The document provides instructions for students to design a pay structure for an engineering consulting firm. It includes creating job descriptions, conducting job evaluations, analyzing pay survey data, and establishing pay grades and ranges. Specifically, students are tasked with writing a job description for benefits manager, evaluating jobs using points methodology, analyzing survey data to calculate weighted means, and developing a pay structure using the results. The case aims to teach students how to perform core compensation tasks.
Assignment 3 Benefits BrochureDue in Week 8 and worth 300 point.docxbraycarissa250
Assignment 3: Benefits Brochure
Due in Week 8 and worth 300 points
To prepare for the employee who will be occupying the role, create an employee benefits brochure/booklet that you would present to new employees during their initial orientation.
Include in this brochure/booklet mandatory and discretionary benefits that are used in your industry.
The brochure should be 6–8 pages with a professional appearance and should bemodeled after a professional booklet from your company, a former company, or a company you would like to work for.
Hint: Research various Microsoft brochure templates to create a professional booklet.
NOTE: One of the positions the benefits brochure should be the most applicative to is the job in your description from Week 3. Find creative ways to incorporate your work from that assignment into this one.
Points: 300
Assignment 3: Benefits Brochure
Criteria
Unacceptable
Below 70% F
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Discusses mandatory benefits that are used in your industry
Weight: 30%
Did not submit or incompletely discusses mandatory benefits that are used in your industry.
Partially discussed the mandatory benefits that are used in your industry.
Satisfactorily discussed the mandatory benefits that are used in your industry.
Thoroughly discussed the mandatory benefits that are used in your industry.
2. Discussed discretionary benefits that are used in your industry
Weight: 30%
Did not submit or incompletely discussed the discretionary benefits that are used in your industry.
Partially discussed the discretionary benefits that are used in your industry.
Satisfactorily discussed the discretionary benefits that are used in your industry.
Thoroughly discussed the discretionary benefits that are used in your industry.
3. Brochure/booklet is 6-8 pages and professional in appearance
Weight: 30%
Did not submit or provided a brochure/booklet that did not include 6-8 pages and was not professional in appearance.
Partially provided a brochure/booklet with 6-8 pages that were professional in appearance.
Satisfactorily provided a brochure/booklet with 6-8 pages that were professional in appearance.
Thoroughly provided a brochure/booklet with 6-8 pages that were professional in appearance.
4. Clarity, writing mechanics, and formatting requirements
Weight: 10%
More than 6 errors present
5-6 errors present
3-4 errors present
0-2 errors present
Running head: INFORMATION TECHNOLOGY MANAGER Kapoor 1
JOB DESCRIPTION FOR INFORMATION TECHNOLOGY MANAGER Kapoor 3
Information Technology Manager
Priysha Kapoor
Dr. Lorna Thomas
HRM 500- HR Management Foundations
July 21, 2019
Job Description for Information Technology Manager
The information and technology (IT) manager are responsible for overseeing the activities at the organization. Besides, they also ensure that the computer and the computing systems together with other equipment are efficiently and effectively working. T ...
STRATEGIC JOB ANALYSIS AND COMPETENCY MODELINGDr. Hazedaniatrappit
STRATEGIC JOB ANALYSIS
AND COMPETENCY
MODELING
Dr. Hazel-Anne M. Johnson-Marcus
HRM-SMLR Rutgers University
Learning Objectives
1. Explain why doing a job analysis can be strategic.
2. Define job design and job redesign.
3. Describe workflow analysis
4. Define job description and person specification, and describe how
they are used.
5. Describe the advantages and disadvantages of different job
analysis methods.
6. Describe how to plan a job analysis.
7. Describe how to conduct a job analysis
8. Describe competency modeling and job rewards analysis
9. Describe how job descriptions can be used to enhance
employees’ ethical behavior
10. Describe how job analysis results can be improved through data
analytics
11. Describe how O*NET can help in a job analysis effort
Job Analysis
Job analysis: a systematic process of identifying and
describing the important aspects of a job and the
characteristics workers need to perform the job well.
Value creators: directly generate revenue, lower operating
costs, and increase capital efficiency (e.g., leaders of research
and development, marketing, human resources, or finance)
Value enablers: perform indispensable work that enables the
creators (e.g. leaders of support functions such as cybersecurity
or risk management)
Job Design and Redesign
Job design: specifying the content and method of doing
a job, and the relationship between jobs, to meet both
the technological and organizational job requirements
and the social and personal requirements of the worker.
Job redesign: changing the
job to increase work quality
or productivity
Job enrichment
Job enlargement
Job rotation
Workflow Analysis
Workflow Analysis
•Analyzes how work
progresses through the
organization to improve
efficiency by identifying
bottlenecks, redundant tasks,
and inefficient workspaces to
enable better resource use
5 steps
1. Identify what the
organization does
2. Identify how it gets this done
3. Identify why it does all of the
steps and tasks from #2
4. Identify improvement
opportunities
5. Evaluate whether employees
are needed for every task or if
automation might be better
Job Analysis for Staffing
A job analysis that produces a
valid selection system identifies
worker characteristics that:
Distinguish superior from average and
unacceptable workers;
Are not easily learned on the job; and
Exist to at least a moderate extent in
the applicant pool.
Future-oriented job analysis: job analysis technique for
analyzing new jobs or analyzing how jobs will look in the
future.
Legal Requirements
• If disabled applicants can perform the essential
functions of a job with reasonable accommodation, they
must be considered for the position
Essential functions are the fundamental duties or tasks of a
position (defined by the Americans with Disabilities Act)
• Be valid and identify the worker knowledge, skills,
abilities, and other characteristics necessary to ...
Assignment 3 Benefits BrochureDue in Week 8 and worth 300 point.docxbraycarissa250
Assignment 3: Benefits Brochure
Due in Week 8 and worth 300 points
To prepare for the employee who will be occupying the role, create an employee benefits brochure/booklet that you would present to new employees during their initial orientation.
Include in this brochure/booklet mandatory and discretionary benefits that are used in your industry.
The brochure should be 6–8 pages with a professional appearance and should bemodeled after a professional booklet from your company, a former company, or a company you would like to work for.
Hint: Research various Microsoft brochure templates to create a professional booklet.
NOTE: One of the positions the benefits brochure should be the most applicative to is the job in your description from Week 3. Find creative ways to incorporate your work from that assignment into this one.
Points: 300
Assignment 3: Benefits Brochure
Criteria
Unacceptable
Below 70% F
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Discusses mandatory benefits that are used in your industry
Weight: 30%
Did not submit or incompletely discusses mandatory benefits that are used in your industry.
Partially discussed the mandatory benefits that are used in your industry.
Satisfactorily discussed the mandatory benefits that are used in your industry.
Thoroughly discussed the mandatory benefits that are used in your industry.
2. Discussed discretionary benefits that are used in your industry
Weight: 30%
Did not submit or incompletely discussed the discretionary benefits that are used in your industry.
Partially discussed the discretionary benefits that are used in your industry.
Satisfactorily discussed the discretionary benefits that are used in your industry.
Thoroughly discussed the discretionary benefits that are used in your industry.
3. Brochure/booklet is 6-8 pages and professional in appearance
Weight: 30%
Did not submit or provided a brochure/booklet that did not include 6-8 pages and was not professional in appearance.
Partially provided a brochure/booklet with 6-8 pages that were professional in appearance.
Satisfactorily provided a brochure/booklet with 6-8 pages that were professional in appearance.
Thoroughly provided a brochure/booklet with 6-8 pages that were professional in appearance.
4. Clarity, writing mechanics, and formatting requirements
Weight: 10%
More than 6 errors present
5-6 errors present
3-4 errors present
0-2 errors present
Running head: INFORMATION TECHNOLOGY MANAGER Kapoor 1
JOB DESCRIPTION FOR INFORMATION TECHNOLOGY MANAGER Kapoor 3
Information Technology Manager
Priysha Kapoor
Dr. Lorna Thomas
HRM 500- HR Management Foundations
July 21, 2019
Job Description for Information Technology Manager
The information and technology (IT) manager are responsible for overseeing the activities at the organization. Besides, they also ensure that the computer and the computing systems together with other equipment are efficiently and effectively working. T ...
STRATEGIC JOB ANALYSIS AND COMPETENCY MODELINGDr. Hazedaniatrappit
STRATEGIC JOB ANALYSIS
AND COMPETENCY
MODELING
Dr. Hazel-Anne M. Johnson-Marcus
HRM-SMLR Rutgers University
Learning Objectives
1. Explain why doing a job analysis can be strategic.
2. Define job design and job redesign.
3. Describe workflow analysis
4. Define job description and person specification, and describe how
they are used.
5. Describe the advantages and disadvantages of different job
analysis methods.
6. Describe how to plan a job analysis.
7. Describe how to conduct a job analysis
8. Describe competency modeling and job rewards analysis
9. Describe how job descriptions can be used to enhance
employees’ ethical behavior
10. Describe how job analysis results can be improved through data
analytics
11. Describe how O*NET can help in a job analysis effort
Job Analysis
Job analysis: a systematic process of identifying and
describing the important aspects of a job and the
characteristics workers need to perform the job well.
Value creators: directly generate revenue, lower operating
costs, and increase capital efficiency (e.g., leaders of research
and development, marketing, human resources, or finance)
Value enablers: perform indispensable work that enables the
creators (e.g. leaders of support functions such as cybersecurity
or risk management)
Job Design and Redesign
Job design: specifying the content and method of doing
a job, and the relationship between jobs, to meet both
the technological and organizational job requirements
and the social and personal requirements of the worker.
Job redesign: changing the
job to increase work quality
or productivity
Job enrichment
Job enlargement
Job rotation
Workflow Analysis
Workflow Analysis
•Analyzes how work
progresses through the
organization to improve
efficiency by identifying
bottlenecks, redundant tasks,
and inefficient workspaces to
enable better resource use
5 steps
1. Identify what the
organization does
2. Identify how it gets this done
3. Identify why it does all of the
steps and tasks from #2
4. Identify improvement
opportunities
5. Evaluate whether employees
are needed for every task or if
automation might be better
Job Analysis for Staffing
A job analysis that produces a
valid selection system identifies
worker characteristics that:
Distinguish superior from average and
unacceptable workers;
Are not easily learned on the job; and
Exist to at least a moderate extent in
the applicant pool.
Future-oriented job analysis: job analysis technique for
analyzing new jobs or analyzing how jobs will look in the
future.
Legal Requirements
• If disabled applicants can perform the essential
functions of a job with reasonable accommodation, they
must be considered for the position
Essential functions are the fundamental duties or tasks of a
position (defined by the Americans with Disabilities Act)
• Be valid and identify the worker knowledge, skills,
abilities, and other characteristics necessary to ...
An Example Of Job Analysis Report On Apple, Inc.
Job Analysis
Job Description Analysis Essay
Human Resource Planning and Job Analysis
Job Analysis Advantages And Disadvantages
The Benefits of an Accurate Job Analysis Essay
Job Analysis Paper
Job Analyis & Compensation
Job Analysis
Job Analysis and Job Design
Job Analysis Essay example
Human Resources , Job Analysis
Written Assignment #1: Job Analysis Essay
Job Analysis and Legal Implications
Report on Job Analysis Essay
Job Analysis
Theories Of Competency-Based Job Analysis
Advantages And Disadvantages Of Job Analysis
Job Analysis Essay
Instructions Answer discussion questions number one and two. Resp.docxcarliotwaycave
Instructions: Answer discussion questions number one and two. Respond to two classmates’ answer for each question.
Question one:
Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity. Respond to at least two of your fellow students’ postings.
Respond to classmate 1:
Greetings to all,
Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity.
The basic building blocks of developing a market competitive pay system have four steps conducting strategic analyses, assessment of competitors pay practices with compensation surveys, integrating the internal job structure with external market pay rates and determining compensation policies.
· Conducting strategic analyses internal factors are fictional capabilities and financial condition and external market factors industry profile, competitor’s information and long-term growth prospect.
· Assessment of competitors’ pay practices with compensation surveys gathering data from the competitor’s wages, salaries and benefits to establish objectives for the pay system. This system will guide you on how the market is being run that you don’t under or over pay for any positons. All data collected will be used and enables compensation professional to obtain a realistic review of the competitor’s compensation practices. Thus, the objective for developing the pay system should also keep in line with the company’s goals and objectives.
· Integrate internal job structures wit external market pay rates this step will balance out any pay policies that will fit between managing cost and being able to attract and retain good employees.
· Compensation policies, the final step have 3 pay level market lead, market lag and market match:
· Market lead is where the company will compensate their employee higher than the market
· Market lag the company will compensate less than the market
· Market match the company will compensate equal as the market.
Human Resources department along with managers will gather date to create a market completive pay system. Based on what happened internally with compensation and benefits can be a huge effect externally. HR will have to current with the market to attract the right people for the job and be able to retrain them also.
Martocchio, J. J. (2011). Strategic Compensation: A Human Resource Approach 99th Ed.) Hoboken, NJ: Pearson Education, Inc. ISBN 978-0-13-432154-0. Retrieved from Ashford Edu. https://content.ashford.edu/books/Martocchio.7916.16.1/sections/ch07lev1sec1?search=building%20blocks%20#w76559
Respond to classmate 2:
According to Martocchio (2017), “Market-competitive pay systems represent companies’ compensation policies that fit the imperatives of competitive advantage… Compensation professionals build market-competitive compensation systems based on the results of compensation surveys” (cha ...
2Part 2 Meeting Human Resources Requirements3Chapter 4 J.docxgilbertkpeters11344
2
Part 2: Meeting Human Resources Requirements
3
Chapter 4: Job Analysis and Job design
Job Analysis and job design
A major purpose of this chapter is to impress on students the importance of job design and job descriptions in providing a foundation for an effective HR program. Emphasized in the chapter is the necessity for basing decisions involving the various HR functions on the requirements of the job. The contributions that accurate job descriptions can render to more effective employee performance and to an equal employment opportunity program are also emphasized. In the chapter the reader is made aware of the principal approaches to job analysis and the techniques to be used in preparing job descriptions and specifications.
Employees make important contributions to the organization through the design of their jobs and the freedom they are given to perform their work. This chapter concludes by discussing important concerns regarding how jobs are designed, including ergonomics, employee empowerment, and various employee involvement techniques. Special emphasis is given to employee teams and the characteristics of all successful teams.Chapter Learning Outcomes
Lecture Outline
A job can be defined as an activity people do for which they get paid, particularly as part of the trade or occupation they occupy.
I. What Is a Job Analysis and How Does It Affect Human Resources Management?
Figure 4.1 will be useful in the discussion on job analysis. Ask students to name job requirements that have the potential to negatively affect protected class members (for example, height or weight requirements).
A job analysis is the systematic process of collecting information about all of the parameters of a job—its basic responsibilities, the behaviors, skills, and the physical and mental requirements of the people who do it.
