center, SGI Buddhist, Hare Krishna.
INSTRUCTIONS:
Attend a religious activity that you’re curious about and would like to explore.
You must attend a service, not simply visit a religious site.
Examples: a mosque, temple, synagogue, gurdwara.
You can probably find an interesting place of worship near where you live or work.
It’s always a good idea to phone or email the place of worship before you attend.
Research methods must include participant/observation and informal conversation. One slightly more formal interview is desirable.
Be absolutely sure to allow time to stay after the service for food, lunch, other refreshment, or informal gathering. This may well be the most important part of your experience and will enable you to answer the question, “What meaning does this place and this service have for the participants?
You must go some place you’ve never been to before. Do NOT choose your own tradition or somewhere you’re even a bit familiar with. Choose somewhere entirely new and different.
The important thing is to come to the service as an outsider, with the eyes and ears of an anthropologist and take note of everything. Use the skills you’ve learned in this class.
You can attend alone or with a co-researcher or two from the class. Best, you can be the guest(s) of a classmate or someone else you know and discuss the event with them. Invite a classmate or two to attend a service from your tradition.
Do not write about an event you attended in the past. But you can use past experiences for comparison and reflection.
It is almost never appropriate to jot down notes during a religious service. Better, write everything you remember immediately after the event. Get sufficient detail to write what anthropologist Clifford Geertz called “thick”, or rich description.
In writing your paper use terms we've discussed in class and think about connections to the reading we’ve done and films we’ve seen.
OUTLINE
: Include each of these sections.
Title Page,
or top of page: .
PLEASE read the question carefully. The creation of teen ido.docxSusanaFurman449
PLEASE read the question carefully.
The creation of “teen idols” is a tradition that stems back to Tin Pan Alley and the “old guard” way of making music. What were some of the factors that led to this point in the early 60’s? Is it still prevalent? If so, why? Name some examples.
.
Please reflect on the relationship between faith, personal disciplin.docxSusanaFurman449
Please reflect on the relationship between faith, personal discipline, and political integrity. Explain how the Progressive movement and the New Deal Court transformed constitutional interpretation. Briefly give 2 illustrations of how government regulations and/or subsidies (legal plunder, perhaps?) channels behavior and/or distorts markets. 400 WORDS
.
Please read the following questions and answer the questions.docxSusanaFurman449
Please read the following questions and answer the questions
This unit's chapter discussed concerns about quality programming in the media. Different models for assessing culture were discussed:
1) Culture as a Skyscraper Model and 2) Culture as a Map.
Come up with several television shows that serve as examples of “quality” programs and “trashy” programs. What characteristics determine their quality (plots, subject matter, themes, characters…)?
Is there anything you can think of that is “universally trashy”? Or universally in good taste?
On the whole, are Americans seen as having good taste? Why or why not? Is there a country/culture that always seems tasteful in its cultural products?
Which model (Culture as Skyscraper or Culture as Map) makes more sense to you and why?
i need 400 words
.
PRAISE FOR CRUCIAL CONVERSATIONS Relationships ar.docxSusanaFurman449
PRAISE FOR CRUCIAL CONVERSATIONS
"Relationships are the priority of life, and conversations are the
crucial element in profound caring of relationships. This book
helps us to think about what we really want to say. If you want
to succeed in both talking and listening, read this book."
-Dr. Lloyd J. Ogilvie, chaplain, United States Senate
"Important, lucid, and practical, Crucial Conversations is a
book that will make a difference in your life. Learn how to flour
ish in every difficult situation."
-Robert E. Quinn, ME Tracy Collegiate Professor of
OBHRM, University of Michigan Business School
"I was personally and professionally inspired by this book-and
I'm not easily impressed. In the fast-paced world of IT, the success
of our systems, and our business, depends on crucial conversations
we have every day. Unfortunately, because our environment is so
technical, far too often we forget about the 'human systems' that
make or break us. These skills are the missing foundation piece."
-Maureen Burke, manager of training,
Coca-Cola Enterprises, Inc.
"The book is compelling. Yes, I found myself in too many of their
examples of what not to do when caught in these worst-of-all
worlds situations! GET THIS BOOK, WHIP OUT A PEN AND
GET READY TO SCRIBBLE MARGIN NOTES FURIOUSLY,
AND PRACTICE, PRACTICE, PRACTICE THE INVALUABLE
TOOLS THESE AUTHORS PRESENT. I know I did-and it
helped me salvage several difficult situations and repair my
damaged self-esteem in others. I will need another copy pretty
soon. as I'm wearing out the pages in this one!"
-James Belasco. best-selling author of Flight of the Buffalo,
l!l1trl!prl!l1eur. professor. und l!xl!cutive director of the Financial
Tilllrs Knowkdgc Diuloguc
"Crucial Conversations is the most useful self-help book I have
ever read. I'm awed by how insightful, readable, well organized,
and focused it is. I keep thinking: 'If only I had been exposed to
these dialogue skills 30 years ago ... '"
-John Hatch, founder, FINCA International
"One of the greatest tragedies is seeing someone with incredible
talent get derailed because he or she lacks some basic skills.
Crucial Conversations addresses the number one reason execu
tives derail, and it provides extremely helpful tools to operate in
a fast-paced, results-oriented environment."
-Karie A. Willyerd, chief talent officer, Solectron
"The book prescribes, with structure and wit, a way to improve on
the most fundamental element of organizational learning and
growth-honest, unencumbered dialogue between individuals.
There are one or two of the many leadership/management
'thought' books on my shelf that are frayed and dog-eared from
use. Crucial Conversations will no doubt end up in the same con
dition."
-John Gill, VP of Human Resources, Rolls Royce USA
Crucial
Conversations
Crucial
Conversations
Tools for Talking
When Stakes Are High
by
Kerry Patterson, .
Must Be a
hip-hop concert!!!!
attend a
hip-hop concert (in-person or virtual/recorded live concert on DVD or streaming platform) of your choice
THIS month.
After the concert, write an
objective review (1000 - 1500 words) of the concert detailing your experience.
