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PAGE 4 Sample Job Analysis Guidelines The following guidelines are provided to help navigate the five essential steps in conducting a simple job analysis. Step 1. Responsibility and Duty Identification We want to find out exactly what a person does on the job. We are interested in all activities performed. By completing the job analysis questionnaire, we will be able to update the job and then actually write a job description. Note that the analysis is not the same as the actual job description. These are two separate and independent documents. Example: Secretary Job Responsibility: 1. Acts as a receptionist 1.1 Answers telephone, relaying information or transferring calls to appropriate individuals to meet callers’ demands. 1.2 Greets visitors, answering their questions and/or directing them to the appropriate individual to meet their needs. 2. Performs various administrative activities. 2.1 Schedules appointments to use manager’s time effectively 2.2 Composes routine correspondence to reduce workload of manager. 2.3 Makes travel arrangements to ensure travel efficiency and comfort. 2.4 Reserves meeting rooms as necessary to ensure their availability. Responsibility Identification Form: One way to capture the information into a simple format is to create a one page table like the following example to capture the data based on an interview with an incumbent in this specific position. Table 1. Rank Order of Importance What Is Done (Use Action Verbs) To What Is It Done? (Object) Modifying Words Or Phrase (If Appropriate) 1 (Responsibility 1) Calculates Payroll costs For Human Resources Department (Responsibility 2) The next step in the job analysis process is the identification of duties. Now we can take information from Table 1 to determine not only the rank order of importance but for legal purposes state if the duty is essential or non-essential. Table 2. State the General Responsibility: List the Specific Duty Under Each General Responsibility in Space Provided Below: Essential or Non- Essential Rank Order of Importance Specific Duty 1. 2. 3. 4. Step 2. Knowledge and Skills In this section we are attempting to identify the real knowledge and skills a person must have to perform each duty. Also we are interested in attempting to determine how a person learned the skill or knowledge. Possible Sources of Training: 1. In grammar school 2. In high school 3. In community college (2 years) 4. In college (4 years) 5. In graduate school (5 years or more) 6. In specialized training sessions 7. Through experience on the current job 8. Through experience gained in other jobs 9. Other Note: To the left of the knowledge and skills place an asterisk (*) if you think that a person should have this level of training prior to being hired for the job. Table 3. Responsibility # Knowledge How Knowledge Was Acquired Skills Step 3. Education and Experien.
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People management
This document discusses job analysis, which involves systematically studying a job to determine its tasks, skills, and responsibilities. It outlines the objectives and purposes of job analysis, including providing information for recruitment, compensation, training, and performance evaluation. The key information obtained from job analysis includes job duties, qualifications, relationships, and working conditions. Sources of information include employees, supervisors, and outside observers. Common methods of analysis are personal observation, questionnaires, records, and interviews. Job analysis is then used to create job descriptions that define a job's requirements and specifications that define personal qualifications for a job. It also discusses approaches to job design to improve efficiency and satisfaction.
Hr 1 3 1500
This document contains an assessment with specifications for a job position. It includes:
1) A consultation with an HR specialist to establish job requirements and ensure work is allocated appropriately.
2) A work plan template outlining the employee's weekly tasks, timeline, and key performance indicators.
3) A risk analysis identifying potential risks like costs exceeding budget, poor quality work, and data security breaches. Mitigation strategies are proposed.
4) A list of training steps for the employee including orientation, apprenticeship, and evaluation.
5) A description of how performance will be continuously reviewed against goals using feedback.
Job Analysis Template #1 Your Position Title ________.docx
Job Analysis: Template #1
Your Position Title _________________________________
Date __________________
Your Name _______________________________
Managers Title _____________________________
Managers Name _______________________ Hours Worked ______________________
1. What is the general purpose of your position?
2. What was your last position? If it was in another organization, please name it.
3. To what position would you normally be promoted?
4. If you regularly supervise others, list them by name and position title.
5. If you supervise others, please check those activities that are part of your supervisory
responsibilities:
O Hiring
O Promoting
O Compensating
O Training
O Budgeting
O Disciplining
O Scheduling
O Directing
O Terminating
O Developing
O Measuring Performance
O Other
6. Job Responsibilities: Please describe what you do. Indicate those responsibilities you consider to
be most important and/or most difficult. Please use a separate sheet if necessary.
a. Daily responsibilities:
b. Periodic responsibilities (Please indicate whether weekly, monthly, quarterly, etc.):
c. How long have you been performing these responsibilities?
d. Are you now performing unnecessary responsibilities? If yes, please describe.
e. Should you be performing duties that are not currently included in your responsibilities? If yes,
please describe.
7. EDUCATION: Please check the educational requirements for your position, not your own
educational background.
O High school diploma or equivalent
O Associates degree
O Bachelors degree
O Masters degree
O Professional license/specialized training
List advanced degrees, special training, or specific professional license.
Please indicate the education you had when you started this position.
8. EXPERIENCE: Please specify the amount needed to perform your responsibilities.
O No experience
O One to three years
O One month to six months
O Three to five years
O Seven months to one year
O Five to ten years
Please indicate the experience you had when you started this position.
9. SKILL: Please list any skills required in the performance of your position. (For example, amount of
accuracy, alertness, precision in working with described tools, methods, systems, etc.)
10. EQUIPMENT: If your position requires you to use any equipment and/or programs, please list the
equipment and check how often you use it. Please use a separate sheet if necessary.
Equipment/Programs Rarely Occasionally Frequently
a.
b.
c.
Job Analysis: Template #2
Job Title:
Department:
Reports to:
Section:
Employee(s) interviewed for this analysis:
Job title:
Date:
1.
2.
3.
1. Basic Functions and Scope of Job: Please ...
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Part 1: Conduct a Needs Assessment)
Name of Item
Description of Item
Needs Assessment
Part 1: Conduct a Needs Assessment
Minipape
r
Part 2: Analyze the Data Collected and Identify Training Needs
submit the SURVEY that you create! The OTHER elements (the three levels of the needs analysis and the METHOD you select to move forward) is the second part (your mini paper is basically a running paper of the materials you have written to date-- your MINI paper must include ALL of the other elements listed here in the NEEDS assessment).
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues.
There are three different forms of analysis you will need to complete.
1.
Organizational analysis
involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2.
Person analysis
involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3.
Task analysis
identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider
four potential sources of information
that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1.
unit productivity reports;
2.
customer satisfaction surveys;
3.
communication survey reports; and
4.
competitive analysis reports.
DUE this WEEK part 1: Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.
Potential questions include the following.
Questionnaire Questions
1.
I am involved in decisions that directly affect my job.
2.
My supervisor communicates with me on a regular basis.
3.
I clearly understand what is expected of me.
4.
I am rewarded for good performance.
5.
My opinion has been asked regarding what needs to change in my work area.
6.
I understand why the decisions that affect my job are made.
7.
My supervisor gives me information that is important to me..
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This document provides an overview of job analysis. It begins by stating the objective is for students to understand key concepts related to job analysis including the process, purposes, information sources, and concepts of job descriptions, specifications, and design. It then defines job analysis and describes the information it provides such as job identification, tasks, required skills, relationships, and attributes. Sources of information are discussed as being employees, supervisors, and outside observers. Methods of analysis include observation, questionnaires, records, and interviews. Purposes and uses of job analysis in areas like planning, selection, compensation, and training are outlined. Job descriptions, specifications, and design concepts are then defined and differences explained.
JOB ANALYSIS Outline of Job Analysis Job analysis is the syste.docx
JOB ANALYSIS
Outline of Job Analysis
Job analysis is the systematic study of the tasks, duties and responsibilities of a job and the qualities needed to perform it. There are a collection of methods for understanding what a job consists of and what is required in order to perform the job. These methods include:
Observation: When the observation method is used, a manager, job analyst, or industrial engineer observes the individual performing the job and takes notes to describe the tasks and duties performed. Observation may be continuous or based on intermittent sampling. It’s more useful for repetitive jobs and in conjunction with other methods.
