A self-assessment guide, aimed at MBA students that applied without success to consulting firms for summer internships. Aims to assist them figure out what they need to work on
This document provides information and resources for evaluating the performance of a field coordinator. It includes a 4-page sample performance evaluation form with rating scales for evaluating employees on various performance factors. It also lists phrases that can be used in a performance review for areas like attitude, decision-making, problem-solving, and teamwork. Finally, it outlines the top 12 methods that can be used for performance appraisal, such as management by objectives, critical incident method, and 360-degree feedback. The overall document serves as a guide for organizations on how to structure a formal performance evaluation process for field coordinators.
This document contains materials for evaluating the job performance of an assurance associate, including:
1) A 4-page performance evaluation form with ratings for various job criteria like administration, communication, teamwork, and decision making.
2) A list of 6 performance appraisal resources from a website.
3) 3 sections of performance review phrases for an assurance associate, focusing on attitudes, creativity/innovation, and decision making.
This document contains information about performance evaluation forms and methods for evaluating a dispatch coordinator's job performance. It includes a sample performance evaluation form with rating scales for evaluating an employee on various performance factors. It also lists the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. Sample phrases for performance reviews on topics like attitude, decision-making, problem-solving, and teamwork are also provided.
This document contains information about performance evaluation forms and methods for courtesy officers. It includes a sample performance evaluation form with sections for identifying employee information, rating performance factors, employee strengths and areas for improvement, and signatures. It also lists phrases that can be used in performance reviews for areas such as attitude, creativity, decision-making, and problem-solving. Finally, it outlines the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. The document provides tools and guidance for conducting courtesy officer performance evaluations.
This document provides a job performance evaluation form for a promotions coordinator. It includes:
- Links to free resources for performance appraisals like phrases, forms, methods and key performance indicators.
- Sections for the evaluation form covering performance planning and review, rating performance factors, identifying strengths and areas for improvement, setting goals, and getting signatures to finalize the review.
- Example phrases for reviewing different aspects of performance like attitude, creativity, decision-making, and more.
The form and resources are intended to help structure a thorough performance evaluation for a promotions coordinator by rating their skills and setting goals for continued development.
This document provides information and resources for evaluating the performance of a senior consultant. It includes a 4-page job performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, areas for improvement, and signatures. It also lists phrases that can be used in a performance review for a senior consultant and describes the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. The resources are intended to help structure a thorough performance review process for a senior consultant.
This document provides information and resources for evaluating the performance of a reservations manager, including:
1. A 4-page job performance evaluation form with rating scales for evaluating various performance factors, sections for comments, objectives, and signatures.
2. Several links to free ebooks and resources on performance appraisal phrases, forms, methods, and key performance indicators (KPIs) for reservations managers.
3. Descriptions of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. Checklists and weighted checklists are also discussed.
This document provides information and resources for evaluating the performance of a field coordinator. It includes a 4-page sample performance evaluation form with rating scales for evaluating employees on various performance factors. It also lists phrases that can be used in a performance review for areas like attitude, decision-making, problem-solving, and teamwork. Finally, it outlines the top 12 methods that can be used for performance appraisal, such as management by objectives, critical incident method, and 360-degree feedback. The overall document serves as a guide for organizations on how to structure a formal performance evaluation process for field coordinators.
This document contains materials for evaluating the job performance of an assurance associate, including:
1) A 4-page performance evaluation form with ratings for various job criteria like administration, communication, teamwork, and decision making.
2) A list of 6 performance appraisal resources from a website.
3) 3 sections of performance review phrases for an assurance associate, focusing on attitudes, creativity/innovation, and decision making.
This document contains information about performance evaluation forms and methods for evaluating a dispatch coordinator's job performance. It includes a sample performance evaluation form with rating scales for evaluating an employee on various performance factors. It also lists the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. Sample phrases for performance reviews on topics like attitude, decision-making, problem-solving, and teamwork are also provided.
This document contains information about performance evaluation forms and methods for courtesy officers. It includes a sample performance evaluation form with sections for identifying employee information, rating performance factors, employee strengths and areas for improvement, and signatures. It also lists phrases that can be used in performance reviews for areas such as attitude, creativity, decision-making, and problem-solving. Finally, it outlines the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. The document provides tools and guidance for conducting courtesy officer performance evaluations.
This document provides a job performance evaluation form for a promotions coordinator. It includes:
- Links to free resources for performance appraisals like phrases, forms, methods and key performance indicators.
- Sections for the evaluation form covering performance planning and review, rating performance factors, identifying strengths and areas for improvement, setting goals, and getting signatures to finalize the review.
- Example phrases for reviewing different aspects of performance like attitude, creativity, decision-making, and more.
The form and resources are intended to help structure a thorough performance evaluation for a promotions coordinator by rating their skills and setting goals for continued development.
This document provides information and resources for evaluating the performance of a senior consultant. It includes a 4-page job performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, areas for improvement, and signatures. It also lists phrases that can be used in a performance review for a senior consultant and describes the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. The resources are intended to help structure a thorough performance review process for a senior consultant.
This document provides information and resources for evaluating the performance of a reservations manager, including:
1. A 4-page job performance evaluation form with rating scales for evaluating various performance factors, sections for comments, objectives, and signatures.
2. Several links to free ebooks and resources on performance appraisal phrases, forms, methods, and key performance indicators (KPIs) for reservations managers.
3. Descriptions of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. Checklists and weighted checklists are also discussed.
