The document provides a job description for a graduate associate position in sourcing and procurement at Disney Consumer Products Studio. It then provides examples of how to develop accountabilities, objectives, and standards for evaluating performance in this role based on the information given. Specifically, it:
1. Identifies three key accountabilities for the role related to analytical support, benchmarking pricing models, and assisting with procurement strategies.
2. Sets specific, measurable objectives for each accountability with target completion dates.
3. Establishes performance standards related to each objective to quantitatively measure results.
Introducing Performance Management PowerPoint Presentation Slides showcasing the activities which help an organization to reach its goals. Each slide focuses on the strategies which are helpful in increasing the effectiveness of companies. Highlight the outcomes of productivity and profitability using our PPT slides. Also take into consideration factors such as job analysis, performance appraisal, professional development, staff ability, performance measurement, and behavior management. The presentation also helps you to examine employee interference, business statistics, organizational development, tracking performance expectations in order to attain your target. Describe your business mission and vision, objectives, planning, tasks, and more with ready made designs. Most importantly, let the employees be aware of the actions, policies, schemes and methods and how they can be appraised from that. Optimize your budget and collect a thorough understanding economics portal using these presentation templates. Demonstrate the working of integrated business planning with this ready to use Performance Management PPT. Our PT&s have a convincing effect. Designed to help your team believe n their goals. https://bit.ly/3hsa9Ez
The competitive organization cannot utilize the tactical HR Management. It requires the strategic HR Management. Today, the HR Professionals can build a significant competitive advantage for the organization. They can build complex systems, which support the execution of the business strategy. They can bring simple tools to support innovations and they can build the organization, which employs loyal employees.
However, the introduction of the strategic HR Management is not simple. The HR leader is a crucial role. The HR leader has to get the buy-in of the top management and has to lead the transformation of the HR Organization.
Succession Planning and the Development of Your High Potentials | Webinar 11....BizLibrary
Succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of succession planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.”
The two dominant challenges to HIPO development are:
• Selection of participants
• Building effective development plans
In this webinar we will discuss:
Emerging thought leadership on the organizational/strategic perspective of succession planning
The selection of participants – deciding whom to groom
Practical tips and suggestions for creating a development plan for your own high potential employees
www.bizlibrary.com
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Introducing Performance Management PowerPoint Presentation Slides showcasing the activities which help an organization to reach its goals. Each slide focuses on the strategies which are helpful in increasing the effectiveness of companies. Highlight the outcomes of productivity and profitability using our PPT slides. Also take into consideration factors such as job analysis, performance appraisal, professional development, staff ability, performance measurement, and behavior management. The presentation also helps you to examine employee interference, business statistics, organizational development, tracking performance expectations in order to attain your target. Describe your business mission and vision, objectives, planning, tasks, and more with ready made designs. Most importantly, let the employees be aware of the actions, policies, schemes and methods and how they can be appraised from that. Optimize your budget and collect a thorough understanding economics portal using these presentation templates. Demonstrate the working of integrated business planning with this ready to use Performance Management PPT. Our PT&s have a convincing effect. Designed to help your team believe n their goals. https://bit.ly/3hsa9Ez
The competitive organization cannot utilize the tactical HR Management. It requires the strategic HR Management. Today, the HR Professionals can build a significant competitive advantage for the organization. They can build complex systems, which support the execution of the business strategy. They can bring simple tools to support innovations and they can build the organization, which employs loyal employees.
However, the introduction of the strategic HR Management is not simple. The HR leader is a crucial role. The HR leader has to get the buy-in of the top management and has to lead the transformation of the HR Organization.
Succession Planning and the Development of Your High Potentials | Webinar 11....BizLibrary
Succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of succession planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.”
The two dominant challenges to HIPO development are:
• Selection of participants
• Building effective development plans
In this webinar we will discuss:
Emerging thought leadership on the organizational/strategic perspective of succession planning
The selection of participants – deciding whom to groom
Practical tips and suggestions for creating a development plan for your own high potential employees
www.bizlibrary.com
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
PJM6125 Project Evaluation:
Stakeholder Analysis & Evaluation Goal Matrix
Overview and Rationale
For this assignment, you will establish some evaluation goals for your project based on the
method and lens covered in this week’s lecture.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
syllabus:
LO1: Identify and analyze stakeholders associated with performance evaluation.
LO2: Design an evaluation goals matrix incorporating the differences between impact, efficiency,
and effectiveness
LO6: Compare change management procedures needed to respond to the results of both tactical
and non-tactical performance evaluation
L07: Plan and conduct a tactical evaluation using both qualitative and quantitative measures
Essential Components & Instructions
This assignment is completed in two parts. First, using your chosen project that you
submitted as part of Lesson 1, complete the following items:
Stakeholder Register / Analysis:
Create a stakeholder register / analysis that includes the following minimum
columns:
o Stakeholder
o Stakeholder Position / Role
o Type of Stakeholder (internal or external)
o Stakeholder expectation (high level needs or expectations of project)
o Stakeholder interest (high / medium / low)
o Stakeholder influence level (high / medium / low)
o Stakeholder view of project (supportive / neutral / opposed)
o Stakeholder Management strategy (approach to engaging stakeholder to
support success of project)
Once you create the register, create entries for a minimum of 12 - 15 project
stakeholders, performing a full analysis for each of them.
Part 2: Evaluation Goals Matrix:
After completing the stakeholder register, you will create an evaluation goals matrix, as
illustrated in Lesson 2, with an additional column entitled stakeholder. Once you have
designed the evaluation goal matrix, you will need to list at least four evaluation goals for
each category: efficiency, effectiveness, and impact, which will result in a total of 12 metrics
/ goals.