Interview: A trained job analyst interviews a job incumbent, usually utilizing a standardized format. Sometimes more than one worker is interviewed, and the results are aggregated. Another variation is the group interview, where several incumbents are interviewed at the same time.
Critical Incident: Behaviorally based critical incidents are used to describe work, and a job analyst determines the degree of each behavior that is present or absent in the job.
Diary: The job incumbent records activities and tasks in a log as they are performed.
Checklist: A worker or supervisor check items on a standardized task inventory that apply to the job.
Questionnaire: There are two types of questionnaires: The structured questionnaire uses a standardized list of work activities, called a task inventory that job incumbents or supervisors may identify as related to the job. In addition, the respondent may also identify additional information such as how much time is spent on the task, the amount of supervision required, and/or the expertise required. The open-ended questionnaire asks the job incumbent to describe the work in his or her own words.
Technical Conference: Several experts often called subject matter experts on the job collaborate to provide information about the work performed. A job analyst facilitates the process and prepares the job description based on the consensus of the technical experts.
In certain applications, two or more methods may be combined. An example is the observation-interview.
The Human Resource specialist normally collects one or more of the following types of information through the job analysis:
Work activities. First, he or she collects information about the job’s actual work
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Machines, tools, equipment, and work aids: This category includes information regarding tools used, materials processed, knowledge dealt with or applied such as finance or law, and services rendered such as counseling or repairing.
Performance standard: The employer may also want information about the ...
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This document discusses job analysis, which involves systematically studying a job to determine its tasks, skills, and responsibilities. It outlines the objectives and purposes of job analysis, including providing information for recruitment, compensation, training, and performance evaluation. The key information obtained from job analysis includes job duties, qualifications, relationships, and working conditions. Sources of information include employees, supervisors, and outside observers. Common methods of analysis are personal observation, questionnaires, records, and interviews. Job analysis is then used to create job descriptions that define a job's requirements and specifications that define personal qualifications for a job. It also discusses approaches to job design to improve efficiency and satisfaction.
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This document contains an assessment with specifications for a job position. It includes:
1) A consultation with an HR specialist to establish job requirements and ensure work is allocated appropriately.
2) A work plan template outlining the employee's weekly tasks, timeline, and key performance indicators.
3) A risk analysis identifying potential risks like costs exceeding budget, poor quality work, and data security breaches. Mitigation strategies are proposed.
4) A list of training steps for the employee including orientation, apprenticeship, and evaluation.
5) A description of how performance will be continuously reviewed against goals using feedback.
Job Analysis Template #1 Your Position Title ________.docx
Job Analysis: Template #1
Your Position Title _________________________________
Date __________________
Your Name _______________________________
Managers Title _____________________________
Managers Name _______________________ Hours Worked ______________________
1. What is the general purpose of your position?
2. What was your last position? If it was in another organization, please name it.
3. To what position would you normally be promoted?
4. If you regularly supervise others, list them by name and position title.
5. If you supervise others, please check those activities that are part of your supervisory
responsibilities:
O Hiring
O Promoting
O Compensating
O Training
O Budgeting
O Disciplining
O Scheduling
O Directing
O Terminating
O Developing
O Measuring Performance
O Other
6. Job Responsibilities: Please describe what you do. Indicate those responsibilities you consider to
be most important and/or most difficult. Please use a separate sheet if necessary.
a. Daily responsibilities:
b. Periodic responsibilities (Please indicate whether weekly, monthly, quarterly, etc.):
c. How long have you been performing these responsibilities?
d. Are you now performing unnecessary responsibilities? If yes, please describe.
e. Should you be performing duties that are not currently included in your responsibilities? If yes,
please describe.
7. EDUCATION: Please check the educational requirements for your position, not your own
educational background.
O High school diploma or equivalent
O Associates degree
O Bachelors degree
O Masters degree
O Professional license/specialized training
List advanced degrees, special training, or specific professional license.
Please indicate the education you had when you started this position.
8. EXPERIENCE: Please specify the amount needed to perform your responsibilities.
O No experience
O One to three years
O One month to six months
O Three to five years
O Seven months to one year
O Five to ten years
Please indicate the experience you had when you started this position.
9. SKILL: Please list any skills required in the performance of your position. (For example, amount of
accuracy, alertness, precision in working with described tools, methods, systems, etc.)
10. EQUIPMENT: If your position requires you to use any equipment and/or programs, please list the
equipment and check how often you use it. Please use a separate sheet if necessary.
Equipment/Programs Rarely Occasionally Frequently
a.
b.
c.
Job Analysis: Template #2
Job Title:
Department:
Reports to:
Section:
Employee(s) interviewed for this analysis:
Job title:
Date:
1.
2.
3.
1. Basic Functions and Scope of Job: Please ...
. propject(Part 1 Conduct a Needs Assessment)Name of Ite.docx
. propject
(
Part 1: Conduct a Needs Assessment)
Name of Item
Description of Item
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Minipape
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Part 2: Analyze the Data Collected and Identify Training Needs
submit the SURVEY that you create! The OTHER elements (the three levels of the needs analysis and the METHOD you select to move forward) is the second part (your mini paper is basically a running paper of the materials you have written to date-- your MINI paper must include ALL of the other elements listed here in the NEEDS assessment).
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues.
There are three different forms of analysis you will need to complete.
1.
Organizational analysis
involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2.
Person analysis
involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3.
Task analysis
identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider
four potential sources of information
that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1.
unit productivity reports;
2.
customer satisfaction surveys;
3.
communication survey reports; and
4.
competitive analysis reports.
DUE this WEEK part 1: Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.
Potential questions include the following.
Questionnaire Questions
1.
I am involved in decisions that directly affect my job.
2.
My supervisor communicates with me on a regular basis.
3.
I clearly understand what is expected of me.
4.
I am rewarded for good performance.
5.
My opinion has been asked regarding what needs to change in my work area.
6.
I understand why the decisions that affect my job are made.
7.
My supervisor gives me information that is important to me..
Interview questionnaire guide
This document provides an interview questionnaire guide to help hiring supervisors select questions that will help identify the best candidate for a position. It includes sample questions organized into the following categories: background review, initiative, stress tolerance, planning and organizing, technical/position specific questions, work standard, teamwork, communication skills, leadership, and job motivation. The questions are meant to be behavioral based and prevent asking illegal questions. The same set of questions should be used to interview all candidates.
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This document provides an overview of job analysis. It begins by stating the objective is for students to understand key concepts related to job analysis including the process, purposes, information sources, and concepts of job descriptions, specifications, and design. It then defines job analysis and describes the information it provides such as job identification, tasks, required skills, relationships, and attributes. Sources of information are discussed as being employees, supervisors, and outside observers. Methods of analysis include observation, questionnaires, records, and interviews. Purposes and uses of job analysis in areas like planning, selection, compensation, and training are outlined. Job descriptions, specifications, and design concepts are then defined and differences explained.
JOB ANALYSIS Outline of Job Analysis Job analysis is the syste.docx
JOB ANALYSIS
Outline of Job Analysis
Job analysis is the systematic study of the tasks, duties and responsibilities of a job and the qualities needed to perform it. There are a collection of methods for understanding what a job consists of and what is required in order to perform the job. These methods include:
Observation: When the observation method is used, a manager, job analyst, or industrial engineer observes the individual performing the job and takes notes to describe the tasks and duties performed. Observation may be continuous or based on intermittent sampling. It’s more useful for repetitive jobs and in conjunction with other methods.
Interview: A trained job analyst interviews a job incumbent, usually utilizing a standardized format. Sometimes more than one worker is interviewed, and the results are aggregated. Another variation is the group interview, where several incumbents are interviewed at the same time.
