Research
SMART goals and other goal setting strategies in the University Library and
review
the "Making SMART Goals Smarter" article located in the
Week 5 Electronic Reserve Readings
.
Refer
to the stages of coaching and mentoring found on pg. 18 of
Student-Centered Coaching
.
Design
a professional learning opportunity for coaches of teachers who need to implement effective instruction in order to meet their students' needs.
Create
an 8- to 10-slide presentation for your professional learning opportunity, in which you address the following:
Identify three possible target areas in which growth may be warranted and provide justification for each area selected.
Write three goals for each target area--two SMART goals and one goal using another goal setting strategy that you discovered.
List strategies for fostering awareness, modeling, and providing motivation during the stages of coaching and mentoring.
Discuss professional learning communities and explain how you might incorporate them as a coach or mentor.
Include
speaker notes, APA-formatted in-text citations, and a reference slide.
Week 5 - readings
Making SMART Goals Smarter Goal-setting In this article… Study the differences between goals and objectives and get some valuable insights on how to use SMART goals in a health care organization. A critical role of leadership is goal setting.1 As our health care system continues to evolve, physician executives will be called upon to play increasingly proactive roles in formulating appropriate goals for their respective health care organizations (HCOs). With what looks like a major perspective shift from provider-driven volume to consumer-driven value,2-4 physician leaders will be entrusted with the responsibility of ensuring high standards of care throughout the extended process of resource realignment. How well they are able to formulate effective goals will have, no doubt, a major influence on the future success of their respective HCOs. In times of system turbulence, goal initiation is usually a far better alternative than goal response. It should be noted initially that, as popular as the concept of SMART goals has become in recent years, it is also somewhat of a misnomer. The terms goals, sub-goals, and objectives are often used interchangeably, which has often been the source of unnecessary confusion, and as goal-setting theory continues to develop as a useful body of knowledge, related application benefits can be markedly improved when their differences are more clearly understood. Together with an HCO’s mission, vision, strategies and tactics, goals and objectives serve as the foundation elements for most major programmatic initiatives. An organization’s mission is basically its reason for being. Its vision describes where it wants to be in the future, and its values are a statement of the principles that form its moral foundation.5 Collectively, they are the basis for devising the supporting goals and object.
1
ASSIGNMENT 3
ASSIGNMENT 3 2
Assignment 3
Motivation is key for the success of a company as it facilitates the attainment of the company goals and initiatives. It is the responsibilities of managers to induce motivation with the purpose of giving the company direction. The creation of a mission driven organization is a way of motivating employees. In international organizations, task-driven organizations enable employees to align their goals with the goals stated by the organization. Factors such as fostering career development and the promotion of personal growth are ideal for the growth of the company. The application of award recognition is a recommendable practice that focuses on positive idea alignment. It recognizes the efforts of the employees in the required spectrum by specifying on the basic needs that needs to be attained. However, the plan will face various risks, such as cultural differences, unnecessary competition between employees, and increased conflict. Performing a risk analysis is very suitable for this situation.
The existence of unnecessary competition is an expected risk that can be identified with the motivation program. The application of the award on performance as a way of motivation is an effective tool but has existing setbacks such as increased competition among employees. Ccontinual competition leads to the creation of unhealthy competition that later turns out to be rivalry. The practive can occur between departments and individual employees. This may cause them to adopt unfair practices to negatively affect the organization's better performance (Hidayah & Windijarto, 2018). On the other hand, the unnecessary competition leads to the rise of conflict amongst employees. This would make the organization to focus more on the conflict and competition and shifting its focus away from its goals and performance.
Cultural difference is a key risk associated with the practice based on the different environment that the company experiences. The culture in East Asia is not the same one in Europe and the United States. This issue is a factor that the company is likely to go through on a regular basis. The motivational approach that may apply in the Middle East may not apply in Africa making it a major risk that the company needs to assess (Hopkins, 2016). This factor is mainly related to religion and morality, and it is believed that certain employees from the region may have it. The identification of the factor as a key risk plays an important part in ensuring that cultural variations are given a broader thought as they make all the motivational methods that were identified to be practically ineffective.
Cultural differences create a key impact in the effectiveness of the motivational approaches that I would apply in the dimensional company setting. The integration of the multicultural themes can prove to be difficult based on the different cultural stereotypes that may exist. These factors create difficulties ...
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
Running head STRATEGIC MANAGEMENT REPORT – FM SPECIALIZATIONSTR.docxjeanettehully
Running head: STRATEGIC MANAGEMENT REPORT – FM SPECIALIZATION
STRATEGIC MANAGEMENT REPORT – FM SPEACIALIZATION 5
Strategic Management Report – FM Specialization
Deirdre Drafton
University of Maryland University College
MGMT 670, 13 October 2019
Strategic Management Report – FM Specialization
In order to examine whether strategic management is a vital subject matter for a management degree program, with a specialization in financial management, there are some factors to consider. Strategic management is the management of an organization’s resources to achieve its goals and objectives, which involves setting objectives, analyzing the competitive environment, analyzing the internal organization, evaluating strategies, and ensuring that management rolls out the strategies across the organization (Kenton, 2019b). Trying to obtain a management degree should require coursework that develops management skills, which includes strategic management. Since strategic management is organizationally focused, taking a course would provide a practical framework that establishes and supports management practices, to boost leadership skills and provide credibility in whatever managerial or financial position.
Strategic management incorporates various functions within an organization, as a whole, to ensure those areas work well together. An individual can see the benefit of learning the wide-ranging position of an organization for greater understanding of how a financial position fits into the entire organizational plan and how it is co-related to other organizational members. With this added knowledge, employees become more responsible, committed and content because of feeling connected with each organizational task. Strategic management ensures current, up-to-date knowledge of business growth strategies and strategic planning tools. Also providing an opportunity to observe personal leadership styles and effectiveness. Financial management, as a specialization, has the same foundational cornerstones as strategic management, just with a greater financial aspect.