Write A Review and include those questions!!!
The review should include:
1. The names of the performing groups/artists; the date and location of the performance.
2. Describe the setting. Is it a large hall or an intimate theater? What type of audience demographic is there? Young or old? How do they respond to the music?
3. The different styles/genres of songs the artist(s) perform.
4. Use your notes and experience to describe the different musical elements (i.e. melody, harmony, timbre, technology, form, volume, etc.) you recognize in most (if not all) the songs/pieces.
5. Be sure to arrive on time to hear the
entire concert.
6. Attach a photo of the flyer, ticket, or webpage (or social media event) when you submit this assignment.
7. Describe your personal reaction to the concert. List reasons why you think it was successful or not. However, do not make this the center of your paper. It should be
one or two paragraphs at the end. Further, use
data to support your arguments about why it was successful or not successful. (e.g., How did people respond verbally and non-verbally? Was this based on your perception or was there a general consensus? If it is a consensus, then what facts do you have to support this?)
8. Try to do some background research on the genre or artist before and after you attend the concert. This is not a research paper, but if you use any information from any source (including the artist's website), you
must cite it both in-text and on a works-cited page.
.
Mini-Paper #3 Johnson & Johnson and a Tale of Two Crises - An Eth.docxSusanaFurman449
Mini-Paper #3: Johnson & Johnson and a Tale of Two Crises - An Ethics Story Revised Submission
Read the following two PDF documents located at this link: click hereLinks to an external site.
·
Johnson & Johnson’s Tylenol Crisis
·
JNJ’s Baby Powder Crisis: Does Baby Powder Cause Cancer?
·
You are not expected to conduct any outside research
Based on your reading please write a short paper answering the following questions (do not answer with bullets, write a paper):
· JNJ’s response to the Tylenol Crisis is often cited as one of the best historical crisis management leadership examples. Given this perspective:
·
Compare JNJ’s response to the Tylenol Crisis to their response in the Baby Powder Crisis.
·
What actions by JNJ were highly effective in the Tylenol Crisis and why? Explain your examples and why you believe they are best practices
·
What could JNJ improve upon in the Tylenol Crisis?
· After reading JNJ's handling of the Baby Powder Class Action Lawsuit elaborate upon the following:
·
How did JNJs response differ from the Tylenol Crisis in the Baby Powder Lawsuit?
·
Given what you've learned from the Tylenol Crisis what are three potential recommendations/improvements JNJ could have made in the Baby Powder Lawsuit?
·
Ethics Analysis - consider your decision from the perspective of a senior advisor to senior leadership at JNJ (
there is NO right answer here, YOU MAY GIVE OPINION IN FIRST PERSON IN THIS SECTION ONLY (this is a special exception)):
·
· With what ethical actions do you agree or disagree regarding how JNJ handled the Tylenol Crisis?
· With what ethical actions do you agree or disagree regarding how JNJ handled the Baby Powder Crisis?
·
Be sure to reference at least 3 concepts from Chapters 9 and/or 12 in the textbook in answering this mini-paper. Please mark your references with "(textbook)" to make clear the references from the book.
Johnson & Johnson’s Tylenol Crisis
Background
“The killer’s motives remain unknown, but his — or her, or their — technical
savvy is as chilling today as it was 30 years ago.
On Sept. 29, 1982, three people died in the Chicago area after taking
cyanide-laced Tylenol at the outset of a poisoning spree that would claim seven
lives by Oct. 1. The case has never been solved, and so the lingering question —
why? — still haunts investigators.
Food and Drug Administration officials hypothesized that the killer bought
Extra-Strength Tylenol capsules over the counter, injected cyanide into the red
half of the capsules, resealed the bottles, and sneaked them back onto the shelves
of drug and grocery stores. The Illinois attorney general, on the other hand,
suspected a disgruntled employee on Tylenol’s factory line. In either case, it was a
sophisticated and ambitious undertaking with the seemingly pathological go.
Please write these 2 assignments in first person.docxSusanaFurman449
Please write these 2 assignments in
first person view. No need for citation. Please give me two files, the first one is a
Short Paper(600-700 words); the second one is
Long Discussion(450-500 words).
They are all about Art and Politics in Renaissance Florence Period
1. Short Paper
Street corners, guild halls, government offices, and confraternity centers contained works of art that made the city of Florence a visual jewel at precisely the time of its emergence as a European cultural leader. In shared religious and secular spaces, people from the city of Florence commissioned altarpieces, chapels, buildings, textiles, all manner of objects – at home, interior spaces were animated with smaller-scale works, such as family portraits, birth trays, decorated pieces of furniture, all of which relied on patrons, artists, and audiences working with the beauty and power of sensory experience. Like people all over Europe, viewers believed in the power of images, and they shared an understanding of the persuasiveness of art and architecture. Florentines accepted the utterly vital role that art could play as a propagator of civic, corporate, religious, political and individual identity.
Select one or two of the test case studies [that is, talk about Cosimo or Lorenzo the Magnificent or Savonarola's impact on Florence or the new Republic under Soderini] from this Module on Art and Politics in Renaissance Florence, and explore your understanding of people in Florence, who was so alive to the power and communication possibilities in works of art, objects, and spaces throughout the city and beyond.
Word count:
600-700 words
No need for citations.
2. Long Discussion
In this longer discussion forum, create an initial post of
450-500 words that explores these key concepts;
In this discussion post, talk about the political and social messages that you can see in the various works of art commissioned by the Medici, all the while being aware of the debate that was circulating about power and religion. If the content of the work of art is religious, how does the work convey political messages?
a video that may help
https://www.youtube.com/watch?v=UAqE21zjQH4
.
Personal Leadership Training plan AttributesColumbia South.docxSusanaFurman449
Personal Leadership Training plan : Attributes
Columbia Southern University
Dr. Mark Friske
Current Issues in Leadership
LDR 6302-22.01.00
10/14/2022
Introduction
Personal leadership style
personal leadership style attributes
Characteristics of a democratic leader
Charismatic leadership style
Charismatic leader
Transformational leadership style
Transformational leader
Charismatic vs. transformational
Impacts of transformational leadership
Reflection
Personal leadership style
Democratic leadership style
Embraces diversity and open dialogue as core values.