Critical Incident: Behaviorally based critical incidents are used to describe work, and a job analyst determines the degree of each behavior that is present or absent in the job.
Diary: The job incumbent records activities and tasks in a log as they are performed.
Checklist: A worker or supervisor check items on a standardized task inventory that apply to the job.
Questionnaire: There are two types of questionnaires: The structured questionnaire uses a standardized list of work activities, called a task inventory that job incumbents or supervisors may identify as related to the job. In addition, the respondent may also identify additional information such as how much time is spent on the task, the amount of supervision required, and/or the expertise required. The open-ended questionnaire asks the job incumbent to describe the work in his or her own words.
Technical Conference: Several experts often called subject matter experts on the job collaborate to provide information about the work performed. A job analyst facilitates the process and prepares the job description based on the consensus of the technical experts.
In certain applications, two or more methods may be combined. An example is the observation-interview.
The Human Resource specialist normally collects one or more of the following types of information through the job analysis:
Work activities. First, he or she collects information about the job’s actual work
Activities, such as cleaning, selling, teaching, or painting
Human behaviors: The specialist may also collect information about human behaviors like sensing, communicating, deciding, and writing. Included here would be information regarding job demands such as lifting weights or walking long distances.
Machines, tools, equipment, and work aids: This category includes information regarding tools used, materials processed, knowledge dealt with or applied such as finance or law, and services rendered such as counseling or repairing.
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332Employee SelectionStockbyteThinkstockLearning .docx
33
2Employee Selection
Stockbyte/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to
• Describe the critical stages of a job analysis.
• Explain why recruiting practices are important to organizations.
• Be familiar with initial screening tools for employee selection.
• Create effective employee interviews.
• Understand laws that impact employee selection practices.
• Apply positive psychology to employee selection.
you83701_02_c02_033-066.indd 33 4/20/17 4:14 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
34
Section 2.1 The Importance of Employee Selection
2.1 The Importance of Employee Selection
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University study estimated that 80% of turnover can be attributed to faulty hiring decisions
(Yager, 2016). Turnover r ...
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Question 1.1
Top of Form
It is necessary to systematically identify and implement learning and development needs in line with organisational requirements. To do this a training needs analysis would be conducted. Explain what a TNA is, how it would be conducted, who would be involved and how it would be used.
Attach filesSave
Bottom of Form
(Assessment objectives ...)
Question 1.2
1.2.a
Top of Form
A learning plan that meets individual and group training and development needs will be collaboratively developed, agreed to and implemented. Draw on your own experience and that of others, plus independent research, to determine why prospective learners should be consulted about the type of learning to be delivered and the structure of the learning process.
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Bottom of Form
1.2.b
Top of Form
What are the likely repercussions if employees are not consulted and involved in the design, development and targeting of training or learning opportunities?
Attach filesSave
Bottom of Form
(Assessment objectives ...)
Question 1.3
Top of Form
What advantages are there when an individual self-evaluates their competence and identifies what is needed to learn, grow and improve knowledge and skills?
Attach filesSave
Bottom of Form
(Assessment objectives ...)
Question 1.4
Top of Form
How does collecting regular feedback on the performance of team members, from relevant sources assist managers in identifying the learning needs of individuals and teams?
Question 2.1
2.1.a
Top of Form
Explain how trainers can identify career pathways and competency standards relevant to the industry and why it is necessary for them to do this.
Attach filesSave
Bottom of Form
2.1.b
Top of Form
Why is it important to clearly identify learning and development program goals and objectives?
Attach filesSave
Bottom of Form
(Assessment objectives ...)Question 2.2
2.2.a
Top of Form
Why is it beneficial to identify learning styles?
Attach filesSave
Bottom of Form
2.2.b
Top of Form
Why is it necessary to consider, when designing a program, the physical resources that might be needed? Use examples where appropriate.
Attach filesSave
Bottom of Form
(Assessment objectives ...)Question 2.3
2.3.a
Top of Form
Describe three facilitation techniques that will encourage team development and improvement.
Attach filesSave
Bottom of Form
2.3.b
Top of Form
List six reasons why it is beneficial for management to provide workplace learning, coaching or mentoring opportunities.
Attach filesSave
Bottom of Form
(Assessment objectives ...)Question 2.4
2.4.a
Top of Form
Effective training will incorporate a range of activities and support materials appropriate to the achievement of identified competencies. Explain what this means.
Attach filesSave
Bottom of Form
2.4.b
Top of Form
Choose a topic around which you could create a development opportunity. For example:
a. A procedure that you need team members to follow.
b. A p ...
Doc1
The document discusses human resource management practices related to recruitment, selection, training, development, and performance appraisal of employees. It provides a step-by-step process for recruitment and selection that includes identifying vacancies, developing job descriptions, establishing a recruitment plan, selecting a search committee, reviewing applicants, conducting interviews, and selecting candidates. It also discusses identifying training needs, the difference between training and development, and methods for evaluating employee performance.
Performance Management - Herman Augnis
- The performance appraisal form used by CRB, Inc. evaluates employees on attributes like knowledge, communication skills, work results, work style, and service orientation. The form is completed by both the supervisor (Al Brown) and the employee (Bob Jared).
- Al gives Bob positive ratings for his technical skills and work results but notes issues with anger management and paperwork. Bob believes his performance exceeds requirements.
- An appropriate overall success rating for Bob would be a 2.5, as Al acknowledges Bob's valuable contributions but also weaknesses that occasionally impact performance.
- Performance appraisals should be conducted at least semi-annually to provide regular feedback and ensure goals are being met.
Recruitment interview procedure (1)
This document provides a standard operating procedure for conducting human resources recruitment interviews. It outlines the objectives and structure of the interview process, including guidelines for assessing candidates' qualifications, work experiences, decision-making skills, interpersonal skills, and fit for the position. The interview is conducted in two parts - the first focuses on work history and qualifications, while the second evaluates soft skills and personal attributes. Questions are provided to guide discussion on the candidate's career, qualifications, previous roles and responsibilities, decision-making style, leadership approach, and perceptions of the open position.
Behavior and influence
This document discusses motivation in the workplace. It defines motivation and explains that it is necessary for job performance. Several theories of motivation are described, including content theories like Maslow's hierarchy of needs and process theories like expectancy theory. The document then outlines four methods for motivating employees: job design, organizational behavior modification, recognition and pride, and financial incentives. Job design approaches like job enrichment and the job characteristics model are explained. Different types of financial incentives are also defined, such as time rates, payment by results, and profit-related pay.
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· Describe the effect of group dynamics on facilitating programs.
· Describe techniques for establishing a therapeutic environment.
Generalist Case Management
Woodside and McClam
https://phoenix.vitalsource.com/books/9781483342047/pageid/44
https://phoenix.vitalsource.com/#/books/9781323128800
https://phoenix.vitalsource.com/#/books/9781483342047
https://phoenix.vitalsource.com/#/books/9781133795247
https://phoenix.vitalsource.com/#/books/1259760413
Use book and two outside sources.
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1 The Role of the Correctional Counselor CHAPTER OBJECTIVES After reading this chapter, you will be able to: 1. Identify the functions and parameters of the counseling process. 2. Discuss the competing interests between security and counseling in the correctional counseling process. 3. Know common terms and concerns associated with custodial corrections. 4. Understand the role of the counselor as facilitator. 5. Identify the various personal characteristics associated with effective counselors. 6. Be aware of the impact that burnout can have on a counselor’s professional performance. 7. Identify the various means of training and supervision associated with counseling. PART ONE: A BRIEF INTRODUCTION TO COUNSELING AND CORRECTIONS There are many myths concerning the concept of counseling. Although the image of the counseling field has changed dramatically over the past two or three decades, much of society still views counseling and therapy as a mystic process reserved for those who lack the ability to handle life issues effectively. While the concept of counseling is often misunderstood, the problem is exacerbated when attempting to introduce the idea of correctional counseling. Therefore, the primary goal of this chapter is to provide a working definition of correctional counseling that includes descriptions of how and when it is carried out. In order to understand the concept of correctional counseling, however, the two words that derive the concept must first be defined: “corrections” and “counseling.” In addition, a concerted effort is made to identify the myriad of legal and ethical issues that pertain to counselors working with offenders. It is very difficult to identify a single starting point for the counseling profession. In essence, there were various movements occurring simultaneously that later evolved into what we now describe as counseling. One of the earliest connections to the origins of counseling took place in Europe during the Middle Ages (Brown & Srebalus, 2003). The primary objective was assisting individuals with career choices. This type of counseling service is usually described by the concept of “guidance.” In the late 1800s Wilhelm Wundt and G. Stanley Hall created two of the first known psychological laboratories aimed at studying and treating individuals with psychological and e.