A.
Major Parts of the Job Analysis
The two major pieces of information that come out of a job analysis:
· A job description is a written document that describes the overall purpose of the job, and tasks, duties, and responsibilities, or what human resources personnel refer to as TDRs, and the qualifications needed to do it.
· Job specifications, or qualifications, are a part of the written job description and outline in detail the specific knowledge, skills, abilities, and other attributes (often referred to as KSAOs) required of the person performing the job.
The information in a job analysis is crucial to a number of HRM functions, including the following.
· Strategic HR planning—a job analysis is used to examine a company’s organizational structure and strategically position it for the future.
· Workflow analysis and job design—the information generated by a job analysis can also be used to analyze a company’s work processes—that is, how work is done.
· Recruitment and selection—the information provided via a job analysis are contained in job advertisements, whether they are posted on organizational bulletin boards, Internet s.
Assignment 1 Discussion—Motivating Employees Through Compensation.docxfredharris32
Assignment 1: Discussion—Motivating Employees Through Compensation and Benefits
How can HR staff work with organizational managers to create an effective incentive and motivation plan to make employees more effective and efficient?
Use the Argosy University online library and your textbooks to read about HR incentives. Based on your assigned readings for this module, consider the relationship between employee compensation packages and productivity in your current or previous organization.
Next, respond to the following:
· What compensation and benefits have been used as incentives for employee productivity and motivation? Provide specific details and show the link between the compensation or benefit and the increased productivity or motivation with facts and figures (without violating any confidentiality rules).
· Evaluate how effective the compensation and benefits were at motivating employees and increasing productivity.
Support your response with at least two to three scholarly references.
Write your initial response in a minimum of 300 words. Apply APA standards to citation of sources.
READING PASAGE BELOW
READ DIS ARTICLES FROM THE WEB http://www.entrepreneur.com/article/80158
Compensation means salary. HR managers use research, studies, and surveys to determine a competitive salary in order to design a talent management strategy.
Benefits such as PTO and medical insurance, etc., are also researched and planned. Benefit packages supplement employees’ compensation, and, thus, form an important element of a talent management strategy. A benefit plan typically addresses the specific needs of employees. However, HR managers must balance the needs of the organization and the needs of the employees while designing the compensation and benefits (C&B) mix because market forces often drive resources. In a good economy, or when an organization is flourishing, it is relatively easy to acquire talent. When economic or organizational performance is bad, attracting resources becomes tougher.
The role of C&B on employee motivation, morale, productivity, and retention can be profound and is the subject of ongoing research to determine not only the effect of compensation and benefit packages on productivity, but also the specific tipping point. For example, will a 25% bonus on base salary result in a 25% increase in productivity? Would a 20% bonus have the same results? Can any increase in productivity be accurately linked to bonus incentives or are there other factors at work? Your assigned readings provide some references to such studies, but you can conduct your own research in the Argosy University online libraries using keywords like “pay for performance,” “compensation rewards,” “financial rewards,” “organizational performance,” “human resource management,” or “profit-sharing.”
Executive Compensation
Executive compensation is about talent acquisition and development. It is strategic in nature and incentive based. Executive compensation is about g ...
(U) WHAT INSIGHTS ARE DERIVED FROM OPERATION ANACONDA IN REGARDS TMoseStaton39
(U) WHAT INSIGHTS ARE DERIVED FROM OPERATION ANACONDA IN REGARDS TO THE NCO COMMON CORE COMPENTENCY (NCOCCC) OF OPERATIONS?
The NCOCCC of Operations is a combination of operational skill sets that, when mastered by senior leaders can save lives and ensure effective unified action. Some of its key tenets include: Large-scale combat operations; understanding operational and mission variables; resolving complex, ill-structured problems with the use of Mission Command; and understanding how to integrate the different branches of the military into successful joint operations (Department of the Army [DA], 2020, pp. 2-3). This final principle of conducting joint operations becomes increasingly important as contemporary conflicts continue to venture further into the realm of multi-domain warfare (Marr, 2018, pp. 10-11). In order to execute such a complex task, Joint Force Commanders (JFC) must “integrate, synchronize, and direct joint operations” through the use of seven Joint Functions (Joint Chiefs of Staff [JCS], 2017, p. III-1). One of these functions, Command and Control, is how the JFC directs the forces toward accomplishment of the mission, and its essential task is to “Communicate and ensure the flow of information across the staff and joint force” (JCS, 2017, p. III-2). This task is critical to the creation of a shared understanding, which allows the separate branches to work seamlessly together toward a common goal. The absence of this unifying component hinders missions and increases casualties. In Operation ANACONDA, JFC Major General (MG) Hagenbeck failed to create such a shared understanding with his subordinate Air Force assets, which contributed to increasing the amount of casualties his forces incurred. Although the warning order was published on 6 January, MG Hagenbeck did not notify the Combined Force Air Component Commander of Operation ANACONDA until 23 February, just days before the operation began (Fleri et al., 2003). This failure to ensure the flow of information across the joint force, caused downstream effects in planning and preparation that led to diminished air support during the initial stages of the operation. As noted by Lambeth (2005) in his comprehensive analysis, “because so little air support had been requested…coalition troops entered the fight virtually unprotected by any preparatory and suppressive fire” (pp. 204-205). Operation Anaconda provides a clear case of how proficiency in the realm of Operations can result in fewer U.S. casualties.
M451: Decisive Action
Case Study Defense Support of Civil Authorities
1. Scenario
Good morning, welcome to VNN -- local officials are celebrating this morning as a new industrial
park is being christened in our community, there’s a ribbon-cutting scheduled for 10am this
morning. Officials say the new Hampton Industrial Park will bring millions of dollars of new tax
revenues and thousands of new jobs to state and local communities. But a group of activi ...
(Remarks)Please keep in mind that the assiMoseStaton39
(Remarks)
Please keep in mind that the assignment states, "Each of your sections’ content must be at least one full page in length, in Times New Roman 12-pt. font, double-spaced, with 1” margins." When you turn something in that is about half of the required length, you take a bit of a double hit. The first hit is for not meeting minimum expectations for the assignment. The second hit is for not going into as much detail as needed to get a high grade. I can see that you are ahead on the sections. That is not a problem as those have not been graded yet. However, understand that as is, they will also have significant point deductions.
1
4
A Pollution Prevention Plan (P3) Pre-Assessment Study
[Student name here…remove brackets]
Columbia Southern University
ENV 4301: Pollution Prevention
[Instructor name here…remove brackets]
[Date here…remove brackets]
Abstract
Block one full paragraph (no indenting the first line or any subsequent lines). Provide one full sentence here for each unit as you complete a level 1 heading section, describing what material or calculations were presented in that section. By the time the Unit VII material is complete, you will have six or seven sentences in this abstract (one for each unit, for Units II–VII).
Pollution Prevention Plan (P3) Pre-Assessment Study
General Operational Characteristics
Start typing here for Unit II in non-italicized font (despite the different font types and sizes allowed with APA 7th edition, please stay in Times New Roman 12-pt. font for this document, since this template is already in that font and size), citing with
CSU APA Citation Guide p. 6 styled citations to defend what you state as fact.
Potential Ecological Health Impacts
Fill this in for Unit II. Remove each blank section before submittal in each unit.
Potential Human Health Impacts
Fill this in for Unit III.
Potential Societal Health Impacts
Fill this in for Unit IV.
Risk Assessment and Regulatory Requirements
Fill this in for Unit V.
Pollution Prevention Technologies
Fill this in for Unit VI.
Engineering Opportunities for Pollution Prevention
Fill this in for Unit VII.
References
Brusseau, M. L., Pepper, I. L., & Gerba, C. P. (2019).
Environmental and pollution science (3rd ed.). Academic Press. https://online.vitalsource.com/#/books/9780128147207
List additional references here alphabetically (you may need to list some before the textbook reference). Be sure to double-space and use a hanging indent for each subsequent line in each reference entry, formatting according to CSU APA Citation Guide pp. 8–11.
1
4
A Pollution Prevention Plan (P4) Pre-Assessment Study
Abstract
This undertaking essentially entails a Pre-Assessment study on behalf of the board of directors at ABC Agriculture Production Inc; it explores the general operational characteristics, potential ecological health effects, potential human health impacts, potential societal health impacts, risk ...
(This is provided as an example of the paper layout and spacMoseStaton39
(This is provided as an example of the paper layout and spacing. No running header required
for this report. Don’t add graphic title pages or additional embellishments. Follow complete
instructions provided for each staged assignment. Note: The BA&SR report is a business
report, and you will be expected to follow the specific formatting guidelines that are shown
in the assignment instructions. This report should be typed and double-spaced on standard-
sized paper (8.5" x 11"), with 1" margins on all sides. You should use a font consistently
throughout the paper. APA recommends using either a sans serif font such as 11-point Calibri,
11-point Arial, or 10-point Lucida Sans Unicode, or a serif font such as 12-point Times New
Roman, 11-point Georgia, or 10-point Computer Modern.
(Title page – centered horizontally and vertically; no running head required)
Title of Report
Company Name
Your Name
Course and Section #
Date of Submission
1
Introduction
(Begin your report with a clear, concise, well organized introduction to explain why you are
writing and what is to come in the complete BA&SR report (not just Stage 1). This should
briefly set the context for MTC – business purpose, environment, and current challenges related
to hiring. Then specifically provide what is to come in the full report. Keep your audience in
mind – this is an internal report for the CIO of MTC. Provide an introduction in one paragraph
that engages the reader’s interest in continuing to read your report.)
I. Strategic Use of Technology
A. Business Strategy
(In this section, you should clearly present – at a broad level – what MTC’s
business strategy is (refer to case study information), then what issues the current
manual hiring process may present that interfere with achieving that strategy, and
how improving the hiring process will benefit MTC and support its business
strategy. (Use two to three strong sentences that explain how the system would
support the strategy and justify your position with specifics from the Case Study.)
B. Competitive Advantage
(First, provide an overview of the competitive environment that MTC is currently
operating in based on information from the case study. Then explain how and
why MTC can use the new hiring system to increase its competitive advantage
and help achieve its overall business strategy. Your explanation should
demonstrate your understanding of what competitive advantage is as well as how
improving the hiring process will help achieve MTC’s competitive advantage.
Include how MTC can use the type of data or information that will be in the
2
hiring system to improve its competitive advantage. (Paragraph of 4-5
sentences))
C. Strategic Objectives
(First, insert an introductory opening sentence for this table. Then, for each of the
rows listed below, complete the table with the requested information. (Pr ...
(Student Name)Date of EncounterPreceptorClinical SiteClMoseStaton39
(Student Name)
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Grivel J. Hera Gomez APRN, FNP-C
Soap Note # ____ Main Diagnosis ______________
PATIENT INFORMATION
Name:
Age:
Gender at Birth:
Gender Identity:
Source:
Allergies:
Current Medications:
·
PMH:
Immunizations:
Preventive Care:
Surgical History:
Family History:
Social History:
Sexual Orientation:
Nutrition History:
Subjective Data:
Chief Complaint:
Symptom analysis/HPI:
The patient is …
Review of Systems (ROS)
CONSTITUTIONAL:
NEUROLOGIC:
HEENT:
RESPIRATORY:
CARDIOVASCULAR:
GASTROINTESTINAL:
GENITOURINARY:
MUSCULOSKELETAL:
SKIN:
Objective Data:
VITAL SIGNS:
GENERAL APPREARANCE:
NEUROLOGIC:
HEENT:
CARDIOVASCULAR:
RESPIRATORY:
GASTROINTESTINAL:
MUSKULOSKELETAL:
INTEGUMENTARY:
ASSESSMENT:
Main Diagnosis
(Include the name of your Main Diagnosis along with its ICD10 I10. (Look at PDF example provided) Include the in-text reference/s as per APA style 6th or 7th Edition.
Differential diagnosis (minimum 3)
-
-
-
PLAN:
Labs and Diagnostic Test to be ordered (if applicable)
· -
· -
Pharmacological treatment:
-
Non-Pharmacologic treatment:
Education (provide the most relevant ones tailored to your patient)
Follow-ups/Referrals
References (in APA Style)
Examples
Codina Leik, M. T. (2014). Family Nurse Practitioner Certification Intensive Review (2nd ed.).
ISBN 978-0-8261-3424-0
Domino, F., Baldor, R., Golding, J., Stephens, M. (2010). The 5-Minute Clinical Consult 2010
(25th ed.). Print (The 5-Minute Consult Series).
(Student Name)
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Dr. David Trabanco DNP, APRN, AGNP-C, FNP-C
Soap Note # Main Diagnosis ( Exp: Soap Note #3 DX: Hypertension)
PATIENT INFORMATION
Name: Mr. DT
Age: 68-year-old
Gender at Birth: Male
Gender Identity: Male
Source: Patient
Allergies: PCN, Iodine
Current Medications:
· Atorvastatin tab 20 mg, 1-tab PO at bedtime
· ASA 81mg po daily
· Multi-Vitamin Centrum Silver
PMH: Hypercholesterolemia
Immunizations: Influenza last 2018-year, tetanus, and hepatitis A and B 4 years ago.
Preventive Care: Coloscopy 5 years ago (Negative)
Surgical History: Appendectomy 47 years ago.
Family History: Father- died 81 does not report information
Mother-alive, 88 years old, Diabetes Mellitus, HTN
Daughter-alive, 34 years old, healthy
Social History: No smoking history or illicit drug use, occasional alcoholic beverage consumption on social celebrations. Retired, widow, he lives alone.
Sexual Orientation: Straight
Nutrition History: Diets off and on, Does not each seafood
Subjective Data:
Chief Complaint: “headaches” that started two weeks ago
Symptom analysis/HPI:
The patient is 65 years old male who complaining of episodes of headaches and on 3 different occasions blood pressure was measured, which was high (159/100, 158/98 and 160/100 respectively). Patient noticed the problem started two weeks ago and somet ...
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Instructions Answer discussion questions number one and two. Resp.docxcarliotwaycave
Instructions: Answer discussion questions number one and two. Respond to two classmates’ answer for each question.
Question one:
Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity. Respond to at least two of your fellow students’ postings.
Respond to classmate 1:
Greetings to all,
Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity.
The basic building blocks of developing a market competitive pay system have four steps conducting strategic analyses, assessment of competitors pay practices with compensation surveys, integrating the internal job structure with external market pay rates and determining compensation policies.
· Conducting strategic analyses internal factors are fictional capabilities and financial condition and external market factors industry profile, competitor’s information and long-term growth prospect.
· Assessment of competitors’ pay practices with compensation surveys gathering data from the competitor’s wages, salaries and benefits to establish objectives for the pay system. This system will guide you on how the market is being run that you don’t under or over pay for any positons. All data collected will be used and enables compensation professional to obtain a realistic review of the competitor’s compensation practices. Thus, the objective for developing the pay system should also keep in line with the company’s goals and objectives.