The leader's role is to provide direction and exercise authority.
Commands respect and admiration from those who follow you.
Moral principles and personal beliefs underpin all choices.
Seek out a wide range of perspectives (Cherry, 2020).
Behaviorist theory is the one that fits my style of leadership the best.
Being the change you wish to see in the world is crucial, in my opinion. According to Johann Wolfgang von Goethe, "Behavior is the mirror in which everyone exhibits their picture." My main priorities are the well-being of the team members and developing effective solutions via cooperative effort.
personal leadership style attributes
Active participant
Each person is given a fair chance to speak their mind, and there is no pressure to conform to any one viewpoint.
Values other standpoints
I find it fascinating to hear the perspectives of others. To me, it's crucial that everyone in the team pitches in to find the most effective answer. To me, it's important to give everyone a voice on the team since they all have something unique to offer.
Characteristics of democratic leader
Attribute:
Talk About It
Subcontract Work
Get Other People's Opinions
Friendly
Approachable
Trustworthy
Participative
Motivate Originality
Regard for Others
Build Confidence
Life example
Working as a Management Analyst in the realm of government spending, I am frequently required to communicate with the Program Management Team of a third party firm. No collimated staff members prevent me from personally performing some of the work necessary to maintain an accurate external organization ledger. As a result, I need to be approachable, polite, and nice to my coworkers so that they would feel comfortable confiding in me and trusting me with their ideas. By consistently soliciting feedback from staff and management, I want to foster a culture of collaboration. This fosters innovation on the team and opens minds to new points of view.
Charismatic leadership style
They have excellent communication skills.
Passionate in furthering Their Cause.
Professionals have a lot of experience in their field.
Act with a level head (Siangchokyoo, et al. 2020).
Leadership traits and behavior are under scrutiny.
Win Over Huge Crowds.
Possible drawbacks
Frustratingly Diminished Clarity
Not Enough People to Make It Happen
Charismatic leader
Charismatic leader example:
pr.
Need help on researching why women join gangs1.How does anxi.docxSusanaFurman449
Need help on researching why women join gangs
1.How does anxiety increase the chance of girls joining groups or gangs.
2. sexual abuse on girls joining gangs
3. long-term consequences on girls joining gangs
4. depression and anxiety impact on girls joining gangs
5.death rates of girls joining gangs
6. health risks of girls joining gangs
.
Jung Typology AssessmentThe purpose of this assignment is to ass.docxSusanaFurman449
Jung Typology Assessment
The purpose of this assignment is to assess your personality and how that information might help guide your career choice. Understanding personalities can also help managers know how to motivate employees.
Find out about your personality by going to the Human Metrics website (www.humanmetrics.com - and TAKE the Jung Typology Test - Jung, Briggs, Meyers Types. It is a free test. (Disclaimer: The test, like all other personality tests, is only a rough and preliminary indicator of personality.)
·
Complete the typology assessment
·
Read the corresponding personality portrait and career portrait.
·
Think about your career interests, then answer the following:
How are your traits compatible for your potential career choice (Business Administration)? This should be around 250 words of writing.
R E S E A R CH
Co-administration of multiple intravenous medicines: Intensive
care nurses' views and perspectives
Mosopefoluwa S. Oduyale MPharm1 | Nilesh Patel PhD, BPharm (Hons)1 |
Mark Borthwick MSc, BPharm (Hons)2 | Sandrine Claus PhD, MRSB, MRSC3
1Reading School of Pharmacy, University of
Reading, Reading, UK
2Pharmacy Department, John Radcliffe
Hospital, Oxford University Hospitals NHS
Foundation Trust, Oxford, UK
3LNC Therapeutics, Bordeaux, France
Correspondence
Mosopefoluwa S. Oduyale, Reading School of
Pharmacy, University of Reading, Harry
Nursten Building, Room 1.05, Whiteknights
Campus, Reading RG6 6UR, UK.
Email: [email protected]
Funding information
University of Reading
Abstract
Background: Co-administration of multiple intravenous (IV) medicines down the
same lumen of an IV catheter is often necessary in the intensive care unit (ICU) while
ensuring medicine compatibility.
Aims and objectives: This study explores ICU nurses' views on the everyday practice
surrounding co-administration of multiple IV medicines down the same lumen.
Design: Qualitative study using focus group interviews.
Methods: Three focus groups were conducted with 20 ICU nurses across two hospi-
tals in the Thames Valley Critical Care Network, England. Participants' experience of
co-administration down the same lumen and means of assessing compatibility were
explored. All focus groups were recorded, transcribed verbatim, and analysed using
thematic analysis. Functional Resonance Analysis Method was used to provide a
visual representation of the co-administration process.
Results: Two key themes were identified as essential during the process of co-admin-
istration, namely, venous access and resources. Most nurses described insufficient
venous access and lack of compatibility data for commonly used medicines (eg, anal-
gesics and antibiotics) as particular challenges. Strategies such as obtaining additional
venous access, prioritizing infusions, and swapping line of infusion were used to man-
age IV administration pro.