The document provides information on performance evaluation methods for associate managers. It discusses 12 methods including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, 360 degree appraisal, and checklist and weighted checklist method. For each method, it provides a definition and overview, as well as examples of advantages and disadvantages. The document aims to inform on different approaches that can be used to evaluate associate manager performance.
Training supervisor perfomance appraisal 2tonychoper1804
This document provides information and resources for training supervisor performance evaluations, including:
- A 4-page sample performance evaluation form with rating scales for evaluating various performance factors.
- Links to free eBooks and resources on performance appraisal phrases, forms, key performance indicators (KPIs), and tips for writing self-appraisals.
- Sections describing the top 12 methods for performance appraisal, including examples of phrases for evaluating skills like problem-solving, teamwork, and decision-making.
The document is intended as a comprehensive guide for supervisors to conduct effective, objective performance evaluations of training supervisors.
This document contains a job performance evaluation form for an OD specialist. It includes sections for evaluating an employee's performance, listing their strengths and areas for improvement, setting a plan for improved performance, and obtaining signatures from the employee and evaluators. It also provides examples of performance review phrases that could be used in evaluating an OD specialist's attitude, creativity/innovation, and decision-making skills.
This document provides information and resources for evaluating the job performance of a delivery coordinator. It includes a sample performance evaluation form spanning 8 pages with sections to rate performance factors, document employee strengths and areas for improvement, set a performance improvement plan, and obtain signatures. It also lists 12 common performance appraisal methods for delivery coordinators such as management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. Sample phrases are given to describe employee performance in areas like attitude, creativity, decision-making, and problem-solving.
This document provides information and resources for evaluating the job performance of a vetting officer, including:
- Links to free ebooks and forms for performance appraisals from performanceappraisal360.com.
- Sections for a vetting officer's job description, goals/objectives, key performance indicators, and self-appraisal.
- A sample multi-page performance evaluation form for a vetting officer, including ratings scales, evaluation criteria, employee strengths/accomplishments, areas for improvement, and signatures.
- Suggested phrases for evaluating a vetting officer's attitude, creativity, decision-making, interpersonal skills, problem-solving abilities, and teamwork in their performance review
This document provides a job performance evaluation form for an HRIS administrator. It includes:
- Sections to rate the administrator on various performance factors like administration, communication, decision making, and customer service using ratings of outstanding to unsatisfactory.
- Areas for listing the administrator's strengths, areas for improvement, and a plan of action.
- Sample phrases for evaluating the administrator's attitude, creativity, and decision making.
The form allows for a thorough annual review of the administrator's performance against their job description and objectives.
This document provides materials for evaluating the job performance of a litigation assistant, including:
- A form for conducting a performance review with ratings in various areas like administration, communication, decision-making, and customer service.
- Examples of positive and negative phrases to use in assessing an employee's attitude, creativity, and decision-making abilities.
- A section for documenting the employee's strengths, areas for improvement, and a plan of action.
- Instructions and definitions for using the evaluation form to rate and provide feedback on a litigation assistant's work.
This document contains a job performance evaluation form for a sponsorship coordinator. It includes sections to rate the coordinator's performance on various factors like administration, communication, teamwork, and decision making. It provides definitions for performance ratings of outstanding, exceeds expectations, meets expectations, below expectations, and unsatisfactory. The form also includes sections for noting the employee's strengths, areas for improvement, and developing a plan of action. The overall document provides a comprehensive template for evaluating a sponsorship coordinator's job performance.
This document contains materials for evaluating the performance of a brand consultant, including:
1) A 4-page job performance evaluation form with ratings for various performance factors and sections for comments.
2) Examples of performance review phrases for evaluating a brand consultant's attitude, creativity, decision-making, interpersonal skills, and other qualities.
3) An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
This document provides information and resources for evaluating the job performance of a general clerk, including:
1. A 4-page job performance evaluation form for a general clerk, with sections to rate their performance on factors like administration, communication, teamwork, and more.
2. Links to free eBooks and resources on performance appraisal phrases, forms, key performance indicators (KPIs), and tips for writing self-appraisals.
3. The full 8-page general clerk performance evaluation form, with performance rating definitions and sections to document employee strengths, areas for improvement, and signatures.
4. Examples of positive and negative performance review phrases for evaluating a general clerk's attitude, creativity,
The document provides information on performance evaluation methods for claims officers. It discusses 12 different methods including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, 360 degree appraisal, and checklist and weighted checklist method. For each method, it provides a definition, overview of the process, examples of how they are used to evaluate performance factors, and advantages or disadvantages. The document aims to outline useful approaches and considerations for evaluating the job performance of claims officers.
This document contains information related to performance evaluation forms and methods for commissioning managers. It includes a sample job performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also provides examples of performance review phrases for various factors like attitude, decision-making, problem-solving, and teamwork. Finally, it lists and describes the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. The document aims to provide useful resources and templates for evaluating commissioning manager performance.
This document contains materials for evaluating the performance of a sponsorship manager, including:
1) A 4-page job performance evaluation form with ratings for various performance factors like administration, communication, decision making, and an overall performance rating.
2) Examples of performance review phrases for evaluating a sponsorship manager's attitude, creativity, decision making, interpersonal skills, and other qualities.
3) An overview of the top 12 methods for sponsorship manager performance appraisal, including management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback.