· Debates continue regarding what constitutes an appropriate rol.docx
· Debates continue regarding what constitutes an appropriate role for the judiciary. Some argue that federal judges have become too powerful and that judges “legislate from the bench.”
1. What does it mean for a judge to be an activist?
2. What does it mean for a judge to be a restrainist?
· Although conservatives had long complained about the activism of liberal justices and judges, in recent years conservative judges and justices have been likely to overturn precedents and question the power of elected institutions of government.
3. When is judicial activism appropriate? Explain.
· To defenders of the right to privacy, it is implicitly embodied in the Constitution in the First, Fourth, Fifth, Ninth, and Fourteenth Amendments. To opponents, it is judge-made law because there is no explicit reference to it under the Constitution. The right to privacy dates back to at least 1890, when Boston attorneys Samuel Warren and Louis Brandeis equated it with the right to be left alone from journalists who engaged in yellow journalism.
4. In short, do you believe a right to privacy exists in the federal Constitution. Why or why not?
.
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- Examples of new and emerging jobs for the 21st century like those in e-commerce and wireless industries.
Job description.pptx
This document provides information about job analysis and outlines its importance and processes. It defines job analysis as identifying and determining the key duties, responsibilities, and their importance for a given job. It also discusses the different types of job analysis and its purposes. The key purposes listed are preparation of human resources, training and development, recruitment and selection, performance appraisal, and compensation management. It then describes the typical steps involved in conducting a job analysis, which include organizational analysis, data collection methods, creating job descriptions and specifications.
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This document provides information for a Level 1 Business Administration course induction. It outlines topics like fire evacuation procedures, ground rules, and expectations for the 7 session course. The first week will include an overview of the course, paperwork, group activities, and research on business administration roles. Learners are expected to complete homework on ItsLearning, which will be activities related to administrative job roles. Support is available from the tutor and other staff.
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Job Analysis
The document discusses job analysis which is defined as a systematic process of gathering information about jobs. It describes the key aspects of conducting job analysis including collecting data through questionnaires, interviews, and other methods. The main outcomes of job analysis are job descriptions which outline what employees do, and job specifications which define the necessary skills and qualifications.
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332Employee SelectionStockbyteThinkstockLearning .docx
33
2Employee Selection
Stockbyte/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to
• Describe the critical stages of a job analysis.
• Explain why recruiting practices are important to organizations.
• Be familiar with initial screening tools for employee selection.
• Create effective employee interviews.
• Understand laws that impact employee selection practices.
• Apply positive psychology to employee selection.
you83701_02_c02_033-066.indd 33 4/20/17 4:14 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
34
Section 2.1 The Importance of Employee Selection
2.1 The Importance of Employee Selection
Think about the following scenario: Your employer or favorite shopping place is experiencing
significant growth and needs to hire 20 new customer service representatives over the next
2 months. This can be an exciting time for the organization. The company is growing, and
additional employees will ensure continued growth and increased revenue. Hiring these new
employees, however, may pose some challenges. First, where will the company find qualified
candidates for the new positions, and how will it encourage them to apply for the jobs? The
company anticipates more than 200 people will apply for the 20 open positions. How will it
screen the résumés and applications so as to identify the most qualified individuals? Addition-
ally, who will conduct the interviews, and more importantly, how will the interviewers discern
which applicants have the skills and abilities to best serve the company’s customers? Finally,
how will the company ensure that each stage of the selection process is legal, ethical, and fair?
Most organizations encounter these challenges when they have to hire new employees. A
common concern is the cost of hiring, which can be very expensive. There is the cost of adver-
tising the job opening, which may include buying print ads, online ads, posting to a bulletin
board, renting a booth at a job fair, or even paying a recruitment agency. Then there are the
costs of processing the applications, screening the applicants, contacting prospective inter-
viewees, and testing and interviewing applicants. These costs include not only the time of
the organization’s HR employees and hiring managers, but also opportunity costs, or pro-
ductivity sacrificed because their time is not being spent on other productive activities. Once
an employee is selected, there are costs associated with orientation and training to get that
employee ready to perform. Because the new employee is now on the organization’s payroll,
the costs of this orientation and training phase include both the manager’s and the employ-
ee’s time and opportunity costs.
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Recruitment, Selection, and Placement
Here are the key steps in priority order for the recruitment plan:
1. Review, develop & revise job descriptions of the three positions. This will ensure clarity on the roles and requirements which is essential for recruitment.
2. Identify the current workforce competencies & promotability. Checking for internal candidates first is preferable to consider promotion and retention.
3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously. With job descriptions and internal candidates assessed, a plan can be made on external recruitment of the production operators, quality inspectors and plant engineer as needed.
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PARAMED COLLEGE preventing and eliminating of muda.pptx
This learning module provides training on preventing and eliminating MUDA (waste) in the workplace. It covers applying problem-solving techniques and tools to continuously improve quality, productivity, and other aspects of work. The module is 40 hours and includes 5 learning outcomes: 1) Prepare for work, 2) Identify MUDA and problems, 3) Analyze causes of problems, 4) Eliminate MUDA and assess solutions, and 5) Prevent future wastes and sustain operations. Key topics covered are identifying requirements and hazards, interpreting specifications, selecting equipment safely, analyzing issues, developing and implementing plans to cut waste.
Performance appraisal system
Performance management systems measure both behaviors and results, with a focus on employee behaviors rather than outcomes alone. Behaviors can be evaluated on dimensions like contribution to coworker effectiveness. Factors like knowledge, skills, and motivation determine performance levels. Managers should understand the sources of any performance problems by analyzing an employee's knowledge and motivation levels in order to address deficiencies properly. Both task performance and contextual performance are important for organizational effectiveness.
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Question 1.1
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(Assessment objectives ...)
Question 1.2
1.2.a
Top of Form
A learning plan that meets individual and group training and development needs will be collaboratively developed, agreed to and implemented. Draw on your own experience and that of others, plus independent research, to determine why prospective learners should be consulted about the type of learning to be delivered and the structure of the learning process.
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1.2.b
Top of Form
What are the likely repercussions if employees are not consulted and involved in the design, development and targeting of training or learning opportunities?
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Explain how trainers can identify career pathways and competency standards relevant to the industry and why it is necessary for them to do this.
Attach filesSave
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2.1.b
Top of Form
Why is it important to clearly identify learning and development program goals and objectives?
Attach filesSave
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Top of Form
Why is it beneficial to identify learning styles?
Attach filesSave
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2.2.b
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Why is it necessary to consider, when designing a program, the physical resources that might be needed? Use examples where appropriate.
Attach filesSave
Bottom of Form
(Assessment objectives ...)Question 2.3
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Top of Form
Describe three facilitation techniques that will encourage team development and improvement.
Attach filesSave
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2.3.b
Top of Form
List six reasons why it is beneficial for management to provide workplace learning, coaching or mentoring opportunities.
Attach filesSave
Bottom of Form
(Assessment objectives ...)Question 2.4
2.4.a
Top of Form
Effective training will incorporate a range of activities and support materials appropriate to the achievement of identified competencies. Explain what this means.