Journal of Organizational Behavior J. Organiz. Behav. 31, .docxSusanaFurman449
Journal of Organizational Behavior
J. Organiz. Behav. 31, 24–44 (2010)
Published online 22 May 2009 in Wiley InterScience
(www.interscience.wiley.com) DOI: 10.1002/job.621
Towards a multi-foci approach to
workplace aggression: A meta-analytic
review of outcomes from different
yperpetrators
M. SANDY HERSHCOVIS1* AND JULIAN BARLING2
1I. H. Asper School of Business, University of Manitoba, Winnipeg, Manitoba, Canada
2Queen’s School of Business, Queen’s University, Kingston, Ontario, Canada
Summary Using meta-analysis, we compare three attitudinal outcomes (i.e., job satisfaction, affective
commitment, and turnover intent), three behavioral outcomes (i.e., interpersonal deviance,
organizational deviance, and work performance), and four health-related outcomes (i.e.,
general health, depression, emotional exhaustion, and physical well being) of workplace
aggression from three different sources: Supervisors, co-workers, and outsiders. Results from
66 samples show that supervisor aggression has the strongest adverse effects across the
attitudinal and behavioral outcomes. Co-worker aggression had stronger effects than outsider
aggression on the attitudinal and behavioral outcomes, whereas there was no significant
difference between supervisor, co-worker, and outsider aggression for the majority of the
health-related outcomes. These results have implications for how workplace aggression is
conceptualized and measured, and we propose new research questions that emphasize a multi-
foci approach. Copyright # 2009 John Wiley & Sons, Ltd.
I admit that, before I was bullied, I couldn’t understand why employees would shy-away from doing
anything about it. When it happened to me, I felt trapped. I felt like either no one believed me or no
one cared. This bully was my direct boss and went out of his way to make me look and feel
incompetent. . . I dreaded going to work and cried myself to sleep every night. I was afraid of
losing my job because I started to question my abilities and didn’t think I’d find work elsewhere.
(HR professional as posted on a New York Times blog, 2008).
Introduction
Growing awareness of psychological forms of workplace aggression has stimulated research interest in
the consequences of these negative behaviors. Workplace aggression is defined as negative acts that are
* Correspondence to: M. Sandy Hershcovis, I. H. Asper School of Business, University of Manitoba, Winnipeg, Manitoba,
Canada. E-mail: [email protected]
yAn earlier version of this study was presented at the 65th Annual Meeting of the Academy of Management, Honolulu, HI.
Received 28 April 2008
Revised 17 March 2009
Copyright # 2009 John Wiley & Sons, Ltd. Accepted 4 April 2009
mailto:[email protected]
www.interscience.wiley.com
25 AGGRESSION META-ANALYSIS
perpetrated against an organization or its members and that victims are motivated to avoid (Neuman &
Baron, 2005; Raver & Barling, 2007). Much of this research (e.g., .
LDR535 v4Organizational Change ChartLDR535 v4Page 2 of 2.docxSusanaFurman449
LDR/535 v4
Organizational Change Chart
LDR/535 v4
Page 2 of 2
Organizational Change Chart
Organizational Information
Select an organization that needed a change to its culture as you complete the organizational change information chart.
For each type of information listed in the first column, include details about the organization in the second column.
Indicate your suggested actions for improvement in the third column.
Type
Details
Suggested Actions for Improvement
Vision
Insert the organization’s vision.
Mission
Insert the organization’s mission.
Purpose
Insert the organization’s purpose.
Values
Insert a list of the organization’s values.
Diversity and Equity
Insert the types of the diversity and equity observed in the organization.
Inclusion
Insert examples of overall involvement of diverse groups inclusion in decision-making and process change.
Goal
Identify the goal set for organizational change.
Strategy
Identify the implementation strategies followed to implement the organizational change.
Communication
Identify the communication methods used to communicate organizational change and the change progress.
Organizational Perceptions
Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first column. Use the following scale:
1. Strongly disagree
2. Somewhat disagree
3. Neither agree nor disagree
4. Somewhat agree
5. Strongly agree
Statement
Rating (1 – 5)
Employees know the organization’s vision.
Employees know the organization’s mission.
Employees know the organization’s purpose.
Employees know the organization’s values.
Overall, the organization is diverse and equitable.
Diverse groups are included in decision making and processes for change.
The change goal was successfully met.
The implementation strategies were effective.
The organization’s communication about the change was effective.
Kotter's 8-Steps to Change
Consider the goal for organizational change that you identified and the existing organizational culture.
For each of Kotter's 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the second column. Use the following scale to rate your observation:
1. Never observed
2. Rarely observed
3. Sometimes observed
4. Often observed
Identify actions you suggest for improvement in the third column.
Step Name
Rating (1 – 4)
Suggested Actions for Improvement
Step 1: Create Urgency.
Step 2: Form a Powerful Coalition.
Step 3: Create a Vision for Change.
Step 4: Communicate the Vision.
Step 5: Remove Obstacles.
Step 6: Create Short-Term Wins.
Step 7: Build on the Change.
Step 8: Anchor the Changes in Corporate Culture.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
image1.png
.
In this paper, you will select an ethics issue from among the topics.docxSusanaFurman449
In this paper, you will select an ethics issue from among the topics below and provide a 3-4 page paper on the issue.
In the paper, you will address the following:
1. Explain the topic (20%)
2. Why the topic or issue is controversial (25%)
3. Is the controversy justified? Why or why not? (20%)
4. Summarize current research about the issue and at least two credible sources. At least one reference source should discuss the issue from a pro and the other should discuss from a con perspective. (20%)
5. Cite references in APA format (15%)
Topics may include:
Research on animals
Medical Research on prisoners or ethnic minorities
Patient rights and HIPAA
Torture of military prisoners
Off-shore oil drilling and the potential threat to biodiversity
Development in emerging nations and its impact on biodiversity
Stem cell research
Healthcare Accessibility: Right or privilege
Genetically modified organisms
Genetic testing and data sharing
Reproductive rights
Pesticides and Agriculture
Organ transplants and accessibility
Assisted Suicide
Medicinal use of controlled substances/illicit drugs
.
In the past few weeks, you practiced observation skills by watchin.docxSusanaFurman449
In the past few weeks, you practiced observation skills by watching
Invictus, a movie that tells “the inspiring true story of how Nelson Mandela joined forces with the captain of South Africa's rugby team to help unite their country.”
[1]. While watching the film, you were instructed to pay special attention to the factors relating to group dynamics for teams, which include but are not limited to
1. Team beginnings
2. Leader’s behaviors,
3. Communication Patterns,
4. Conflict resolution style,
5. Power styles,
6. Decision making style,
7. Creativity,
8. Diversity.
You were also instructed to identify leadership decisions and leadership styles developed by Nelson Mandela and Francois Pinnear (captain of the rugby team).
