Table of Contents.
ORGANIZATIONAL TRAINING
EMPOYEE TRAINING
TRAINING METHODS
TRAINING EVAUATION
SOURCES CITED PAGE
APPENDIX
Cottrell Home Daycare
23
Cottrell Home Daycare
Organizational Training: “involves identifying whether training supports the company's strategic direction; whether managers, peers, and employees support training activity; and what training resources are available.” (Noe, 2008, pg. 98). The Cottrell Home Day Care will be training its employees known as provider’s assistant on the safety of the day care children. As we move along throughout the organizational analysis of the day care we will first look at how the training content could affect our employee’s relationship with our customers. Our training will give employees confidence in communicating with customers on how they are capable of performing key emergency situations such as CPR, and fire drills.
What the partners need to know about the program is the state of Illinois regulated laws of training, a full detail of every training needed necessary for the day care safety as a whole. The program aligns with the strategic need of the business because it meets the safety standards required by the day care laws, and gives a recruiting edge over the competitors. It offers the customers a sense of secure safety.
Organizational resources are always great sources to be devoted to a business especially in child care services. Good organizational resources that are being devoted to Cottrell Home Day Care are: American Heart association which is used to help aid in CPR training, along with Child Care Aware (CAA) a program of the National Association of Child Care Resource & Referral Agencies (NACCRRA), has information for parents and providers and links to local Child Care Resource and Referral agencies (CCR&R). CCA is funded in part by the Office of Child Care, Office of Family Assistance, Administration for Child and Families, U.S. Department of Health and Human Services.
In order for our training to succeed the owner/director of the business has to be patience, knowledgeable of emergency procedures and proficient to be able to teach the peers proper tools in training. What is needed from the peers to succeed, is knowledge, proficiency, patience and the willingness to learn. What features of the work environment that can interfere with training is lack of staff, whether, and a undereducated staff that does not have the concept or ability to learn basic training skills.
Outside of the director of the business itself to help ensure training we will provide a specialist from the Illinois Department of Children Services who will assist in training. After the training is completed the employees will see this training as a reward because now they have learned new techniques that will assist them further in their life’s, knowing how to evacuate a building during a fire drill and especially knowing CPR can help these employ ...
7Organizational Training involves identifying whether trai.docxevonnehoggarth79783
The document discusses employee training at Cottrell Home Day Care. It describes how the day care will train its employees, known as provider's assistants, on safety procedures like CPR and fire drills. The training aims to improve employee performance and confidence in emergency situations. It will also help the day care meet state regulations. Resources for the training include the American Heart Association for CPR training and a state department that will assist with instruction. Conducting needs assessments and evaluating employee performance will determine which employees require what specific training.
Employee Training
Students Name:
Lecturers Name:
Unit Title:
Submission Date:
Employee Training
Employee training is whereby organizations identify skill gaps that exist amongst their employees and device strategies to reduce the skill gaps. Employee training thus can be done through lectures, work based training or by an external party. The aims o employee training is to improve employee efficiencies as well as improve employee production quality or increase the levels of output. Organizations that do not conduct training to their employees will experience low production output, a low competitive workforce as compared to their competitors, customer dissatisfaction as a result of the reduced quality of output as well as a reduction in sales in the case of an unskilled sales team. For training to be successful and well planed, the human resource department needs to come up with an employee training schedule. (Sidharth Thakur 2012).
Employee training schedule
When planning a training program for employees, setting up a proper training schedule as well as communicating it to the employees should be the top most priority of any organization that want to conduct training to their employees, this should mostly be done by large organizations that want to conduct training to a large number of employees due to the complexity of the training program. Thus an organization training schedule template is what organizations need to inform their employees about how the training program will be conducted. Stacy 2010
· slide 1 of 2
The effectiveness of a training program depends on how well employees have been informed about the program as well as the kind of attendance the program seeks. To ensure these two things succeed, the schedule of the training program must be available to all the employees in question before the start of the training program. (Sidharth Thakur 2012).
Contents of an employee training schedule
An employee training schedule contains three important pieces of information, they include
Training Program Details: The top of the training schedule shows the name of the training program, the total number of hours it will take to complete the training, the proposed start and finish date and the name/department of the training coordinator. (Edwards 2010).
Training Summary: The second part will have the basic structure of the training. This will include the training modes as well as how many hours will be dedicated to each of the modules. (Edwards 2010).