The best direction for a strategic management course would be to actually have case studies that require analysis and dissection, vice generating continuous informational reports every other week. Being able to look at an actual case-based scenario and implement strategic thinking/management skills would greatly develop an individual’s long-term goal of understanding organizational strategy. Some positions require risk, problem solving and quick, critical thinking, and strategic management helps individuals make better decisions toward success, both personally and professionally. Having a financial aspect only means that there is an element to not only manage an organization’s finances, but manage them with the intention to succeeding; focusing on attaining the organization’s goals and objectives and maximize shareholder value long-term (Kenton, 2019a). A strategic management cour ...
1
ASSIGNMENT 3
ASSIGNMENT 3 2
Assignment 3
Motivation is key for the success of a company as it facilitates the attainment of the company goals and initiatives. It is the responsibilities of managers to induce motivation with the purpose of giving the company direction. The creation of a mission driven organization is a way of motivating employees. In international organizations, task-driven organizations enable employees to align their goals with the goals stated by the organization. Factors such as fostering career development and the promotion of personal growth are ideal for the growth of the company. The application of award recognition is a recommendable practice that focuses on positive idea alignment. It recognizes the efforts of the employees in the required spectrum by specifying on the basic needs that needs to be attained. However, the plan will face various risks, such as cultural differences, unnecessary competition between employees, and increased conflict. Performing a risk analysis is very suitable for this situation.
The existence of unnecessary competition is an expected risk that can be identified with the motivation program. The application of the award on performance as a way of motivation is an effective tool but has existing setbacks such as increased competition among employees. Ccontinual competition leads to the creation of unhealthy competition that later turns out to be rivalry. The practive can occur between departments and individual employees. This may cause them to adopt unfair practices to negatively affect the organization's better performance (Hidayah & Windijarto, 2018). On the other hand, the unnecessary competition leads to the rise of conflict amongst employees. This would make the organization to focus more on the conflict and competition and shifting its focus away from its goals and performance.
Cultural difference is a key risk associated with the practice based on the different environment that the company experiences. The culture in East Asia is not the same one in Europe and the United States. This issue is a factor that the company is likely to go through on a regular basis. The motivational approach that may apply in the Middle East may not apply in Africa making it a major risk that the company needs to assess (Hopkins, 2016). This factor is mainly related to religion and morality, and it is believed that certain employees from the region may have it. The identification of the factor as a key risk plays an important part in ensuring that cultural variations are given a broader thought as they make all the motivational methods that were identified to be practically ineffective.
Cultural differences create a key impact in the effectiveness of the motivational approaches that I would apply in the dimensional company setting. The integration of the multicultural themes can prove to be difficult based on the different cultural stereotypes that may exist. These factors create difficulties ...
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
Running head STRATEGIC MANAGEMENT REPORT – FM SPECIALIZATIONSTR.docxjeanettehully
Running head: STRATEGIC MANAGEMENT REPORT – FM SPECIALIZATION
STRATEGIC MANAGEMENT REPORT – FM SPEACIALIZATION 5
Strategic Management Report – FM Specialization
Deirdre Drafton
University of Maryland University College
MGMT 670, 13 October 2019
Strategic Management Report – FM Specialization
In order to examine whether strategic management is a vital subject matter for a management degree program, with a specialization in financial management, there are some factors to consider. Strategic management is the management of an organization’s resources to achieve its goals and objectives, which involves setting objectives, analyzing the competitive environment, analyzing the internal organization, evaluating strategies, and ensuring that management rolls out the strategies across the organization (Kenton, 2019b). Trying to obtain a management degree should require coursework that develops management skills, which includes strategic management. Since strategic management is organizationally focused, taking a course would provide a practical framework that establishes and supports management practices, to boost leadership skills and provide credibility in whatever managerial or financial position.
Strategic management incorporates various functions within an organization, as a whole, to ensure those areas work well together. An individual can see the benefit of learning the wide-ranging position of an organization for greater understanding of how a financial position fits into the entire organizational plan and how it is co-related to other organizational members. With this added knowledge, employees become more responsible, committed and content because of feeling connected with each organizational task. Strategic management ensures current, up-to-date knowledge of business growth strategies and strategic planning tools. Also providing an opportunity to observe personal leadership styles and effectiveness. Financial management, as a specialization, has the same foundational cornerstones as strategic management, just with a greater financial aspect.
The best direction for a strategic management course would be to actually have case studies that require analysis and dissection, vice generating continuous informational reports every other week. Being able to look at an actual case-based scenario and implement strategic thinking/management skills would greatly develop an individual’s long-term goal of understanding organizational strategy. Some positions require risk, problem solving and quick, critical thinking, and strategic management helps individuals make better decisions toward success, both personally and professionally. Having a financial aspect only means that there is an element to not only manage an organization’s finances, but manage them with the intention to succeeding; focusing on attaining the organization’s goals and objectives and maximize shareholder value long-term (Kenton, 2019a). A strategic management cour ...
12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docxdrennanmicah
12 March 2015 Employee Benefit Plan Review
■ Focus On … Planning
T
imes are changing. Affordable Care
Act (ACA) compliance, an aging and
shrinking workforce, technology, and
medical and pharmaceutical advance-
ments are on a collision course that is chang-
ing the face of compensation and benefits. As
a result, senior leadership is relying on their
employee benefits professionals more than
ever to help them navigate and mitigate risk.
The secret weapon is deceptively simple: an
Employee Benefits Strategic Plan.