Attach filesSave
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Top of Form
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b. A p ...
Doc1
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Performance Management - Herman Augnis
- The performance appraisal form used by CRB, Inc. evaluates employees on attributes like knowledge, communication skills, work results, work style, and service orientation. The form is completed by both the supervisor (Al Brown) and the employee (Bob Jared).
- Al gives Bob positive ratings for his technical skills and work results but notes issues with anger management and paperwork. Bob believes his performance exceeds requirements.
- An appropriate overall success rating for Bob would be a 2.5, as Al acknowledges Bob's valuable contributions but also weaknesses that occasionally impact performance.
- Performance appraisals should be conducted at least semi-annually to provide regular feedback and ensure goals are being met.
Recruitment interview procedure (1)
This document provides a standard operating procedure for conducting human resources recruitment interviews. It outlines the objectives and structure of the interview process, including guidelines for assessing candidates' qualifications, work experiences, decision-making skills, interpersonal skills, and fit for the position. The interview is conducted in two parts - the first focuses on work history and qualifications, while the second evaluates soft skills and personal attributes. Questions are provided to guide discussion on the candidate's career, qualifications, previous roles and responsibilities, decision-making style, leadership approach, and perceptions of the open position.
Behavior and influence
This document discusses motivation in the workplace. It defines motivation and explains that it is necessary for job performance. Several theories of motivation are described, including content theories like Maslow's hierarchy of needs and process theories like expectancy theory. The document then outlines four methods for motivating employees: job design, organizational behavior modification, recognition and pride, and financial incentives. Job design approaches like job enrichment and the job characteristics model are explained. Different types of financial incentives are also defined, such as time rates, payment by results, and profit-related pay.
Similar to PAGE 4Sample Job Analysis GuidelinesThe following guideli.docx (20)
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A People’s History of Modern Europe
“A fascinating journey across centuries towards the world as we experience it today. ... It is
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Europe. A must-read.”
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European history from below. This is the not the story of lords, kings and rulers. It is the
story of the ordinary people of Europe and their struggles against those lords, kings and
rulers, from the Middle Ages to the present day. A fine introduction.”
——Francis King, editor, Socialist History
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of the commoners which often is only shown in the dark corners of mainstream history
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for the American people.”
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only makes history relevant for contemporary debates on social justice, it also urges the
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· 10-1 How would each of the following scenarios affect a firm’s cost of debt, rd(1 − T); its cost of equity, rs; and its WACC? Indicate with a plus (+), a minus (−), or a zero (0) whether the factor would raise, lower, or have an indeterminate effect on the item in question. Assume for each answer that other things are held constant, even though in some instances this would probably not be true. Be prepared to justify your answer but recognize that several of the parts have no single correct answer. These questions are designed to stimulate thought and discussion.
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__
c. The firm uses more debt; that is, it increases its debt ratio.
__
__
__
d. The dividend payout ratio is increased.
__
__
__
e. The firm doubles the amount of capital it raises during the year.
__
__
__
f. The firm expands into a risky new area.
__
__
__
g. The firm merges with another firm whose earnings are countercyclical both to those of the first firm and to the stock market.
__
__
__
h. The stock market falls drastically, and the firm’s stock price falls along with the rest.
__
__
__
i. Investors become more risk-averse.
__
__
__
j. The firm is an electric utility with a large investment in nuclear plants. Several states are considering a ban on nuclear power generation.
__
__
__
· 10-2 Assume that the risk-free rate increases, but the market risk premium
· 10-16COST OF COMMON EQUITY The Bouchard Company’s EPS was $6.50 in 2018, up from $4.42 in 2013. The company pays out 40% of its earnings as dividends, and its common stock sells for $36.00.
· a. Calculate the past growth rate in earnings. (Hint: This is a 5-year growth period.)
· b. The last dividend was D0 = 0.4($6.50) = $2.60. Calculate the next expected dividend, D1, assuming that the past growth rate continues.
· c. What is Bouchard’s cost of retained earnings, rs?
· 10-20WACC The following table gives Foust Company’s earnings per share for the last 10 years. The common stock, 7.8 million shares outstanding, is now (1/1/19) selling for $65.00 per share. The expected dividend at the end of the current year (12/31/19) is 55% of the 2018 EPS. Because investors expect past trends to continue, g may be based on the historical earnings growth rate. (Note that 9 years of growth are reflected in the 10 years of data.)
The current interest rate on new debt is 9%; Foust’s marginal tax rate is 40%, and its target capital structure is 40% debt and 60% equity.
· a. Calculate Foust’s after-tax cost of debt and common equity. Calculate the cost of equity as rs = D1/P0 + g.
· b. Find Foust’s WACC
· 12-7SCENARIO ANALYSIS Huang Industries is considering a proposed project whose estimated NPV is $12 million. This estimate assumes that economic conditions wi.
· Consider how different countries approach aging. As you consid.docx
· Consider how different countries approach aging. As you consider different countries, think about the following:
o Do older adults live with their children, or are they more likely to live in a nursing home?
o Are older adults seen as wise individuals to be respected and revered, or are they a burden to their family and to society?
· Next, select two different countries and compare and contrast their approaches to aging.
· Post and identify each of the countries you selected. Then, explain two similarities and two differences in how the countries approach aging. Be specific and provide examples. Use proper APA format and citation. LSW10
.
· Clarifying some things on the Revolution I am going to say som.docx
· Clarifying some things on the Revolution
I am going to say something, and I want you to hear me.
I am a scholar of the Revolution. That's the topic of my dissertation. Please believe me when I say that I know a lot about it.
I also happen to know--and this is well-supported by historians--that the Revolution was a civil war in which, for the first several years, Revolutionaries and Loyalists were evenly matched.
I will repeat that. Evenly matched. Loyalists were not merely too cowardly to fight, and they were not old fogies who hated the idea of freedom. Most had been in the Colonies for generations. Many of them took up arms for their King and their country. And when they lost, you confiscated their homes and they fled with the clothes on their back to Canada, England, and other places of the Empire. Both sides--both sides--committed unspeakable atrocities against civilians whom they disagreed with.
Now, a lot of you love to repeat some very fervent patriotic diatribe about how great the Revolution was. That's not history. That's propaganda. Know the difference.
History has shades of gray. History is complex and ambiguous. Washington, for instance, wore dentures made from the teeth of his slaves. Benjamin Franklin's son was the last royal governor of New Jersey. Did you know that the net tax rate for Americans--they always conveniently leave this out of the textbooks--was between 1.9 and 2.1%, depending on colony.? And that was if they had paid the extra taxes on tea and paper.
And, wait for it, people who support California independence use the same logic and arguments as they did in 1775. Did you know that the Los Angeles and Washington are only a few hundred miles closer than Boston and London? That many of the same issues, point by point, are repeating here in California? So put yourself in those shoes. How many of you would have sided with the Empire (whether American or British) based on the fact that you don't know how this will shake out? Would you call someone who supports Calexit a Patriot? Revolutionary? Nutcase? Who gets to own that word, anyway?
You can choose that you would have supported the revolutionaries--but think. Think about the other side. They matter, and their experiences got to be cleansed out of history to make you feel better about the way the revolutionaries behaved during the War. Acknowledge that they are there, and that their point of view has merit, even if you not agree with it.
· Clarifying Unit III's assignment
I have noticed a few consistent problems with the letter in the Unit III issue. Here are some pointers to make it better.
1. Read the clarifying note I wrote above. Note that the taxes aren't actually as high as you have been led to believe, but the point is that they should not be assigned at all without your consent.
2. Acknowledge that this is a debate, that a certain percentage are radicalized for independence, but there are is also a law-and-order group who find this horrific, and want .