Detailed Training Schedule: Here, the hourly schedule for the training program will be detailed out. The other relevant information regarding each sessions such as the time, the place session is the name of the trainer who will be facilitating the training session can be displayed here. Ginny (Edwards 2010).
Those that will be attending are the employees in the sales department because the sales section is very important when ...
Running Head TRAINING AND DEVELOPMENT PROPOSALTRAINING AND DE.docxagnesdcarey33086
Running Head: TRAINING AND DEVELOPMENT PROPOSAL
TRAINING AND DEVELOPMENT PROPOSAL
11
Training And Development Proposal
Katrina A. Kinlow
Dr. T.A. Swinney
335 – Training and Development
February 1, 2015
Training and Development Proposal
Introduction
Computer Aided Design
Solution
s is a small business that has been started to provide solutions to design problems. The scope of the business ranges from design of machinery and structures like buildings to household vessels. The design program has to be taught to individuals to enable them to inductively participate competently in the market of design solutions. I always get invited to offer consulting services in this field. I will draw heavily from my experience when I provide training and development services to this business. There are numerous challenges to be overcome for one to be successful as I will show herein.
Training Methods to Be Used
Good learning and development initiatives in the Design field always feature a combination of many methods that, blended together, produce one effective training program. Below are some of the ways of delivering training and development activities for the consulting services.
Orientation
Orientation will familiarize the new trainees with the field of Computer Aided Design. It will be conducted through training manuals, a one-on-one meeting with a consultant who will give a lecture. Newcomers will receive information on our company's history and strategic position, the key people in authority at the business, the structure of departments and how they contribute to the overall mission of the enterprise, and the employment policies, rules, and regulations.
Lectures
Lecturers are a verbal method of presenting information; lectures are mainly useful in situations when the goal is to impart the same information to a large number of people at one time.
Case Study
The Case study method of training is a non-directed method of study where trainees are given practical case reports with similar situations and facts as the current situation to analyze. The case report includes a thorough description of a simulated or real-life situation.
Role Playing
Students assume a role outside of their current role and responsibilities and play out that role within a group. A facilitator creates a scenario that is to be acted out by the participants under the guidance of the facilitator. While the situation might be contrived, the interpersonal relations are genuine. In addition, participants receive immediate feedback from the facilitator and the scenario itself, allowing better understanding of their behavior.
Computer-Based Training
This method of training will involve the use of computers and computer-based instructional materials as the primary medium of instruction. Computer-based training programs will be useful to structure and present instructional materials, as well as facilitate the learning process for the trainee.
Elements of Training and Developmen.
The document discusses employee relations, training, and development programs. It provides details on:
1) The goals of employee relations programs, which include fair treatment of employees, commitment to jobs and loyalty to the company, and preventing and resolving workplace problems.
2) Training and development being important for improving employee skills and knowledge to increase efficiency and productivity.
3) Various training methods including on-the-job methods like coaching and mentoring, and off-the-job methods like lectures, simulations, and sensitivity training.
This document discusses job training methods and processes at an IT firm. It begins by introducing the importance of training for employees and businesses. It then provides background on the growth of the IT sector in India and the increased need for training and skills development. The rest of the document discusses various training models, domains, methods, and essential aspects of training in the IT industry. It also includes surveys on effective training delivery methods and the variation of trainer salaries with experience in the IT sector.
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
Once employees are hired, orientation and training programs are used to prepare them for their roles. Orientation provides basic company information, while training ensures employees have the knowledge to perform their jobs satisfactorily. These programs are important for developing committed employees and acclimating new hires. They can also save employers money through improved performance. However, many employers overlook orientation and training despite increasing skill requirements. Training may be needed when job duties change or problems arise. Employers must identify clear goals and choose appropriate training methods, such as on-the-job training, to address skills gaps.
Once employees are hired, orientation and training programs are used to prepare them for their roles. Orientation provides basic company information, while training ensures employees have the knowledge to perform their jobs satisfactorily. These programs are important for developing committed employees and acclimating new hires. They can also save employers money through improved performance. However, many employers overlook orientation and training despite increasing skill requirements. Training may be needed for tenured employees due to workplace or job changes. Employers must establish clear training goals and communicate them to employees. Common types of training include literacy, technical skills, interpersonal skills, problem-solving, and diversity training. On-the-job methods like job rotation and mentoring are often used due
7Organizational Training involves identifying whether trai.docxevonnehoggarth79783
The document discusses employee training at Cottrell Home Day Care. It describes how the day care will train its employees, known as provider's assistants, on safety procedures like CPR and fire drills. The training aims to improve employee performance and confidence in emergency situations. It will also help the day care meet state regulations. Resources for the training include the American Heart Association for CPR training and a state department that will assist with instruction. Conducting needs assessments and evaluating employee performance will determine which employees require what specific training.