Employee Benefits
Strategic Plan
For some, “strategic planning” is a series
of formulaic meetings that result in a report
that ends up on a shelf, rarely referred to or
used until the next cycle. For a select few,
however, it is a crucial part of the organiza-
tion’s sustainability—a road map used to guide
decisions.
Organizational strategic planning sets pri-
orities and goals for the future. An Employee
Benefit Strategic Plan employs the same
approach but is specific to the total compensa-
tion approach of the organization. Simply put,
in an environment of consistently rising health-
care costs and shifting healthcare regulations,
it is essential for organizations to create long-
term strategies with short-term objectives and
have a quick-response review process in place.
The fiscal realities of increasing healthcare
costs mixed with ACA unknowns can impact
your organization’s financial performance in
several ways. It may drag down shareholder
value, become a drain on company perfor-
mance, or negatively impact the culture and
human capital within a business. Yet, with all
these negative impacts, most organizations still
do only a superficial short-term employee ben-
efits plan for themselves.
What constitutes a strategy and how do
we actually build a plan? A good definition of
strategy is “… choosing to perform different
activities that will provide a sustainable compet-
itive advantage.” It is a way of thinking about
the world and approaching business. Strategic
planning is a process to produce innovative and
creative ideas that serve as the core framework
for the organization and design its future.
By adopting a strategic employee benefit
planning process, organizations can make deci-
sions regarding their benefits with significantly
less stress for all involved.
How to Create a Strategic Plan
Most strategic planning models share a com-
mon discover/analyze/design/build/review struc-
ture. This process appears to be simple, but it
does have complex and powerful components
within each category.
First, confirm that the organization is ready.
Building a comprehensive plan requires com-
mitment from the top down.
Next, make sure all stakeholders are repre-
sented. In addition to the C-Suite and human
resources (HR), the committee should include
representatives of all major employee groups
and functions. It is not uncommon for a stra-
tegic planning committee to have 12 or.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
Strategic Planning is a key business activity for many organizations, and yet, many of these plans remain on the shelf while day-to-day demands take over. This presentation outlines how psychological type (popularized in the Myers-Briggs Type Indicator - MBTI) can be leveraged as a great tool for a strategic planning effort. Originally presented at the August 2009 APTi Conference by Jennifer Tucker and Hile Rutledge:
Introduction to Balanced Scorecard - Large Group OrientationGlen Alleman
- Understand the motivation for Balanced Scorecard.
- Recognize the core elements of a Balanced Scorecard Strategy Map.
- Identify Mission and Vision for the BCPS IT Department in Balanced Scorecard term
Essay on Planning Retirement
Essay about project Planning
Succession Planning Essay
Essay on Plan for Success
Essay on Wedding Planning
Planning Process Paper
Management Planning Essay
Research TopicCorporations are making the assumption that ever.docxbrittneyj3
Research Topic
Corporations are making the assumption that everyone uses a smartphone. How does this perpetuate the negative outcomes created by the “Digital Divide”?
The purpose of the rough draft assignment is to allow me to understand where your team is at, and to be able to provide feedback that you can use for refining your paper.
Your paper should have the following characteristics:
Be in APA format
Have the following sections:
Title page
Abstract (from Friday's assignment - revised according to the feedback that was given (if any).
Rough draft, this should address:
Introduction
Background/Literature Review
Relevant Theory Exploration
Findings/Examples
Lessons Learned
Future Research
References (non-annotated)
Appendix:
Research Outline (From Friday's assignment - revised/corrected - if needed)
Annotated bibliography (From Saturday morning's assignment - revised according to the feedback that was given (if any).
The goal for THIS assignment is to make significant strides on addressing item 3 (rough draft).
Due by: Today at 8:00pm
.
Research two (2) manufacturing or two (2) service companies that m.docxbrittneyj3
Research two (2) manufacturing or two (2) service companies that manage inventory and complete this assignment.
Write a five to seven (5-7) page paper in which you:
1. Determine the types of inventories these companies currently manage and describe their essential inventory characteristics.
2. Analyze how each of their goods and service design concepts are integrated.
3. Evaluate the role their inventory plays in the company's performance, operational efficiency, and customer satisfaction.
4. Compare and contrast the four (4) different types of layouts found with each company; explain the importance of the layouts to the company's manufacturing or service operations.
5. Determine at least two (2) metrics to evaluate supply chain performance of the companies; suggest improvements to the design and operations of their supply chains based on those metrics.
6. Suggest ways to improve the inventory management for each of the companies without affecting operations and the customer benefit package. Provide a rationale to support the suggestion.
7. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Running head: ANNOTATED BIBLIOGRAPHY
Annotated Bibliography
Your Name
Date
Article # 1
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 2
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 3
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 4
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 5
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 6
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 7
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 8
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 9
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 10
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
.
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12 March 2015 Employee Benefit Plan Review■ Focus On … Pla.docxdrennanmicah
12 March 2015 Employee Benefit Plan Review
■ Focus On … Planning
T
imes are changing. Affordable Care
Act (ACA) compliance, an aging and
shrinking workforce, technology, and
medical and pharmaceutical advance-
ments are on a collision course that is chang-
ing the face of compensation and benefits. As
a result, senior leadership is relying on their
employee benefits professionals more than
ever to help them navigate and mitigate risk.
The secret weapon is deceptively simple: an
Employee Benefits Strategic Plan.
Employee Benefits
Strategic Plan
For some, “strategic planning” is a series
of formulaic meetings that result in a report
that ends up on a shelf, rarely referred to or
used until the next cycle. For a select few,
however, it is a crucial part of the organiza-
tion’s sustainability—a road map used to guide
decisions.