Write a paper (1000 words) to the following three questions:
1. Which leadership decision/style has impressed you the most? Why do you feel this way?
2. How does the leader contribute to the development of their leadership ability?
3. What specific decisions made this leader make them such an effective leader? Provide insight on how those under this leadership are affected by decisions made.
.
Overview After analyzing your public health issue in Milestone On.docxSusanaFurman449
Overview: After analyzing your public health issue in Milestone One and studying socioeconomic factors affecting healthcare in this module, you will write a short paper to identify and analyze socioeconomic barriers and supports involved in addressing the public health issue. Your paper must include an introduction to your public health issue, a discussion of socioeconomic barriers to change, a discussion of supports for change, and a conclusion with a call to action for your readers. Assume your readers will include healthcare administrators and managers, as well as healthcare policy makers and legislators.
Prompt: Write a short paper including the following sections:
I. Introduction
A. Introduce your public health issue and briefly explain what needs to change to address the issue.
II. Barriers
A. Identify two potential socioeconomic barriers to change and describe each with specific details.
B. Consider patient demographics (e.g., age, ethnicity, and education), geographic factors (e.g., urban/rural location), and psychographic factors (e.g., eating habits and employment status).
C. Justify your points by referencing your textbook or other scholarly resources.
III. Supports
A. Identify two possible socioeconomic supports for change and describe each with specific details.
B. B. Consider patient demographics (e.g., age, ethnicity, and education), geographic factors (e.g., urban/rural location), and psychographic factors (e.g., eating habits and employment status).
C. C. Justify your points by referencing your textbook or other scholarly resources.
IV. Conclusion
A. Conclude with a clear call to action: What can your readers do to assist in the implementation of the necessary changes?
Rubric Guidelines for Submission: Your short paper must be submitted as a 2-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format.
.
Judicial OpinionsOverview After the simulation, justices writ.docxSusanaFurman449
Judicial Opinions
Overview: After the simulation, justices write judicial opinions in reaction to the oral argument, merits briefs, conference, and draft opinions as well as the facts of the case, Constitution, and case law. Justices circulate drafts so they know how their colleagues plan to rule and why, and so they can respond to one another in their final judicial opinion draft.
Instructions: You are a Supreme Court justice preparing an opinion for announcement. Read the case materials: case hypothetical, merits briefs, and judicial opinion drafts of your colleagues, and review your notes from oral argument and conference. Write a majority opinion resolving the major legal question in light of the facts of the case, Constitution, and case law, as well as all case materials: merits briefs, oral argument, and the views of your colleagues (in conference and draft opinions). Opinions must support an argument, refute counterarguments, and respond to attorneys (oral argument and/or merits briefs), and fellow justices (conference and/or draft opinions).
Opinions should contain the following five elements, in the following order:
1. an introductory statement of the nature, procedural posture, and prior result of the case;
2. a statement of the issues to be decided;
3. a statement of the material facts;
4. a discussion of the governing legal principles and resolution of the issues; and
5. the disposition and necessary instructions.
Each of these is developed further below.
Assessment: Complete opinions must support an argument, refute counterarguments, and respond to attorneys (oral argument and/or merits briefs), and fellow justices (conference and/or draft opinions). Strong opinions will be well organized, logically argued, and well supported through reference to and explanation of Supreme Court decisions and legal principles. Assessment rests on how well you make use of, identify, and explain relevant course material. It also rests on staying in character and not diverging from your justice’s political ideology and/or judicial philosophy.
Introduction
The purpose of the Introduction is to orient the reader to the case. It should state briefly what the case is about, the legal subject matter, and the result. It may also cover some or all of the following:
1. The parties: The parties should be identified, if not in the Introduction, then early in the opinion, preferably by name, and names should be used consistently throughout. (The use of legal descriptions, such as “appellant” and “appellee,” tends to be confusing, especially in multi-party cases.)
2. The procedural and jurisdictional status: relevant prior proceedings, and how the case got before the court should be outlined.
Statement of issues
The statement of issues is the cornerstone of the opinion; how the issues are formulated determines which facts are material and what legal principles govern. Judges should not be bound by the attorneys’.
IntroductionReview the Vila Health scenario and complete the int.docxSusanaFurman449
Introduction
Review the Vila Health scenario and complete the interviews with staff at Vila Health Skilled Nursing Facility (SNF). After completing the scenario, you will update the patient safety plan for the SNF and present it to the executive team. The safety plan will include meeting accrediting body requirements as well as regulatory obligations. The plan must be based on evidenced-based best practices and include tools, approaches, and mechanisms for reporting, tracking, and reducing patient safety incidents.
Instructions
After reviewing the Vila Health scenario, present your findings to the executive team at Vila Health by creating a 15-20 slide PowerPoint presentation. To be successful in this assignment, ensure you complete the following steps:
Research the health care organization's (Vila Health SNF) safety plan and propose recommendations to ensure the successes of their best practices.
Assess and propose how to link health care safety goals to those of the organizational strategic plan in order to create and sustain an organization-wide safety culture.
Analyze evidence-based practices within the organization's health care safety program, including falls prevention, medication errors, or others.
Establish protocols to identify and monitor patients who qualify for being at risk for falls, readmission, suicide, or others.
Develop mechanisms to coordinate and integrate risk management approaches into the organization's health care safety strategy.
Create mechanisms and tools as monitors for patients identified for being at risk.
Create ongoing evaluation procedures that provide continuous safe, quality patient care, and sustained compliance with evidence-based practices, professional standards, and regulations.
Submission Requirements
Your presentation should meet the following requirements:
Length:
15–20 slide PowerPoint presentation, excluding the cover slide and references list. Include slide numbers, headings, and running headers.
References:
3–5 current peer-reviewed references.
Format:
Use current APA style and formatting, for citations and references.
Font and font size:
Fonts and styles used should be consistent throughout the presentation, including headings.