· Integrate internal job structures wit external market pay rates this step will balance out any pay policies that will fit between managing cost and being able to attract and retain good employees.
· Compensation policies, the final step have 3 pay level market lead, market lag and market match:
· Market lead is where the company will compensate their employee higher than the market
· Market lag the company will compensate less than the market
· Market match the company will compensate equal as the market.
Human Resources department along with managers will gather date to create a market completive pay system. Based on what happened internally with compensation and benefits can be a huge effect externally. HR will have to current with the market to attract the right people for the job and be able to retrain them also.
Martocchio, J. J. (2011). Strategic Compensation: A Human Resource Approach 99th Ed.) Hoboken, NJ: Pearson Education, Inc. ISBN 978-0-13-432154-0. Retrieved from Ashford Edu. https://content.ashford.edu/books/Martocchio.7916.16.1/sections/ch07lev1sec1?search=building%20blocks%20#w76559
Respond to classmate 2:
According to Martocchio (2017), “Market-competitive pay systems represent companies’ compensation policies that fit the imperatives of competitive advantage… Compensation professionals build market-competitive compensation systems based on the results of compensation surveys” (cha ...
2Part 2 Meeting Human Resources Requirements3Chapter 4 J.docxgilbertkpeters11344
2
Part 2: Meeting Human Resources Requirements
3
Chapter 4: Job Analysis and Job design
Job Analysis and job design
A major purpose of this chapter is to impress on students the importance of job design and job descriptions in providing a foundation for an effective HR program. Emphasized in the chapter is the necessity for basing decisions involving the various HR functions on the requirements of the job. The contributions that accurate job descriptions can render to more effective employee performance and to an equal employment opportunity program are also emphasized. In the chapter the reader is made aware of the principal approaches to job analysis and the techniques to be used in preparing job descriptions and specifications.
Employees make important contributions to the organization through the design of their jobs and the freedom they are given to perform their work. This chapter concludes by discussing important concerns regarding how jobs are designed, including ergonomics, employee empowerment, and various employee involvement techniques. Special emphasis is given to employee teams and the characteristics of all successful teams.Chapter Learning Outcomes
Lecture Outline
A job can be defined as an activity people do for which they get paid, particularly as part of the trade or occupation they occupy.
I. What Is a Job Analysis and How Does It Affect Human Resources Management?
Figure 4.1 will be useful in the discussion on job analysis. Ask students to name job requirements that have the potential to negatively affect protected class members (for example, height or weight requirements).
A job analysis is the systematic process of collecting information about all of the parameters of a job—its basic responsibilities, the behaviors, skills, and the physical and mental requirements of the people who do it.
A.
Major Parts of the Job Analysis
The two major pieces of information that come out of a job analysis:
· A job description is a written document that describes the overall purpose of the job, and tasks, duties, and responsibilities, or what human resources personnel refer to as TDRs, and the qualifications needed to do it.
· Job specifications, or qualifications, are a part of the written job description and outline in detail the specific knowledge, skills, abilities, and other attributes (often referred to as KSAOs) required of the person performing the job.
The information in a job analysis is crucial to a number of HRM functions, including the following.
· Strategic HR planning—a job analysis is used to examine a company’s organizational structure and strategically position it for the future.
· Workflow analysis and job design—the information generated by a job analysis can also be used to analyze a company’s work processes—that is, how work is done.
· Recruitment and selection—the information provided via a job analysis are contained in job advertisements, whether they are posted on organizational bulletin boards, Internet s.
Assignment 1 Discussion—Motivating Employees Through Compensation.docxfredharris32
Assignment 1: Discussion—Motivating Employees Through Compensation and Benefits
How can HR staff work with organizational managers to create an effective incentive and motivation plan to make employees more effective and efficient?
Use the Argosy University online library and your textbooks to read about HR incentives. Based on your assigned readings for this module, consider the relationship between employee compensation packages and productivity in your current or previous organization.
Next, respond to the following:
· What compensation and benefits have been used as incentives for employee productivity and motivation? Provide specific details and show the link between the compensation or benefit and the increased productivity or motivation with facts and figures (without violating any confidentiality rules).
· Evaluate how effective the compensation and benefits were at motivating employees and increasing productivity.
Support your response with at least two to three scholarly references.
Write your initial response in a minimum of 300 words. Apply APA standards to citation of sources.
READING PASAGE BELOW
READ DIS ARTICLES FROM THE WEB http://www.entrepreneur.com/article/80158
Compensation means salary. HR managers use research, studies, and surveys to determine a competitive salary in order to design a talent management strategy.
Benefits such as PTO and medical insurance, etc., are also researched and planned. Benefit packages supplement employees’ compensation, and, thus, form an important element of a talent management strategy. A benefit plan typically addresses the specific needs of employees. However, HR managers must balance the needs of the organization and the needs of the employees while designing the compensation and benefits (C&B) mix because market forces often drive resources. In a good economy, or when an organization is flourishing, it is relatively easy to acquire talent. When economic or organizational performance is bad, attracting resources becomes tougher.
The role of C&B on employee motivation, morale, productivity, and retention can be profound and is the subject of ongoing research to determine not only the effect of compensation and benefit packages on productivity, but also the specific tipping point. For example, will a 25% bonus on base salary result in a 25% increase in productivity? Would a 20% bonus have the same results? Can any increase in productivity be accurately linked to bonus incentives or are there other factors at work? Your assigned readings provide some references to such studies, but you can conduct your own research in the Argosy University online libraries using keywords like “pay for performance,” “compensation rewards,” “financial rewards,” “organizational performance,” “human resource management,” or “profit-sharing.”
Executive Compensation
Executive compensation is about talent acquisition and development. It is strategic in nature and incentive based. Executive compensation is about g ...
(U) WHAT INSIGHTS ARE DERIVED FROM OPERATION ANACONDA IN REGARDS TMoseStaton39
(U) WHAT INSIGHTS ARE DERIVED FROM OPERATION ANACONDA IN REGARDS TO THE NCO COMMON CORE COMPENTENCY (NCOCCC) OF OPERATIONS?
The NCOCCC of Operations is a combination of operational skill sets that, when mastered by senior leaders can save lives and ensure effective unified action. Some of its key tenets include: Large-scale combat operations; understanding operational and mission variables; resolving complex, ill-structured problems with the use of Mission Command; and understanding how to integrate the different branches of the military into successful joint operations (Department of the Army [DA], 2020, pp. 2-3). This final principle of conducting joint operations becomes increasingly important as contemporary conflicts continue to venture further into the realm of multi-domain warfare (Marr, 2018, pp. 10-11). In order to execute such a complex task, Joint Force Commanders (JFC) must “integrate, synchronize, and direct joint operations” through the use of seven Joint Functions (Joint Chiefs of Staff [JCS], 2017, p. III-1). One of these functions, Command and Control, is how the JFC directs the forces toward accomplishment of the mission, and its essential task is to “Communicate and ensure the flow of information across the staff and joint force” (JCS, 2017, p. III-2). This task is critical to the creation of a shared understanding, which allows the separate branches to work seamlessly together toward a common goal. The absence of this unifying component hinders missions and increases casualties. In Operation ANACONDA, JFC Major General (MG) Hagenbeck failed to create such a shared understanding with his subordinate Air Force assets, which contributed to increasing the amount of casualties his forces incurred. Although the warning order was published on 6 January, MG Hagenbeck did not notify the Combined Force Air Component Commander of Operation ANACONDA until 23 February, just days before the operation began (Fleri et al., 2003). This failure to ensure the flow of information across the joint force, caused downstream effects in planning and preparation that led to diminished air support during the initial stages of the operation. As noted by Lambeth (2005) in his comprehensive analysis, “because so little air support had been requested…coalition troops entered the fight virtually unprotected by any preparatory and suppressive fire” (pp. 204-205). Operation Anaconda provides a clear case of how proficiency in the realm of Operations can result in fewer U.S. casualties.
M451: Decisive Action
Case Study Defense Support of Civil Authorities
1. Scenario
Good morning, welcome to VNN -- local officials are celebrating this morning as a new industrial
park is being christened in our community, there’s a ribbon-cutting scheduled for 10am this
morning. Officials say the new Hampton Industrial Park will bring millions of dollars of new tax
revenues and thousands of new jobs to state and local communities. But a group of activi ...
(Remarks)Please keep in mind that the assiMoseStaton39
(Remarks)
Please keep in mind that the assignment states, "Each of your sections’ content must be at least one full page in length, in Times New Roman 12-pt. font, double-spaced, with 1” margins." When you turn something in that is about half of the required length, you take a bit of a double hit. The first hit is for not meeting minimum expectations for the assignment. The second hit is for not going into as much detail as needed to get a high grade. I can see that you are ahead on the sections. That is not a problem as those have not been graded yet. However, understand that as is, they will also have significant point deductions.
1
4
A Pollution Prevention Plan (P3) Pre-Assessment Study
[Student name here…remove brackets]
Columbia Southern University
ENV 4301: Pollution Prevention
[Instructor name here…remove brackets]
[Date here…remove brackets]
Abstract
Block one full paragraph (no indenting the first line or any subsequent lines). Provide one full sentence here for each unit as you complete a level 1 heading section, describing what material or calculations were presented in that section. By the time the Unit VII material is complete, you will have six or seven sentences in this abstract (one for each unit, for Units II–VII).
Pollution Prevention Plan (P3) Pre-Assessment Study
General Operational Characteristics
Start typing here for Unit II in non-italicized font (despite the different font types and sizes allowed with APA 7th edition, please stay in Times New Roman 12-pt. font for this document, since this template is already in that font and size), citing with
CSU APA Citation Guide p. 6 styled citations to defend what you state as fact.
Potential Ecological Health Impacts
Fill this in for Unit II. Remove each blank section before submittal in each unit.
Potential Human Health Impacts
Fill this in for Unit III.
Potential Societal Health Impacts
Fill this in for Unit IV.
Risk Assessment and Regulatory Requirements
Fill this in for Unit V.
Pollution Prevention Technologies
Fill this in for Unit VI.
Engineering Opportunities for Pollution Prevention
Fill this in for Unit VII.
References
Brusseau, M. L., Pepper, I. L., & Gerba, C. P. (2019).
Environmental and pollution science (3rd ed.). Academic Press. https://online.vitalsource.com/#/books/9780128147207
List additional references here alphabetically (you may need to list some before the textbook reference). Be sure to double-space and use a hanging indent for each subsequent line in each reference entry, formatting according to CSU APA Citation Guide pp. 8–11.
1
4
A Pollution Prevention Plan (P4) Pre-Assessment Study
Abstract
This undertaking essentially entails a Pre-Assessment study on behalf of the board of directors at ABC Agriculture Production Inc; it explores the general operational characteristics, potential ecological health effects, potential human health impacts, potential societal health impacts, risk ...
(This is provided as an example of the paper layout and spacMoseStaton39
(This is provided as an example of the paper layout and spacing. No running header required
for this report. Don’t add graphic title pages or additional embellishments. Follow complete
instructions provided for each staged assignment. Note: The BA&SR report is a business
report, and you will be expected to follow the specific formatting guidelines that are shown
in the assignment instructions. This report should be typed and double-spaced on standard-
sized paper (8.5" x 11"), with 1" margins on all sides. You should use a font consistently
throughout the paper. APA recommends using either a sans serif font such as 11-point Calibri,
11-point Arial, or 10-point Lucida Sans Unicode, or a serif font such as 12-point Times New
Roman, 11-point Georgia, or 10-point Computer Modern.
(Title page – centered horizontally and vertically; no running head required)
Title of Report
Company Name
Your Name
Course and Section #
Date of Submission
1
Introduction
(Begin your report with a clear, concise, well organized introduction to explain why you are
writing and what is to come in the complete BA&SR report (not just Stage 1). This should
briefly set the context for MTC – business purpose, environment, and current challenges related
to hiring. Then specifically provide what is to come in the full report. Keep your audience in
mind – this is an internal report for the CIO of MTC. Provide an introduction in one paragraph
that engages the reader’s interest in continuing to read your report.)
I. Strategic Use of Technology
A. Business Strategy
(In this section, you should clearly present – at a broad level – what MTC’s
business strategy is (refer to case study information), then what issues the current
manual hiring process may present that interfere with achieving that strategy, and
how improving the hiring process will benefit MTC and support its business
strategy. (Use two to three strong sentences that explain how the system would
support the strategy and justify your position with specifics from the Case Study.)
B. Competitive Advantage
(First, provide an overview of the competitive environment that MTC is currently
operating in based on information from the case study. Then explain how and
why MTC can use the new hiring system to increase its competitive advantage
and help achieve its overall business strategy. Your explanation should
demonstrate your understanding of what competitive advantage is as well as how
improving the hiring process will help achieve MTC’s competitive advantage.
Include how MTC can use the type of data or information that will be in the
2
hiring system to improve its competitive advantage. (Paragraph of 4-5
sentences))
C. Strategic Objectives
(First, insert an introductory opening sentence for this table. Then, for each of the
rows listed below, complete the table with the requested information. (Pr ...
(Student Name)Date of EncounterPreceptorClinical SiteClMoseStaton39
(Student Name)
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Grivel J. Hera Gomez APRN, FNP-C
Soap Note # ____ Main Diagnosis ______________
PATIENT INFORMATION
Name:
Age:
Gender at Birth:
Gender Identity:
Source:
Allergies:
Current Medications:
·
PMH:
Immunizations:
Preventive Care:
Surgical History:
Family History:
Social History:
Sexual Orientation:
Nutrition History:
Subjective Data:
Chief Complaint:
Symptom analysis/HPI:
The patient is …
Review of Systems (ROS)
CONSTITUTIONAL:
NEUROLOGIC:
HEENT:
RESPIRATORY:
CARDIOVASCULAR:
GASTROINTESTINAL:
GENITOURINARY:
MUSCULOSKELETAL:
SKIN:
Objective Data:
VITAL SIGNS:
GENERAL APPREARANCE:
NEUROLOGIC:
HEENT:
CARDIOVASCULAR:
RESPIRATORY:
GASTROINTESTINAL:
MUSKULOSKELETAL:
INTEGUMENTARY:
ASSESSMENT:
Main Diagnosis
(Include the name of your Main Diagnosis along with its ICD10 I10. (Look at PDF example provided) Include the in-text reference/s as per APA style 6th or 7th Edition.
Differential diagnosis (minimum 3)
-
-
-
PLAN:
Labs and Diagnostic Test to be ordered (if applicable)
· -
· -
Pharmacological treatment:
-
Non-Pharmacologic treatment:
Education (provide the most relevant ones tailored to your patient)
Follow-ups/Referrals
References (in APA Style)
Examples
Codina Leik, M. T. (2014). Family Nurse Practitioner Certification Intensive Review (2nd ed.).