Organizational strategic planning sets pri-
orities and goals for the future. An Employee
Benefit Strategic Plan employs the same
approach but is specific to the total compensa-
tion approach of the organization. Simply put,
in an environment of consistently rising health-
care costs and shifting healthcare regulations,
it is essential for organizations to create long-
term strategies with short-term objectives and
have a quick-response review process in place.
The fiscal realities of increasing healthcare
costs mixed with ACA unknowns can impact
your organization’s financial performance in
several ways. It may drag down shareholder
value, become a drain on company perfor-
mance, or negatively impact the culture and
human capital within a business. Yet, with all
these negative impacts, most organizations still
do only a superficial short-term employee ben-
efits plan for themselves.
What constitutes a strategy and how do
we actually build a plan? A good definition of
strategy is “… choosing to perform different
activities that will provide a sustainable compet-
itive advantage.” It is a way of thinking about
the world and approaching business. Strategic
planning is a process to produce innovative and
creative ideas that serve as the core framework
for the organization and design its future.
By adopting a strategic employee benefit
planning process, organizations can make deci-
sions regarding their benefits with significantly
less stress for all involved.
How to Create a Strategic Plan
Most strategic planning models share a com-
mon discover/analyze/design/build/review struc-
ture. This process appears to be simple, but it
does have complex and powerful components
within each category.
First, confirm that the organization is ready.
Building a comprehensive plan requires com-
mitment from the top down.
Next, make sure all stakeholders are repre-
sented. In addition to the C-Suite and human
resources (HR), the committee should include
representatives of all major employee groups
and functions. It is not uncommon for a stra-
tegic planning committee to have 12 or.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
Strategic Planning is a key business activity for many organizations, and yet, many of these plans remain on the shelf while day-to-day demands take over. This presentation outlines how psychological type (popularized in the Myers-Briggs Type Indicator - MBTI) can be leveraged as a great tool for a strategic planning effort. Originally presented at the August 2009 APTi Conference by Jennifer Tucker and Hile Rutledge:
Introduction to Balanced Scorecard - Large Group OrientationGlen Alleman
- Understand the motivation for Balanced Scorecard.
- Recognize the core elements of a Balanced Scorecard Strategy Map.
- Identify Mission and Vision for the BCPS IT Department in Balanced Scorecard term
Essay on Planning Retirement
Essay about project Planning
Succession Planning Essay
Essay on Plan for Success
Essay on Wedding Planning
Planning Process Paper
Management Planning Essay
Research TopicCorporations are making the assumption that ever.docxbrittneyj3
Research Topic
Corporations are making the assumption that everyone uses a smartphone. How does this perpetuate the negative outcomes created by the “Digital Divide”?
The purpose of the rough draft assignment is to allow me to understand where your team is at, and to be able to provide feedback that you can use for refining your paper.
Your paper should have the following characteristics:
Be in APA format
Have the following sections:
Title page
Abstract (from Friday's assignment - revised according to the feedback that was given (if any).
Rough draft, this should address:
Introduction
Background/Literature Review
Relevant Theory Exploration
Findings/Examples
Lessons Learned
Future Research
References (non-annotated)
Appendix:
Research Outline (From Friday's assignment - revised/corrected - if needed)
Annotated bibliography (From Saturday morning's assignment - revised according to the feedback that was given (if any).
The goal for THIS assignment is to make significant strides on addressing item 3 (rough draft).
Due by: Today at 8:00pm
.
Research two (2) manufacturing or two (2) service companies that m.docxbrittneyj3
Research two (2) manufacturing or two (2) service companies that manage inventory and complete this assignment.
Write a five to seven (5-7) page paper in which you:
1. Determine the types of inventories these companies currently manage and describe their essential inventory characteristics.
2. Analyze how each of their goods and service design concepts are integrated.
3. Evaluate the role their inventory plays in the company's performance, operational efficiency, and customer satisfaction.
4. Compare and contrast the four (4) different types of layouts found with each company; explain the importance of the layouts to the company's manufacturing or service operations.
5. Determine at least two (2) metrics to evaluate supply chain performance of the companies; suggest improvements to the design and operations of their supply chains based on those metrics.
6. Suggest ways to improve the inventory management for each of the companies without affecting operations and the customer benefit package. Provide a rationale to support the suggestion.
7. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Running head: ANNOTATED BIBLIOGRAPHY
Annotated Bibliography
Your Name
Date
Article # 1
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 2
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 3
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 4
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 5
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 6
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 7
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 8
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 9
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
Article # 10
APA Citation
What is the article about?
Why was the research performed?
Findings
Strengths
Weaknesses
Implications for Practice
Key Words
.
Research Topic Stratgic planning in Information Technology.docxbrittneyj3
Research Topic: Stratgic planning in Information Technology
Ten scholarly or peer-reviewed journal articles to be used for the paper. please remember to add ten in-text citations and ten references to the paper:
· Use the following sites to find the journal articles:
https://dl-acm-org.eu1.proxy.openathens.net/
https://search.proquest.com/abiglobal/index?accountid=10378
The research paper must include the following sections.
1. Introduction
2. Background and significance study.
3. Literature review
4. Research design and methods
5. Preliminary suppositions and implications
6. Conclusion
7. References.
.
RESEARCH TOPIC; SOCIAL WORKERS AND IDENTIFICATION OF HUMAN TRAFF.docxbrittneyj3
RESEARCH TOPIC; SOCIAL WORKERS AND IDENTIFICATION OF HUMAN TRAFFICKING VICTIMS
PART 1
Role of Theoretical Framework in Qualitative Research
Discussion Post
The theoretical framework informs epistemologies and methodologies in a qualitative study since it is pervasive and influential compared to the methodology alone. It is applied to enhance the understanding of a particular problem or phenomenon (Grant & Osanloo, 2014). These frameworks provide focus and organization to the study, expose meaning, connect the study to the existing dissertation along with identifying the pros and cons of particular research.