Employee Training
Students Name:
Lecturers Name:
Unit Title:
Submission Date:
Employee Training
Employee training is whereby organizations identify skill gaps that exist amongst their employees and device strategies to reduce the skill gaps. Employee training thus can be done through lectures, work based training or by an external party. The aims o employee training is to improve employee efficiencies as well as improve employee production quality or increase the levels of output. Organizations that do not conduct training to their employees will experience low production output, a low competitive workforce as compared to their competitors, customer dissatisfaction as a result of the reduced quality of output as well as a reduction in sales in the case of an unskilled sales team. For training to be successful and well planed, the human resource department needs to come up with an employee training schedule. (Sidharth Thakur 2012).
Employee training schedule
When planning a training program for employees, setting up a proper training schedule as well as communicating it to the employees should be the top most priority of any organization that want to conduct training to their employees, this should mostly be done by large organizations that want to conduct training to a large number of employees due to the complexity of the training program. Thus an organization training schedule template is what organizations need to inform their employees about how the training program will be conducted. Stacy 2010
· slide 1 of 2
The effectiveness of a training program depends on how well employees have been informed about the program as well as the kind of attendance the program seeks. To ensure these two things succeed, the schedule of the training program must be available to all the employees in question before the start of the training program. (Sidharth Thakur 2012).
Contents of an employee training schedule
An employee training schedule contains three important pieces of information, they include
Training Program Details: The top of the training schedule shows the name of the training program, the total number of hours it will take to complete the training, the proposed start and finish date and the name/department of the training coordinator. (Edwards 2010).
Training Summary: The second part will have the basic structure of the training. This will include the training modes as well as how many hours will be dedicated to each of the modules. (Edwards 2010).
Detailed Training Schedule: Here, the hourly schedule for the training program will be detailed out. The other relevant information regarding each sessions such as the time, the place session is the name of the trainer who will be facilitating the training session can be displayed here. Ginny (Edwards 2010).
Those that will be attending are the employees in the sales department because the sales section is very important when ...
Running Head TRAINING AND DEVELOPMENT PROPOSALTRAINING AND DE.docxagnesdcarey33086
Running Head: TRAINING AND DEVELOPMENT PROPOSAL
TRAINING AND DEVELOPMENT PROPOSAL
11
Training And Development Proposal
Katrina A. Kinlow
Dr. T.A. Swinney
335 – Training and Development
February 1, 2015
Training and Development Proposal
Introduction
Computer Aided Design
Solution
s is a small business that has been started to provide solutions to design problems. The scope of the business ranges from design of machinery and structures like buildings to household vessels. The design program has to be taught to individuals to enable them to inductively participate competently in the market of design solutions. I always get invited to offer consulting services in this field. I will draw heavily from my experience when I provide training and development services to this business. There are numerous challenges to be overcome for one to be successful as I will show herein.
Training Methods to Be Used
Good learning and development initiatives in the Design field always feature a combination of many methods that, blended together, produce one effective training program. Below are some of the ways of delivering training and development activities for the consulting services.
Orientation
Orientation will familiarize the new trainees with the field of Computer Aided Design. It will be conducted through training manuals, a one-on-one meeting with a consultant who will give a lecture. Newcomers will receive information on our company's history and strategic position, the key people in authority at the business, the structure of departments and how they contribute to the overall mission of the enterprise, and the employment policies, rules, and regulations.
Lectures
Lecturers are a verbal method of presenting information; lectures are mainly useful in situations when the goal is to impart the same information to a large number of people at one time.
Case Study
The Case study method of training is a non-directed method of study where trainees are given practical case reports with similar situations and facts as the current situation to analyze. The case report includes a thorough description of a simulated or real-life situation.
Role Playing
Students assume a role outside of their current role and responsibilities and play out that role within a group. A facilitator creates a scenario that is to be acted out by the participants under the guidance of the facilitator. While the situation might be contrived, the interpersonal relations are genuine. In addition, participants receive immediate feedback from the facilitator and the scenario itself, allowing better understanding of their behavior.