MGT 421 SEU Management Evaluating Professional Credibility Questions.docx4934bk
This document discusses establishing credibility in business communications. It defines credibility as being trustworthy and how others perceive you. Credibility has three main components - competence, caring, and character. Competence involves knowledge and experience. Caring means understanding others' perspectives and developing a sense of community. Character centers around integrity, commitment, and ethical values. The document stresses that gaining credibility through these three components is important for effective business communications in today's environment of eroding trust.
The document discusses behavioral interviewing as a more effective pre-employment assessment method than traditional interviews. It provides tips for structuring behavioral interviews, including determining critical competencies, developing behavioral questions, evaluating answers using the STAR method, and taking structured notes. Behavioral interviews focus on real examples of a candidate's past performance and behavior, rather than hypothetical responses. This improves the chances of selecting the best candidates.
The document provides information on performance evaluation methods for associate managers. It discusses 12 methods including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, 360 degree appraisal, and checklist and weighted checklist method. For each method, it provides a definition and overview, as well as examples of advantages and disadvantages. The document aims to inform on different approaches that can be used to evaluate associate manager performance.
Training supervisor perfomance appraisal 2tonychoper1804
This document provides information and resources for training supervisor performance evaluations, including:
- A 4-page sample performance evaluation form with rating scales for evaluating various performance factors.
- Links to free eBooks and resources on performance appraisal phrases, forms, key performance indicators (KPIs), and tips for writing self-appraisals.
- Sections describing the top 12 methods for performance appraisal, including examples of phrases for evaluating skills like problem-solving, teamwork, and decision-making.
The document is intended as a comprehensive guide for supervisors to conduct effective, objective performance evaluations of training supervisors.
This document contains a job performance evaluation form for an OD specialist. It includes sections for evaluating an employee's performance, listing their strengths and areas for improvement, setting a plan for improved performance, and obtaining signatures from the employee and evaluators. It also provides examples of performance review phrases that could be used in evaluating an OD specialist's attitude, creativity/innovation, and decision-making skills.
This document provides information and resources for evaluating the job performance of a delivery coordinator. It includes a sample performance evaluation form spanning 8 pages with sections to rate performance factors, document employee strengths and areas for improvement, set a performance improvement plan, and obtain signatures. It also lists 12 common performance appraisal methods for delivery coordinators such as management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. Sample phrases are given to describe employee performance in areas like attitude, creativity, decision-making, and problem-solving.
This document provides information and resources for evaluating the job performance of a vetting officer, including:
- Links to free ebooks and forms for performance appraisals from performanceappraisal360.com.
- Sections for a vetting officer's job description, goals/objectives, key performance indicators, and self-appraisal.
- A sample multi-page performance evaluation form for a vetting officer, including ratings scales, evaluation criteria, employee strengths/accomplishments, areas for improvement, and signatures.
- Suggested phrases for evaluating a vetting officer's attitude, creativity, decision-making, interpersonal skills, problem-solving abilities, and teamwork in their performance review
This document provides a job performance evaluation form for an HRIS administrator. It includes:
- Sections to rate the administrator on various performance factors like administration, communication, decision making, and customer service using ratings of outstanding to unsatisfactory.
- Areas for listing the administrator's strengths, areas for improvement, and a plan of action.
- Sample phrases for evaluating the administrator's attitude, creativity, and decision making.
The form allows for a thorough annual review of the administrator's performance against their job description and objectives.
This document provides materials for evaluating the job performance of a litigation assistant, including:
- A form for conducting a performance review with ratings in various areas like administration, communication, decision-making, and customer service.
- Examples of positive and negative phrases to use in assessing an employee's attitude, creativity, and decision-making abilities.
- A section for documenting the employee's strengths, areas for improvement, and a plan of action.
- Instructions and definitions for using the evaluation form to rate and provide feedback on a litigation assistant's work.
This document contains a job performance evaluation form for a sponsorship coordinator. It includes sections to rate the coordinator's performance on various factors like administration, communication, teamwork, and decision making. It provides definitions for performance ratings of outstanding, exceeds expectations, meets expectations, below expectations, and unsatisfactory. The form also includes sections for noting the employee's strengths, areas for improvement, and developing a plan of action. The overall document provides a comprehensive template for evaluating a sponsorship coordinator's job performance.
This document contains materials for evaluating the performance of a brand consultant, including:
1) A 4-page job performance evaluation form with ratings for various performance factors and sections for comments.
2) Examples of performance review phrases for evaluating a brand consultant's attitude, creativity, decision-making, interpersonal skills, and other qualities.
3) An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
This document provides information and resources for evaluating the job performance of a general clerk, including:
1. A 4-page job performance evaluation form for a general clerk, with sections to rate their performance on factors like administration, communication, teamwork, and more.
2. Links to free eBooks and resources on performance appraisal phrases, forms, key performance indicators (KPIs), and tips for writing self-appraisals.
3. The full 8-page general clerk performance evaluation form, with performance rating definitions and sections to document employee strengths, areas for improvement, and signatures.
4. Examples of positive and negative performance review phrases for evaluating a general clerk's attitude, creativity,
The document provides information on performance evaluation methods for claims officers. It discusses 12 different methods including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, 360 degree appraisal, and checklist and weighted checklist method. For each method, it provides a definition, overview of the process, examples of how they are used to evaluate performance factors, and advantages or disadvantages. The document aims to outline useful approaches and considerations for evaluating the job performance of claims officers.