You will be assess on the clarity of the metrics, the concreteness of the measures (Example:
increased performance by 12 percent (concrete) vs. increase performance (not concrete, as
no specific measurement of increase)), and how well the metric will measure the success of
project relative to the overview of the project you provided as a case study.
Format
Below are some key guidelines you will want to ensure you follow in all three elements of
this assignment. Think of this short list as a quality control checklist, along with the
attached grading rubric.
Part 1 and Part 2 (stakeholder analysis and evaluation matrix) should be submitted
as a single file (MsWord or .pdf)
You should include a cover page
You should include a brief summary of your chosen project.
You should format the documents professionally
The tables should be readable.
PJM6125 Project Evaluation:
Stakeholder Analysis & Evaluation Goal Matrix
Overview and Rationale
For this assignment, you will establish some evaluation goals for your project based on the
method and lens covered in this week’s lecture.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
syllabus:
LO1: Identify and analyze stakeholders associated with performance evaluation.
LO2: Design an evaluation goals matrix incorporating the differences between impact, efficiency,
and effectiveness
LO6: Compare change management procedures needed to respond to the results of both tactical
and non-tactical performance evaluation
L07: Plan and conduct a tactical evaluation using both qualitative and quantitative measures
Essential Components & Instructions
This assignment is completed in two parts. First, using your chosen project that you
submitted as part of Lesson 1, complete the following items:
Stakeholder Register / Analysis:
Create a stakeholder register / analysis that includes the following minimum
columns:
o Stakeholder
o Stakeholder Position / Role
o Type of Stakeholder (internal or external)
o Stakeholder expectation (high level needs or expectations of project)
o Stakeholder interest (high / medium / low)
o Stakeholder influence level (high / medium / low)
o Stakeholder view of project (supportive / neutral / opposed)
o Stakeholder Management strategy (approach to engaging stakeholder to
support success of project)
Once you create the register, create entries for a minimum of 12 - 15 project
stakeholders, performing a full analysis for each of them.
Part 2: Evaluation Goals Matrix:
After completing the stakeholder register, you will create an evaluation goals matrix, as
illustrated in Lesson 2, with an additional column entitled stakeholder. Once you have
designed the evaluation goal matrix, you will need to list at least four evaluation goals for
each category: efficiency, effectiveness, and impact, which will result in a total of 12 metrics
/ goals.
You will be assess on the clarity of the metrics, the concreteness of the measures (Example:
increased performance by 12 percent (concrete) vs. increase performance (not concrete, as
no specific measurement of increase)), and how well the metric will measure the success of
project relative to the overview of the project you provided as a case study.
Format
Below are some key guidelines you will want to ensure you follow in all three elements of
this assignment. Think of this short list as a quality control checklist, along with the
attached grading rubric.
Part 1 and Part 2 (stakeholder analysis and evaluation matrix) should be submitted
as a single file (MsWord or .pdf)
You should include a cover page
You should include a brief summary of your chosen project.
You should format the documents professionally
The tables should be readable ...
Week 4 Assignment: Stakeholder Register
Grading Rubric
Failing Below
Average
Average Above Average Superior
0 - 60 (F
range)
70 - 79 (C
range)
80 - 89 (B
range)
90 - 93 (A-
range)
94 - 100 (A range)
Topical
Content &
Focus (65%)
Stakeholder
Analysis &
Register does
not include all
Six key
columns,
and/or does
not includes
accurate data
from the
Stakeholder
Analysis &
Register
Requirements
assignment.
The
appropriate
material, as
outlined in the
assignment
guidelines is
not covered in
the
Stakeholder
Analysis &
Register, and
the
Stakeholder
Analysis &
Register
requirements
Stakeholder
Analysis &
Register
includes all
Six key
columns, and
includes
accurate data
from the
Stakeholder
Analysis &
Register
Requirements
worksheet. A
cursory
description is
provided
outlining the
process the
student
utilized to
identify
stakeholders.
Most of the
appropriate
material, as
outlined in the
assignment
guidelines is
covered in the
Stakeholder
Stakeholder
Analysis &
Register
includes all
Six key
columns, and
includes
accurate data
from the
Stakeholder
Analysis &
Register
Requirements
worksheet. A
high level
description
is provided
outlining the
process the
student
utilized to
identify
stakeholders.
All the
appropriate
material, as
outlined in the
assignment
guidelines is
covered in the
Stakeholder
Analysis &
Register, and
Assignment
meets the
expectations of
‘Average’
column, but
shows a higher
degree of
understanding of
in the
interconnectedness
between the
various
Stakeholder
Analysis &
Register
attributes and
integrates
information
from the
readings in a
supportive
manner. A
detailed
description is
provided
outlining the
process the
student utilized
to identify
stakeholders.
Assignment meets the
expectations of ‘Above
Average’ column, but
shows a stronger
integration with the
details of the overall
and provides concrete
and realistic
interpretations of the
case study
stakeholders that are
appropriately defined
and defended given the
details of the
customer’s
requirements and
clearly outlines the
overall expectations of
the client.
may or may
not be
accurate and
accurately
interpreted
and explained.
Analysis &
Register
Requirements
assignment
are accurate
and accurately
interpreted
and
explained.
the
Stakeholder
Analysis &
Register
requirements
are accurate
and accurately
interpreted
and
explained.