.
In studying Social Problems, sociologists (and historians) identify .docxSusanaFurman449
In studying Social Problems, sociologists (and historians) identify "the defining moment" or a specific trigger event that brought about the need for social change (or the need to resist the status quo).
Give a brief history/background story of the social issue, and why and/or how it became a Social Problem. Provide supporting evidence.
What was the "defining moment" that catapulted the social issue into the political arena?
What was public policy was framed to address the problem?
.
I need help correcting an integrative review.This was the profes.docxSusanaFurman449
I need help correcting an integrative review.
This was the professor's feedback: Great job on your first draft :) Few things Past tense throughout the integrative review. Some of the sections are light on detail - need to check the requirements (Integrative review guidelines). This is an integrative review - not a study or project refer to it as an integrative review all the time.
.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Hi Wilfred,Dont forget that we have a lunch scheduled on Friday
1. Hi Wilfred,
Don't forget that we have a lunch scheduled on Friday at the
corner deli. It should be fun!
I know I've asked for some other mockups this week but could
you also mockup samples of three different report types (detail,
exception, and summary)? Mae is having a difficult time
visualizing how one of her summary reports would look like.
Also, Maddox Farley wants to know what the parts report will
look like that he will be using several times a day.
How do you plan on distributing each of these reports when
SIM is up and running?
If you could get me these samples soon, I'd appreciate it. I'm
meeting with Mae and Maddox first thing on Thursday.
Thanks.
Carlie
The developers want to know if this new application should run
on a mobile platform. If so, they want to know if it should be
created with responsive web design? What do you think would
be the best and why?
I was wondering if prototyping this system might be more
effective. What are the advantages and disadvantages to this
approach?
Please give me your thoughts on these items by the end of the
day today.
Thanks.
Carlie
Hi Wilfred,
After your presentation last week, the manager thinks an in-
house solution is the way to go. Although our programmers
have much experience with system integration and development,
they have little experience with user design. You'll have to lay
out all the pages of the system. For now, just create a
2. hierarchical drawing of all the pages needed for this system.
Think of the menu on the top of the screen and what you'd click
on to move to the next screen.
Once you finish the hierarchy, I'll need you to draw out
examples of a few of the screens. For example, show a screen
with a menu, another which requests user input, one that has
methods to contact us, and the last one as an informational
page. The menu screen can be an opening page or even a page to
decide on types of reports to run. The user input page can be
one for any of the users, such as the appointment setters or
technicians. Make sure that you outline all of the required
validation rules for this input page. The informational page can
either be a static page or results from a search. Make sure that
you include navigation buttons on each of these example pages.
I think it would be a nice touch to include our logo on all of
these screens.
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of
employee engagement
in any organization. Of the 140 employees invited to take the
survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than
50% are best, while
rates lower than 40% may indicate trust problems within the
organization, lack of
faith in leadership, and employees’ reluctance to engage in
improvement efforts
until leadership demonstrates a clear commitment to change.
3. Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
4. 5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my
progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
5. • I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup
to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
6. o 36% agreement
• Senior leaders encourage and empower me to take initiative
and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent.
o 70% agreement
Culture:
• This company is a team-oriented organization.
o 36% agreement
• This company challenges the status quo and seeks continuous
improvement.
o 18% agreement
• Employees have a strong sense of personal responsibility for
the
performance of their department and the performance of the
company.
o 80% agreement
• Overall, people care about my well-being at work.
o 34% agreement
Work Environment:
• I see the connection between the work I do and the benefits
received by
customers.
7. o 65% agreement
• I have enough authority to make the decisions I need to make.
o 36% agreement
Communications:
• I usually hear about important changes through management
communication
rather than rumors.
o 36% agreement
• In my workgroup or team, my opinions count.
o 72% agreement
Diversity:
• The company tries to promote a work environment free from
discrimination
and harassment.
o 41% agreement
• The environment at the company is supportive of the
expression of different
opinions, styles, and perceptions.
o 18% agreement
• I am satisfied with the company’s efforts to support and
encourage
differences.
o 34% agreement
8. Productivity:
• The technology, tools, and resources I have access to allow me
to be as
productive as possible.
o 83% agreement
• Staffing levels have kept up with the increasing customer
base, workload, and
infrastructure.
o 26% agreement
• Deadlines set by senior management are realistic.
o 18% agreement
• I am given the opportunity to do my best work.
o 26% agreement
Performance Management:
• I have a clear understanding of work expectations.
o 60% agreement
• My performance has a significant and direct impact on my
pay.
o 26% agreement
MBA 687 LEADERS SELF EVALUATIONS
9. Note: Individuals rate their skill levels on the following scale:
Not Skilled | Minimally Skilled | Somewhat Skilled | Skilled |
Very Skilled
Title: Vice President
Job Summary
Leads departments and operations for an entire organization and
creates its overall vision,
mission, values, beliefs, and strategic goals. Directs and
evaluates other executive leaders'
work and the success of the organization. Maintains awareness
of external and internal
competitive landscapes, opportunities for expansion, customers,
markets, and new industry
developments and standards. Manages the strategic plan that
guides the direction of a
team's business and collaboratively works with the executive
management team to identify,
prioritize, and act upon company needs, focusing on integrati on
strategies to ensure optimal
efficiency. This position requires competencies such as analytic
and strategic thought, vision,
orientation to detail, customer focus, talent management,
resource management, and
leadership skills.
Vice President Self-Assessment:
As I reflect on this past year, I have driven business expansion
from startup and evaluated the
organization’s success. This past year, we identified ways to
increase revenue and decrease
costs by 10%. I analyzed financial reports with the accounting
manager, prepared new
operating budgets, and greenlit pilot projects using AI and
chatbots to compete in an
10. increasingly digital economy. My understanding of the external
factors affecting the
organization will help us think ahead and be ready for changes
in the market. My most
tremendous success was bridging the gap between the
company’s day-to-day running and
the board of directors' sweeping visions. Since taking on the
new role, I realize my leadership
skills come from years of experience and knowledge throughout
life. This wisdom has
impacted my judgments, decisions, and actions. I have learned
to focus on a clear purpose
and mission. I have consistently shown commitment and
motivation since joining the
company, and I want us to succeed. I am a leader who focuses
on meeting set deadlines and
objectives on time. I realize that I can be too controlling in a
project, and I don't give other
team members enough room to contribute or develop their ideas.