Computer-Based Training
This method of training will involve the use of computers and computer-based instructional materials as the primary medium of instruction. Computer-based training programs will be useful to structure and present instructional materials, as well as facilitate the learning process for the trainee.
Elements of Training and Developmen.
The document discusses employee relations, training, and development programs. It provides details on:
1) The goals of employee relations programs, which include fair treatment of employees, commitment to jobs and loyalty to the company, and preventing and resolving workplace problems.
2) Training and development being important for improving employee skills and knowledge to increase efficiency and productivity.
3) Various training methods including on-the-job methods like coaching and mentoring, and off-the-job methods like lectures, simulations, and sensitivity training.
This document discusses job training methods and processes at an IT firm. It begins by introducing the importance of training for employees and businesses. It then provides background on the growth of the IT sector in India and the increased need for training and skills development. The rest of the document discusses various training models, domains, methods, and essential aspects of training in the IT industry. It also includes surveys on effective training delivery methods and the variation of trainer salaries with experience in the IT sector.
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
Once employees are hired, orientation and training programs are used to prepare them for their roles. Orientation provides basic company information, while training ensures employees have the knowledge to perform their jobs satisfactorily. These programs are important for developing committed employees and acclimating new hires. They can also save employers money through improved performance. However, many employers overlook orientation and training despite increasing skill requirements. Training may be needed when job duties change or problems arise. Employers must identify clear goals and choose appropriate training methods, such as on-the-job training, to address skills gaps.
Once employees are hired, orientation and training programs are used to prepare them for their roles. Orientation provides basic company information, while training ensures employees have the knowledge to perform their jobs satisfactorily. These programs are important for developing committed employees and acclimating new hires. They can also save employers money through improved performance. However, many employers overlook orientation and training despite increasing skill requirements. Training may be needed for tenured employees due to workplace or job changes. Employers must establish clear training goals and communicate them to employees. Common types of training include literacy, technical skills, interpersonal skills, problem-solving, and diversity training. On-the-job methods like job rotation and mentoring are often used due
Once employees are hired, orientation and training programs are used to prepare them for their roles. Orientation provides basic company information, while training ensures employees have the knowledge to perform their jobs satisfactorily. These programs are important for developing committed employees and acclimating new hires. They can also save employers money through improved performance. However, many employers overlook orientation and training despite increasing skill requirements. Training may be needed for tenured employees due to workplace or job changes. Employers must establish clear training goals and communicate them. While training is one solution, other issues like motivation may require different responses. Common types of training include literacy, technical skills, interpersonal skills, and diversity awareness. On-the-job methods like
This document discusses training and development in organizations. It begins by describing how training has evolved from boring presentations to highly interactive experiences using multimedia. It then provides an example of Sun Microsystems' Social Learning eXchange (SLX) software that allows interactive training across locations. The document outlines the typical steps in training an employee, including orientation, in-house job training, assigning a mentor, and external training. It emphasizes the importance of training for reducing costs and increasing employee retention.
HR helps employees become well-adjusted and productive through training and development programs that provide educational activities to enhance knowledge and skills. Orientation introduces new employees to tasks and makes them comfortable. Training includes teaching basic skills and fostering learning to improve performance. Employee development enhances future skills through support programs. Evaluation of training success can consider increased confidence, new skills learned, career advancement, resilience to change, and improved safety and relationships, even when direct measures are difficult.
This document outlines the key aspects of training and development (T&D) within an organization. It discusses the differences between training, which helps employees perform their current jobs, and development, which prepares them for future career growth. The training process involves assessing needs, ensuring readiness, planning programs, selecting trainers and methods, implementing training, and evaluating effectiveness. Some common training methods mentioned are on-the-job training, lectures, role-playing, case studies, and computer simulations. The goals of development are to reduce turnover and fill jobs internally by growing existing employees' skills. Challenges to development include addressing employee obsolescence and technological changes.
CHAPTER FIVESuccess Case Methodology in Measurement and Evaluati.docxmccormicknadine86
CHAPTER FIVE
Success Case Methodology in Measurement and Evaluation
Anne M. Apking
Tim Mooney
Fifty years ago, Donald Kirkpatrick, one of the pioneers in the learning and performance improvement fields, developed his taxonomy, the four levels of training evaluation. His seminal work has played a vital role in structuring how our profession thinks about evaluation and in giving us a common language for how to talk about this important topic. Human resource development (HRD) professionals around the world have benefited from his valuable contribution, which identified the following four levels of evaluation:
· Level 1: Did the participants like the training or intervention?