Personal
Competencies
(15%)
• Critical
thinking
• Professional
Writing
• Quantitative
analysis
• Problem
Solving
Submission
reflects little
to no
applicable
personal
competencies
Submission
reflects a
minimal
applicable
personal
competencies
Submission
reflects both
applicable
personal
competencies
in an
acceptable
manner
Submission
strongly reflects
applicable
personal
competencies
integrated
throughou ...
Formal Proposal Instructions—Part 2For Part 2 of the formal prop.docxhanneloremccaffery
Formal Proposal Instructions—Part 2
For Part 2 of the formal proposal, you must submit the corrected Part 1 along with the remainder of the required elements in a formal proposal. Follow the instructions below for the scenario you selected last week. Complete and compile approximately 10 pages as your formal proposal.
University-Related Proposal
You have already chosen from 3 of the following areas:
1. Operating procedures
1. Admissions
1. Academic advising
1. Curricula
1. Activities
1. Physical plant
1. Communication with online students
For Part 2 of this assignment, you must include changes or corrections recommended by your instructor in Part 1 and prepare the following:
· a letter of transmittal, using the example in your textbook
· a table of contents and list of illustrations (if appropriate)
· an executive summary
· no fewer than two full references to citations that support your recommendations
Part 2 of your formal proposal is due by 11:59 p.m. (ET) on Monday of Module/Week 7.
In your letter of transmittal, send your complete proposal to the provost of Liberty University and write as though you were an outside consultant for University Consultants at 12099 Center Road, San Antonio, Texas 78223-9310. Be sure that you include the complete formal proposal, including both parts 1 and 2.
OR
Consultant training course
Complete and compile a formal proposal recommending a one-week training course in an organization of your choosing. Assume you are a consultant offering to have your company present this training.
You have chosen a seminar topic familiar to you or one that you’re willing to learn about quickly through some research. Your formal proposal should reflect your understanding of the topic and your grasp of proposal-writing techniques.
For Part 2 of this assignment, you must include changes or corrections recommended by your instructor in Part 1 and prepare the following:
· a letter of transmittal, using the example in your textbook
· a table of contents and list of illustrations (if appropriate)
· an executive summary
· no fewer than two full references to citations that support your recommendations
Part 2 of your formal proposal is due by 11:59 p.m. (ET) on Monday of Module/Week 7.
In your transmittal letter, send your proposal to the Chief Operating Officer of Globtex International Inc., 800 Connecticut Avenue NW, Washington D.C. 20006-2709 as your audience for this proposal, and write as though you were an outside consultant working for Mar-Tek Consulting at 12099 Center Road, San Antonio, Texas 78223-9310. Be sure that you include the complete formal proposal, including both parts 1 and 2.
ENGL 103
Formal Proposal Grading Rubric—Part 2
Student:
Criteria
Advanced
Competent
Novice
Points Earned
Instructor Comments
Correct format for formal proposal
30-35 pts.
20-29 pts.
0-19 pts.
All formatting is correct and appropriate for formal proposals.
Most formatting is correct with some exceptions and generally ap ...
Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.
A/E Project Management Optimization is a three-part webinar series that will help you understand the conditions in your firm that may be hindering the process, and will present strategies to facilitate excellence at all levels using practical, real-world examples and best practices used by the top firms in the industry.
This Presentation is part three of the entire series.
To puchase the entire series,kindly click on the below link:
http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx
Project Management Methodologies
PPMP20009
Week 10 Lecture
Dr Bernard Wong
[email protected]
1
Assignment 4
Continuous Improvement Plan
Week 12 Friday
Open the course profile to review criteria.
2
Reminder
PPMP20009
Presentation weeks 11 or 12
4
Create your own Deming PDCA cycle relating to the last assignment that you handed in.
Change Management
6
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Take the ‘Act’ segment of the PDCA cycle you created earlier and define the five CM stages.
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Continuous Improvement?
Why are we wanting to improve?
Where are we now?
What are we working with?
If you don’t know where you are going, any road will get you there.
Cheshire Cat
(Alice in Wonderland)
There are a number of things to consider when deciding what level of maturity to aim for.
Why are you wanting to increase your level of maturity in this space?
-Some might be wanting to do it simply as a continuous improvement strategy.
Some may be having issues with the performance of their program and project delivery or portfolio investment returns
Others may need it to be competitive in a market that looks at the P3M3 levels of organisations in the tendering process
Others may be required to undergo a mandatory audit – as did the Qld Govt in 2012.
One organisation that I have spoken with has noted that their environment has become increasingly fiscally constrained and as such funding is much more competitive. They want to increase certain sections of their maturity, specifically relating to benefits management, business case and blueprint development – so that they can be more competitive in seeking funding for initiatives. So in this case they are not necessarily trying to improve their maturity as a whole, but an aspect of it. In doing this however, it is likely that they will have an increase in maturity in other areas as well.
We need to know where you are now to assist in deciding where you want to go. This is where going through an assessment is essential and I do believe in this being independent. You can self assess but this will always be impacted with bias. You need to baseline.
What are you working with? What is your organisational context? What resources do you have both budget and people? Do you have authentic sponsorship or are your leaders just ticking a mandate off? What’s your organisational culture like, are they open to P3 management or are they likely to see effort to increase maturity as unnecessary overhead?
So when we went through this process we were fortunate to have an authentic sponsor, we had a culture of project and program delivery so the staff understood the value of the practice (and I do say practice rather than methodology – as if you have experienced practitioners, they will argue methodology with you – this is a good thing!). We.