I must learn to give others
more space and let them take the initiative, too. Maybe I should
try harder to promote the
company's culture and values within my team. While I regularly
hold meetings with this in
mind, I should focus on boosting team spirit and collaboration. I
am often frustrated, and I
find it hard to communicate when faced with other leaders'
behaviors. Despite the challenges
we faced this past year, I am incredibly proud of what my team
and I have accomplished
during the past year.
Skill Level: Not
12. this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
14. Leads the sales and marketing functions, including strategic
planning, budgeting, forecasting,
and maintaining scalable processes that differentiate and
highlight the value proposition
from concept to execution for all business areas. Drives
profitable revenue and market share
growth through domestic and international marketing programs
to email, print/digital, CMS,
and social media platforms. This person is highly collaborative
and works cross-functionally
to devise campaigns that engage, inform, and motivate to raise
brand awareness. Manages
and coaches inside sales and outside sales teams.
Sales Manager Self-Assessment:
After taking the time to evaluate my performance, I would like
to highlight a few of my best
achievements from the past year. At the beginning of the period,
I spearheaded the launch of
our organization's first sales industry research report. My
promotional efforts helped secure
a speaking engagement at two national sales conferences, which
will help the company meet
its annual objective of increasing industry exposure and
promoting our customer value
proposition. Additionally, I assisted in overhauling our website
content with IT and helped
procure a new data partner. As a result, our paid search efforts’
ROI has increased by 120%
year over year and influenced $6 million in our latest service
line sales. Because of this year's
marketing strategy's ambitious nature, there were times when I
pushed my team hard to
perform at their best, put in extra hours, and deliver on highly
demanding projects. While I
would never compromise on my drive for results, I must take
15. the time to give more
thoughtful and considerate feedback to members of my team.
This quarter, I noticed that I could have delegated and
communicated strategic goals to our
team better. Passing more projects to the outside sales team will
help me become more
efficient while also providing them more opportunities for skill -
building and career
development. Additionally, I believe meeting with the VP, call
center, and sales team bi-
weekly instead of monthly will help improve cross-department
communication and ensure
marketing campaigns are better aligned with overall company
goals.
By the end of next quarter, my goal is to improve my cross-
cultural practices by taking an
online training session. I've been working more closely with the
call center team in the past
few months and want to collaborate more effectively to
understand and achieve our team
goals.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
16. Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
18. ✔
Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Accounting Manager
Job Summary
Manages accounting functions, including analyzing various
accounting functions (A/R, A/P,
cost, and accounting) to understand what makes clients
profitable, ensures accurate
transaction records, evaluates financial processing, and controls
transaction processes.
Manages sub-ledger agreements (inventory, AR, sales, COGS)
to the general ledger and
investigates and corrects any variances. This person sets the
19. example of integrity, ensuring
monies and assets are protected against unauthorized use or
removal and loss due to a
criminal act or breach of trust. Works cross-functionally,
multitasks, problem solves, thinks
of the big picture, and focuses on process improvements to
improve efficiency and follow
generally accepted accounting principles (GAAP). Coaches
accounting associates and works
with operating managers to ascertain their need for accounting
data.
Accounting Manager Self-Assessment:
After taking the time to evaluate my performance, I would like
to highlight a few of my best
achievements from the past year. At the beginning of the period,
I Initiated corrective actions
for maintaining accounting records, improving record accuracy
by 75%. The accounting team
implemented an accounting records maintenance system,
replacing the old, inefficient one. I
spearheaded our organization's new digital timekeeping system,
replacing the outdated
process and eliminating "paper" timekeeping. We continuously
met audit standards this
year, and this is for two years in a row, owing to exceptional
account management skills. This
quarter, I noticed that I have not been delegating enough work
to other team members and
have challenges communicating strategic goals to our team.
Passing more projects to the
accounting team will help me become more efficient while also
providing them more
opportunities for skill building and career development.
By the end of next quarter, my goal is to streamline the
20. accounting systems by implementing
standard operating procedures for each subsystem. It is
important not to build silos and
understand the big picture and our team goals. I am working on
transactional accounting
improvement, but I also think a strategic approach is necessary.
I have worked closely with
the customer success coordinator/team leader, but I would like
to address with top
leadership the communication breakdown, the top-down
approach, and ways to collaborate
more frequently. I can offer my professional opinion on where
best to align finance and
accounting programs to the strategic plan and on building action
plans to support overall
business success.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
21. I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
23. Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Customer Success Manager
Job Summary
Manages the customer success function and provides input on
strategic customer plans to
help identify areas where the company can improve overall
service delivery, quality, and
excellence. Develops customer relationships that promote
retention and loyalty. Creates
department policies and procedures that optimize the customer
experience. This person has
the highest accountability level for call center supervision and
performs basic human
resource tasks such as hiring and training staff. Coaches the
customer success
coordinator/team leader in improving service efforts, scoring
performance, and developing
support strategies based on customer feedback.
24. Customer Success Manager Self-Assessment:
In the past year as a call center manager for the company, I've
increased the customer
satisfaction rate by 37% through overseeing day-to-day contact
center operations and
business planning, employee development, operational
efficiency, and service excellence. I
worked with the customer success coordinator to revise the
existing cold call script and
added a stronger value proposition, resulting in an increased
call time average. We started
interfacing closely with the sales department to ensure
alignment and spent a great deal of
time "QC-ing" or monitoring queues and tracking inbound call
performance. I coached our
customer success coordinator on performance metrics, including
inbound calls, call waiting,
and abandonment rates. We started working on creating a new
customer service training
manual and quality assurance form. I empowered the customer
success coordinator to work
with the accounting team on the new timekeeping
implementation.