Moreover, the methodological approach guides the qualitative study by establishing ideas and approaches to the research. Just as how a house requires a plan before construction, the theoretical framework serves as a blueprint, which provides the structure to the entire dissertation (Baltimore, 2016). Additionally, the choice of theory offers a conceptual background for understanding, analyzing, and designing ways to investigate a particular problem. Therefore, if the well-utilized, theoretical framework can create a tension that produces productive outcomes for the study.
More so, the theoretical framework connects different elements of dissertation/qualitative study, such as providing a brief discussion of the problem, purpose, significance, and research questions in the dissertation. Aligning a theory with these essential components provides an intriguing highlight, which adds weight to levels of knowledge that the study is investigating (Grant & Osanloo, 2014). Similarly, just as how a reliable and robust blueprint to help build a secure home foundation based on the owner’s desire. Therefore, the theoretical framework act as a strong basis for various parts of the dissertation that needs to be developed, in the body of the paper.
Finally, the elevation and foundation blueprints are both critical in a home building analogy. Similarly, theoretical frameworks and their concepts should be applied to be meaningful to the structure of these methodologies and epistemologies relating to the qualitative research.
References
Grant, C., & Osanloo, A. (2014). Understanding, selecting, and integrating a theoretical framework in dissertation research: Creating the blueprint for your “house.” Administrative Issues Journal: Connecting Education, Practice, and Research, 4(2), 12–26.
Laureate Education (Producer). (2016). Theoretical lens and frameworks for qualitative researchers [Video file]. Baltimore, MD: Author. Retrieved from the Walden Library databases.
PART 2
DQ 2: QUALITATIVE RESEARCH ANALYSIS
A brief statement of the purpose and primary research question the article addresses
The goal of the study was to assess whether if social workers could effectively detect sex-trafficked victims amongst their clients. This arises from the fact that social workers play an essential role in evaluating, as well as giving treatment services to s.
Research topic What is the impact of Gamification on security train.docxbrittneyj3
Research topic: What is the impact of Gamification on security training?
Ph.D. in Information Technology is my program.
How is the research topic related to your major? (( Information Technology is my major))
How is the research topic connected to program goals and core courses ?? -- -- ((see attachment for core courses ))
Programs goals:
Contribute to organizational strategy and resiliency through IT
Define shifts in national and international IT policy
Leverage IT technologies to manage risk and enforce security measures
Design highly scalable systems to process and analyze Big Data
Empower smart cities through data science
Manage data-driven decisions … identify cyber threats … improve connectivity
https://www.ucumberlands.edu/academics/graduate/programs/executive-doctorate-philosophy-information-technology
.
Research Title VII of the Civil Rights Act of 1964 and discuss why i.docxbrittneyj3
Research Title VII of the Civil Rights Act of 1964 and discuss why it is so significant.
Your paper should discuss the state of race relations in the United States prior to the Civil Rights Act of 1964. It should also discuss the political environment that led to the passing of the Civil Rights Act of 1964. Additionally, please include a response to the following in your analysis:
What is the purpose of this law?
What groups does it protect? What groups does it not protect?
How were the Jim Crow laws tested during this time period?
What is the U.S. Supreme Court case
Plessy v. Ferguson
about? Is the rule established in the Plessy case still the rule today?
.
Research topic StakeholderInstructionsYour submission .docxbrittneyj3
Research topic: Stakeholder
Instructions:
Your submission must include the following information in the following format:
DEFINITION: A brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY:Summarize the article in your own words- this should be in the 150-200 word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION:Using 300-350 words, write a discussion, in your own words the way the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format
.
Research the secondary transition services for students with disabil.docxbrittneyj3
Research the secondary transition services for students with disabilities. Focus on students with Significant Cognitive Disabilities (SCD) and their transition to post-high school environments. The research report should provide descriptive information about Secondary Transition to Post High School environments:
(1) an in-depth description of the services in the State and your district,
(2) what is secondary transition?
(3) why is it important for school personnel to help students transition from secondary to post-high school?
(4) list and describe the five components of the Taxonomy for Transition Programming;
(5) explain why self-determination is important for students with disabilities.
You must conclude the report by creating a secondary transition plan for a student with significant cognitive disabilities. You must include your philosophy about secondary transition for students with SCD and who should be responsible for ensuring that students are prepared for post-high school outcomes based on your research.
.
Research the use of social stories for teaching socially appro.docxbrittneyj3
Research
the use of social stories for teaching socially appropriate behavior to a child with ASD.
Imagine
that you are a special education teacher in a resource room at an elementary school. One of your students is autistic and is having difficulty with understanding and responding to body language and facial expressions. Her peers in the room are starting to avoid her due to this behavior and you feel that a social story will help her make the connection.
Write
a 2-page social story that explores a specific social skill for an elementary age child.
Include
the following components in your social story:
A title and an introduction which sets the scene
The story with descriptions, coaching language, and “applause” for the student
Photographs or realistic drawings that specifically reflect the content
A conclusion that’s positive and supportive
.
Research the variety of enumeration tools available. Select one tool.docxbrittneyj3
Research the variety of enumeration tools available. Select one tool and explain what it does, how it works and what type of information it extracts (example: Softerra LDAP Browser is the industry-leading software for browsing and analyzing LDAP directories. It provides a wide variety of features for handy viewing of directory contents, getting information about directory infrastructure and objects.)
Please write 350 words essay.
.
Research Topic and Methodology Form—Unit 4Use the research s.docxbrittneyj3
Research Topic and Methodology Form—Unit 4
Use the research study approved for the Unit 2 assignment to complete this form.