Seminar in Strategic-3 Management-V3BAjay K. Garg604-648-4.docxtcarolyn
Seminar in Strategic-3 Management-V3B
Ajay K. Garg
604-648-4495
[email protected]
Executive Summary
An executive summary is a brief section at the beginning of a long report, article, recommendation, or proposal that summarizes the document.
It is not background and not an introduction.
People who read only the executive summary should get the essence of the document without fine details.
The executive summary is concise, typically one to two pages long, and presents the main points in a formal tone.
For example, a business plan for an external audience includes financial information and details on the size and scale of a company.
Startups seeking funding and investors treat the executive summary as a way to get the reader’s attention by highlighting specific financial requirements and how it impacts the business strategy.
Summarize the information you’re presenting in a manner that keeps the reader engaged and motivated to continue reading.
Introduction
Introduction:
The opening statement, paragraph, or section should clearly state the document’s purpose and the content to follow.
Deciding on how to use this section comes down to the desired outcome for the reader or audience.
They want to immediately find value in the information you present, so the details included in the introduction should grab and hold the reader’s attention.
Company Information
Company Information:
When writing an executive summary for an external audience, include your company name, a description of your mission or purpose, contact information, location, and the size and scale of your operations.
In some cases, the summary introduces the founders, investors, and corporate leadership.
It might include background information of each that outlines previous industry or startup experience, or historical context on the current state of the company.
When used in a presentation or research report, introduce the team presenting or responsible for the report’s findings.
Products and Services
Products and Services:
The executive summary is the place to highlight the problem you solve or the need you fulfill.
For a report, this is where you might highlight what you researched and what the reader should know about your findings.
For marketing plans or product launch presentations, tell the reader why your service or product is relevant at this particular moment in time.
Market Analysis
Market Analysis:
The executive summary of a business plan might profile the target customer and explain the market opportunity for a product or service.
Consider answering questions like: Is there a five year plan for this market?
How do you anticipate growing the customer base and improving market share?
What stands out from your research about your customers that the reader should know before you summarize the rest of the business?
Competition Analysis
Competition Analysis:
This section should include answers to the following questions:
Wh.
Strategies for Effective Training: How Collaboration Leads to a Win-Win Solution
Shui On Land / JETT customer experience
November 9, 2009
American Chambers of Commerce (Amcham) - Shanghai
Unit 1 Module 1 - Overview of LASAsOverview of LASAsT.docxmarilucorr
Unit 1: Module 1 - Overview of LASAs
Overview of LASAs
The strategy audit is a comprehensive analysis of the company’s business strategy and operating performance, and culminates in a series of recommendations for improving your company’s performance based on the findings and conclusions of your analysis. It involves assessing the actual direction of a business and comparing that course to the direction required to succeed in a changing environment. A company's actual direction is the sum of what it does and does not do, how well the organization is internally aligned to support the strategy, and how viable the strategy is when compared to external market, competitor, and financial realities. These two categories—the internal assessment and the external or environmental assessment—make up the major elements of a strategy audit.
Throughout this capstone course, you will work on a strategy audit for a selected organization. This will provide a summative learning experience that allows you to demonstrate your understanding of most of the MBA program learning outcomes and concepts in the various courses within the program. You will write this report as though you are a consultant to your selected company and are addressing the executive officers of this company. In each module, you will collect and analyze data in producing your report, but your final product will be condensed and focus on presenting your analysis findings and conclusions. You will submit two parts of a course project related to the strategy audit. You will submit these two parts in Modules 3 and 5.
Here is a list of tasks you will complete for your course project.
M1: Assignment 3—Market Position Analysis: You will assess the product portfolio of your selected organization by analyzing its value proposition, market position, and competitive advantage. You will identify the business unit of your company and the product(s) and service(s) you will focus on in this report. To gain a better understanding of these factors you will conduct at least one interview with a mid-level or senior manager.
M2: Assignment 2—External Environmental Scan: You will conduct a comprehensive external environment scan of your business unit along with a five forces analysis. Your analysis will incorporate any key customer-related factors and trends. You will use this information for a strengths, weaknesses, opportunities, and threats (SWOT) analysis in Module 4.
M3: Assignment 2—LASA 1: Preliminary Strategy Audit: This is where you submit the first part of your course project assignment. You will develop a preliminary strategy audit, in which you will include an analysis of the company’s value proposition, market position, competitive advantage, and an external environmental scan/five forces analysis. You will also identify the 5–7 most important strategic issues facing the organization or business unit and include a preliminary set of recommended tactics for improving your company’s strategic align ...
PSY 616 Milestone Three Guidelines and Rubric StrategyOverview.docxpotmanandrea
PSY 616 Milestone Three Guidelines and Rubric: Strategy
Overview: You will prepare three graded formative tasks (milestones) supporting the analysis needed for the final product, a consulting case study and action plan for a real-world organization.
The three presentations will examine the problem in the organization (Milestone Two), the strategy to address the problem (Milestone Three), and a prediction of possible outcomes (Milestone Four).These will also be included in the final project as an appendix. These formative tasks will scaffold to the final product providing opportunities to apply organizational consulting concepts and tools in a real-world example.
Guidelines for presentations: The development of concise, professional presentations suitable for presenting to the leadership of a client organization is an important component of an organizational consultant’s role. For each presentation, the content should clearly address the specific goal. The target audience is the client, so the slides should be written in an effort to persuade the client to agree with your point of view. No matter how extensive the research or accurate the conclusions, a weak presentation can undermine an argument. When creating presentations, you will develop skills in researching an issue, synthesizing the information, organizing data logically, and presenting findings in an effective manner.