ISBN 978-0-8261-3424-0
Domino, F., Baldor, R., Golding, J., Stephens, M. (2010). The 5-Minute Clinical Consult 2010
(25th ed.). Print (The 5-Minute Consult Series).
(Student Name)
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Dr. David Trabanco DNP, APRN, AGNP-C, FNP-C
Soap Note # Main Diagnosis ( Exp: Soap Note #3 DX: Hypertension)
PATIENT INFORMATION
Name: Mr. DT
Age: 68-year-old
Gender at Birth: Male
Gender Identity: Male
Source: Patient
Allergies: PCN, Iodine
Current Medications:
· Atorvastatin tab 20 mg, 1-tab PO at bedtime
· ASA 81mg po daily
· Multi-Vitamin Centrum Silver
PMH: Hypercholesterolemia
Immunizations: Influenza last 2018-year, tetanus, and hepatitis A and B 4 years ago.
Preventive Care: Coloscopy 5 years ago (Negative)
Surgical History: Appendectomy 47 years ago.
Family History: Father- died 81 does not report information
Mother-alive, 88 years old, Diabetes Mellitus, HTN
Daughter-alive, 34 years old, healthy
Social History: No smoking history or illicit drug use, occasional alcoholic beverage consumption on social celebrations. Retired, widow, he lives alone.
Sexual Orientation: Straight
Nutrition History: Diets off and on, Does not each seafood
Subjective Data:
Chief Complaint: “headaches” that started two weeks ago
Symptom analysis/HPI:
The patient is 65 years old male who complaining of episodes of headaches and on 3 different occasions blood pressure was measured, which was high (159/100, 158/98 and 160/100 respectively). Patient noticed the problem started two weeks ago and somet ...
(TITLE)Sung Woo ParkInternational American UniversityFINMoseStaton39
(TITLE)
Sung Woo Park
International American University
FIN 500: Financial management
Vahick Yedgarian, Ph.D., J.D., M.B.A., M.S.
April 15th, 2021
TITLE
According to the market analysis of Walmart, the retail firm is considered an unstoppable retail force. It is ranked as the first or number retail firm and the largest business organization in revenue and employee size. The company's total number of employees is estimated to be 2.2 million employees across its different stores. Apart from the retail business line, it also undertakes wholesale business activities (Tan, 2017). It provides all types of assortment merchandise as well as services for affordable costs. In this research paper, the main objective is to undertake a cash flow analysis statement of Walmart and its Relevance to its investors (Tan, 2017).
A cash flow statement is an important financial statement. A cash flow statement is understood as the financial statement that summarizes the financial or cash amounts. It is a summary of the amount in cash and cash equivalents (Murphy, 2021). In other words, it reflects the amount of cash entering and leaving an organization. The cash flow statement provides measures of a company’s financial strength and reflects its position in terms of revenue (Murphy, 2021). Besides, it helps investors to make the right financial decision.
The cash flow statement is an important financial document to investors. Investors always have a trait of looking at how a company is performing by evaluating the progress, the trends among other issues, and deciding whether to invest in the company. Investment decision-making in an in-depth analysis is usually achieved by looking at the cash flow performance based on an analysis of different elements of the statement.
The cash flow statement for Walmart is an important document to its investors. The cash flow statement of Walmart is an important measure of the profitability of the company. Besides, it provides investors with a clear picture and future projection outlook of how the company will be. Based on the analysis of the company’s cash flow statement company has been recording high levels of revenue over the past few years. As a result, it has been ranked as the largest company in terms of revenue collected. Such a specific entity of the company is a clear reflection that Walmart is indeed a profitable firm in profitability (Tan, 2017). Hence, it is a clear reflection to the investors that the company is making money instead of losses. For instance, over the past few years, the company has recorded a revenue increment and stability. The economic analysis measures the company revenue growth in terms of net sales changes to be 7.2% (WMT | Walmart Inc. Annual Cash Flow Statement | Market Watch. Market Watch, 2021). Such a growth rate is indeed admirable and attractive to investors searching for companies to invest in. The company's revenue level is a general overview and clear or direct instant and r ...
(Student Name) UniversityDate of EncounterPreceptorCliniMoseStaton39
(Student Name)
University
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor:
Soap Note # Main Diagnosis ( Exp: Soap Note #3 DX: Hypertension)
PATIENT INFORMATION
Name: Mr. DT
Age: 68-year-old
Gender at Birth: Male
Gender Identity: Male
Source: Patient
Allergies: PCN, Iodine
Current Medications:
· Atorvastatin tab 20 mg, 1-tab PO at bedtime
· ASA 81mg po daily
· Multi-Vitamin Centrum Silver
PMH: Hypercholesterolemia
Immunizations: Influenza last 2018-year, tetanus, and hepatitis A and B 4 years ago.
Preventive Care: Coloscopy 5 years ago (Negative)
Surgical History: Appendectomy 47 years ago.
Family History: Father- died 81 does not report information
Mother-alive, 88 years old, Diabetes Mellitus, HTN
Daughter-alive, 34 years old, healthy
Social History: No smoking history or illicit drug use, occasional alcoholic beverage consumption on social celebrations. Retired, widow, he lives alone.
Sexual Orientation: Straight
Nutrition History: Diets off and on, Does not each seafood
Subjective Data:
Chief Complaint: “headaches” that started two weeks ago
Symptom analysis/HPI:
The patient is 65 years old male who complaining of episodes of headaches and on 3 different occasions blood pressure was measured, which was high (159/100, 158/98 and 160/100 respectively). Patient noticed the problem started two weeks ago and sometimes it is accompanied by dizziness. He states that he has been under stress in his workplace for the last month. Patient denies chest pain, palpitation, shortness of breath, nausea or vomiting.
Review of Systems (ROS)
CONSTITUTIONAL: Denies fever or chills. Denies weakness or weight loss. NEUROLOGIC: Headache and dizziness as describe above. Denies changes in LOC. Denies history of tremors or seizures.
HEENT: HEAD: Denies any head injury, or change in LOC. Eyes: Denies any changes in vision, diplopia or blurred vision. Ear: Denies pain in the ears. Denies loss of hearing or drainage. Nose: Denies nasal drainage, congestion. THROAT: Denies throat or neck pain, hoarseness, difficulty swallowing.
RESPIRATORY: Patient denies shortness of breath, cough or hemoptysis.
CARDIOVASCULAR: No chest pain, tachycardia. No orthopnea or paroxysmal nocturnal
dyspnea.
GASTROINTESTINAL: Denies abdominal pain or discomfort. Denies flatulence, nausea, vomiting or
diarrhea.
GENITOURINARY: Denies hematuria, dysuria or change in urinary frequency. Denies difficulty starting/stopping stream of urine or incontinence.
MUSCULOSKELETAL: Denies falls or pain. Denies hearing a clicking or snapping sound.
SKIN: No change of coloration such as cyanosis or jaundice, no rashes or pruritus.
Objective Data:
VITAL SIGNS: Temperature: 98.5 °F, Pulse: 87, BP: 159/92 mmhg, RR 20, PO2-98% on room air, Ht- 6’4”, Wt 200 lb, BMI 25. Report pain 2/10.
GENERAL APPREARANCE: The patient is alert and oriented x 3. No acute distress noted. NEUROLOGIC: Alert, CNII-XII grossly intact, oriented to person, ...
(Student Name)Miami Regional UniversityDate of EncounterMoseStaton39
(Student Name)
Miami Regional University
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Patricio Bidart MSN, APRN, FNP-C
Soap Note # ____ Main Diagnosis ______________
PATIENT INFORMATION
Name:
Age:
Gender at Birth:
Gender Identity:
Source:
Allergies:
Current Medications:
·
PMH:
Immunizations:
Preventive Care:
Surgical History:
Family History:
Social History:
Sexual Orientation:
Nutrition History:
Subjective Data:
Chief Complaint:
Symptom analysis/HPI:
The patient is …
Review of Systems (ROS) (This section is what the patient says, therefore should state Pt denies, or Pt states….. )
CONSTITUTIONAL:
NEUROLOGIC:
HEENT:
RESPIRATORY:
CARDIOVASCULAR:
GASTROINTESTINAL:
GENITOURINARY:
MUSCULOSKELETAL:
SKIN:
Objective Data:
VITAL SIGNS:
GENERAL APPREARANCE:
NEUROLOGIC:
HEENT:
CARDIOVASCULAR:
RESPIRATORY:
GASTROINTESTINAL:
MUSKULOSKELETAL:
INTEGUMENTARY:
ASSESSMENT:
(In a paragraph please state “your encounter with your patient and your findings ( including subjective and objective data)
Example : “Pt came in to our clinic c/o of ear pain. Pt states that the pain started 3 days ago after swimming. Pt denies discharge etc… on examination I noted this and that etc.)
Main Diagnosis
(Include the name of your Main Diagnosis along with its ICD10 I10. (Look at PDF example provided) Include the in-text reference/s as per APA style 6th or 7th Edition.
Differential diagnosis (minimum 3)
-
-
-
PLAN:
Labs and Diagnostic Test to be ordered (if applicable)
· -
· -
Pharmacological treatment:
-
Non-Pharmacologic treatment:
Education (provide the most relevant ones tailored to your patient)
Follow-ups/Referrals
References (in APA Style)
Examples
Codina Leik, M. T. (2014). Family Nurse Practitioner Certification Intensive Review (2nd ed.).
ISBN 978-0-8261-3424-0
Domino, F., Baldor, R., Golding, J., Stephens, M. (2010). The 5-Minute Clinical Consult 2010
(25th ed.). Print (The 5-Minute Consult Series).
Nutrition and Diet.
Semester:
Spring
Course:
MSN6150C Advanced Practice Pediatrics
Preceptor:
REYES-CHOUZA, CARLOS
Clinical Site:
IDEAL MEDICAL CENTER
Setting Type:
Patient Demographics
Age:
12 years
Race:
Black or African American
Gender:
Male
Insurance:
Medicaid
Referral:
No referral
Clinical Information
Time with Patient:
25 minutes
Consult with Preceptor:
15 minutes
Type of Decision-Making:
Moderate complexity
Reason for Visit:
New Consult
Chief Complaint:
Felling pressure behaving my eyes
Type of HP:
Detailed
Social Problems Addressed:
Sanitation/Hygiene
Emotional
Prevention
Procedures/Skills (Observed/Assisted/Performed)
Physical Assessment - Physical Assessment (Perf)
General Skills - Vital Signs (Perf)
ICD-10 Diagnosis Codes
#1 -
J01.10 - ACUTE FRONTAL SINUSITIS, UNSPECIFIED
CPT Billing Codes
#1 -
99214 - OFFICE/OP VISIT, EST PT, MEDICALLY APPROPRIATE HX/EXAM; MODERATE LEVEL MED DECISION; 30-39 MIN
Birth & Delivery
Medications
# OTC Drugs taken regularly:
0
# Prescriptions currently pre ...
(Student Name)Miami Regional UniversityDate of EncounterPMoseStaton39
(Student Name)
Miami Regional University
Date of Encounter:
Preceptor/Clinical Site:
Clinical Instructor: Dr. David Trabanco DNP, APRN, AGNP-C, FNP-C
Soap Note #1 DX: Allergic Rhinitis
PATIENT INFORMATION
Name: Ms. JD
Age: 23-year-old
Gender at Birth: Female
Gender Identity: Female
Source: Patient
Allergies: NKDA
Current Medications:
· Cetirizine 10mg/d
· Mucinex-D
PMH:
Immunizations: Tetanus.
Preventive Care: No history.
Surgical History: No history of surgery.
Family History: Father- alive, 60 years old, healthy.
Mother-alive, 54 years old, HTN, hyperlipidemia.
Sister-alive, 20 years old, Asthma.
Social History: Denies alcohol, tobacco or illicit drugs use. College student, lives alone in campus hostels. Physically active and occasionally does exercise.
Sexual Orientation: Active
Nutrition History: Eats balance diet but avoids excessive junk food.
Subjective Data:
Chief Complaint: “stuffy nose” that has lasted for two weeks.
Symptom analysis/HPI:
Ms. JD is a 23-year-old patient who presents with complaints of a stuffy nose, rhinorrhea, congestion and sneezing. She reports a spontaneous start of the symptoms that have remained consistent. Indicates no particular aggravating symptoms but reports higher severity of the symptoms in the morning. She complains of a sore throat and itchy eyes. She reports an all-day clear runny nose. She indicates consistent outdoor handball practice routine. She reports using Cetirizine and Mucinex-D which do not help. She denies vision or taste changes. She denies fever or chills. Denies diagnosis with allergies.
Review of Systems (ROS)
CONSTITUTIONAL: Denies change in weight, fatigue, fever, night sweats or chills. NEUROLOGIC: Denies seizure, numbness or blackout.
HEENT: HEAD: Denies headache. Eyes: Reports itchy eyes. Denies vision change. Ear: Denies hearing loss, pain or discharge. Nose: Admits stuffiness, nasal congestion and clear discharge. Denies nose bleeds. THROAT: Reports a sore throat.
RESPIRATORY: Patient denies breathing difficulties, cough, wheezing, TB, pneumonia.
CARDIOVASCULAR: No palpitations or chest pain. No edema, PND or orthopnea.
GASTROINTESTINAL: Denies nausea, abdominal pains, vomiting and diarrhea. Denies ulcers hx.
GENITOURINARY: Denies change in urine color, urgency and frequency. Regular menses cycle. Denies ovulation pain. Denies hematuria and dysuria.
MUSCULOSKELETAL: Denies back and joint pains or stiffness.
SKIN: No skin rashes or lesions.
Objective Data:
VITAL SIGNS: Temperature: 36.7 °C, Pulse: 78, BP: 119/87 mmHg, RR 20, PO2-97% on room air, Ht- 1.60m, Wt 67kg, BMI 26.
GENERAL APPREARANCE: Healthy appearing. Alert and oriented x 3. No acute distress. Well-groomed and responds appropriately.
NEUROLOGIC: Alert, oriented, posture erect, clear speech. gait. to person, place, and time.
HEENT: Head: Normocephalic, atraumatic, symmetric, non-tender. Maxillary sinuses mild tenderness. Eyes: Bilateral conjunctival inject ...
(Monica)Gender rarely shapes individual experience in isolation buMoseStaton39
(Monica)Gender rarely shapes individual experience in isolation but is instead linked to other social statuses in the effects it has on our lives. The gender distinction reflects what we see as appropriate “masculine” or “feminine.” For example, some societies expect men to be more aggressive and competitive and women to be emotionally nurturing. I was playing with dolls one day and was playing with two dolls: a female doll and a male doll. Upon passing by, an uncle of mine saw me playing with my toys and frowned. When I asked what was wrong, he seemed uncomfortable. In this statement, he suggested that girls should act like girls and play with girlie things, while boys should play with boy things, including boy dolls. The family experiences that taught me about gender and gender roles are vividly in my memory. Throughout my childhood, my mother and father stressed how essential it is for me to understand and know that I am a girl, and I should always act and carry myself accordingly.