· Chapter 9 – Review the section on Establishing a Security Cultur.docx
· Chapter 9 – Review the section on Establishing a Security Culture. Review the methods to reduce the chances of a cyber threat noted in the textbook. Research other peer-reviewed source and note additional methods to reduce cyber-attacks within an organization.
· Chapter 10 – Review the section on the IT leader in the digital transformation era. Note how IT professionals and especially leaders must transform their thinking to adapt to the constantly changing organizational climate. What are some methods or resources leaders can utilize to enhance their change attitude?
.
· Chapter 10 The Early Elementary Grades 1-3The primary grades.docx
· Chapter 10: The Early Elementary Grades: 1-3
The primary grades are grades 1-3.
Although educational reform has had an effect on all children, it is most apparent in the early elementary years. Reform and change comes from a number of sources and the chapter begins by reminding you of this. Let’s examine a few of these sources...
Diversity. There has been a rise in the number of racial and ethnic minority students enrolled in the nation's public schools; this number will (most likely) continue to rise. Teaching children from different cultures and backgrounds is an important piece to account for when planning curriculum.
Standards. Standards is a reason for reform. We've already looked at standards; these are something you must keep in mind when planning lessons.
Data-Driven Instruction may sound new, but it is not a new concept to you. We’ve done a great deal of discussing the outcomes of test-taking and assessments. You've probably all heard "teaching to the test."
Technology. Today’s students have had much experience with technology, therefore, it’s important to provide them with opportunities to learn with technology. It may take a while for you to be creative and think of ways to use it in your teaching (if you haven’ t been).
Health and Wellness. Obesity is a major concern in this country. Therefore, it is important to make sure that children have the opportunity to be active. Unfortunately, due to the pressure of academics, many schools have been taking physical education/activity time out of the curriculum.
Violence: One issue that I notice this new edition of the text has excluded is violence. However, I think that this topic is important; we need to keep children safe when they are at school. As a result of 9/11 (and, not to mention that many violent events have happened on school campuses in recent years), many school districts now have an emergency system in place that they can easily use if there is any type of incident in which the children’s safety is at risk.
WHAT ARE CHILDREN IN GRADES ONE TO THREE LIKE?
Your text explains that the best way to think of a child’s development during this time is: slow and steady. During this stage, there is not much difference between boys and girls when it comes to physical capabilities. Although it is always important to not stereotype based on one’s gender, it is especially important during these years. These children are also entering into their "tween" years, thus; being sensitive to the children's and parents' needs in regards to such changes is important.
It is important to remember that children in the primary grades are in the Concrete Operations Stage. This stage is children ages 7 to 12. The term operation refers to an action that can be carried out in thought as well as executed materially and that is mentally and physically reversible.
These children are at an age in which they can compare their abilities to their peers. And, therefore, children may develop learned helplessnes.
· Chapter 5, Formulating the Research Design”· Section 5.2, Ch.docx
· Chapter 5, “Formulating the Research Design”
· Section 5.2, “Choice and Coherence in Research Design” (pp. 163–165)
· Section 5.3, “Methodological Choice: The Use of a Quantitative, Qualitative or Mixed Methods Research Design” (pp. 165–174)
5.2 Choice and Coherence in Research Design
Your research design is the general plan of how you will go about answering your research question(s) (the importance of clearly defining the research question cannot be overemphasised). It will contain clear objectives derived from your research question(s), specify the sources from which you intend to collect data, how you propose to collect and analyse these, and discuss
The cover photographs of recent editions of this book have indicated that the research process is like a journey – a journey along a road with you as the driver of the vehicle. Like many such journeys, there is generally a choice of roads to travel along. When you are thinking about setting out on a new journey of some distance, you will probably find a road map and look at the options to get to your destination. A number of factors may influence your decision about which route to take, including speed, time, cost and your preference between taking the shortest route or staying on the motorway network and main roads. The route you plan is likely to be as coherent as you can work out from the map in front of you given your travel criteria. As you actually undertake your journey you will find yourself interacting with the reality of your planned route. Some parts of the journey will go according to plan; other parts may not and you may need to alter your route. You may change your route because a better option presents itself as you travel along. In many ways, designing research is like planning a journey. Formulating the most appropriate way to address your research question is similar to planning the route to your destination, your research objectives are a little like your planning criteria, the need for coherence is the same in each situation and the journey itself, like the research process, will necessarily prove to be an interactive experience.
Travelling downriver
Source: © Jan Thornhill 2015
Figure 5.1 The research onion
Source: © 2015 Mark Saunders, Philip Lewis and Adrian Thornhill
ethical issues and the constraints you will inevitably encounter (e.g. access to data, time, location and money). Crucially, it should demonstrate that you have thought through the elements of your particular research design.
The first methodological choice is whether you follow a quantitative, qualitative or mixed methods research design. Each of these options is likely to call for a different mix of elements to achieve coherence in your research design. We return to consider what this involves in Section 5.3. The nature of your research project will also be either exploratory, descriptive, explanatory, evaluative or a combination of these, and we discuss the role of these in your research design in .
· Chap 2 and 3· what barriers are there in terms of the inter.docx
· Chap 2 and 3
· what barriers are there in terms of the interpersonal communication model?
Typically, communication breakdowns result from lack of understanding without clarification; often, there wasn't even an attempt at clarification. If barriers to interpersonal communication are not acknowledged and addressed, workplace productivity can suffer.
Language Differences
Interpersonal communication can go awry when the sender and receiver of the message speak a different language -- literally and figuratively. Not everyone in the workplace will understand slang, jargon, acronyms and industry terminology. Instead of seeking clarification, employees might guess at the meaning of the message and then act on mistaken assumptions. Also, misunderstandings may occur among workers who do not speak the same primary language. As a result, feelings may be hurt, based on misinterpretation of words or of body language.
Cultural Differences
Interpersonal communication may be adversely affected by lack of cultural understanding, mis-perception, bias and stereotypical beliefs. Workers may have limited skill or experience communicating with people from a different background. Many companies offer diversity training to help employees understand how to communicate more effectively across cultures and relate to those who may have different background experiences. Similarly, gender barriers can obstruct interpersonal communication if men and women are treated differently, and held to different standards, causing interpersonal conflicts in the workplace.
Personality Differences
Like any skill, some people are better at interpersonal communication than others. Personality traits also influence how well an individual interacts with subordinates, peers and supervisors. Extraversion can be an advantage when it comes to speaking out, sharing opinions and disseminating information. However, introverts may have the edge when it comes to listening, reflecting and remembering. Barriers to interpersonal communication may occur when employees lack self-awareness, sensitivity and flexibility. Such behavior undermines teamwork, which requires mutual respect, compromise and negotiation. Bullying, backstabbing and cut throat competition create a toxic workplace climate that will strain interpersonal relationships.
Generational Differences
Interpersonal communication can be complicated by generational differences in speech, dress, values, priorities and preferences. For instance, there may be a generational divide as to how team members prefer to communicate with one another. If younger workers sit in cubicles, using social networking as their primary channel of communication, it can alienate them from older workers who may prefer face-to-face communication. Broad generalizations and stereotypes can also cause interpersonal rifts when a worker from one generation feels superior to those who are younger or older. Biases against workers based on age can constitute a form of disc.
· Case Study 2 Improving E-Mail Marketing ResponseDue Week 8 an.docx
The document provides a case study and instructions for an assignment on improving the response rate of email marketing. Students are asked to: 1) conduct a design of experiment using the provided data to test cause-and-effect relationships, 2) determine an appropriate graphical display for the results and provide rationale, 3) recommend actions to increase email response rates with rationale, and 4) propose an overall strategy to develop a process model to increase response rates and obtain effective business processes with rationale. The assignment requires a 2-3 page paper following APA formatting guidelines.
· Briefly describe the technologies that are leading businesses in.docx
· Briefly describe the technologies that are leading businesses into the third wave of electronic commerce.