1. Write the APA-formatted reference for your article.
2. Paste the persistent link for your article here.
3. Identify and describe the main topic of the research article. Note: This is the overall, general topic the researchers are investigating. It is not the same thing as the purpose of the article.
4. Identify the research problem the researchers investigated in the article. In one to two paragraphs, describe a few of the research findings the researchers report in their literature that are closely related to the research problem. Use appropriate citations for secondary sources.
5. List the research question or questions the researchers used. Make sure these are formed as questions and that they are answerable using research methods. In one to two paragraphs, explain how answering these research questions would help solve the research problem identified in number 4.
6. Identify the methodology, either qualitative or quantitative, and the approach the researchers used to answer the research question or questions. Recall:
· Qualitative approaches include case study, phenomenology, grounded theory, ethnography, and generic qualitative inquiry.
· Quantitative approaches are experimental, quasi-experimental, and non-experimental.
7. Describe the findings in the literature review that are closely related to the research problem in the chosen research.
8. Explain how the answers to the research question or questions will help the researchers solve the research problem in the chosen research.
In one paragraph, explain how the methodology and approach allow the researchers to answer the research question or questions listed in number 5.
1
Article
Are parents identifying
positive aspects to parenting
their child with an intellectual
disability or are they just
coping? A qualitative
exploration
Carole Beighton
Kingston & St. Georges University of London, United Kingdom of Great Britain and Northern Ireland
Jane Wills
London South Bank University, United Kingdom of Great Britain and Northern Ireland
Date accepted: 30 May 2016
Abstract
Although acknowledging the stress of raising their child with intellectual disabilities, parents also
report that their child has brought about many positive changes in themselves and family. This
study reports what parents perceive to be a positive aspect of parenting their child, as currently
what constitutes a ‘positive’ is unclear. Seven key themes were identified; an increased sense of
personal strength and confidence, changed priorities, greater appreciation of life, pleasure in the
child’s accomplishments, increased faith/spirituality, more meaningful relationships and the positive
effect that the child has on the wider community. Interpretive examination of the themes reveals
that the positive aspects identified consist mostly of meaning-focused coping strategies. T.
Research TitleStudent NameCourse Number – TermYearProfess.docxbrittneyj3
Research Title
Student Name
Course Number – Term/Year
Professor Name
Introduction
Main research question
Problem statement
Purpose of the research
Research Outline
Simplified
Main points that your audience would appreciate
Findings from the literature
What were the major take-aways?
What is important for your audience to know?
Any resources you would like to share with them in case they would like to further their knowledge on this topic?
Can you incorporate visuals?
Conclusion
Summarize your learning/findings
Did anything change for you as a result of this research?
What else would you like to say?
Reference List
.
Research these topics topics for a two to three page paper. Write th.docxbrittneyj3
Research these topics topics for a two to three page paper. Write the paper in your own words. Do not copy and paste. Use APA formatting and include at least three references.
1. Give a brief description or timeline for computer development from the 1940's until today.
2. Describe Moore's Law. Do you think it still applies today?
3. Describe the Internet of Things (IoT).
.
Research the web to identify a SystemsSoftware Development Lifecycl.docxbrittneyj3
Research the web to identify a Systems/Software Development Lifecycle. In a report format, discuss selected SDLC by providing an overview (history, how it’s used,etc.), Benefits of the approach, example of benefit, weaknesses of the approach, and example of the weakness. The paper should be no more than 5 not including cover, index and bibliography pages. Please cite all sources according to APA 6th edition.
.
Research the specific domains and components of the COBIT Framework..docxbrittneyj3
Research the specific domains and components of the COBIT Framework. Discuss the levels of security architecture as they relate to the principles of the COBIT Framework. COBIT faced a variety of criticism. Explain one criticism of COBIT and discuss if and how the criticism was addressed (if it was)
and assessment of how COBIT criticism was addressed and offer an opposite view of the criticism
3 pages
.
Research the role that Milton plays in Romantic writing and trac.docxbrittneyj3
Research the role that Milton plays in Romantic writing and trace one or two Miltonic elements in
Mandeville
. Why is Godwin so influenced by Milton? Why does he quote Milton so extensively. My essay on
Mandeville
should assist you in this effort.
.
Research the two alternative presentation applications that yo.docxbrittneyj3
Research
the two alternative presentation applications that you chose and
compare
them to the features and functionality of Microsoft® PowerPoint®.
Note
: There are several alternative presentation applications besides Microsoft® PowerPoint®, including Sway®. It does not, however, have to be a Microsoft® application.
Create
a 12- to 15-slide presentation that includes the following:
A title page
A reference page
A slide theme and a template
Animations using the timing feature
Slide transitions
A picture or an image
Word art
A recorded audio on one of the slides
Use
speaker notes to expand ideas beyond the slide bullet points and
include
research supporting your comparisons.
Submit
a Microsoft® PowerPoint® Presentation file (PPTX).
Cite
a minimum of 4 sources, formatted according to APA guidelines.
.
Research project oversight using the University Library.Writ.docxbrittneyj3
Research
project oversight
using the University Library.
Write
a 700- to 1,050-word executive summary to your organization's leadership team answering the following:
(Paper MUST be broken into these sections with headings and an introduction and conclusion, and Reference page)
What is
project oversight
?
How will project oversight impact the organization? How will it impact the project manager?
What is the importance of project oversight to the future of project management?
Format
your paper consistent with APA guidelines.
A reference from UOP Library is Required.
.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
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.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
1.4 modern child centered education - mahatma gandhi-2.pptx
Research SMART goals and other goal setting strategies in the Univ.docx
1. Research
SMART goals and other goal setting strategies in the
University Library and
review
the "Making SMART Goals Smarter" article located in the
Week 5 Electronic Reserve Readings
.