I found conversations like that to be overly exaggerated at the time, but I subsequently understood why my parents did what they did. We were a family of six, with five girls and one boy. As a child, my parents, specifically my mother, stressed what clothing the girls wore. Our mother was always careful not to let us wear anything provocative, and we were to get married and have our own families. Girls are often told that it's alright to cry because girls cry, and if I was a boy, I'd be made to suck it up and deal with it. In addition, my mother taught me that women nurture and that we take care of the home, including cooking, cleaning, and taking care of the children. As girls, we could not play any sports that were deemed "too rough" or to be performed by boys. From a young age, we chose professional careers. All these careers involved female dominating industries, such as nursing, teaching, caretaking, and hairdressing. They all contributed to the construction of my gender.
Multiple ways are available to conceptualize gender; essentialists see it as a binary division, which classifies you as male or female at birth. In contrast, mainstream social scientists take a constructionist approach to gender. Page 242 argues that gender is a constructed concept that has been shaped through culture and history. Finally, people internalize the social expectations they are introduced to.(Ferris & Stein, 2020) (Links to an external site.)
Resources
Ferris, T., & Stein, J. (2020). Chapter 9/ Page 242. In The Real World: An Introduction to Sociology (7th ed., pp. 236–242). essay, W.W. Norton.
...
(Monica) A summary of my decision-making process starts with flippMoseStaton39
(Monica) A summary of my decision-making process starts with flipping through ads to find a job, I was concerned with what companies offered for pay, the type of work I would be doing, and how long would the job last. There were a few companies that were only looking to hire temporarily and again not an ideal situation if I am already concerned with having a steady income. Between the three ads, Office temp, a server at a restaurant making $2.13hr plus tips with hours varying, and a warehouse position, starting at $14Hr with hours from 12 pm to 7 pm. I chose to pick the warehouse position since it offers the most money and a set schedule. Continuing with the simulation, my monthly take-home pay after taxes is $1,224, making my weekly pay only $306. Ideally $1,224 is not enough funds to help sustain a family, barely one person. During this time, I have to pick my insurance, which is a requirement through the Affordable Care Act. Luckily my child is covered and I picked the cheapest plan that I could afford, the bronze plan and it costs $303 a month, which averages to almost $76 a paycheck. I have to ensure I have a place to live, paying rent over $720 and traveling puts my monthly rental and traveling costs at more than 800 dollars a month. The results of me living further away from my job, so that my rent is lower also increased gas costs. According to the simulation, every working household that saves a dollar spends 77 cents on transportation. My balance jumps from $1000 to $192 after paying rent only to find out my apartment is too small for my things, so I chose to have a yard sale. I only made $150 from the yard sale and made the decision to get paid by the piece, since I am barely making a living wage on an hourly paycheck, and in doing so my paycheck decreased by 25cents. I skipped my grandfather’s memorial service because I can not afford to travel, I paid $25 to replace a broken item I fixed, even though considered hiding the evidence. Grocery shopping is next on my to-do list, spending only 30 for things I needed, I felt was hardly enough food, but could not really afford to splurge and spend on extra things. During this time my stress levels are at an all-time high, but I turn the offer for a cigarette down because I do not want to get addicted. As a result, the simulation states there is a misconception that smoking relieves stress during difficult situations in life.
Now that I have come to payday, I decided to start my fitness journey by asking a friend to be my running partner. On the way to work, something blew in the car and needed to get fixed, and asking a friend to look at the issue saved money. The landlord decided to raise rent and $150 had to be paid or I could spend more on legal fees fighting it in court. On the way out to work, someone stole my gas from my car, so I had to make the decision to take the bus and the result where it took me three buses and fives times longer to get there, making me miss a few hours of p ...
(Note This case study is based on many actual cases. All the nameMoseStaton39
(Note: This case study is based on many actual cases. All the names used are made up, and any relation to actual people or events is purely accidental and coincidental.)
Addictions Case Study: Narrative
Presenting Problem:
Marci is a 22-year-old female college student who was arrested five months ago for driving while impaired with a blood alcohol level of 0.13. She was also charged with possession of a small amount (about 1 gram) of marijuana. Her license was suspended, but she has driving privileges to get to school/work and back.
Drug History and Current Patterns of Use:
She has smoked cigarettes since age 16 and currently smokes one pack daily. Marci stopped smoking cigarettes for six months one year ago, but she presently does not plan to cut down or quit.
She has five prescription pills (Xanax) for depression and anxiety that were given to her by a college classmate (for whom they were prescribed). Marci shared that she had been struggling with feelings of sadness and worrying too much about two months ago. She hasn’t taken them yet, but has considered trying them.
Marci first experimented with marijuana during her senior year of high school (age 17), with her use becoming more regular after she entered college. Marci was first introduced to marijuana by her high school boyfriend, who used it every day along with alcohol on the weekends.
While she started drinking wine with her family when she was 13, she started to
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“seriously” drink starting around 18-years-old. She currently drinks four or more alcoholic beverages (usually wine or wine coolers; sometimes beer) three to four times a week and had been smoking marijuana two to three times a week for one year. Her usual pattern was to go on weekend binges, starting to drink and smoke on Friday evenings until 2:00 a.m. She would then have a glass or two of wine around lunchtime on Saturday, smoking a joint or two with a couple of friends during Saturday afternoons prior to attending college sporting or social events. She would then go to parties with friends on Saturday evenings, typically consuming six to seven cans/bottles/cups of beer and sharing several joints of marijuana with others. She had also started to consume energy drinks (Red Bull, Monster, etc.) when she drank beer at these parties to get an added “boost” to her high.
During the past two months, she has sometimes had one to two glasses of wine (she also used to smoke half a joint of marijuana with it) when alone on school nights. On the mornings after she used alcohol, Marci tended to sleep in and cut class, but not every week. Her recreational and social interests had increasingly involved the use of alcohol and marijuana, now since her arrest, it is mainly alcohol (although she still desires to smoke cannabis). Recently, Marci has begun to express concern to her friends about “feeling depressed and anxious,” but she reports no suicidal ideation or panic attacks. She is also concerned since sh ...
(Individuals With Disabilities Act Transformation Over the Years)DMoseStaton39
(Individuals With Disabilities Act Transformation Over the Years)
Discussion Forum Instructions:
1. You must post at least three times each week.
2. Your initial post is due Tuesday of each week and the following two post are due before Sunday.
3. All post must be on separate days of the week.
4. Post must be at least 150 words and cite all of your references even it its the book.
Discussion Topic:
Describe how the lives of students with disabilities from culturally and/or linguistically diverse backgrounds have changed since the advent of IDEA. What do you feel are some things that can or should be implemented to better assist with students that have disabilities? Tell me about these ideas and how would you integrate them?
ANOVA
ANOVA
• Analysis of Variance
• Statistical method to analyzes variances to determine if the means from more than
two populations are the same
• compare the between-sample-variation to the within-sample-variation
• If the between-sample-variation is sufficiently large compared to the within-sample-
variation it is likely that the population means are statistically different
• Compares means (group differences) among levels of factors. No
assumptions are made regarding how the factors are related
• Residual related assumptions are the same as with simple regression
• Explanatory variables can be qualitative or quantitative but are categorized
for group investigations. These variables are often referred to as factors
with levels (category levels)
ANOVA Assumptions
• Assume populations , from which the response values for the groups
are drawn, are normally distributed
• Assumes populations have equal variances
• Can compare the ratio of smallest and largest sample standard deviations.
Between .05 and 2 are typically not considered evidence of a violation
assumption
• Assumes the response data are independent
• For large sample sizes, or for factor level sample sizes that are equal,
the ANOVA test is robust to assumption violations of normality and
unequal variances
ANOVA and Variance
Fixed or Random Factors
• A factor is fixed if its levels are chosen before the ANOVA investigation
begins
• Difference in groups are only investigated for the specific pre-selected factors
and levels
• A factor is random if its levels are choosen randomly from the
population before the ANOVA investigation begins
Randomization
• Assigning subjects to treatment groups or treatments to subjects
randomly reduces the chance of bias selecting results
ANOVA hypotheses statements
One-way ANOVA
One-Way ANOVA
Hypotheses statements
Test statistic
=
𝐵𝑒𝑡𝑤𝑒𝑒𝑛 𝐺𝑟𝑜𝑢𝑝 𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
𝑊𝑖𝑡ℎ𝑖𝑛 𝐺𝑟𝑜𝑢𝑝 𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
Under the null hypothesis both the between and within group variances estimate the
variance of the random error so the ratio is assumed to be close to 1.
Null Hypothesis
Alternate Hypothesis
One-Way ANOVA
One-Way ANOVA
One-Way ANOVA Excel Output
Treatme
(Kaitlyn)To be very honest I know next to nothing about mythology,MoseStaton39
(Kaitlyn)To be very honest I know next to nothing about mythology, it has never been something that I have had around me or taught in school, I guess it was one of those subjects that got kind of, overlooked. But history is history and in my opinion, it’s important to know what happened in the past to prevent future mishaps or wrongdoings. Therefore I don't know anything about mythology to start, but I am eager to learn more about all these different gods, goddesses, etc., and am surprised to find out that entire towns or civilizations would support the myths or people I am reading about.
The gods and goddesses seem to all have their sanction of what was claimed as their own, one wraps his arms around the earth floating the continents with his aqua arms, and another is essentially the undertaker and decides whose soul belongs where. The people are peasants and they are unequal to those that are considered the higher power, they are the protected and shall not reach out to become a protector. From what I have read it doesn't seem like the gods step on each other’s territory or have competitions to push each other out, it seems as though all that made it up there are respected and get to look down on those that are less than them.
While reading I noticed that there is a bit of a divide between men and women the same as we have today. A big part of societal issues today is gender equality and the general outlook on how each gender is portrayed without any prior information. Men are supposed to be large, strong, and tall, to protect and conquer for the interest of mankind. Women are supposed to be dainty and spread love, make a house a home, and show endearing qualities. I can see the reverse argument for Cupid who is the God of Love being that Eros is a male, being portrayed as the, "fairest of the deathless gods," (Hamilton, 36) but that is one instance in an array of different people. It seems that even though we have come a long way to today with working on gender-specific stereotypes, for these "myths" to be ancient and long ago, it doesn't seem like we have come that far. Yes women are seen as loving and they can be attractive to people around them, but in the man’s brain, they are simply there to be of service to the man, and to man the home when they are not present. It's interesting because even though the language of the reading may be hard for me to get used to, being that it is not in modern English, I can still very well understand one thing. Women like Aphrodite would "...[laugh] sweetly or mockingly at those her wiles had conquered, the irresistible goddess who stole away even the wits of the wise" (Hamilton, 32). Being a woman I translated this to essentially smiling in the faces of those who either are factually in the wrong, or have done wrong to you, and that is something that is still very much alive today. From history, we know that women were seen as property or disposable at the discretion of the man that homed her, and f ...
(Harry)Dante’s Inferno is the first of the three-part epic poem, DMoseStaton39
(Harry)Dante’s Inferno is the first of the three-part epic poem, Divine Comedy, written by Dante Alighieri. The Inferno depicts Dante’s journey through Hell, accompanied and guided by the ancient Roman poet Virgil. In his poem, Dante describes Hell’s topography consisting of nine circles, each representing the seriousness of the sin committed by its offenders, these sins are categorized (by the Catholic Church), grouped, and commonly known as the nine deadly sins. Each level of Hell represent places of torment where the first level is home to less serious offenders, and increase in severity in each circle. As they go deeper into each level, our characters, Dante and Virgil encounter offenders within each ring of hell who have committed more serious offenses and the sins are more egregious. We find that the lowest part of hell houses the betrayers, and punishment here is more severe. Punishment in the poem is handed out in a poetic justice fashion Dante calls contrapasso. In this last (deepest) level or ring of Hell the betrayers of Julius Caesar: Brutus and Cassius are prime tenants, along with Judas, who had betrayed Jesus.
As I read this poem, I can agree with how Hell was organized, and as it sits currently, those guilty of child sexual abuse could reside along with those who are being tortured in the second circle: Lust. But Dante seemed to portray these sins as less severe. But personally, I think that those guilty of committing child sexual abuse should be in the ninth circle of Hell, along with those committing treachery because what is child sexual abuse if not treachery! It is treacherous against the innocent children, who fall betrayed by those who they must respect and obey (adults or those older then they), it is an act of treason to the victim who may have trusted the person committing such a heinous act. But after much contemplation, I still cannot agree with this placement. Child sexual abuse and child sexual assault is, in a very real way, equal to those types of betrayals. The innocence of a child makes those crimes so bad that I feel so uncomfortable writing about. As defined on their website, child sexual abuse includes: any sexual act between an adult and a minor, or between two minors, when one exerts power over the other, forcing, coercing or persuading a child to engage in any type of sexual act, non-contact acts such as exhibitionism, exposure to pornography, voyeurism, and communicating in a sexual manner by phone or Internet. In Dante’s world, those guilty of child sexual assault are far more wicked than those guilty of other sexual sins, and even worse than those guilty of aberrant sexual behavior (as it was understood at the time). Therefore, these sinners would have their very own special place below the ninth circle.
For sinners tormented in the tenth circle, the torture must be as gruesome as the act committed by the sinners. For someone who has committed such a abominable act as is child sexual abuse, assault, ...
(Lucious)Many steps in the systems development process may cause aMoseStaton39
(Lucious)Many steps in the systems development process may cause a project to balloon out of control, affecting the scope's size, where the budget and timeline remain the same. Unfortunately, this is a widespread problem known as scope creep during an IS development. Scope creep is an unexpected demand that moves a project past its predetermined limits. Projects are always documented with a planning outline, which covers in-depth details on boundaries, schedules, major deliverables, time, and budget. Unfortunately, individuals involved in the project may intentionally or unintentionally cause a project to not meet its goals due to the unpredictable nature of adding tasks to a project in progress. Project managers can ensure that the scope is clear by referring to the project planning outline, where all the boundaries and parameters of the project stipulate all deliverables. Spending extra time finalizing the plan can dial in a clear and detailed scope for everyone involved in the project. A project manager needs to engage directly with the clients by speaking with them and thoroughly walking them through all the parameters and deliverables. Closely collaborating with clients throughout the various stages of the project can prevent hiccups that may occur. If issues arise during project development, it is always best to be transparent with the client about every problem. Being able to work through solutions with clients will ease the anxieties as strategies are planned. To ensure deliverables are to the client's expectations, necessary features should be identified as critical for delivering a usable end product. For example, managing a scope creep can be difficult if not handled correctly. However, managing change in a project development does not have to be a battle of wills. Knowing how to address change can be beneficial. It can be outlined in the project planning document with parameters that will deliver the best product for the client without derailing the project. (Joseph S. Valacich, 2015)
REFERENCES
Joseph S. Valacich, J. F. (2015). Essentials of Systems Analysis and Design Sixth Edition. Pearson Education, Inc.
i1v2e5y5pubs
W21153
NEDBANK GROUP: LEADERSHIP AND ADAPTIVE SPACE FOR
DIGITAL INNOVATION
Caren Scheepers, Jill Bogie, and Michael Arena wrote this case solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names
and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business Sch ...