1. You may use a product such as PowerPoint, Google Presentation, or Prezi to create your presentations.
2. There are various template designs that you can find on the web for your presentation. Consider your presentation from the perspective of your audience prior to selecting a specific style. Avoid distractions. Be consistent with the style of text, bullets, and subpoints to support a powerful presentation that allows your content to be the focus.
3. Each slide should include your key point(s). Do not place large blocks of text on the visual.
4. Use clip art, AutoShapes, pictures, charts, tables, and diagrams to enhance but not overwhelm your content.
5. Be mindful of the intended audience.
Below are links that offer helpful tips and examples for developing your presentations:
· Making PowerPoint Slides
· Beyond Bullet Points: The Better Way to Use PowerPoint
· Really Bad PowerPoint and How to Avoid it
Prompt: In task 6-2, you will submit a presentation describing your strategy (or strategies) to address the problem(s) discussed for your selected organization in Milestone Two. Imagine that your audience is your client, the leader of the organization. The format should be a three- to four-slide presentation.
Note: You will also post your presentation by the end of Module Six to Peer Commentary Discussion 7-2.
Rubric
Format: The presentation must be between three and four slides. When applicable, discipline-appropriate citations must be used.
Instructor feedback: Students can find their feedback in the Grade Center.
Critical Elements
Exemplary
Proficien ...
Definition of Training
Training Design Process
The Forces influencing working and learning
The Strategic Training and Development Process
Organizational Characteristics that Influence Training
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
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.
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?
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.
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.
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.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
1. Worked Solutions for End-of-Chapter Cases
Case Study 5.1: Accountabilities, Objectives, and Standards
Below is a job description for a sourcing and procurement internship position for Disney Consumer Products Studio.
Based on the information in the job description, create accountabilities, objectives, and standards for the job described.
Title: Graduate Associate, Sourcing & Procurement
Accountabilities:
Provide analytical support for sourcing projects impacting business units. Successful analytical support will ensure
that project decisions are made on well-researched reasons. Poorly made project decisions may delay client
deliverables or damage the Disney brand. (20% of time)
Benchmark current pricing models and develop new approaches to pricing/buying various products and services that
yield creative and business advantages. This is extremely important to the continued sustainability of Disney, and
will be critical to capture new portions of the market share. Incorrectly identifying pricing models would be crushing
to the Disney business and would directly impact the bottom line. (30% of time)
Assist in the development of spend profiles, key stakeholder lists, savings opportunities where existing contracts are
leveraged, savings opportunities in commodity areas that have not been sourced, and sourcing and procurement
strategy. Will play a small role in these extremely important activities. Successfully developing spend profiles,
identifying key stakeholders, identifying savings opportunities, and developing a successful business strategy are keys
to the financial stability of Disney. (50% of time)
Objectives:
Develop spend profiles, key stakeholder lists, and a sourcing and procurement strategy. These tasks need to be
completed by July 1, 2004. Identifying savings opportunities where existing contracts are leveraged and identifying
savings opportunities in commodity areas that have not been sourced are ongoing tasks. Report weekly on savings
identified.
Benchmark current pricing models and develop new approaches to pricing/buying various products and services that
yield creative and business advantages. Benchmarking project due by August 1, 2008. Developing new approaches to
pricing is an ongoing project. Turn in bi-weekly reports on new findings to your manager by COB every other Friday.
Provide analytical support for sourcing projects impacting business units. Ongoing project where information must be
delivered inside project deadlines and budget guidelines.
Performance Standards:
Identified savings opportunities where existing contracts were leveraged and identified commodity areas that have not
been sourced on a weekly basis for total savings of 5% over previous quarter spending.
Benchmarked current pricing models by August 1, 2008 in 80 hours or less of time billed.
Submitted new approaches to pricing/buying various products and services on a weekly basis resulting in at least two
new pricing approaches being adapted by the company by September 1, 2008.
Provided ongoing analytical support for sourcing projects as rated by monthly project evaluations conducted by the
relevant project managers and communicate0d to your manager on a monthly basis.
(Suggested points: 10, .4[5.2], .3[5.3], .3[5.4])
Case Study 5.2: Evaluating Objectives and Standards
Answers will vary based on objectives and standards met. The greater the number of boxes checked in the table, the
better the objectives and standards.
Objectives must have the following
characteristics: Comments
X Specific and clear
X Challenging
X Agreed upon
Have to assume that the manager and employee
agreed on all objectives.
2. X Significant
X Prioritized
X Bound by time
X Achievable
X Fully communicated
Again, have to assume that the supervisor
communicated objectives to subordinate and to
all stakeholders involved in objectives.
X Flexible
Assume that the manager takes into consideration
any valid reasons that the subordinate may not
have met the objectives
X Limited in number
Performance standards must have the
following characteristics: Comments
X Related to the position
X Concrete, specific, and measurable
X Practical to measure
X Meaningful
X Realistic and achievable
X Reviewed regularly
Case Study 5.3: Measuring Competencies at the Department of Transportation
Indicators of Learning and Strategic Systems Thinking:
Frequency
This employee engages in the following
behaviors:
Always
5
Very
often
4
Fairly
many
times
3
Occasionally
2
Never
1
Enrolls in training classes
Works to develop new skills
Takes into account all forms of transportation
and their role in the DOT when making
decisions
Solicits information from team members
Solicits information from customers
Volunteers relevant information to team
discussions
Able to explain role of each unit
Able to explain link between work units and
DOT
Indicators of Organizational Learning:
Agreement
This employee engages in the following
behaviors:
Very
much
5
Pretty
much
4
Moderately
3
Somewhat
2
Slightly
1
Demonstrates understanding of DOT culture
Accurately explains major products and
services offered
Demonstrates understanding of how work
units contribute to one another and the
organization as a whole
Establishes formal channels to accomplish
3. work
Establishes informal channels to accomplish
work
Understands and explains key policies,
practices, and procedures
Understands and communicates political
realities and implications to work
Case Study 5.4: Creating BARS-Based Graphic Rating Scales for Evaluating Business Student Performance in
Team Projects
1. Competencies:
Teamwork: Ability to work with a team to finish all project deliverables on time and according to instructions.