This document contains information related to performance evaluation forms and methods for commissioning managers. It includes a sample job performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also provides examples of performance review phrases for various factors like attitude, decision-making, problem-solving, and teamwork. Finally, it lists and describes the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. The document aims to provide useful resources and templates for evaluating commissioning manager performance.
This document contains materials for evaluating the performance of a sponsorship manager, including:
1) A 4-page job performance evaluation form with ratings for various performance factors like administration, communication, decision making, and an overall performance rating.
2) Examples of performance review phrases for evaluating a sponsorship manager's attitude, creativity, decision making, interpersonal skills, and other qualities.
3) An overview of the top 12 methods for sponsorship manager performance appraisal, including management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback.
MGT 421 SEU Management Evaluating Professional Credibility Questions.docx4934bk
This document discusses establishing credibility in business communications. It defines credibility as being trustworthy and how others perceive you. Credibility has three main components - competence, caring, and character. Competence involves knowledge and experience. Caring means understanding others' perspectives and developing a sense of community. Character centers around integrity, commitment, and ethical values. The document stresses that gaining credibility through these three components is important for effective business communications in today's environment of eroding trust.
The document discusses behavioral interviewing as a more effective pre-employment assessment method than traditional interviews. It provides tips for structuring behavioral interviews, including determining critical competencies, developing behavioral questions, evaluating answers using the STAR method, and taking structured notes. Behavioral interviews focus on real examples of a candidate's past performance and behavior, rather than hypothetical responses. This improves the chances of selecting the best candidates.
Behavioral interviewing is a more accurate pre-employment assessment technique than traditional interviews. It focuses on evaluating a candidate's concrete examples of past behaviors and experiences rather than hypothetical questions or personal opinions. The summary evaluates candidates based on how their responses illustrate competencies critical for the job like communication, problem-solving, leadership, and teamwork. By using behavioral questions and evaluating responses systematically, hiring managers can better predict future job performance and reduce turnover related to poor hiring decisions.
Resilience Resilience is not only needed in the business wor.docxaudeleypearl
Resilience
Resilience is not only needed in the business world but in all areas of life. In “Developing Resilience—The
Most Important Soft Skills for Hard Times, Maree Harris, Phd. (n.d.) states, “Resilience is usually
associated with the ability to bounce back up after being knocked down, with responding positively and
proactively to any adversity”. In order to cultivate resilience, individuals must also possess or develop a
variety of other soft skills. Resilient people are able to see the worst tragedies and failures as challenges
to overcome and are able to use a growth mindset to overcome them. They are able to keep a positive
attitude about the situation and are able to see failure as lessons.
We often see those that we most admire as having resilience. For example, according to The
Academy of Achievement (n.d.), Oprah Winfrey overcame a childhood of poverty, abuse and racism, as
well as numerous career setbacks. Many individuals experience any one of Winfrey’s challenges but
because she possessed and continued to develop her resilience, she became the most successful black
woman in modern history. Those in the business world can learn from Winfrey and others like her that
they must find ways to come back from even the cruelest setback. Resilience is key in all areas of career
success, for job seekers as well as those looking to advance in their organization.
A resilient job seeker gains strength from receiving a rejection letter. They will use the information given
by the potential employer as a learning tool for the next application process and interview. They are able
to “bounce back” by seeing the experience as informative and strengthening, rather than defeating. In
“Resilience--Fall Seven Times, Stand up Eight,” Lei Han (n.d.) writes, “More than half of the battle in a job
search is actually the emotional aspect--thinking positive, staying in action, and ‘standing up’ when you
feel ‘knocked down’ by the lack of results”. Not getting hired by employers whom one wishes to work for
may cause one to question one’s own abilities and qualifications an/or perhaps how one is presenting
these abilities and qualifications, but a resilient individual will use that questioning process to return to the
job market as a stronger, more aware candidate A resilient job seeker will use each rejection as an
opportunity to build his or her “brand”.
When an individual finally does get hired by an organization, he or she must demonstrate resilience in
order to be successful in their career in that organization and beyond. In an advertising agency , for
example, an employee may be given a new client and may spend days developing an ad campaign only
to have the client reject the campaign or only to find that the campaign failed miserably. In this case, the
employee must be highly resilient must immediately begin redesigning the campaign so as to keep this
client’s business and to show their supervisor that they can ...
Studies show that giving and receiving criticism is one of the most difficult interpersonal skills. Being able to accept and give criticism that is focused on the behaviour and not the person is a key ingredient for success. This session covers several strategies and techniques to build confidence to separate emotion from the situation of receiving or giving constructive criticism.
Everything you need to know about Exit InterviewsBrent Spilkin
The document discusses the value of exit interviews from an entrepreneur's perspective. It notes that exit interviews, when conducted respectfully and non-confrontationally, can provide valuable insights about what is going well and areas for improvement at a company by eliciting candid feedback from departing employees. The entrepreneur advocates that CEOs conduct exit interviews themselves with all exiting staff until the company grows too large, at which point senior leadership should take over the responsibility.
The document discusses the importance of ownership and accountability in level three evaluation of learning programs. It identifies key factors at the individual, team, manager, and organizational levels that promote accountability. These include learning contracts, professional development plans, peer support, and assessing learner readiness. The document also provides a personal accountability assessment and discusses best practices for encouraging accountability, such as personal action plans and 360 accountability reviews.
Interviewing is a crucial part of the hiring process for both organizations and candidates for three main reasons:
1. Interviews help assess a candidate's strengths, weaknesses, and suitability for a job in order to make the best hiring decisions.