(Eric)Technology always seems simple when it works and it is when MoseStaton39
(Eric)Technology always seems simple when it works and it is when it fails that we see how complex these physical and virtual spiderwebs truly are. Networks can fail due to multiple reasons, namely lack of redundancy and failover. This can be in the form of backup servers and switches that can activate when primary hardware fails or backup power supplies for when there are failures outside the network hardware. Hardware runs firmware and software, which needs to be updated. Forgetting to keep it updated can also lead to issues with loss of efficiency or complete failure.
I work for the Texas Department of Criminal Justice, and one of the common LAN issues that we have on our units is outdated hardware. The units suffer daily from bandwidth problems since the physical cables that are run throughout the building(s) are incredibly outdated. This means that the physical network cannot handle the data required for daily business. Another issue with LAN design is the lack of continuous testing. You should plan to test your networks on a regular basis to ensure that they are continuing to function as intended and plan for unscheduled testing after large increases in company growth.
Introduction
On a cold winter morning in 2006, Jeff Ryan sat in his office steaming over the fax he had just received from his long-time distribution partner. This could easily be the last straw for the company, as what choice did he have since this partner was responsible for the sales and distribution of over 95 percent of their product? The fax had come on the heels of a highly charged discussion with this distributor just two days earlier, which had been tense but ended with the distributor assuring Jeff that they would continue their exclusive arrangement with Versare. At the meeting, Jeff aired his concerns about the distributor’s lack of interest in the business, the cost increases for Versare, and the distributor’s poor receiving and order-taking processes, which cause expensive and unnecessary extra work on wall bed installations. As Jeff walked out of the meeting, though, he was assured by the distributor’s president that they were maintaining the exclusive arrangement. “We give you our word. Everything goes through you,” he assured Jeff.
So, despite the tensions, he felt good about the agreement that had been reached two days earlier. But this fax changed everything. Sent to Versare by mistake, the fax was intended for a competitor, and it included a large order for the same product that the distributor had promised would come only from Versare. Jeff quickly realized that the distributor’s assurances of two days earlier had been a lie. In his head, he could already hear the president saying, “It’s just business you understand.” While he did understand, he also knew that this relationship accounted for nearly all his company’s revenues. In hindsight, this may not have been smart, but in the early days it had been the only way to get the company’s product to t ...
(ELI)At the time when I first had to take a sociology class in higMoseStaton39
(ELI)At the time when I first had to take a sociology class in high school, I was staunchly anti-feminism, as I felt it was unnecessary in first world countries and primarily focused on encouraging immodesty and considering women to be worth more than men. At that time, my only education on feminism or feminist issues had come from my parents during homeschooling. I clearly remember getting into a heated debate with a classmate whom I considered "the feminist equivalent of a vegan," (referring to the stereotypical joke, "How do you know if someone is a vegan? Don't worry, they'll tell you,") and I told her I simply could not see any situations in real life where women aren't being represented without a real reason. She introduced me to the term Bechdel Test, and encouraged me to spend a few weeks watching my usual shows, but counting how many times the female characters spoke to each other about anything other than men.
As my understanding of feminism and of the world around me has evolved, I have seen an increase in media that passes the Bechdel Test, but have also been surprised to find it is significantly less common than I expected. Additionally, the Bechdel Test only looks at named female characters who discuss something other than men. It does not look at factors of race, sexuality, topics of conversation, or visual presentation. Some argue that although media increasingly passes the test, the quality of that media is lacking and therefore the value of the Bechdel Test does not hold up (How does the Bechdel Test measure up in evaluating film representations of women, 2021). More detailed studies show that women remain underrepresented in media, both behind and before the camera (Smith et. al, 2016). The female characters that are portrayed in trend towards being young and traditionally attractive, reinforcing the "ideal" image as the standard and further raising the standard for the average woman. Additionally, women of color and women belonging to other racial or social minority groups are even less visible, impacting the expectations that society has of women based on how they are shown, and influencing what women consider "normal" in themselves.
How does the Bechdel Test measure up in evaluating film representations of women? (2021, April 19). UWIRE Text, 1.
Smith, S., Choueiti, M., & Pieper, K. (2016). Inclusion or invisibility? Comprehensive Annenberg Report on diversity in entertainment. Media, Diversity & Social Change Initiative. USC Annenberg School for Communication and Journalism.
...
(Executive Summary)MedStar Health Inc, a leader in the healthcMoseStaton39
(Executive Summary)
MedStar Health Inc, a leader in the healthcare industry regionally and nation-wide, is a constant target of the malicious attempts of cyber criminals. Over the past 6 years MedStar Health Inc. has faced several instances of data breach most notably, the 2016 breach that compromised 370 computer systems and halted its operations. As the organization continues to digitize and broaden the use of electronic medical records across its facilities, the threat of cyber-attack remains even more pervasive. The purpose of this report is to provide an overview of MedStar Health Inc cybersecurity vulnerabilities, examine the overall causes and impact of the breaches and explore solutions to meet the organization’s cybersecurity challenges.
With a focal point on MedStar Health breaches, a literature-based study was conducted, and various news articles, academic journals and company publications were analyzed. It was found that the 2016 and 2020 data breaches were attacks on the organization’s internet servers. The 2020 hack compromised the records of 668 patients, whereas the 2016 hack was a result of a ransomware infection that compromised 7500 individuals’ records and halted the organizations’ operations. The cost of the virus infection was greater than the $19,000 ransom requested due to additional recovery and remediation costs. It was also revealed that the 2019 breach was due to human error.
To best combat the efforts of cyber criminals, it is recommended that MedStar Health Inc. place greater emphasis on cyber awareness training for employees/professionals, implementing multiple factor authentications and a strong password and identity management system to reinforce its IT infrastructure against future hacks. Failure to effectuate these measures pose significant risk to MedStar Health Inc., its affiliates and patients that extend beyond ransom payments, fines, imprisonment, lawsuits and costs incurred for subsequent identity theft protection services. The damage caused by data security breaches may prove fatal for patients, the company’s most valued asset, compromising public perception and the company’s mission to provide the highest quality of medical care and build long-term relationships with the patients they serve.)
Actual Technical Report
MedStar Medical Vs. Cybercrime
In the health sector, experts "see persistent cyber-attacks as the single greatest threat to the protection of healthcare data" (Moffith & Steffen, 2017). To the world at large, this is not the most absurd news or revelation. Healthcare data embodies some of the most marketable information, and for the black market this is Eldorado – the fictional tale of the city of gold. Healthcare organizations are tasked with fighting the uphill battle of providing quality medical care to their number one stakeholder – patients – while also ensuring that their valuable information is kept safe and secure. Despite their efforts, healthcare organizations sometimes fail in ...
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
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.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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4. This case study has been adapted from the original version of
the case study found at www.shrm.org.
The submission instruction is the portion that has been adapted.
5. http://www.shrm.org/
Student Workbook - Case Study
Introduction to Compensation and Designing a Pay Structure
Compensation is a critical area of human resource (HR)
management, and one that can greatly affect employee behavior.
6. To be effective,
compensation must be perceived by employees as fair,
competitive in the market, accurately based, motivating and
easy to understand.
HR professionals might create the pay structure for their
organization, or they might work with an external compensation
consultant. There are several steps to designing a pay structure:
job analysis; job evaluation; pay survey analysis; pay policy
development; and pay structure formation. Each step is briefly
explained below. For a more extensive discussion, please review
Milkovich & Newman, 2008.
Step 1: Job Analysis
Job analysis is the process of studying jobs in an organization.
The outcome of this process is a job description that includes
the job
title, a summary of the job tasks, a list of essential tasks and
responsibilities, and a description of the work context. Also
included are
the knowledge, skills and abilities needed to perform the job.
Step 2: Job Evaluation
Job evaluation is the process of judging the relative worth of
jobs in an organization. The outcome of job evaluation is the
development of an internal structure or hierarchical ranking of
jobs. Job-based evaluation is used more often than person-based
evaluation, and so the former will be the focus in this case.
There are three methods of job-based evaluation: the point
method
(which is the most commonly used); ranking; and classification.
7. Job evaluation helps to ensure that pay is internally aligned and
perceived to be fair by employees.
Step 3: Pay Policy Identification
Pay policy identification is the process of determining whether
the organization wants to lead, lag or meet the market in
compensation. The pay policy or strategy will likely influence
employee attraction and retention. Pay policies can vary across
job
families (i.e., groups of similar jobs) and job levels if the top
management feels that different strategies can be effective in
different
areas of the organization.
Step 4: Pay Survey Analysis
Pay survey analysis is the process of analyzing compensatio n
data gathered from other employers in a survey of the relevant
labor
market. Gathering external pay data (e.g., base pay, bonuses,
stock options and benefits) is essential to keep the
organization’s
compensation externally competitive within its industry.
Employee attraction and retention can be improved by
maintaining
externally aligned pay structures.
Step 5: Pay Structure Creation
Pay structure creation is the final step, in which the internal
structure (Step 2) is merged with the external market pay rates
(Step 4)
9. positions):
• Director of regional operations
• Assistant to the director of
operations
• Operations analyst (2)
• Operations trainee
• HR director (this is you)
• Administrative assistant in HR
• Benefits manager
• Benefits counselor
• Payroll assistant
• Lead engineer (3)
• Engineer (6)
• Engineering associate for special
projects
• Manager of information systems
• Senior information systems analyst
• Information systems analyst
• Security guard
10. • Front desk receptionist
You can see from the list that there are several job families,
including operations, HR,
engineering, information systems and office support. You can
now begin the process
of designing a pay structure for the organization.
Job analysis is central to many HR functions, including
compensation, recruiting and
training. You need to understand what tasks, duties and
responsibilities various jobs
will entail before you can assign fair and competitive pay rates.
Begin the process by gathering the needed job description
information. To do so, combine information from O*NET
(http://online.onetcenter.org), an online job analysis resource
developed by the Department of Labor, and existing internal
corporate HR documents (such as previous job descriptions).
Each job description includes the job title; a job summary;
essential
job tasks; the job’s work context; and job-relevant knowledge
and skills that an incumbent must possess.
Benchmark jobs (jobs that are common and consistent across a
wide range of employers) will be the focus of this exercise,
because
they will be used to design the pay structure. Appendix A
contains the job descriptions of the benchmark jobs. You have
one
description left to complete; your first task is to create a job
12. Milkovich, G., and Newman, J.
(2008). Compensation. McGraw-
Hill Irwin. Chapters 1-8.
STUDENT WORKBOOK
Designing A Pay Structure
» Task A: Create a complete job description for the Benefits
Manager position using O*NET.
To design a pay structure, there must be a formal way to value
the work inside the organization so that pay is awarded fairly.
The
job evaluation process will help develop this internal work
hierarchy.
Different evaluation methods, pay strategies, and pay structures
will be used for different job families in the organization. You
decide to use a job-based evaluation approach for the
operations, office support, and HR job families. A skills-based
approach
will be used for information systems and engineering job
families, although it is not included as a task in this case. The
security
guard and director of regional operations jobs will be assigned
pay rates primarily using market pricing and slotted later into
13. the
pay structure.
Company representatives from various job levels and families
will periodically provide you with input during the job
evaluation
process. This will help you gain acceptance of the established
job structure. You ask this job evaluation committee whether
they
agree with the specific benchmark jobs identified in the job
analysis step (see below).
Office Support Operations HR
HR Director
Assistant to the director of operations Director of regional
operations *Benefits manager
*Admin assistant (HR) *Operations analyst Benefits counselor
*Front desk receptionist Operations trainee *Payroll assistant
* Benchmark job.
The committee studies the various job titles and asks why the
administrative assistant in HR is not included in the HR job
family.
You explain that administrative assistants perform similar tasks
across departments and do not handle functional-specific tasks
(e.g.,
HR). You suggest grouping the front-line administrative jobs in
a separate job family called office support. The other job
15. For example, the four degrees for education level are identified
as:
1=High School/GED
2=Associates
3=Bachelors
4=Masters/Graduate
Points are then calculated by multiplying the degrees by the
weights.
You present an example of how this point scheme is applied to
the front desk receptionist benchmark job (see below). The
committee agrees with the approach.
Compensable Factor Job evaluation for front desk receptionist
Degree (1, 2, 3, 4) Weight Points
Skill (50%)
-Education Level 1 25% 25
-Degree of Technical Skills 1 25% 25
Responsibility (30%)
-Scope of Control 1 10% 10
-Impact of Job 2 20% 40
17. » Task B: Calculate the job evaluation points for the
administrative assistant, payroll assistant, operational
analyst, and benefits manager jobs. Provide a rationale for
assigning specific degrees to the various jobs.
After determining the job evaluation points for the remaining
benchmark positions, you meet with the president, the head of
corporate HR in Indianapolis and the director of regional
operations in Chattanooga to discuss a pay level strategy for
each job
family. One decision resulting from these meetings is that your
organization will pay 3 percent above the market in base pay for
the
HR, operations and office support job families. The group
realizes that this lead pay policy will help meet the firm’s
customer-focus
business strategy by attracting and retaining high-potential
employees without incurring labor costs too far above their
competitors.
Top management also decides to match the market in benefits to
contain benefit costs (e.g., health care costs). After analyzing
web-based data about benefits offered in your industry by
smaller organizations (retrieved from BenefitsLink, SHRM, and
Employee Benefits Research Institute) you discern that on
average, employee benefits costs are approximately 25 percent
of
total compensation. Once the pay structure is finalized, you will
set benefits at a similar ratio of total compensation to achieve a
matching benefits policy.
18. To ensure that the pay structure is externally competitive, a pay
survey will be conducted. For the results of a survey to be valid,
the market pay data must be from the relevant labor market for
each benchmark job. That is, regional pay data should be
gathered
because most of the office support, HR and operations jobs will
be filled by regional candidates (i.e., within a 90-mile radius of
Chattanooga).
You develop a streamlined pay survey and administer it to
industry competitors. Descriptive organization data (e.g., size,
industry,
annual revenue) is gathered as well as compensation data for
each of the benchmark jobs, including base pay, bonuses, stock
options and benefits. [Note: All participating organizations will
receive the survey results.]