· Level 2: Did the participants learn the new skills or knowledge?
· Level 3: Did the participants apply the skill or knowledge back on the job?
· Level 4: Did this intervention have a positive impact on the results of the organization?
Yet, when we recently went to the Internet and typed “training evaluation process” into the search engine, more than six million entries surfaced on the subject. They included recommended processes, reports, tips, books, articles, and websites. This multitude of resources was provided by universities, vendors, hospitals, state agencies, various military branches, and the federal government.
We believe this extraordinarily large number of entries on this topic strongly suggests two things:
1 The concept of training evaluation is a hot topic that many HRD organizations are interested in, and
2 Our profession is still searching for the approach or formula that will make evaluation practical and the results meaningful.
So why does this search for the evaluation “Holy Grail” continue fifty years after Kirkpatrick first developed his taxonomy and approach? And why do we struggle as a profession to crack the code?
We suspect that many of you reading this chapter are hoping to find this magic formula for evaluation—one that is easy to use, yields compelling Level 3 and 4 results, and will solve the evaluation mystery. It is our belief that our profession does not need a slicker formula for evaluation or a new technique for performing ROI evaluation. Nor do we need more technology to make our current efforts faster and easier. Our profession is awash in formulas, equations, and techniques for evaluation. Therefore, the solution does not lie in inventing yet another formula or technique. The key to unlocking the mystery is developing a fresh perspective around the evaluation of training and performance improvement interventions—developing a whole new strategy that looks at why we do evaluation and how we approach it.
THE REALITIES OF TRAINING
After having conducted numerous evaluation studies during our careers, reviewing the evaluation studies conducted by prestigious organizations around the world, and talking with HRD professionals about the challenges associated with their evaluation efforts, we have seen two factors consistently emerge:
1 ...
The document discusses various topics related to human resource management including orientation, training, performance management, career planning, and performance appraisal. Specifically, it defines orientation as the process of becoming familiar with a new organization. It also outlines the objectives and importance of orientation training for new employees. Performance management is discussed as an ongoing process to improve employee performance and align it with organizational goals. Various methods of training evaluation and performance appraisal are also summarized.
This document discusses how focusing on performance improvement, rather than just learning techniques, can provide a better return on investment from training programs. It argues that management expectations, preparation activities before training, clearly defined learning outcomes, and follow-up efforts after training are key to enhancing on-the-job performance. An ASTD study found that employees placed the most value on post-training activities and support from managers. To truly improve performance, the entire learning process before, during, and after formal training needs attention, not just the training itself.
Training is crucial for organizational success and benefits both employers and employees. Employees become more efficient through training, which is provided for new hires, existing employees, when technology changes, and for career growth. The benefits of training include improved employee morale, less supervision needs, fewer accidents, promotion opportunities, and increased productivity. Training methods include on-the-job training like job rotation and coaching, and off-the-job training like workshops and seminars.
Motors and More HRDMotors and More Training and Developmen.docxgilpinleeanna
Motors and More HRD
Motors and More Training and Development Plan
Derrick Williams & Hunter Davis
July 29th, 2018
Saint Leo University
In simple definition, a Human resource development plan is a framework that is put in place in the workplace for the purposes of assisting employees in developing their personal organizational skills, abilities and knowledge. This is a very important tool for most employers since it gives employers the opportunity to help them in retaining their current employees while also increasing their productivity through motivating them. This paper will therefore focus on Motors and More company as a case study in examining and developing a Human resource development plan which will emphasize on new employees, current employees and the management.
Motors and More, Inc. New Employee Orientation and Training
New employee training at Motors and More will consist of a two-day orientation program followed by one day in a classroom setting for manufacturing and operations employees only. The orientation and training program is designed to thoroughly explain M&M’s culture, mission, and goals and will serve to start each new employee off on the path to success with the company’s mission serving as the backbone. The goals of the orientation itself are to lower new employee anxiety, reduce turnover, save time, and develop realistic expectations all while socializing the employees to their new working environment (Ivancevich & Konopaske, 2013). The following is the training and orientation plan to be used for new employees at M&M.