2. Both the organization and candidate have a lot to lose if an improper match is made due to an ineffective interview.
3. Factors like unstructured interviews, personal bias, closed-ended questions, and poor listening can undermine the goal of eliciting meaningful information to evaluate candidates. Proper job analysis and planning is needed to conduct effective interviews.
The document discusses several topics related to effective multidisciplinary teamwork and communication, including team composition and dynamics, stages of group development, personality types, leadership styles, and strategies for assertive behavior and handling conflict.
The document discusses several topics related to effective multidisciplinary teamwork and communication, including team composition and dynamics, stages of group development, personality types, leadership styles, and strategies for assertive behavior and handling conflict.
This document outlines a 4-step approach to help individuals shape their lives according to their values over 3 years. The steps include: 1) Identifying talents and top values; 2) Assessing current satisfaction levels; 3) Analyzing opportunities for improvement; and 4) Implementing and following up on actions. The goal is to help people live more fulfilling lives by aligning their actions with who they truly are and what matters most to them.
The document discusses key skills that employers look for in new hires and interns, including leadership, problem-solving, communication, and a positive attitude. It emphasizes being able to provide concrete examples of demonstrating skills using the CAR (Context-Action-Result) method. The document also provides tips for developing an effective interview strategy, such as preparing for different interview types and focusing on selling your accomplishments. Overall, the document advises interviewees to know themselves and the company, and communicate their strengths, interest, and enthusiasm during interviews to successfully "sell" themselves for the position.
BUS 371Fall 2014Final Exam – Essay65 pointsDue Monda.docxhartrobert670
BUS 371
Fall 2014
Final Exam – Essay
65 points
Due: Monday, December 9 at 11:59 p.m. EST (Blackboard submission)
Directions:
Part One (this part) of your final exam is to be just that – yours! I expect you will work independently of your classmates to complete the exam.
As always in BUS 371, your grade will be affected by the quality of your writing – clarity, spelling, grammar, syntax, etc.
1. How has this course changed your view and/or understanding of management and its role in contemporary organizations? In your answer, compare your understanding/perception of management at the beginning of the class with your current understanding/perception. Be specific and honest. (10 points)
2. Would you describe your experience with your class team in BUS 371 as better than most of your experiences with previous class teams, about the same as most of your experiences with previous class teams, or worse than most of your experiences with previous class teams? Be specific and explain what happened with your team for you to form your impression. (10 points)
Depending on your answer to question 2, you will answer EITHER question 3 or question 4.
3. If your experience with your class team was better than most of your experiences with previous class teams, what do you think contributed to the positive experience? From what you’ve learned in BUS 371 this semester, what can you do, as an individual student, in future class (and workplace) teams to contribute to their success? Be specific in your answer. (If your experience with your class team in BUS 371 this semester was about the same or worse than your previous experiences with class teams, skip this question and answer question 4.) Be specific in your answer, referring to course material as appropriate. (10 points)
4. If your experience with your class team was about the same or worse than your experiences with previous class teams, what can you do, as an individual student, in future class (and workplace) teams to increase their success? Be specific in your answer, referring to course material as appropriate. (10 points)
5. What do you consider to be your most important “take aways” from this course? In other words, what concepts and/or ideas have you found most interesting? What elements of the course do think will be most likely to be useful to you when you become a manager?
NOTE: Be sure to include both what you’ve found most interesting and most likely to be useful from the course. (10 points)
6. Define, compare and contrast content, process and reinforcement theories of motivation, giving and explaining an example of each. How could a manager apply each of the theories in the workplace? Your answer should be specific and clearly demonstrate your understanding of these motivation theories and their application. (25 points)
feedback for group work:
Business 371 - Fall 2014
Individual Assignment Five
Peer Assessment – Round Two
Due: Friday, December 5 (submitted i ...
In this file, you can ref useful information about performance appraisal videos such as performance appraisal videos methods, performance appraisal videos tips
This survey aims to understand the workplace preferences and characteristics of Generation Y individuals (born 1981-1994). It asks about their educational background, important job attributes, preferred mentor type, and level of agreement with statements about adaptability, communication, work hours, rewards, and reasons for staying with or leaving their current employer. Responses will be kept confidential.
We, at The TEAM Approach, provide this template to clients using 20/20Insight as a 360 feedback tool. It is personalized each time with screen shots showing the actual scales, etc. used in the client project.
This 360-degree feedback report provides John Anderson with feedback from surveys completed by himself, his manager, direct reports, peers, and others. The report is organized into 5 sections that provide an introduction, competency profiles and ratings, highest and lowest rated items, and comparisons between respondent groups. The highest rated competencies for John were Adaptability, Personal Drive, Analyzing Problems & Making Decisions, Planning and Organizing, and Customer Focus. Respondents noted John's greatest strengths as being optimistic, resilient, flexible to change, goal-oriented, and maintaining confidentiality. The report aims to provide insights for John to enhance his effectiveness through identifying development opportunities.
Spare parts interpreter performance appraisaledglarmohamed
This document provides information and materials for evaluating the performance of a spare parts interpreter, including:
1. A sample job performance evaluation form with ratings, factors, and sections for comments.
2. Examples of performance review phrases for various factors like attitude, creativity, decision-making, and teamwork.
3. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident method, and 360 degree feedback.
This document provides information and resources for evaluating the job performance of an ERp specialist. It includes:
- Links to free eBooks and forms for performance appraisals.