Surveys are completed and returned by six organizations
(referred to as companies A, B, C, D, E, and F) who recruit and
hire
similar benchmark jobs in the surrounding region. Base pay
salary data from the responding organizations are reflected in
the
following table. You have already checked to ensure that
summary job descriptions for the benchmark jobs (in the sample
data) are
appropriately similar to those in your organization (to ensure
you are comparing “apples to apples”). The next step is to
analyze the
pay data and generate weighted means for each benchmark job
to use in future parts of the case.
20. Minimum $21,000
Maximum $23,000
C
Front Desk Receptionist 1 Average $18,000
Minimum
Maximum
D
Front Desk Receptionist 2 Average $21,000
Minimum $20,000
Maximum $22,000
E
Front Desk Receptionist 2 Average $18,500
Minimum $18,000
Maximum $19,000
F
Front Desk Receptionist 1 Average $17,500
Minimum
Maximum
23. Company # of Job Incumbents Base Pay
A
Operations Analyst 2 Average $55,000
Minimum $50,000
Maximum $60,000
B
Operations Analyst 4 Average $57,000
Minimum $54,000
Maximum $59,000
C
Operations Analyst 3 Average $56,000
Minimum $54,000
Maximum $58,000
D
Operations Analyst 5 Average $58,500
Minimum $52,000
Maximum $61,000
25. Company # of Job Incumbents Base Pay
A
Payroll Assistant 2 Average $35,000
Minimum $34,000
Maximum $36,000
B
Payroll Assistant 3 Average $34,000
Minimum $32,000
Maximum $35,000
C
Payroll Assistant 1 Average $35,000
Minimum
Maximum
D
Payroll Assistant 3 Average $35,000
Minimum $33,000
Maximum $37,000
E
27. Minimum $61,000
Maximum $62,000
C
Benefits Manager 1 Average $60,000
Minimum
Maximum
D
Benefits Manager 3 Average $64,000
Minimum $62,000
Maximum $65,000
E
Benefits Manager 2 Average $63,000
Minimum $62,000
Maximum $64,000
F
Benefits Manager 1 Average $66,000
Minimum
Maximum
29. The regression output will also show information about how
good the regression line fits the data. Specifically, look at the
“R
squared” in the regression output. Generally, the R squared,
referred to as variance explained, should be .95 or higher.
If R squared is significantly lower than this, there may be
problems stemming from the job evaluation step. For example,
the points
assigned to certain benchmark jobs may be off – i.e., not make
sense given the level of tasks, duties and responsibilities
required for
the job and the knowledge, skills and abilities needed by the job
incumbent. If this is the case, re-examine the job descriptions
and
reconsider the points assigned to the benchmark jobs.
Alternatively, there may be errors in the weighted average
calculations. After
conducting the regression again, examine the new R squared.
» Task E: What is your R squared (variance explained)? Is it
sufficient to proceed?
Using the regression output (the slope and y-intercept),
calculate the predicted market pay rate (using Excel) for each
benchmark job.
31. share the same pay range (minimum and maximum pay rates).
Examine the benchmark jobs in this case again and determine
which ones are sufficiently similar for compensation purposes.
Do
this by revisiting the job evaluation results.
» Task H: Create pay grades by combining any benchmark jobs
that are substantially comparable for pay
purposes. Clearly label your pay grades and explain why you
combined any benchmark jobs to form a grade.
The final step to designing the pay structure is to set the pay
ranges for each pay grade. Pay ranges create upper and lower
pay
rates (on the Y axis) for each job in the pay grade. Each pay
grade will have a minimum and maximum pay rate. It is
important to
remember that all jobs in a pay grade will have the same
minimum and maximum pay rates.
Percent guidelines are used to determine how far above and
below the midpoint the pay range will reach. For example, the
maximum might be 10 percent above the midpoint and the
minimum might be 10 percent below the midpoint.
The percent guidelines, based on input from the job evaluation
committee, are:
• Clerical and office positions: 10 percent above and below the
32. midpoint.
• Entry to mid-level professional and management positions: 30
percent above and below the midpoint.
» Task I: Use your answer to Task H to determine the pay range
(i.e., minimum and maximum) for each pay
grade.
» Task J: Given the pay structure you have generated, consider
the following:
» Does this pay structure make good business sense? Do you
think it is consistent with the organization’s
business strategy?
» What are the implications of this pay structure for other HR
systems, such as retention and recruiting?
35. Appendix A – Job Descriptions for Benchmark Jobs
[Created using O*NET]
Front Desk Receptionist
Job Summary
Answer inquiries and obtain information for general public,
customers, visitors and other interested parties. Provide
information
regarding activities conducted at establishment; location of
departments, offices, and employees within organization.
Essential Job Tasks
• Operate telephone to answer, screen and forward calls,
providing information, taking messages and scheduling
appointments.
• Greet persons entering establishment, determine nature and
purpose of visit, and direct or escort them to specific
destinations.
• Hear and resolve complaints from customers and public.
• Transmit information or documents to customers, using e-
mail, mail or fax machine.
• Analyze data to determine answers to questions from
customers or members of the public.
• Provide information about the establishment, such as location
of departments or offices, employees within the organization, or
36. services provided.
Job Context
Indoor, environmentally controlled; telephone; contact with
others.
Knowledge, Skills and Abilities
• Knowledge of principles and processes for providing customer
and personal services. This includes customer needs assessment,
meeting quality standards for services and evaluation of
customer satisfaction.
• Knowledge of administrative and clerical procedures and
systems such as word processing, managing files and records,
taking
and organizing messages, and other office procedures and
terminology.
• Awareness of others’ reactions and understanding why they
react as they do.
• Gives full attention to what other people are saying, taking the
time to understand the points being made, asking questions as
appropriate and not interrupting at inappropriate times.
• Actively looks for ways to help people.
• Manages one’s own time and the time of others.
• Talks to others to convey information effectively.
• Knowledge of the English language including the meaning and
37. spelling of words, rules of composition, and grammar.
• Understands written sentences and paragraphs in work-related
documents.
• Communicates effectively in writing as appropriate for the
needs of the audience.
Administrative Assistant
Job Summary
Provide administrative support by conducting research,
preparing reports, handling information requests and performing
clerical
functions such as preparing correspondence, receiving visitors,
arranging conference calls, and scheduling meetings.
Essential Job Tasks
• Manage and maintain executives’ schedules.
• Prepare invoices, reports, memos, letters, financial statements
and other documents, using word processing, spreadsheet,
database, or presentation software.
• Read and analyze incoming memos, submissions and reports to
determine their significance and plan their distribution.
38. • Open, sort and distribute incoming correspondence, including
faxes and e-mail.
• File and retrieve corporate documents, records and reports.
• Greet visitors and determine whether they should be given
access to specific individuals.
• Prepare responses to correspondence containing routine
inquiries.
• Perform general office duties such as ordering supplies,
maintaining records, management systems and performing basic
bookkeeping work.
• Make travel arrangements for executives.
Job Context
Indoor, environmentally controlled; telephone; contact with
others.
Knowledge, Skills and Abilities
• Knowledge of administrative and clerical procedures and
systems such as word processing, managing files and records,
designing and completing forms, and other office procedures
and terminology.
• Knowledge of principles and processes for providing customer
and personal services. This includes customer needs assessment,
meeting quality standards for services, and evaluation of
customer satisfaction.
40. Designing A Pay Structure
APPENDIX A
Designing A Pay Structure
Payroll Assistant
Job Summary
Compile and post employee time and payroll data. Compute
employees’ time worked, production and any commission.
Compute
and post wages and deductions.
Essential Job Tasks
• Process and issue employee paychecks and statements of
earnings and deductions.
• Compute wages and deductions and enter data into computers.
• Compile employee time, production and payroll data from
time sheets and other records.
41. • Review time sheets, work charts, wage computation and other
information to detect and reconcile payroll discrepancies.
• Verify attendance, hours worked and pay adjustments, and
post information to records.
• Record employee information, such as exemptions, transfers
and resignations to maintain and update payroll records.
• Issue and record adjustments to pay related to previous errors
or retroactive increases.
• Complete time sheets showing employees’ arrival and
departure times.
Job Context
Indoor, environmentally controlled; telephone; contact with
others.
Knowledge, Skills and Abilities
• Knowledge of administrative and clerical procedures and
systems such as word processing, managing files and records,
designing and completing forms, and other office procedures
and terminology.
• Knowledge of principles and processes for providing customer
service.
• Knowledge of math, arithmetic, statistics to analyze data and
solve problems and use of Microsoft Excel.
• Uses logic and reasoning to identify the strengths and
43. Operations Analyst
Job Summary
Formulate and apply mathematical modeling and other
optimizing methods using a computer to develop and interpret
information
that assists management with decision making or other
managerial functions. Frequently concentrates on collecting and
analyzing
data using decision support software.
Essential Job Tasks
• Analyze information obtained from management to
conceptualize and define operational problems.
• Collaborate with senior managers and decision makers to
identify and solve a variety of problems and to clarify
management
objectives.
• Define data requirements and then gather and validate
information, applying judgment.
• Study and analyze information about alternative courses of
action to determine which plan will offer the best outcome.
• Prepare management reports defining and evaluating problems
44. and identifying solutions.
• Formulate mathematical or simulation models of problems,
relating constants and variables, restrictions, alternatives,
conflicting objectives and their parameters.
Job Context
Indoor, environmentally controlled; telephone; contact with
others.
Knowledge, Skills and Abilities
• Knowledge and application of arithmetic, algebra, geometry,
calculus and statistics.
• Knowledge of the practical application of engineering science
and technology. This includes applying principles, techniques,
procedures and equipment.
• Knowledge of computer hardware and software including
applications and programming.
• Identifies complex problems and reviews related information
to develop and evaluate options and implement solutions.
• Uses logic and reasoning to identify the strengths and
weaknesses of alternative solutions, conclusions or approaches
to
problems.
• Analyzes needs and product requirements to create a design.
• Determines how a system should work and how changes in
46. APPeNDIx A
Designing
08-0745 1800 Duke Street
Alexandria, VA 22314
www.shrm.org/hreducation/cases.asp
http://www.shrm.org/hreducation/cases.aspIntroduction to
Compensation and Designing a Pay StructureStep 1: Job
AnalysisStep 2: Job EvaluationStep 3: Pay Policy
IdentificationStep 4: Pay Survey AnalysisStep 5: Pay Structure
CreationCASE» Task A: Create a complete job description for
the Benefits Manager position using O*NET.Compensable
Factor Job evaluation for front desk receptionist» Task B:
Calculate the job evaluation points for the administrative
assistant, payroll assistant, operational analyst, and benefits
manager jobs. Provide a rationale for assigning specific degrees
to the various jobs.» Task C: If there were any outliers (i.e.,
extreme data points) in these data, what would you recommend
doing with them? [From this point forward, assume no extreme
data points exist in the dataset.]» Task D: Conduct a simple
regression in Excel to create a market pay line by enteri ng the
job evaluation points (on the X axis) and the respective
weighted average market base pay (on the Y axis) for each
benchmark job.» Task E: What is your R squared (variance
explained)? Is it sufficient to proceed?» Task F: Calculate the
predicted base pay for each benchmark job.» Task G: Because
47. your company wants to lead in base pay by 3 percent, adjust the
predicted pay rates to determine the base pay rate you will offer
for each benchmark job.» Task H: Create pay grades by
combining any benchmark jobs that are substantially
comparable for pay purposes. Clearly label your pay grades and
explain why you combined any benchmark jobs to form a
grade.» Task I: Use your answer to Task H to determine the pay
range (i.e., minimum and maximum) for each pay
grade.Referencesother ComPensAtion textsrelevAnt
websitesFront Desk ReceptionistJob SummaryEssential Job
TasksJob ContextKnowledge, Skills and AbilitiesAdministrative
AssistantJob SummaryEssential Job TasksJob
ContextKnowledge, Skills and AbilitiesPayroll AssistantJob
SummaryEssential Job TasksJob ContextKnowledge, Skills and
AbilitiesOperations AnalystJob SummaryEssential Job TasksJob
ContextKnowledge, Skills and Abilities
Walmart: What Happened In India?
Walter LoebSenior Contributor
Retail
I cover major developments in the retail industry.
This article is more than 7 years old.
·
has been dissolved. Formed in 2007, the joint venture’s purpose
was to build and operate cash and carry superstores in India
under the name Best Price Modern Wholesale. As partners, the
two companies jointly built 20 superstores. These superstores
are located in major cities such as Amritsar, Zirakpur,
Jalandhar, Kota, Bhopai, Ludhiana, Ralpur, Indore, Vijayawada,
Agra, Meerut, Lucknow and Jammu.
But the two companies have now agreed to go their separate
ways. Bharti will acquire the Compulsory Convertible
Debentures held by Walmart in Cedar Support Services, a
company owned and controlled by Bharti. Bharti, which
48. operates 212 stores plans, plans to continue growing
independent of Walmart. Bharti indicated that it is committed
to building a world class operation and will continue to invest
in a retail concept called “Easyday.” For its part, Walmart will
contiunue to operate the 20 superstores opened since 2007
without the benefit of any partnership.
Walmart management has said it wants to serve India and its
people through its cash and carry business. Management
believes that the company has in place the supply chain
infrastructure, direct farm program, and supplier development
that enables it to make good investments and provide good
returns for its shareholders.
However, there is a problem. The Indian government requires
retailers to source 30 percent from small suppliers which is
difficult for Walmart to comply with. Another problem is the
continuing US investigation of fraud in Mexico, Brazil, China
and India. In Indian, the government is investigating whether a
loan made by Walmart to Bharti broke foreign investment rules.
Both Bharti and Walmart have denied any wrong doing.
While Bharti and Walmart managements each wished the other
well, I suspect that national differences and the challenges of
working together broke up this partnership. Walmart entered
into the partnership with Bharti in hopes of achieving a
liberalization of the Indian market. This hope was not fulfilled
and as a result the relationship with Bharti was no longer
desirable, according to Scott Price, President and CEO of
Walmart Asia.
This action is similar to what happened in to Walmart in
Germany. There Walmart stores were competing with
entrenched local general merchandise and food merchants,
rendering Walmart unprofitable. The company was restricted
from running sales except for certain times, and the operation
never appealed to the German shopper.
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While Walmart’s growth has exceeded anyone’s dreams, its
shifting strategies in India, Japan and Germany highlight the
difficulties of operating a worldwide company. Its amazing
international expansion often has the unfortunate flavor of
inexperience. Dealing with foreign authorities requires finesse
and charm, and even so sometimes still doesn’t pan out as
hoped. The dominance of Walmart in the United States is
unrivaled; but the retailer still has to prove itself country by
country, city by city. Even for global behemoths like Walmart,
retailing is still a truly local business.
Walmart Expands Again In India - But Still Not Able To Open
Consumer Stores To Consumer Detriment
Tim WorstallFormer Contributor
Opinion
This article is more than 3 years old.