· In about 100 words, describe the function of the Internet Corporation for Assigned Names and Numbers. Include a discussion of the differences between gTLDs and sTLDs in your answer.
· In one or two paragraphs, describe how the Internet changed from a government research project into a technology for business users.
· In about 100 words, explain the difference between an extranet and an intranet. In your answer, describe when you might use a VPN in either.
· Define “channel conflict” and describe in one or two paragraphs how a company might deal with this issue.
· In two paragraphs, explain why a customer-centric Web site design is so important, yet is so difficult to accomplish.
· In about two paragraphs, distinguish between outsourcing and offshoring as they relate to business processes.
· In about 200 words, explain how the achieved trust level of a company’s communications using blogs and social media compare with similar communication efforts conducted using mass media and personal contact.
· Write a paragraph in which you distinguish between a virtual community and a social networking Web site
· Write two or three paragraphs in which you describe the role that culture plays in the development of a country’s laws and ethical standards.
QUESTION 1
Lakota peoples of the Great Plains are notably:
nomadic and followed the buffalo herds
Sedentary farmers, raising corn, northern beans, and potatoes
peaceful people who tried to live in harmony with neighboring tribes and the environment
religious and employed a variety of psychoactive plants during religious ceremonies
QUESTION 2
Tribal peoples of the Great Plains experienced greater ease at hunting and warfare after the introduction of:
Hotchkiss guns
smokeless gunpowder
horses
Intertribal powwows
all of the above
QUESTION 3
The Apaches and Navajos (Dine’) of the southwestern region of North America speak a language similar to their relatives of northern California and western Canada called:
Yuman
Uto-Aztecan
Tanoan
Athabaskan
Algonkian
QUESTION 4
The Navajo lived in six or eight-sided domed earth dwellings called:
wickiups
kivas
hogans
roadhouses
sweat lodge
QUESTION 5
Pueblo Indians, such as the Zuni and Hopi tribes, are descendants of the ancient people known as the:
Anasazi
Ashkenazi
Athabaskan
Aztecanotewa
Atlantean
2 points
QUESTION 6
1. Kachinas, or spirits of nature, were believed to:
Assist in the growth of crops and send rain
Help defend the Navajo against all foreign invaders
Provide medical assistance to the Hopi when doctors were not available
Combat evil spirits such as Skin-walkers or Diablitos
All of the above
2 points
QUESTION 7
1. The preferred dwellings among the Lakota Sioux were:
wickiups
adobe pueblos
pit houses
teepees
buffalo huts
2 points
QUESTION 8
1. Native Americansbenef.
· Assignment List· My Personality Theory Paper (Week Four)My.docx
· Assignment List
· My Personality Theory Paper (Week Four)
My Personality Theory Paper (Week Four)
DUE: May 31, 2020 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
May 4, 2020 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
Top of Form
Assignment Instructions
My Personality Theory Paper
Instructions:
For this assignment, you will write a paper no less than 7 pages in length, not including required cover and Reference pages, describing a single personality theory from the course readings that best explains your own personality and life choices. You are free to select from among the several theories covered in the course to date but only one theory may be used.
Your task is to demonstrate your knowledge of the theory you choose via descriptions of its key concepts and use of them to explain how you developed your own personality. It is recommended that you revisit the material covered to date to refresh your knowledge of theory details. This is a "midterm" assignment and you should show in your work that you have studied and comprehended the first four weeks of course material. Your submission should be double-spaced with 1 inch margins on all sides of each page and should be free of spelling and grammar errors. It must include source crediting of any materials used in APA format, including source citations in the body of your paper and in a Reference list attached to the end. Easy to follow guides to APA formatting can be found on the tutorial section of the APUS Online Library.
Your paper will include three parts:
I. A brief description of the premise and key components of the theory you selected. You should be thorough and concise in this section and not spend the bulk of the paper detailing the theory, but rather just give enough of a summary of the key points so that an intelligent but uniformed reader would be able to understand its basics. If you pick a more complicated theory, you should expect explaining its premise and key components to take longer than explaining the same for one of the simpler theories but, in either case, focus on the basics and keep in mind that a paper that is almost all theory description and little use of the theory described to explain your own personality will receive a significant point deduction as will the reverse case of the paper being largely personal experience sharing with little linkage to clearly described key theory components.
II. A description of how your chosen theory explains your personality and life choices with supporting examples.
III. A description of the limitations of the theory in explaining your personality or anyone else’s.
NOTE: Although only your instructor will be reading your paper, you should still think about how much personal information you want to disclose. The purpose of this paper is not to get you to share private information, but rather to bring one .
· Assignment List· Week 7 - Philosophical EssayWeek 7 - Philos.docx
· Assignment List
· Week 7 - Philosophical Essay
Week 7 - Philosophical Essay
DUE: Mar 22, 2020 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
Feb 3, 2020 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
Top of Form
Assignment Instructions
Objective: Students will write a Philosophical Essay for week 7 based on the course concepts.
Course Objectives: 2, 3, & 4
Task:
This 4 - 5 full page (not to exceed 6 pages) Philosophical Essay you will be writing due Week 7 is designed to be a thoughtful, reflective work. The 4 - 5 full pages does not include a cover page or a works cited page. It will be your premier writing assignment focused on the integration and assessment relating to the course concepts. Your paper should be written based on the outline you submitted during week 4 combined with your additional thoughts and instructor feedback. You will use at least three scholarly/reliable resources with matching in-text citations and a Works Cited page. All essays are double spaced, 12 New Times Roman font, paper title, along with all paragraphs indented five spaces.
Details:
You will pick one of the following topics only to do your paper on:
· According to Socrates, must one heed popular opinion about moral matters? Does Socrates accept the fairness of the laws under which he was tried and convicted? Would Socrates have been wrong to escape?
· Consider the following philosophical puzzle: “If a tree falls in the forest and there's no one around to hear it, does it make a sound?” (1) How is this philosophical puzzle an epistemological problem? And (2) how would John Locke answer it?
· Evaluate the movie, The Matrix, in terms of the philosophical issues raised with (1) skepticism and (2) the mind-body problem. Explain how the movie raises questions similar to those found in Plato’s and Descartes’ philosophy. Do not give a plot summary of the movie – focus on the philosophical issues raised in the movie as they relate to Plato and Descartes.
· Socrates asks Euthyphro, “Are morally good acts willed by God because they are morally good, or are they morally good because they are willed by God?” (1) How does this question relate to the Divine Command Theory of morality? (2) What are the philosophical implications associated with each option here?
· Explain (1) the process by which Descartes uses skepticism to refute skepticism, and (2) what first principle does this lead him to? (3) Explain why this project was important for Descartes to accomplish.
Your paper will be written at a college level with an introduction, body paragraphs, a conclusion, along with in-text citations/Works Cited page in MLA formatting. Students will follow MLA format as the sole citation and formatting style used in written assignments submitted as part of coursework to the Humanities Department. Remember - any resource that is listed on the Works Cited page must .
· Assignment 3 Creating a Compelling VisionLeaders today must be .docx
· Assignment 3: Creating a Compelling Vision
Leaders today must be able to create a compelling vision for the organization. They also must be able to create an aligned strategy and then execute it. Visions have two parts, the envisioned future and the core values that support that vision of the future. The ability to create a compelling vision is the primary distinction between leadership and management. Leaders need to create a vision that will frame the decisions and behavior of the organization and keep it focused on the future while also delivering on the short-term goals.
To learn more about organizational vision statements, do an Internet search and review various vision statements.
In this assignment, you will consider yourself as a leader of an organization and write a vision statement and supporting values statement.
Select an organization of choice. This could be an organization that you are familiar with, or a fictitious organization. Then, respond to the following:
· Provide the name and description of the organization. In the description, be sure to include the purpose of the organization, the products or services it provides, and the description of its customer base.
· Describe the core values of the organization. Why are these specific values important to the organization?