- Sections for documenting an ERp specialist's goals, key performance indicators, self-appraisal, and a performance review.
- A form for rating an ERp specialist's performance on factors like administration, knowledge, communication, and more. It provides space for commenting on their strengths, areas for improvement, and a review of their job description.
- Examples of phrases for evaluating an ERp specialist's attitude, creativity, decision-making, interpersonal skills, problem-solving, teamwork and other skills.
This document provides guidance for conducting employee performance reviews. It outlines how to prepare for the review meeting by considering the employee's performance requirements, conditions, efforts, and accomplishments. It also discusses how to structure the meeting by setting an agenda, presenting performance information and feedback, discussing the performance rating, and putting together an action plan. The key aspects of an effective review meeting are presenting factual information, focusing on performance not personal issues, engaging the employee in discussion, and gaining their acceptance of the review outcome.
Similar to Recruiting Performance Self Assessment Guide 26 02 10 (20)
This document summarizes three case studies conducted by Gorham & Partners regarding nickel market and product strategies. The case studies evaluated: 1) product and commercialization options for nickel and cobalt from the Alpha mine, 2) product options for laterite nickel from the Sigma mine, and 3) Gorham & Partners' work assisting mining companies with strategic questions like securing finance and alternative paths to funding. The summaries included market analyses, customer interviews, pricing forecasts, and recommendations.
The document discusses findings from Accenture's survey of US personal lines insurance consumers. Key findings include:
1) While online channels are important for information gathering, agents remain the most popular choice for obtaining quotes and purchasing policies, showing consumers prefer a multi-channel approach.
2) Price is the most important factor but not the only one - consumers also value advice, quality, and variety of policies. Over a third are willing to pay for personalized advice.
3) Younger consumers place higher value on advice, though age alone does not determine channel preferences.
4) The survey identified five main customer segments that require tailored marketing, sales, and service strategies to meet their distinct needs and preferences.
5
The aluminum industry ceo agenda 2013 - by BCGJPStrategy
The aluminum industry crisis was caused primarily by oversupply driven by China's rapid expansion of aluminum production capacity. Between 2000-2012, Chinese aluminum demand grew at nearly 16% annually, accounting for 45% of global demand, while demand outside China grew just over 1% annually. However, the industry failed to predict the scale of China's production increases, which led to a global oversupply. As Chinese aluminum remained self-sufficient and inventories grew, prices remained low despite strong overall demand growth. The crisis reflects a long-term structural change of China's dominance in production that has depressed prices industry-wide.
This document provides an assessment criteria for internships at a leading strategy consultancy. It evaluates interns on 6 areas: written communication, oral communication, structuring and managing work, thought leadership, building relationships, and self development. Within each area, it lists several skills and strengths that interns will be assessed on, such as generating hypotheses, having logical frameworks, building productive relationships, and actively seeking feedback.
Consulting involves identifying, diagnosing, and solving business problems for clients. The top consulting firms like McKinsey, BCG, and Bain recruit highly selective graduates and work on a wide range of strategic projects across industries. While consulting offers attractive opportunities, the work is demanding and fast-paced, requiring extensive travel and long hours. Thorough research is needed to understand the different consulting firms and segments to determine the best fit.
The Summer Consulting Team at London Business School selects top MBA students each year to provide cost-effective solutions to complex business problems using analytical tools and project management techniques. The diverse 6-member team has extensive international experience across industries and can undertake projects in areas such as strategy, operations, and marketing. Previous clients have included Allianz, BP, J&J, and Virgin Management.
Making The Most Of Your Consulting Internship 2012JPStrategy
This document provides guidance for students completing summer internships. It emphasizes demonstrating strong work ethic, seeking challenges to learn new skills, and networking within the company. Interns are advised to scope projects thoroughly, identify mentors, provide and seek feedback, and represent their school positively. Producing quality work and impressing employers is key, as internships serve as extended interviews for full-time roles. Overall, interns should aim to gain practical experience and determine if the company is a good long-term fit.
The document provides tips and advice for summer interns. It suggests interns should be confident, communicate and ask for help, and make full use of firm resources. Interns should get to know as many people as possible and stay flexible as no case is typical. Focus on making a good impression, engaging fully, and taking initiative. Technical skills like Excel, PowerPoint, and storytelling with slides are important. Relationships, feedback, and fit with consulting are factors in receiving offers.
Citizens Are You Being Served Tcm80 92110JPStrategy
The document discusses principles for transforming government services to better serve citizens. It outlines 5 key principles from examples of innovative governments: 1) recognize that a one-size-fits-all approach does not work and services must be tailored to different citizen segments, 2) adopt an open approach to service delivery, 3) address the underlying drivers of complexity in government systems, 4) promote bold innovative efforts to improve services, and 5) learn from examples of transformative reform like Australia's approach to citizen services. The overall goal is to improve low citizen satisfaction by making services more accessible, convenient and effective.
Here are some tips for filling this out:
- Focus on strengths you can evidence with specific examples
- Consider strengths that are differentiated vs. your peers
- Rank order your top strengths based on importance to recruiters
- Leave blanks for areas you need to develop further
The goal is to identify the most compelling strengths to highlight that set you apart. This forms the basis of your personal brand.
The document provides feedback on a problem solving workshop for MBA students. It summarizes the following key points:
1) The workshop was an introductory session run by Booz & Co to introduce students to case interviews and a 4-stage problem solving process.