Day 1
· Company and industry overview
· Facility tour by department
· Compensation and benefits briefing
· HR briefing (Introduction to M&M’s HRIS, completion of W2, state tax forms, and additional documents)
Day 2
· Company culture, diversity, and workplace etiquette training
· Employee mentorship program briefing and mentor introduction
· Introduction to individual functional areas and department managers
· Individual employee goals survey and interview
· Orientation feedback survey with Q&A session
Day 3 (Manufacturing and Operations Employees Only)
· Manager meet and greet
· Safety protocols briefing
· Department specific training video
· Equipment and supply briefing
Upon completion of the orientation program, new employees will begin the on-the-job training phase. The length of time of this phase depends on the level of experience, career path, and age of the new employees. For example a new employee in his or her early 20’s fresh out of technical training will require at least one month of refresher skills instruction while shadowing a current employee. A middle-aged manager will only require one or two weeks to be brought up to speed on the goals of his or her department. This customized training phase should be directly related to mastering employees’ current skills and attaining new abilities required to be successful. Needs assessments are required to determine what type ...
The document outlines a vision for training in technical organizations with a focus on four areas: job function training, new hire training, management training, and cross-training. Job function training involves on-the-job training, classroom training, and computer-based training. New hire training should provide classroom-based basic and organizational training before job-specific training. Management training involves spending time in different departments to learn roles and management. Cross-training allows employees to understand other roles and departments. The training program requires dedicated staff and a phased implementation approach.
This document discusses training and development programs in the fast food industry. It aims to analyze how training impacts employee and business performance. Training methods commonly used in fast food include job shadowing, where new employees observe experienced workers, and instructional courses, where trainees learn job skills and best practices from coaches. The objectives are to see how training helps employees perform jobs and improves expertise, productivity, and performance over time. Potential outcomes of training include enhanced overall and competitive business performance, better understanding of processes for new employees, and increased job satisfaction, retention, and flexibility. Training programs are presented as beneficial recruitment and retention tools that improve business operations and returns on investment.
New England Telephone has a large training department that offers many courses to its employees. It evaluates its training programs rigorously using internal audits, stakeholder surveys, course evaluations, and financial impact studies. One strategy to adapt to changing needs is a rotation system where employees work in training for 1-3 years to gain skills. They also offer training on new products early in development. Motorola's training center, MTEC, aims to improve productivity through performance-based, job-related training that supports strategic goals. It allocates 2% of payroll to training and sees employees as renewable assets to invest in. Motorola also uses participative work teams where employees contribute to decisions and share in profits above targets, incentivizing support
This document provides a template for creating an action plan to take on a company's first apprentice. It outlines the preparation needed, including defining staffing gaps, partnering with a training organization, and recruiting/hiring processes. The plan details roles and responsibilities, onboarding the apprentice, and evaluating success. The template is designed to help clarify the apprentice role and gain buy-in, while maximizing benefits for the small business.
This document provides a template for creating an action plan to take on a company's first apprentice. It outlines the steps involved, including conducting a staff gap analysis, partnering with a training organization, writing a job description, recruiting and interviewing candidates, and defining roles and responsibilities. The template provides guidance, examples, and links to additional learning resources at each step to help ensure the apprenticeship is a success.
This document provides a template for creating an action plan to take on a company's first apprentice. It outlines the steps involved, including conducting a staff gap analysis, partnering with a training organization, writing a job description, recruiting and interviewing candidates, and defining roles and responsibilities. The template provides guidance, links to additional resources, and sections to customize the plan for the specific company and apprenticeship program. The overall goal is to clarify the apprentice role and prepare the company to maximize the benefits of apprenticeships.
The document discusses the importance of employee training and development for small businesses. It outlines the benefits of training, which include increased productivity, reduced turnover, and financial gains. It also discusses how to plan an effective training program, including assessing needs, setting goals and objectives, selecting trainees and training methods, administering training, and evaluating the results. Key points are that training should be ongoing, not just for new employees, and that a well-planned, structured program aligned with business strategy and objectives is more likely to succeed than an unplanned approach.
Human Resource Management Theories VS Reality at Unilever Bangladesh Sat-Al-Arab (Shatil)
This document summarizes a report submitted by students of American International University-Bangladesh on the human resource management goals and practices of companies. It discusses the recruitment, training, motivation and maintenance practices of Unilever based on observations of their HR department. Unilever follows structured processes for staffing, training, performance evaluation and career development that align with textbook theories while also implementing innovative practices like using technology to improve employee communication and satisfaction. Their comprehensive maintenance practices include monitoring equipment, developing employees at different career levels, and providing competitive benefits and compensation to retain talent.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Developing a Company wide Training ProgramCorinne Dekker
Create a standardized training program that allows all individuals to be in sync with their training and tasks, in order to be more effective in their job and the company to be more productive.