Assists others as necessary and constantly seeks to further relationships with team members. Failure to develop
teamwork will result in reduced team effectiveness due to lack of communication and cooperation between team
members.
Business knowledge: Aware of current business trends and applies relevant business research skills to projects at
hand. Always learning new skills, staying current on business news, and talking with business professionals.
Failure to develop business knowledge will result in a decrease in the quality of work produced by the team.
Communication: Ability to articulate verbally or through written communication ideas on project deliverables.
Use of correct grammar, professional presentation, and clear and concise messages characterize good
communication. Failure to communicate well will result in the decreased performance of the team, because team
members will no longer understand ideas put forth.
2. Behavioral Indicators:
Teamwork
o Friendly environment exists
o Team members’ input is accepted
o Offers to help other team members when necessary
Business knowledge
o Student offers input when group is discussing business problems
o Actively researches solutions presented
o Reads business news sources on a daily basis to stay up-to-date on business trends
Communication
o Clearly articulates points in meetings
o Uses correct grammar and word usage in written communications
o Professionally presents ideas and findings in project presentations
3. Critical Incidents:
Indicator High Performance Average Performance Poor Performance
Student offers input
when group is
discussing business
problems
Continuously provides
relevant input into group
discussions
Offers input on areas of
expertise in group
discussions
Does not offer input into
group discussions
Actively researches
solutions presented
Researches practical and
theoretical implications of
decision
Researches practical
implications of decision
Does not research
implications of business
decisions
Reads business news
sources on a daily
basis to stay up-to-
date on business
trends
Comments on a daily basis
on the status of ongoing
business developments of
interest
Comments on a weekly
basis on the status of
ongoing business
developments of interest
Does not comment on
the status of ongoing
business developments
of interest
4. Clearly articulates
points in meetings
Presents ideas in a clear and
concise manner and ensures
that team members
understand point
Presents ideas in a clear
and concise manner
Does not get point
across in meetings,
which results in
arguments with other
team members or
miseducation of team
members
Uses correct grammar
and word usage in
written
communications
Written communications are
clear, free of spelling and
grammatical mistakes
Clear use of language in
written reports
Poor spelling and
grammatical usage in
written reports
Professionally
presents ideas and
findings in project
presentations
Prepares presentation so
ideas are communicated well
and in a professional manner
Minimally prepares for
presentations, so
communication is rushed
or drags on
Does not prepare for
presentations
Friendly environment
exists
Takes an interest in team
members outside of project
Talks to team members to
complete tasks Withdrawn from team
Team members’ input
is accepted
Supportive of other team
members’ ideas
Solicits, but does not
support team members’
ideas
Does not solicit input
from other team
members
Offers to help other
team members when
necessary
Volunteers for extra
assignments so that team
members can finish projects
on time and to the highest
standards
Offers to help team
members if deadline is
approaching
Does not offer to help
team members
4. Scales:
Teamwork: Ability to work in a team to finish all project deliverables on time and according to instructions. Assists
others as necessary and constantly seeks to further relationships with team members. Failure to develop teamwork will
result in reduced team effectiveness due to lack of communication and cooperation between team members.
5 Exceptional: Takes an interest in team members outside of project.
3 Competent: Talks to team members to complete tasks.
1 Major Improvement Needed: Withdrawn from team.
5 Exceptional: Supportive of other team members’ ideas.
3 Competent: Solicits, but may not support team members’ ideas.
1 Major Improvement Needed: Does not solicit input from other team members.
5
Exceptional: Volunteers for extra assignments so that team members can finish projects on
time and to the highest standards.
3 Competent: Offers to help team members if deadline is approaching.
1 Major Improvement Needed: Does not offer to help team members.
Business Knowledge: Aware of current business trends and applies relevant business research skills to projects at hand.
Always learning new skills, staying current on business news, and talking with business professionals. Failure to develop
business knowledge will result in a decrease in the quality of work produced by the team.
5 Exceptional: Continuously provides relevant input into group discussions.
3 Competent: Offers input on areas of expertise in group discussions.
1 Major Improvement Needed: Does not offer input into group discussions.
5 Exceptional: Researches practical and theoretical implications of decisions.
3 Competent: Researches practical implications of decisions.
1 Major Improvement Needed: Does not research implications of business decisions.
5. 5
Exceptional: Comments on a daily basis on the status of ongoing business developments of
interest.
3
Competent: Comments on a weekly basis on the status of ongoing business developments of
interest.
1
Major Improvement Needed: Does not comment on the status of ongoing business
developments of interest.
Communication: Ability to articulate verbally or through written communication ideas on project deliverables. Use of
correct grammar, professional presentation, and clear and concise messages characterize good communication. Failure to
communicate well will result in the decreased performance of the team, because team members will not understand ideas
expressed.
5
Exceptional: Presents ideas in a clear and concise manner and ensures that team members
understand point.