2) Feedback was overall positive, though some areas for improvement were identified like adding breaks, better communication of goals/logistics, and ensuring all facilitators are well-prepared.
3) When asked for suggestions, some students said to include more practice cases while others felt the content and timing was good as-is. The event provides a helpful intro to case interviews but has limitations due to its short duration and scale.
The document summarizes feedback from an MBA consulting curriculum presentation on practical tools and techniques for case interviews. Key points include:
- The 90-minute presentation focused on problem solving approaches due to scheduling changes and ran short on time.
- Most students would recommend the presentation but wanted more time to go through the content and ask questions.
- Suggestions for future events included allocating a longer time slot or reducing content to allow for more interaction.
- Students found the format and content excellent but wanted more industry-specific examples and frameworks discussed.
Creative Problem Solving Practical Tools FinalJPStrategy
This document outlines the consulting skills programme for MBAs, including introductory and advanced sessions on problem solving for case interviews, with the goal of mastering the case interview process. It provides an overview of the timeline and content for the various workshops covering frameworks, practice cases, recalls, and mock interviews to help students prepare for summer internships and full-time roles in consulting. Recommendations are given for independent practice and resources available online to help strengthen case interview skills.
The Boston Consulting Group's report finds that while the global financial crisis has been painful for corporate banking, it has also created opportunities for those who can adapt. The report identifies several megatrends that will shape the future landscape, such as globalization, technological changes, and new regulations. To succeed, the top banks are building premium client relationships, enhancing risk management, improving transaction banking capabilities, and developing next-generation operating models with end-to-end transparency. Banks that can leverage these dynamics may deepen their competitive advantage over weaker rivals in the coming years.
The document summarizes key trends in the global retail banking industry and strategies for banks to achieve operational excellence and high levels of customer excellence. It finds that banks have faced significant financial stress due to the crisis but that the industry is recovering. It argues that to succeed, banks must streamline operations, improve processes, and focus on sales and service to customers across channels. Banks that invest in truly understanding customer needs and supporting them will strengthen relationships and drive greater profitability.
The document provides feedback on two introductory consulting career presentations given to MBA students. Some key points:
- The format of circulating pre-reading materials and having an interactive Q&A session worked well, though some wanted more/less information.
- There was confusion over the split themes of one presentation being for "undecided" students and the other for "committed" students.
- Logistics like tight scheduling, venue issues, and timetable clashes caused problems.
- The presenter was praised as inspiring and informative, but could improve time management.
- Most students would recommend the events, but some improvements were suggested around content, organization, and addressing a range of experience levels
The document provides feedback from a quantitative survey on a presentation called "Problem Solving for Case Interviews" given to MiM Consulting students.
98% of respondents would strongly recommend the presentation. Comments praised the presenter for covering useful case interview techniques in a comprehensive yet timed manner, despite constraints of the large class size. However, some felt more time for questions or depth would have been beneficial. Overall, respondents found the presentation very helpful for understanding case interviews, with one commenting it was "another league compared with How to Interview... Finance."
1. Consulting Careers
‘Performance in On Campus Recruitment’
Self-Assessment Guide
Introduction
Applied to consulting firms during their on campus recruitment campaigns, but were
disappointed with the outcome?
Use this tool to assess your performance and determine what wrong and what you need to
work on if you still want to apply for consulting jobs. This guide aims to assist you to think
deeply about your performance, your strengths and weaknesses. That process will only be
as good as you are honest with yourself. Remember, your calibration should be against the
competition – your peers/colleagues who also applied to those firms.
I hope you find it a useful and structured approach to the question, and would encourage
you to work through it on your own in the first instance, and then get input from people that
either know you well or are experts/experienced in the recruiting process.
The framework is a more or less MECE breakdown of your milkround performance:
1. Experience Do you have the right professional and academic
experience?
2. CV and cover letter Did you reflect your full potential value?
3. Case interviews Did you reflect your problem-solving ability?
4. Fit interviews Did you showcase adequately other attributes?
5. Application strategy Did you apply to the right firms, offices?
J-P Martins, Associate Director Consulting Careers 1
www.problemssolved.org
2. Summary
Come back to fill in this table once you’ve worked your way through this guide!
Assessment factors Score
Experience
CV and cover letter
Case interviews
Fit interviews
Application strategy
Score each factor from 1 to 5
1 Very strong
2 Strong
3 Neither weak nor strong
4 Weak
5 Very weak
The key actions I need to take as a result of this assessment are:
1. ________________________________________________
________________________________________________
2. ________________________________________________
________________________________________________
3. ________________________________________________
________________________________________________
J-P Martins, Associate Director Consulting Careers 2
www.problemssolved.org
3. 1. Experience
The quality of your application will not matter if your professional and academic
experience does not match what the recruiting firm is looking for.
This may be as simple as ‘too little’ or ‘too much’ work experience – the strategy
consulting ‘sweet spot’ for MBA entry level is 3-5 years with fast-track
promotion/achievement record.
For a detailed and more robust evaluation of experience, please see the
accompanying guide “Strategy Consulting CV Self-Assessment Tool”.
Do you have the right professional and academic experience?
Score your experience1:
Factor Score
Academic Out of 4…
Professional Out of 4…
‘Other’ Out of 2…
Total Out of 10…
If you score fewer than 8 out of 10, you may find it very hard to get consulting offers.
You will need to think very carefully about which firms and offices you apply to in
order to maximise your chances (leveraging your strengths and experiences relative
to the competition).