This document discusses training, testing, and auditing activities related to business continuity planning. It covers training staff on emergency response and their roles, testing the business continuity plan, and auditing underlying IT systems. Testing and training are interrelated and help improve and maintain the plan. The document provides details on developing the scope, objectives and requirements for training, performing needs assessments, developing the training, scheduling delivery, and monitoring/measuring effectiveness. Emergency response training, as well as training staff on their disaster recovery roles are emphasized.
The changes required in the IT project plan for Telecomm Ltd would.docxmattinsonjanel
The changes required in the IT project plan for Telecomm Ltd would entail specific variation in the platforms used in the initial implementation plan. Initially, the three projects that were planned for implementation included; the installation of business intelligence platform, the implementation of Statistical Analysis System software technology, and the creation of an effectively network infrastructure. In this case, the changes would include an addition of an ERP software to ensure the performance of the workforce within the Telecomms Ltd employees.
ERP is an effectively coordinated information technology system that would ensure the company’s performance is enhanced. To understand how the implementation of a coordinated IT system offers a competitive advantage of a firm, it is essential to acknowledge three core reasons for the failure of information technology related projects as commonly cited by IT managers. In this case, IT managers cite the three reasons as; poor planning or management, change in business objectives and goals during the implementation process of a project, and lack of proper management support completion (Houston, 2011). Also, in the majority of completed projects, technology is usually deployed in a vacuum; hence users resist it. The implementation of coordinated information technology systems, such as ERP would provide an ultimate solution to the three reasons for failure, and thus would give Telecomms Ltd a competitive advantage in the already competitive market. Since the implementation of systems like ERP directly provides solution to common problems that act as drawbacks regarding the competitiveness of firm, it is, therefore, evident that its use place Telecomms Ltd above its rival companies in the market share (Wallace & Kremzar, 2001).
The use ERP, which is a reliable coordinated IT system entails three distinctive implementation strategies that a firm can choose depending on its specific needs. The changes in the projects would be as follows: The three implementation strategies are independently capable of providing a relatively competitive advantage for many companies. These strategies are: big bang, phased rollout, and parallel adoption. In the big bang implementation strategy, happens in a single instance, whereby all the users are moved to a new system on a designated (Wallace & Kremzar, 2001). The phased rollout implementation on the other hand usually involves a changeover in several phases, and it is executed in an extended period. In this case, the users move onto the new system in a series of steps (Houston, 2011). Lastly, the parallel adoption implementation strategy allows both legacy and the new ERP system to run at the same time. It is also essential to note that users in this strategy get to learn the new system while still working on the old system (Wallace & Kremzar, 2001). The three strategies effectively change the information system of Telecomms Ltd tremendously such that it positiv ...
The Catholic University of America Metropolitan School of .docxmattinsonjanel
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
Course Description: Surveys, compares, and contrasts contemporary theories of leadership, providing students the opportunity to assess their own leadership competencies and how they fit in with models of leadership. Students also discuss current literature, media coverage, and case studies on leadership issues.
Instructional Methods This course is based on the following adult learning concepts:
1. Learning is done by the learners, who are encouraged to achieve the overall course objectives through individual learning styles that meet their personal learning needs. ...
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Once employees are hired, orientation and training programs are used to prepare them for their roles. Orientation provides basic company information, while training ensures employees have the knowledge to perform their jobs satisfactorily. These programs are important for developing committed employees and acclimating new hires. They can also save employers money through improved performance. However, many employers overlook orientation and training despite increasing skill requirements. Training may be needed for tenured employees due to workplace or job changes. Employers must establish clear training goals and communicate them. While training is one solution, other issues like motivation may require different responses. Common types of training include literacy, technical skills, interpersonal skills, and diversity awareness. On-the-job methods like
This document discusses training and development in organizations. It begins by describing how training has evolved from boring presentations to highly interactive experiences using multimedia. It then provides an example of Sun Microsystems' Social Learning eXchange (SLX) software that allows interactive training across locations. The document outlines the typical steps in training an employee, including orientation, in-house job training, assigning a mentor, and external training. It emphasizes the importance of training for reducing costs and increasing employee retention.