Refer
to the stages of coaching and mentoring found on pg. 18 of
Student-Centered Coaching
.
Design
a professional learning opportunity for coaches of teachers who
need to implement effective instruction in order to meet their
students' needs.
Create
an 8- to 10-slide presentation for your professional learning
opportunity, in which you address the following:
Identify three possible target areas in which growth may be
warranted and provide justification for each area selected.
Write three goals for each target area--two SMART goals and
one goal using another goal setting strategy that you discovered.
List strategies for fostering awareness, modeling, and providing
motivation during the stages of coaching and mentoring.
Discuss professional learning communities and explain how you
might incorporate them as a coach or mentor.
2. Include
speaker notes, APA-formatted in-text citations, and a reference
slide.
Week 5 - readings
Making SMART Goals Smarter Goal-setting In this article…
Study the differences between goals and objectives and get
some valuable insights on how to use SMART goals in a health
care organization. A critical role of leadership is goal setting.1
As our health care system continues to evolve, physician
executives will be called upon to play increasingly proactive
roles in formulating appropriate goals for their respective health
care organizations (HCOs). With what looks like a major
perspective shift from provider-driven volume to consumer-
driven value,2-4 physician leaders will be entrusted with the
responsibility of ensuring high standards of care throughout the
extended process of resource realignment. How well they are
able to formulate effective goals will have, no doubt, a major
influence on the future success of their respective HCOs. In
times of system turbulence, goal initiation is usually a far better
alternative than goal response. It should be noted initially that,
as popular as the concept of SMART goals has become in recent
years, it is also somewhat of a misnomer. The terms goals, sub-
goals, and objectives are often used interchangeably, which has
often been the source of unnecessary confusion, and as goal-
setting theory continues to develop as a useful body of
knowledge, related application benefits can be markedly
improved when their differences are more clearly understood.
Together with an HCO’s mission, vision, strategies and tactics,
goals and objectives serve as the foundation elements for most
major programmatic initiatives. An organization’s mission is
basically its reason for being. Its vision describes where it
wants to be in the future, and its values are a statement of the
3. principles that form its moral foundation.5 Collectively, they
are the basis for devising the supporting goals and objectives
that assists the organization in fulfilling its mission and
realizing its vision. Goals Goals are the somewhat general ends
toward which much more specific sub-goals or objectives are
directed. This is where much of the confusion usually occurs.
Goals and objectives are very different concepts, whereas
subgoals and objectives are basically the same things. The
popularized term, SMART goals, actually refers more to sub-
goals and objectives than it does to the much broader term,
goals. In the outline that follows, the term objectives is used
because of its close association with Peter Drucker’s well-
known practice of management by objectives (MBO),6 and
because of its more practical use as a basic management skill.
Some of the commonly recognized distinctions between goals
and objectives include the following: An HCO’s mission,
vision, goals and objectives are inextricably related. They
comprise the fundamental “what” Difference Between Goals &
Objectives Goals Objectives Broad in scope Narrower in scope
General Specific Intangible Tangible Qualitative Quantitative
Abstract Concrete End result Required steps Hard to validate
Easy to validate Longer-term Shorter-term
of present and future organizational pursuits. Coupled with the
“how” of strategies and tactics, they form the blueprint for the
allocation of scarce economic resources. Each element is
important; however objectives are the principal means through
which they ultimately become operationalized. The careful
design and strategic use of operational objectives are important
leadership skills. Goal theory SMART goals have become a
widely used management tool in many of today’s HCOs. Part of
this popularity stems from the development of goal-setting
theory during the latter part of the last century, part of it from
the increasingly competitive need for greater intentionality, and
part of it, no doubt, stems from the often cited findings of the
4. 1953 Yale Goal Study as well as the 1979 Harvard Written Goal
Study. Earlier goal theory research by Latham and Locke7
involved extensive laboratory and field studies that clearly
indicated that participants who were given specific, In order to
reach a single goal, several enabling or supporting objectives
usually have to be met. In health care settings, this involves the
time and talents of trained professionals who function more on a
collegial basis than in the superior-subordinate relationships.
challenging goals consistently outperformed those who were
given vague, less challenging goals. The Yale Goal Study
surveyed 1953 Yale graduates, asking how many of them had
specific written goals for their future. It was determined that
three percent of them had such goals. A 20-year follow-up
survey indicated that the three percent of students with specific
written goals had accumulated more personal financial wealth
than the other 97 percent of the class combined. The Harvard
study followed the 1979 Business School graduates and
similarly found that only three percent of the graduates had
specific written financial goals, but ended up making 10 times
as much income as did the other 97 percent of the graduating
MBAs. The results of both the Yale and Harvard studies have
been frequently referenced in management texts as well as in
presentations by
a host of performance improvement consultants. Unfortunately,
a successful goal setting process is not quite as simple as these
examples might at first indicate. In the earlier development of
goal theory, the terms goals and objectives were not always
clearly distinguished and, as mentioned earlier, they are still
used synonymously, which often presents problems. As for the
results of the Yale and Harvard studies, it has become
increasingly clear that they are more likely the products of
urban myth than of validated research.8 Nonetheless, there now
exists a substantial body of research that supports a strong
5. positive relationship between setting specific goals and
achieving better outcomes.9 General vs. specific Goals tend to
be somewhat general, whereas objectives are much
disagreements. Also implicit in the measurement criteria is the
important concept of accountability. It is much more difficult to
avoid accountability when measurement criteria are clear and
not subject to interpretation. Achievable: If the established
objectives are not reasonably achievable with respect to
available time, talent and resources, frustration is sure to
follow. It is up to the physician executive to set objectives that
are realistic. This can be best accomplished through a process of
negotiation and consensus. Comparative benchmarks from other
similar organizations can also be helpful. The use of “reach”
objectives, which are a bit more ambitious, can be used as well,
with the understanding that they exceed normal expectations
and will require exceptional levels of effort and commitment.