3 Competent: Presents ideas in a clear and concise manner.
1
Major Improvement Needed: Does not get point across in meetings, resulting in arguments
with other team members or miseducation of team members.
5 Exceptional: Written communication is clear, free of spelling and grammatical mistakes.
3 Competent: Clear use of language in written reports.
1 Major Improvement Needed: Poor spelling and grammatical usage in written reports.
5
Exceptional: Prepares presentation so ideas are communicated well and in a professional
manner.
3 Competent: Minimally prepares for presentations, so communication is rushed or drags on.
1 Major Improvement Needed: Does not prepare for presentations.
(Suggested points: 5, .5[5.6], .5 [5.8])
Additional Cases and Worked Solutions
Case Study: St. Jessica’s Urban Medical Center
The Board of Directors at St. Jessica’s Urban Medical Center has hired you as a consultant to guide them in establishing a
results approach to measuring performance.
1. Discuss the key features of a results approach to measuring performance. Use the job description for a
Registered Nurse that was provided in “Case Study: St. Jessica’s Urban Medical Center Emergency Room”
(Instructor’s Manual, Chapter 4) to develop an example of each of these factors.
After reviewing your proposal, the management at St. Jessica’s realizes that, in some aspects, the hospital’s
employees do not have control over many results, so they convince the Board to include a behavior approach to
measuring some aspects of performance.
2. The Board asks you to provide them with a discussion of the key features required to include a behavior approach
to performance measurement. Use the job description for a Registered Nurse that was provided in “Case Study:
St. Jessica’s Urban Medical Center Emergency Room” to develop an example of each of the key features of a
behavior approach to performance measurement.
Answers:
6. 1. (Note to instructors: The student may use any examples relating to the job description of Registered Nurse in
Module 4 as long as they are pertinent and demonstrate ability to apply the material in the text. Examples given
are for illustration only.)
To fully implement a results approach to measuring performance, the Medical Center management must be able to
answer the following questions:
What are the different areas in which this individual is expected to focus efforts? (key accountabilities)
Within each area, what are the expected objectives?
How do we know how well the results have been achieved? (performance standards)
A. Actual implementation of the results approach will require you to develop key accountabilities. Accountabilities
are determined to identify a limited number of highly important results that, when achieved, will have a dramatic
impact on the overall success of the organization. The first step will be to collect information about the job and
identify areas of the job where the employee is responsible for producing results and their relative degree of
importance; e.g., percent of time spent performing the accountability, consequences of inadequate performance,
and consequences of error. For example, in the job description for Registered Nurse, one of the accountabilities
might be:
Documentation: Maintaining accurate, detailed reports and records. An RN might spend 30% of his/her time
on recording and maintaining information in patient records. If the records are not complete and accurate, it
would be possible for a doctor to order inappropriate medication, which could lead to deterioration of the
patient’s condition or even death.
B. When all the key accountabilities are identified, the second step is to set objectives for each. Objectives should
be: (a) specific and clear, (b) challenging, (c) agreed upon, (d) significant, (e) prioritized, (f) bound by time, (g)
achievable, (h) fully communicated, (i) flexible, and (j) limited in number. For example, two objectives that
could be developed for the Registered Nurse accountability of documentation might be:
Provide prompt updates in the patient’s record of any changes in condition, medication, and vital signs.
Ensure that all written documentation is clear, legible, and can be understood by other medical personnel.
C. Finally, the third step involves determining performance standards. These are yardsticks designed to understand to
what extent the objective has been achieved. In creating standards, we must consider the quality, quantity, and
time dimensions. Good standards are: (a) related to the position, (b) concrete, specific, and measurable, (c)
practical to measure, (d) meaningful, (e) realistic and achievable, and (f) reviewed regularly. For example, a
performance standard for one of the objectives given for Registered Nurse might be:
Prompt Updates: Each entry in a patient’s record will be made within 20 minutes of the action or
observation. The patient’s hospital number, room number, the time of the observation, and the name of
the person taking action will be included with the description of the action or observation.
2. (Note to instructors: The student may use any examples relating to the job description of Registered Nurse in
Module 4 as long as they are pertinent and demonstrate ability to apply the material in the text. Examples given
are for illustration only.)
A. In measuring performance adopting a behavior approach,
a. The first step involves identifying competencies. Competencies are measurable clusters of KSAs
(knowledge, skills, abilities) that are critical in determining how results will be achieved. For example, in
the job description for Registered Nurse, one of the competencies might be customer service, which
includes knowledge (of principles and processes for providing customer needs assessment, meeting
quality standards for services, and evaluation of customer satisfaction), the skills of active listening and
speaking, and the ability to identify problems.
b. The second step involves identifying indicators that will allow us to understand the extent to which each
individual possesses the competency in question. These indicators are behavioral manifestations of the
underlying (unobservable) competency. An indicator that could be developed for the Registered Nurse
7. competency of customer service might be, for example (adapted from the job description for Registered
Nurse), customer service includes the use of active listening, which is described as: “Giving full attention
to what other people are saying, taking time to understand the points being made, asking questions as
appropriate, and not interrupting at inappropriate times.”
c. The third step involves describing behavioral indicators showing the absence of the competency; for
example (adapted from the job description for Registered Nurse), customer service includes the use of
active listening. Failure to use active listening would include interrupting a patient, looking at a watch,
tapping a foot, looking away from the patient, sighing and rolling eyes, changing the subject without
responding to the patient’s comment, etc.
d. Fourth, list suggestions for developing the competency; for example (adapted from the job description for
Registered Nurse), the competency of customer service can be developed through attending various
training courses. One popular definition of customer service is “exceeding the customer’s expectations.”