After reflecting on my performance, I noticed that while my
ability to build rapport with
employees and customers helps me as a manager, I will need to
delegate more to the
customer success coordinator as the business grows. I began
serving as the backup trainer
and assisted in onboarding nine new representatives, all of
whom finished their first quarter
meeting performance standards. Given this experience and my
commitment to continued
growth, I think there is room for improvement. I want to shift
25. the call center culture to a
more employee-centric workplace where our employees are
happy, comfortable, and valued.
I am aware of the possibility that the various technological
advancements in AI voice
processing, customer analysis, and chatbots may improve
customer satisfaction; however, it
could also make some employees redundant. I am unsure if our
employees see leadership as
approachable and observant or sensitive to what the agent is
trying to tell us, even indirectly.
If we can fix this, we can improve business performance and
reduce turnover.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
26. learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
27. provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
Communication
Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
28. Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Customer Success Coordinator/Team Leader
Job Summary
Provides industry-leading customer care, order assistance,
technical customer service, and
customer success team leadership while engaging in real-time
troubleshooting of inbound
Tier II and Tier III customer requests by email and telephone.
Coaches employees in all
customer service and contract sales facets, manages the
customer care escalation chain, and
works with the customer success manager to improve overall
service delivery improvement,
quality, and excellence. This person has a high level of
accountability for call monitoring to
improve service efforts and scoring performance and develops
support strategies based on
customer feedback. Works with a knowledge-sharing mindset,
works with a sense of
urgency, works cross-functionally, is a problem solver, and
thinks outside the box while
29. troubleshooting the root cause of all customer success center
problems to identify the
action(s) required to resolve the customer’s issue immediately.
Serves as customer success
trainer.
Customer Success Coordinator/Team Leader Commentary:
In the past year as lead agent in the call center for the company,
I've worked with my
manager to increase customer satisfaction rate by 37% through
revising the existing cold call
script, adding stronger value propositions, and focusing on
quality control QC-ing and agent
dashboards. I spent time with agents, communicating
performance expectations on inbound
calls, call waiting, and abandonment rates. I monitored calls
using our new quality assurance
form. I handled 15–20 customer requests to speak with a
supervisor per day and positively
resolved the issues. I assisted my manager in 36 employee
evaluations, detailing
observations of positive performance, opportunities for
improvement, and specific details of
supervisor calls taken for the week. I demonstrated the ability to
handle 50 or more calls a
day as the lead customer success agent, too. By decreasing my
talk time by 15 seconds per
call, I believe I can increase my call-per-hour rate by at least
10% next quarter without
negatively impacting customer satisfaction. I also worked with
the accounting manager and
her team to implement the new digital timekeeping system and
train all agents.
After reflecting on my performance, I noticed that while my
ability to work with employees at
30. all company levels is one of my best skills, I understand our
customers. I am ready to take on
more HR-related responsibilities. I began serving as the lead
customer success trainer and
helped my manager onboard nine new representatives. I would
like to understand the call
center's company goals and work with my manager to shift the
call center culture to a more
employee-centric workplace. Many call center workers have
been here less than two years
(27.5 %), and most call centers run an average 30–45%
turnover. Let's focus on retention. I
believe that additional sales training and education about our
products would help me
increase my up-selling performance in line with company
expectations. I want to discuss a
potential promotion to assistant customer success manager.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
31. each competency
I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
33. Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Overview
You are an HR consultant, hired to resolve issues stemming
from communication and coordination challenges between
employees of the U.S. branch and the Singaporean headquarters
of a software solutions provider. You decide to recommend
organization-wide changes to resolve the issues related to
communication and coordination. You evaluate the
organizational change readiness and send a report on change
management models, justifying your selection of a particular
model.
Your efforts are appreciated and well received by the VP and
the leadership team of the software solutions organization.
However, they now want to understand how the training
development needs of the workforce can be strategically aligned
with the organization’s business needs.
You decide to prepare a presentation, detailing the training
requirements for the employees and leadership of the U.S.
branch, as well as leadership at the Singaporean headquarters.
The strategy will target the identification of training that will
34. improve communication and understanding between employees
at the U.S. branch and leadership at both locations. Such a
training strategy will facilitate interaction between both
locations and align with the business strategy of expanding to
the U.S. market.
Assignment Details
Create a PowerPoint presentation with narration to explain the
methods of strategically aligning skill development with
business strategy in the course scenario. Create speaker notes,
for each slide.
Note:Remember to use both on-screen text and narration or
speaker notes in your PowerPoint slides to convey your
information effectively. Precise and extensive speaker notes
should be used, while addressing all the rubric elements in the
presentation. For example, you can use brief, bulleted lists on
the slide and include detailed explanations in your narration or
speaker notes.
Specifically, you must address the following criteria in your
presentation:
1. Describe the skills required for managers to enable change in
the organization (Singaporean headquarters and U.S. branch).
(2–3 slides)
a. Use the company data provided in the form of Leaders’ Self
Evaluations to complete this step.
b. Why could there be resistance to change implementation
within the organization?
c. Which skills do managers need to help address such
resistance?
2. Explain the methods of aligning training strategy with
business strategy. (2–3 slides)
a. How can training support the strategic goals of the
organization (Singaporean headquarters and the U.S. branch)?
b. What customization is required to align the training at the
U.S. branch to the business strategy defined at the Singapore
headquarters?
c. How can training enable the U.S. branch employees to adapt
35. to the work culture of the Singaporean head office?
d. What are the learning objectives that will enable the
American employees to meet the business goals defined for the
U.S. branch?
3. Describe twostrategic workforce development goals for the
U.S. branch. (2–3 slides)
a. Use the Employee Engagement Surveysto identify the
strategic workforce development goals.
b. Which data points identify the development goals of the U.S.
branch employees?
c. How can training help meet the development goals of the U.S.
branch employees?
Submission
Submit a PowerPoint presentation with 6–7 slides. References
are included and should be cited in APA format.