Relevant: Few things are more frustrating to organizational
leadership than to observe busy professionals using up scarce
resources without a clear direction. Too much time is spent
“doing the wrong things right” or “being in the thick of some
very thin issues.” It is natural for staff to focus on those things
that they find interesting and enjoyable. Unfortunately those
things might make only marginal contributions toward the more
important, overarching goals. This can easily occur when goal
relevance has not been made explicit. There is rationalized
justification based mostly on the exertion of effort without
sufficient validation that what is being done is, in fact, relevant.
A similar problem occurs when there is an absence of
prioritization. When this occurs, efforts get focused on
objectives that, although reasonably relevant, are decidedly
lower more specific. Goal statements are typically formulated at
higher, more strategic organizational levels, while objectives
are geared more toward tangible, operational targets. In order to
reach a single goal, several enabling or supporting objectives
usually have to be met. In health care settings, this involves the
6. time and talents of trained professionals who function more on a
collegial basis than in the superior-subordinate relationships
around which the MBO and SMART goal processes were
originally developed. The following SMARTER objectives
criteria take this important difference into account along with
the substitution of the term objectives, which more accurately
reflects the operational level of focus. The first step in making
SMART goals SMARTER is to refer to them as SMARTER
objectives. Subsequent steps include the following: Specific:
Making objectives specific is an essential first step. It brings a
much needed practical reality to distinguishing effort from
results. Effort, while indeed admirable, only amounts to a wheel
spinning exercise if intended results do not follow. In the
process, valuable time and resources are wasted. Committing
objectives to writing in plain language leaves no doubt about
exactly what needs to be accomplished. Measurable: There is a
long-standing saying in management circles that, “You can’t
manage what you don’t measure.” Objectives should be
quantified so that the degree of accomplishment can be
accurately measured. Specific measurement criteria will
eliminate the possibility of future M
in terms of overall priorities. Lower priority objectives are
pursued at the expense of addressing the higher, more important
ones. The most straightforward way to ensure that objectives
are relevant is through prior validation of the relationship of
expected outcomes with the intended goals and then to list each
objective in writing in their order of priority. Time bound:
Some versions of SMART goals list “timely” as the attribute
represented by the letter T. In the outline presented here, T
indicates “time bound” which is considered to be more
appropriate than “timely” in as much as timeliness is implied in
the preceding “relevant” attribute (if an objective is truly
relevant it is sine qua non, timely), and “time bound,” further
makes it clear that the objectives are to be accomplished by an
7. agreed-upon point in time. As soon as possible is simply not an
acceptable timeframe. Without a predetermined deadline, there
is only a general notion about due dates, which
in turn generates a less than rigorous pursuit of closure. Where
there is only a loose expectation of closure, prioritizations and
associated time management requirements are more apt to lack
needed discipline. Engaging: Adding engagement to the
SMARTER objectives criteria is particularly relevant for the
physician executive. Few things are more valuable to busy
clinicians than their time. Waste it once and second chances
will be much harder to come by. Merely laying out a pre-
established objective is not about to excite busy clinicians, nor
will it promote a sense of participation. Change theorists would
be quick to point out that where there is
no “ownership” of an objective, meaningful stakeholder
engagement will be difficult at best. In its absence, efforts to
meet the intended objective more likely will be met with only
tacit levels of acceptance or possibly some degree of
resistance.10 A lack of involvement will almost certainly lead
to a lack of engagement. A more effective approach is to
involve clinicians in formulating the objectives from the very
beginning. Describe the circumstances behind the intended
objective and solicit creative input. This will help to provide a
much needed sense of “ownership” in both the objective and its
achievement. Ample evidence exists that confirms that
individuals are much more likely to support those things they
help to create. The proverb, “Tell me and I’ll forget; show me
and I may remember; involve me and I’ll understand,” has
proven to be remarkably compatible with current change theory
findings. Rewarding: Motivational studies have demonstrated
that rewards are essential factors in bringing about desired
behavior. Motivation can be described as “the process through
which unsatisfied needs and wants lead to drives that are aimed
at goals or incentives.”11 Satisfaction of goals or wants is
8. typically sought through various kinds of rewards that are either
internal, external, or some combination of both. Current
research suggests that physicians are motivated far more by
internal rewards such as an intellectual challenge, a meaningful
purpose, and a sense of accomplishment.12,13 While much of
what is used in an MBO process has been incorporated into the
SMARTER objectives approach, there are crucial differences
that directly apply when working with physicians. The MBO
process was designed for a superiorsubordinate relationship that
is unlikely to work very well with medical colleagues. Instead,
SMARTER objectives rely on collegial relationships through
which objectives are negotiated as a means of promoting
“ownership” along with a sense of intellectual challenge and
meaningful purpose. This approach takes more time and
requires greater interpersonal skills; however it affords a much
higher probability of success. Pursuing well-defined objectives
has not been without its critics. One major objection centers
around problems that result from focusing exclusively on fixed
objectives in the midst of an uncertain and changing
environment. The presence of conflicting objectives also poses
potential problems, as does a failure to provide appropriate
feedback. To avoid these issues, physician executives should
make sure that sufficient flexibility, intra-organizational
alignment, and real-time feedback are built into the design
process. It is also important to ensure that all necessary support
elements are in place. Without them, the objectives run the risk
of being seen as unrealistic, which will diminish chances for
future staff engagement. On the other hand, the careful design
and implementation of wellconstructed objectives will provide
exceptionally valuable tools for improving say-do ratios and
getting important things done on time.
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