· Describe the benefits and purpose for an organizational vision statement.
· Develop a vision statement for this organization. When developing a vision statement, be mindful of the module readings and lecture materials.
· In the vision statement, be sure to communicate the future goals and aspirations of the organization.
· Once you have developed the vision statement, describe how you would communicate the statement to the organizational stakeholders, that is, the owners, employees, vendors, and customers.
· How would you incorporate the communication of the vision into the new employee on-boarding and ongoing training?
Write your response in approximately 3–5 pages in Microsoft Word. Apply APA standards to citation of sources.
Use the following file naming convention: LastnameFirstInitial_M1_A3.doc. For example, if your name is John Smith, your document will be named SmithJ_M1_A3.doc.
By the due date assigned, deliver your assignment to the Submissions Area.
Assignment 3 Grading Criteria
Maximum Points
Chose and described the organization. The description included the purpose of the organization, the products or services the organization provides, and the description of its customer base.
16
Developed a vision statement for the organization. Ensured to accurately communicate the goals and aspirations of the organization in the vision statement.
24
Ensured that the incorporation and communication strategy for the vision statement is clear, detailed, well thought out and realistic.
28
Evaluated and explained which values are most important to the organization.
24
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate r.
· Assignment 4· Week 4 – Assignment Explain Theoretical Perspec.docx
· Assignment 4
· Week 4 – Assignment: Explain Theoretical Perspectives for Real-life Scenarios
Assignment
Updated
Top of Form
Bottom of Form
For each of the following three scenarios, use a chart format to assess how each traditional theoretical perspective would best explain the situation that a social worker would need to address. You may create your charts in Word or another software program of your choice. An example chart follows the three scenarios.
Scenario 1
You are a hospital social worker who is working with a family whose older adult relative is in end-stage renal failure. There are no advanced directives and the family is conflicted over what the next steps should be.
Scenario 2
You are a caseworker in a drug court. Your client has had three consecutive dirty urine analyses. She is unemployed and has violated her probation order.
Scenario 3
You are a school social worker. A teacher sends her 9-year-old student to you because he reports that he has not eaten in 2 days and there are no adults at home to take care of him.
Chart Example:
Your client, an 11-year-old girl, was removed from home because of parental substance abuse. She is acting out in her foster home, disobeying her foster parents and not following their rules.
Theory
Explanation for Scenario – please respond to the questions below in your explanation
Systems Theory
What systems need to be developed or put in place to support the child? Would Child Protective Services need to become involved? What other systems would support her and a successful outcome for being in foster care?
Generalist Theory
What is the best intervention or therapy to use based on this child’s situation? Given her circumstances, how could you best improve her functioning?
Behavioral Theory
What behaviors are being reinforced? What behaviors are being ignored or punished? What would you suggest to maintain this placement? Would this involve working with the foster parents?
Cognitive Theory
How would you help your client to examine her thinking, emotions, and behavior? What would this entail from a cognitive developmental framework?
Support your assignment with a minimum of three resources.
Length: 3 charts, not including title and reference pages
Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards where appropriate. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Assignement 3
State the function of each of the following musculoskeletal system structures: Describe the structures of the musculoskeletal system.
Skeletal muscle
Tendons
Ligaments
Bone
Cartilage
Describe each of the following types of joints:
Ball-and-socket
Hinge
Pivot
Gliding
Saddle
Condyloid
Newspaper Rubric
CATEGORY
4
3
2
1
Headline & Byline & images
16 points
Article has a .
· Assignment 2 Leader ProfileMany argue that the single largest v.docx
· Assignment 2: Leader Profile
Many argue that the single largest variable in organizational success is leadership. Effective leadership can transform an organization and create a positive environment for all stakeholders. In this assignment, you will have the chance to evaluate a leader and identify what makes him/her effective.
Consider all the leaders who have affected your life in some way. Think of people with whom you work—community leaders, a family member, or anyone who has had a direct impact on you.
· Choose one leader you consider to be effective. This can be a leader you are personally aware of, or someone you don’t know, but have observed to be an effective leader. Write a paper addressing the following:
· Explain how this leader has influenced you and why you think he or she is effective.
· Analyze what characteristics or qualities this person possesses that affected you most.
· Rate this leader by using a leadership scorecard. This can be a developed scorecard, or one you develop yourself. If you use a developed scorecard, please be sure to cite the sources of the scorecard. Once you have identified your scorecard, rate your leader. You decide what scores to include (for example, scale of 1–5, 5 being the highest) but be sure to assess the leader holistically across the critical leadership competencies you feel are most important (for example, visioning, empowering, strategy development and communication).
· Critique this individual’s skills against what you have learned about leadership so far in this course. Consider the following:
· How well does he/she meet the practices covered in your required readings?
· How well has he/she adapted to the challenges facing leaders today?
· If you could recommend changes to his/her leadership approach, philosophy, and style, what would you suggest? Why?
· Using the assigned readings, the Argosy University online library resources, and the Internet including general organizational sources like the Wall Street Journal, BusinessWeek, or Harvard Business Review, build a leadership profile of the leader you selected. Include information from personal experiences as well as general postings on the selected leader from Internet sources such as blogs. Be sure to include 2–3 additional resources not already included in the required readings in support of your leadership profile.
Write a 3–5-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By the due date assigned, deliver your assignment to the Submissions Area.
Assignment 2 Grading Criteria
Maximum Points
Explained how this leader has been influential and why you think the leader is effective showing analysis of the leader’s characteristics or qualities.
16
Analyzed the characteristics or qualities the leader possesses that have affected you most..
16
Rated your leader using a leadership scorecard and supported your rationale for your rating.
32
Criti.
· Assignment 1 Diversity Issues in Treating AddictionThe comple.docx
· Assignment 1: Diversity Issues in Treating Addiction
The complexities of working with diverse populations in treating disorders, such as addictions, require special considerations. Some approaches work better with some populations than with others. For example, Alcoholics Anonymous (AA) programs are spiritually based and focus on a higher power. Some populations have difficulty with these concepts and are averse to participating in such groups.
Select a population—for example, African Americans; Native Americans; or lesbians, gays, or bisexual individuals. Research your topic by using articles from the supplemental readings for this course or from other resources such as the Web, texts, experience, or other journal articles related to diversity issues and addictions.
Write a three- to five-page paper discussing the following:
· Some specific considerations for working with your chosen population in the area of addiction treatment
· Whether your research indicates that 12-step groups work with this population
· Any special problems associated with this population that make acknowledging the addiction and seeking treatment more difficult
· Any language or other barriers that this population faces when seeking treatment
Prepare your paper in Microsoft Word document format. Name your file M4_A1_LastName_Research.doc, and submit it to the Submissions Area by the due date assigned Follow APA guidelines for writing and citing text.
Assignment 1 Grading Criteria
Maximum Points
Discussed some specific considerations for working with your chosen population in the area of addiction.
8
Discussed whether your research indicates that 12-step groups work with your chosen population.
8
Discussed any special problems associated with this population that make acknowledging the addiction and seeking treatment more difficult .
8
Discussed any language or other barriers that this population faces when seeking treatment.
8
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources, displayed accurate spelling, grammar, and punctuation.
4
Total:
36
· M4 Assignment 2 Discussion
Discussion Topic
Top of Form
Due February 9 at 11:59 PM
Bottom of Form
Assignment 2: Discussion Questions
Your facilitator will guide you in the selection of two of the three discussion questions. Submit your responses to these questions to the appropriate Discussion Area by the due date assigned. Through the end of the module, comment on the responses of others.
All written assignments and responses should follow APA rules for attributing sources.
You will be attempting two discussion questions in this module; each worth 28 points. The total number of points that can be earned for this assignment is 56.
Minority Groups
Many minority groups experience stress secondary to their social surroundings. For example, a family living in poverty may face frequent violence. Limited income makes meeting the day-to-day need.
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