You will also need to think carefully about whether you have the options to boost your
experiences in key areas and how much effort to put into that (eg your academic
performance, or alternative professional experiences, or stand-out personal travel,
sporting or other accomplishments).
1
Please see London Business School Consulting Careers ‘Strategy Consulting CV Self-
Assessment Tool for detailed guidance
J-P Martins, Associate Director Consulting Careers 3
www.problemssolved.org
4. 2. CV and cover letter
The aim of the CV and cover letter (and application form if there was one) is to get
you an interview. For marginal interview performances, they may swing you into
second round, but it’s unlikely. If you didn’t get shortlisted for interview then,
probably, you slipped up either here or in your Application Strategy2.
Did you reflect your full potential value?
Score your CV and cover letters
Assessment factors Score
My CV and/or cover letter was badly written (spelling mistakes, bad
English, copying information straight from their website)
I undersold my achievements (eg technical CVs that don’t translate)
I need a brand name on my CV
I need international exposure
I just don’t have the experience they’re looking for3
Overall
Score each factor from 1 to 5
5 Agree strongly (ie I was very weak
on this dimension)
4 Agree
3 Neither agree nor disagree
2 Disagree
1 Disagree strongly (ie I was very
2
See “Application Strategy” on pp. 7-8 strong on this dimension)
3
See “Experience” on previous page
J-P Martins, Associate Director Consulting Careers 4
www.problemssolved.org
5. Case interviews
Consultants use tests, case interviews and similar exercises to assess problem-
solving skills – shorthand for ‘smarts’.
Did you reflect your problem-solving ability?
Score your problem solving performance
Assessment factors Score
I didn’t do enough practice (case interviews, case book)
I forced inappropriate frameworks on the problem or used standard
frameworks and was too nervous to deviate from them
I’m weak on the financials/maths
I’m reluctant to stick my neck out – state a point of view
I practised a lot but I can’t seem to get it
Overall
Score each factor from 1 to 5
5 Agree strongly (ie I was very weak
on this dimension)
4 Agree
3 Neither agree nor disagree
2 Disagree
1 Disagree strongly (ie I was very
strong on this dimension)
J-P Martins, Associate Director Consulting Careers 5
www.problemssolved.org
6. Fit interviews
Consultants use fit questions (and case interviews!) to look for other key success
attributes – ‘smarts’ plus…
Score each factor from 1 to 5
Drive
5 Agree strongly (ie I was very weak
Motivation
on this dimension)
Credibility
4 Agree
Likeability
3 Neither agree nor disagree
‘Spark’
2 Disagree
Did you showcase these attributes?
1 Disagree strongly (ie I was very
strong on this dimension)
Score your ‘fit’ performance
Assessment factors Score
I didn’t put enough work in before the interview, developing clear and
compelling examples demonstrating eg leadership, teamwork etc
I focused too much on work experience examples and didn’t highlight
my extra-curricular experience
I haven’t had enough leadership experience
I came across as too arrogant/not confident enough/etc
I just didn’t feel that I fit with their culture
Overall
J-P Martins, Associate Director Consulting Careers 6
www.problemssolved.org
7. Application strategy
Did you apply just to all top tier strategy houses?
Not even all of those?
Are you better suited to others?
You can ‘boost’ your hirability, or you can ‘wreck’ it, depending on to whom and
where you apply. With all of the following exceptions, you need to really understand
your potential strengths and weaknesses as well as the demands of the particular
recruiters to whom you are thinking of applying.
Languages
You must meet the language requirements of the firms/offices for which you are
applying. In a region, especially in Europe, firms without widespread office networks
in particular will value fluency in numerous regional languages (ie in Europe –
European languages).
Geographic ‘connection’
Increasingly, firms are seeking strong geographic connection with the offices to which
you apply. This means either being a national, or having lived and worked in the
country for a substantial period previously. Specific requirements vary greatly, by
recruiter and country. A good guideline is McKinsey’s stated general policy (even
they make exceptions though): if you were educated in a country, you need at least 1
year’s experience working there. If you were not educated in a country, you need 2.
Sector or functional specialisation
Too many to mention, but examples of experiences that are highly sought after by
recent recruiters from London Business School include:
Defence
Public Sector
Aerospace
Pharmaceuticals
Telecommunications
Supply chain
Lean/operations improvement
Sales and marketing
Previous consulting experience
This is nearly irrelevant to most strategy consulting recruiters. However some, in
particular smaller, firms may place particularly high value on previous consulting
experience.
J-P Martins, Associate Director Consulting Careers 7
www.problemssolved.org
8. Did you apply to the wrong firms/offices?
Score your application strategy
Assessment factors Score
Their work is very financial/analytical/…[insert style] and that is not my
strength
I applied to the London/Moscow/…[insert location] office and my
written English/Russian/…[insert language] is not fluent enough…I’d
increase my chances by applying to my home office next time
I applied to the London/Moscow/…[insert location] office but do not
have enough work experience or a strong enough connection with the
country
I don’t think I fit their culture…we just didn’t click
I didn’t put enough work into thinking about ‘why them?’ and ‘why their
firm would want me’
I didn’t spread the risk enough, given market conditions
Overall
Score each factor from 1 to 5
5 Agree strongly (ie I was very weak
on this dimension)
4 Agree
3 Neither agree nor disagree
2 Disagree
1 Disagree strongly (ie I was very
strong on this dimension)
J-P Martins, Associate Director Consulting Careers 8
www.problemssolved.org