·
India. The problem being the Indian government's restrictions
on people doing what Walmart does so well, piling it high and
selling it cheap. This is something of a pity--actually it
impoverishes them--for the consumers of India. For it means
that they still have to purchase retail through the Mom and Pop
stores which dominate the sector. At root this is the conflict
between the Indian insistence upon protecting the producers and
the more normal economic insistence that we should be running
the economy for the benefit of consumers. Walmart really is
strikingly good at the logistics of retail. But they're not allowed
50. to deploy that knowledge in India.
So, instead of doing so they're expanding the cash and carry
model rather than the retail one:
Walmart India Private Limited, a wholly owned subsidiary of
retail behemoth Walmart Stores Inc, on Saturday inked an
agreement with the Telangana government to set up 10
wholesale stores in the state over a span of five to seven years.
Walmart currently has one store in Hyderabad.
The rules around what can be done in Indian retail are rather
restrictive:
With many arguing there were various obstacles to foreign
multinational corporations setting up shop in India, the Indian
government had made attempts to relax rules. The previous
rules made it mandatory for foreign supermarkets to source 30
per cent of their products from small Indian firms. Whilst this
rule is still in place, the government has now given foreign
firms five years to reach this target, thus easing the pressure.
Foreign retailers were also only able to set up stores in cities
that had a population of over a million; this rule has now been
overturned.
Note that these rules are about what foreign owned retail may
do. Majority domestically owned retail does not face the same
restrictions. It all becomes worse too. Foreigners cannot set up
shop to retail multiple lines of products, from multiple
manufacturers. Cannot, in essence, be supermarkets.
Domestically owned can, thus the various attempts by the likes
of Carrefour and Walmart itself to find local joint venture
partners:
Wal-Mart signed what amounts to a kind of franchise deal with
Bharti Enterprises, one of India's largest cell phone providers.
Wal-Mart will provide logistics, purchasing and support; Bharti,
with 30m Indian cell phone customers and a sophisticated
understanding of the rapidly-evolving Indian consumer market,
will open and run Wal-Mart-branded superstores.
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These JVs generally haven't worked out well. However, the
fully foreign owned company can indeed work in the wholesale
sector, thus the actual strategy being used by Walmart:
Walmart India currently operates 21 cash-and-carry stores in
India and its robust expansion plans will take the number to 71.
If you're foreign owned then wholesale only, or selling only
your own production/brand. To be properly retail across
multiple brands then you've got to be at least in partnership
with a local firm.
All of which is a pity of course. India would be able to make the
consumer vastly richer by abolishing these restrictions. Sure,
we all know why it is being done. North of 90% of the retail
market (itself perhaps $500 billion) is supplied by Mom and Pop
stores and open marketplaces. These are huge employers of
labour. The rules are there to stop the sector being flattened by
the retail behemoths. But that then brings up the question, well,
who should we be managing the economy for?
The producers? To a great extent that's what India does, yes. To
a great extent that's not what the US does. There, instead, the
emphasis is upon whoever offers the best deal to the consumers
well, let them get on with it. And this makes the country richer,
improves the lives of the consumers rather bigly. As Jason
Furman once pointed out:
There is little dispute that Wal-Mart’s price reductions have
benefited the 120 million
American workers employed outside of the retail sector.
Plausible estimates of the magnitude of
the savings from Wal-Mart are enormous – a total of $263
billion in 2004, or $2,329 per
household.
52. Even if you grant that Wal-Mart hurts workers in the retail
sector – and the evidence
for this is far from clear – the magnitude of any potential harm
is small in comparison. One
study, for example, found that the “Wal-Mart effect” lowered
retail wages by $4.7 billion in
2000.
India would make itself very much richer by junking the
restrictions on foreign owned retail and thus allowing Walmart,
and the others, to run riot through the economy. Given that
consumer welfare is our aim they should thus do so.
A Dollar Store's Rich Allure in India; A U.S. Franchise's
Success Shows 'Made in America' Sells; Lessons for Wal -Mart's
Entry?
Bellman, Eric. Wall Street Journal, Eastern edition; New York,
N.Y. [New York, N.Y]23 Jan 2007: B.1.
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Ajoy Krishnamurti, chief executive of Sankalp Retail Value
Stores, which was created to manage the My Dollarstore
franchise in India, walks the aisle of a My Dollarstore in
Mumbai's Center One mall, pointing out products. "Hershey's
chocolate syrup really rocks, salad dressing is hot," he says.
"Papaya-and-carrot juice: not particularly hot."
So far the formula is working. Last year, 4.5 million customers
shopped in My Dollarstores in India, up from 370,000 two years
53. earlier. Most of the 42 My Dollarstore outlets, mainly in India's
larger cities, attract more than 600 customers a day, three times
the average in the U.S. Mr. Krishnamurti estimates the My
Dollarstores in India brought in more than $10 million in sales
last year, almost twice the previous year's revenues.
My Dollarstore learned other lessons on the way to its current
success. Its first shops offered exactly the same products s old in
U.S. stores: container-loads of goods from the franchise's long
list of products, from baby clothes to health-and-beauty
products, snacks and stationary. While Indians rushed to buy
super-size bottles of shampoo and cartons of apple juice, they
were also wary of the discounted products, fearing the goods
might be shoddy, or locally made imitations of international
brands. My Dollarstore solved this problem by hiring more staff
to answer questions. The stores in India have around 20
employees per 1,000 square feet -- more than 10 times that of
the U.S. stores. It's possible because labor is cheap in India: the
average shop helper makes less than $150 a month.
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Mumbai, India -- Corporate lawyer Archana Singh travels to
Europe every year and returns laden with fine Italian cheeses,
French wines and single-malt Scottish whiskys. At home in
Mumbai, she likes shopping at the neighborhood "dollar store,"
which sells exotic products like the newest flavor of Pringles in
red-white-and-blue decked aisles that make her feel she's on
vacation in the U.S.
As Wal-Mart Stores Inc. and other retail giants prepare to enter
India, an unexpected American rival -- California's My
Dollarstore Inc. -- is already here and attracting the affluent
middle-class customers Wal-Mart and others covet.
In the U.S., most of the so-called dollar stores that sell
discounted products at a single price are in low-rent strip malls.
54. In India, My Dollarstores target big spenders, setting up i n
prime ground-floor spaces at the newest malls. Even the prices
are higher end. While everything costs $1 at My Dollarstores in
the U.S., in India the same products sell for 99 rupees, or about
$2, thanks to transportation costs and import tariffs.
Since opening its first store in Mumbai in 2004, India's My
Dollarstore franchise has been a testing ground for what works -
- and what doesn't -- for a new entrant to the subcontinent's
nearly $300 billion retail industry spanning food to footwear.
Ajoy Krishnamurti, chief executive of Sankalp Retail Value
Stores, which was created to manage the My Dollarstore
franchise in India, walks the aisle of a My Dollarstore in
Mumbai's Center One mall, pointing out products. "Hershey's
chocolate syrup really rocks, salad dressing is hot," he says.
"Papaya-and-carrot juice: not particularly hot."
Though the average annual salary in India is still less than
$1,000, My Dollarstore's track record suggests "Made in
America" is a good formula for attracting India's well -to-do and
free-spending middle class.
The governments of India and the U.S. have not always seen
eye-to- eye on political issues, but goods associated with the
American way of life -- Doritos chips, Kellogg's Pop-Tarts,
Alberto VO5 hair conditioner -- have long been carried home by
Indians living in and visiting the U.S. That helps explain why a
store chain associated with bargain basements in the U.S. is
attracting the cream of India's shoppers in an economy whose
gross domestic product is growing more than 8% a year
recently.
Ms. Singh, 32, says a trip to My Dollarstore reminds her of
traveling abroad. She enjoys trying new products and likes the
wide aisles -- a contrast to the mom-and-pop shops that
dominate food, cosmetics and clothing retailing in India. She
spends $30 in a typical trip. "Before you realize it, you've
picked up so much," she says.
International chains are scarce in India, where the government
generally doesn't allow direct foreign ownership in the retail
55. industry. It restricts foreign investment to single-brand
retailers, such as Chanel or Nike, or those that come through
franchise agreements -- international brands provide the
products, retail technology and marketing, but the stores are
owned by Indians. Guess Inc., Tommy Hilfiger Corp. and My
Dollarstore are among those that have entered the market
through franchises.
Yet the government has hinted it's ready to open the sector to
more foreign investment, and Indians are at last shopping
enough to make large retail investments worthwhile.
In November, Wal-Mart announced plans to enter India through
a joint venture. Its Indian partner Bharti Enterprises Ltd. will
own the outlets, while Wal-Mart controls the supply chain and
wholesaling operations. Last week U.S. office supply retailers
Staples Inc. announced it would also enter India through a joint
venture. France's Carrefour SA and Tesco PLC of the U.K. are
scouting for partners, too, and expected to follow with their
own India plans.
Certainly just setting up shop will not be enough. Wal-Mart last
year had to pull out of both the German and South Korean
markets after years of disappointing results there. In India,
these behemoths will likely be learning some of the same
lessons the tiny My Dollarstore chain has already absorbed.
Dollar stores have been around for decades in the U.S., but My
Dollarstore is relatively new. In 1996, Indian immigrant and
former leather importer Rex Mehta started Dollarstore Inc. as a
Web portal to help independent shops buy and sell goods. In
1999, it moved into the brick-and-mortar business of running a
chain of My Dollarstores, and the next year it took the franchise
abroad.
Now, the privately held company has annual sales of close to
$30 million from franchise fees, wholesaling and consulting. It
typically charges $15,000 upfront to anyone who wants to open
a My Dollarstore, provides the layout of the stores, the products
and the technology needed and charges the stores around 4% of
sales.
56. It's been expanding faster internationally than at home, and now
has around 200 store franchises abroad, from Eastern Europe to
Central America to Southeast Asia. In the U.S., where it has
about 50 My Dollarstore franchises and provides 100 other
independent stores with products and services, its major
competitors are the listed giants of the industry, including
Family Dollar Stores Inc. and Dollar Tree Stores Inc. Abroad,
Mr. Mehta says, he has little competition.
"We are very excited about India," says Mr. Mehta, who heads
the entire operation and is chief executive officer of Dol larstore
International Inc., the company that runs the group's
international franchising.
In India, My Dollarstore plays heavily on the American Dream
theme. The store in Mumbai's Center One mall features the
same red-white-and- blue decorating scheme and employee
uniforms as the U.S. stores, and takes it a step further with
posters of the Statue of Liberty on the walls.
So far the formula is working. Last year, 4.5 million customers
shopped in My Dollarstores in India, up from 370,000 two years
earlier. Most of the 42 My Dollarstore outlets, mainly in India's
larger cities, attract more than 600 customers a day, three times
the average in the U.S. Mr. Krishnamurti estimates the My
Dollarstores in India brought in more than $10 million in sales
last year, almost twice the previous year's revenues.
He plans to expand to more than 400 stores across the
subcontinent in the next three years.
My Dollarstore learned other lessons on the way to its current
success. Its first shops offered exactly the same products s old in
U.S. stores: container-loads of goods from the franchise's long
list of products, from baby clothes to health-and-beauty
products, snacks and stationary. While Indians rushed to buy
super-size bottles of shampoo and cartons of apple juice, they
were also wary of the discounted products, fearing the goods
might be shoddy, or locally made imitations of international
brands. My Dollarstore solved this problem by hiring more staff
to answer questions. The stores in India have around 20
57. employees per 1,000 square feet -- more than 10 times that of
the U.S. stores. It's possible because labor is cheap in India: the
average shop helper makes less than $150 a month.
"Is this really Old Spice?" a customer asks Mr. Krishnamurti at
the Center One store. Customers are confused about newly
arrived cans of hair mousse, the store's manager says. "They
keep calling it mouse."
To encourage consumers to try unfamiliar products like
blueberry syrup and dog shampoo, My Dollarstore offers
something unusual in India: a money-back guarantee, no
questions asked. One customer returned a partially eaten jar of
peanut butter.
Chinese-made products re-exported from the U.S. proved too
expensive, so the stores in India found a way to import directly
from China, a practice allowed under the franchise rules.
Some industry experts caution the novelty of My Dollarstores
could wear off once Wal-Marts, Carrefours and Tescos come to
town. But Mr. Krishnamurti notes that in the U.S., dollar stores
have thrived under the noses of the mega-retailers for decades.
Meanwhile, his team is learning every day -- an edge Mr.
Krishnamurti hopes will help when the global retailers arrive.
"It doesn't scare me at all," he says. "They still have to figure
out what is going on with the Indian consumer."
(c) 2007 Dow Jones & Company, Inc. Reproduced with
permission of copyright owner. Further reproduction or
distribution is prohibited without permission.
GB520M3 Checklist Rubric and CLA and Grade Chart
All competency criteria must be met to earn a B grade and pass
this Course Outcome.
58. A predefined number of mastery criteria must be met to earn an
A grade, indicating mastery of
the Course Outcome. See the CLA and Grade Criteria Chart
below.
*If work submitted for this Competency Assessment does not
meet the minimum
submission requirements, it will be returned without being
scored.
MET NOT YET
MET
Analyze Job Descriptions and Create Weighted Values for Jobs.
Competency
Create one job description for the benefits manager.
Mastery
Defend the weighted value of the job created.
Utilize Statistical Analysis to Analyze Pay Ranges and
Determine Their
Validity.
Competency
Conduct a regression analysis that results in a market pay line
that supports
the validity of the pay ranges in the case study.
Mastery
Critique the statistical analysis conducted and determine how
the data is valid.
Determine a Base Pay for Identified Jobs and Predict Pay Rates
59. for
Forecasted Jobs.
Competency
Calculate the predicted base pay for each benchmark job.
Mastery
Create and adjust the predicted pay rates to determine the base
pay rate you
will offer for each benchmark job by 3%.
Create and Develop Pay Grades and Pay Ranges for
Benchmarked Jobs.
Competency
Create pay grades by combining any benchmark jobs that are
substantially
comparable for pay purposes.
Mastery
Determine the pay range (i.e., minimum and maximum) for each
pay grade.
Total Competency Criteria: 4
Total Mastery Criteria: 4
CLA and Grade Criteria Chart
60. CRITERIA CLA Score Grade Points
Meets all 4 competency criteria and 2–4 of
mastery criteria 5 A 1000
Meets all 4 competency criteria and 0–1 of
mastery criteria 4 B 850
Meets 3 of competency criteria 3 Not Yet Competent* 0
Meets 2 of competency criteria 2 Not Yet Competent* 0
Meets 1 of competency criteria 1 Not Yet Competent* 0
Meets 0 competency criteria 0 Not Yet Competent* 0
No submission NA Not Yet Competent* 0
*Not Yet Competent grades convert to an F at term end.