Note: If management wants to develop a culture of such customer service, such expectations must be
spelled out and consistently supported throughout the organization.
B. Once the indicators are identified, the last step includes choosing an appropriate measurement system:
comparative or absolute.
a. Comparative systems base the measurement on comparing employees with each other and include simple
rank order, alternation rank order, paired comparisons, and forced distribution. Comparative systems are
easy to explain and the resulting data are easy to interpret, which facilitates administrative decisions. On
the other hand, employees are usually compared to each other in terms of one overall single category
instead of in terms of specific behaviors or competencies. This produces less useful feedback that
employees can use for future improvement. For example, in the case of the Registered Nurse, such a
measurement system could be used to let each nurse know his or her ranking among the other nurses.
b. Absolute systems include evaluations of employees’ performance without making direct reference to
other employees. Such systems include essays, behavior checklists, critical incidents, and graphic rating
scales. For example, in the case of the Registered Nurse, such a measurement system could be used to
describe his or her behavior in terms of what is expected.
Case Study: The College of Business at VIP University
You are a newly hired professor with a Ph.D. in Human Resources Management. You have special interests in both
training and in performance measurement. You decide to develop a comparative performance measurement system to
measure student performance in your HR Management classes.
1. Critically assess the advantages and disadvantages of implementing such a system.
2. Explain the kinds of systems that are available for you to consider. Choose one approach and provide both a
description of how you would implement it in a class of 30 students and an explanation of why this was the best
choice of the variety of comparative systems.
At the end of the school year, a student initiative calls for a revision of the grading system at VIP University. Every
professor will be required to develop an absolute performance measurement system. The process is complicated by the
fact that many students are distance learners who interact on the Internet rather than in person.
3. Describe how you will implement an absolute performance measurement system in your classes next year,
recognizing that you can devote no more than 10 hours per week to preparing for each class, actually participating
in the class, and developing and grading any homework and exams. What will you consider in choosing a system
and how will you go about implementing it?
Answers:
8. 1. Comparative performance measurement systems are easy to explain, straightforward, and generally control better
for the leniency, severity, and central tendency biases and errors that can be found in absolute performance
measurement systems. However, rankings tend not to be specific enough to provide useful feedback to students
and they may subject the university or the professor to legal challenges. There is no information in such scales
about the relative distance between student performances and there are specific concerns about the usefulness
(and appropriateness) of using the forced distribution method in a university setting. In addition, it may be
difficult to assign letter grades to the various levels.
2. Comparative performance measurement systems compare employees with each other.
a. Simple rank order--employees are ranked from best performer to worst performer.
b. Alternation rank order--in an alternation rank order procedure, the supervisor initially lists all students.
Then, the supervisor selects the best performer (#1), then the worst performer (#n), then the second best
(#2), then the second worst (#n - 1), and so forth, alternating from the top to the bottom of the list until all
students have been ranked.
c. Paired comparisons--explicit comparisons are made between all pairs of students to be evaluated. The
number of pairs of students to be compared is computed by the following equation:
2
)1( nn
(Where n is the number of students to be evaluated.)
d. Forced distribution--students are apportioned according to an approximately normal distribution. This
method assumes that performance scores are normally distributed, with some students performing very
highly, some poorly, and the majority in between. However, this assumption may not hold true for all
units within an organization. Some units may have a high performing culture and systems in place such
that the majority of members perform at a very high level. Conversely, other units may have a majority
of members who perform at a below-expectations level. Another disadvantage of implementing a forced
distribution system is that this may discourage students from engaging in contextual performance
behaviors.
3. Absolute performance measurement systems compare students with prespecified performance standards. I
considered the following approaches, including their advantages and disadvantages:
a. Essays: Here I could write an essay describing each student’s strengths and weaknesses, making
suggestions for improvement. An advantage is that essays have the potential to provide detailed feedback;
disadvantages to essays include the fact that they are unstructured and may lack detail, their usefulness
depends on my writing skill, and they are difficult to use in grading decisions, partially due to the lack of
quantitative information provided. They are also quite time consuming, considering that I expect to have
thirty or more students per class.
b. Behavior checklists: I could use a form listing behavioral statements that are indicators of the various
competencies to be measured. An advantage is that such a checklist is easy to understand; disadvantages
are that the scale points used are often arbitrary and it is difficult to get detailed and useful feedback from
the numerical rating.
c. Critical incidents: This approach involves gathering reports of situations in which students performed
behaviors that were especially effective or ineffective in accomplishing their learning objectives. An
advantage is that this allows me to focus on actual student behavior rather than on vaguely defined traits;
the disadvantage is that collecting such information is very time consuming.
d. Graphic rating scales are considered the most popular tools to measure performance. It is important to
ensure that the response categories are clearly defined, that interpretation of the rating by an outside party
would be clear, and that the student and I would both understand the rating.
e. Behaviorally Anchored Rating Scales (BARS) improve on graphic rating scales by using critical incidents
as anchors. Their development is dependent on active student involvement at several points, as well as
final professor and student checking of the items for dependability of the ratings.
Since I have already developed class syllabi that outlined required student behaviors and what was necessary to
earn various grade levels, I opted to use the essay format to further explain my grading system and how student
strengths and weaknesses (as displayed in their papers, exams, and Internet class participation) contributed to their
final grades. I would like to use BARS sometime, but this is an expensive and time-consuming undertaking that
would involve full university support and participation in developing the response categories and identifying how
critical incidents could be used productively in a distance learning arrangement.