HR helps employees become well-adjusted and productive through training and development programs that provide educational activities to enhance knowledge and skills. Orientation introduces new employees to tasks and makes them comfortable. Training includes teaching basic skills and fostering learning to improve performance. Employee development enhances future skills through support programs. Evaluation of training success can consider increased confidence, new skills learned, career advancement, resilience to change, and improved safety and relationships, even when direct measures are difficult.
This document outlines the key aspects of training and development (T&D) within an organization. It discusses the differences between training, which helps employees perform their current jobs, and development, which prepares them for future career growth. The training process involves assessing needs, ensuring readiness, planning programs, selecting trainers and methods, implementing training, and evaluating effectiveness. Some common training methods mentioned are on-the-job training, lectures, role-playing, case studies, and computer simulations. The goals of development are to reduce turnover and fill jobs internally by growing existing employees' skills. Challenges to development include addressing employee obsolescence and technological changes.
CHAPTER FIVESuccess Case Methodology in Measurement and Evaluati.docxmccormicknadine86
CHAPTER FIVE
Success Case Methodology in Measurement and Evaluation
Anne M. Apking
Tim Mooney
Fifty years ago, Donald Kirkpatrick, one of the pioneers in the learning and performance improvement fields, developed his taxonomy, the four levels of training evaluation. His seminal work has played a vital role in structuring how our profession thinks about evaluation and in giving us a common language for how to talk about this important topic. Human resource development (HRD) professionals around the world have benefited from his valuable contribution, which identified the following four levels of evaluation:
· Level 1: Did the participants like the training or intervention?
· Level 2: Did the participants learn the new skills or knowledge?
· Level 3: Did the participants apply the skill or knowledge back on the job?
· Level 4: Did this intervention have a positive impact on the results of the organization?
Yet, when we recently went to the Internet and typed “training evaluation process” into the search engine, more than six million entries surfaced on the subject. They included recommended processes, reports, tips, books, articles, and websites. This multitude of resources was provided by universities, vendors, hospitals, state agencies, various military branches, and the federal government.
We believe this extraordinarily large number of entries on this topic strongly suggests two things:
1 The concept of training evaluation is a hot topic that many HRD organizations are interested in, and
2 Our profession is still searching for the approach or formula that will make evaluation practical and the results meaningful.
So why does this search for the evaluation “Holy Grail” continue fifty years after Kirkpatrick first developed his taxonomy and approach? And why do we struggle as a profession to crack the code?
We suspect that many of you reading this chapter are hoping to find this magic formula for evaluation—one that is easy to use, yields compelling Level 3 and 4 results, and will solve the evaluation mystery. It is our belief that our profession does not need a slicker formula for evaluation or a new technique for performing ROI evaluation. Nor do we need more technology to make our current efforts faster and easier. Our profession is awash in formulas, equations, and techniques for evaluation. Therefore, the solution does not lie in inventing yet another formula or technique. The key to unlocking the mystery is developing a fresh perspective around the evaluation of training and performance improvement interventions—developing a whole new strategy that looks at why we do evaluation and how we approach it.
THE REALITIES OF TRAINING
After having conducted numerous evaluation studies during our careers, reviewing the evaluation studies conducted by prestigious organizations around the world, and talking with HRD professionals about the challenges associated with their evaluation efforts, we have seen two factors consistently emerge:
1 ...
The document discusses various topics related to human resource management including orientation, training, performance management, career planning, and performance appraisal. Specifically, it defines orientation as the process of becoming familiar with a new organization. It also outlines the objectives and importance of orientation training for new employees. Performance management is discussed as an ongoing process to improve employee performance and align it with organizational goals. Various methods of training evaluation and performance appraisal are also summarized.
This document discusses how focusing on performance improvement, rather than just learning techniques, can provide a better return on investment from training programs. It argues that management expectations, preparation activities before training, clearly defined learning outcomes, and follow-up efforts after training are key to enhancing on-the-job performance. An ASTD study found that employees placed the most value on post-training activities and support from managers. To truly improve performance, the entire learning process before, during, and after formal training needs attention, not just the training itself.
Training is crucial for organizational success and benefits both employers and employees. Employees become more efficient through training, which is provided for new hires, existing employees, when technology changes, and for career growth. The benefits of training include improved employee morale, less supervision needs, fewer accidents, promotion opportunities, and increased productivity. Training methods include on-the-job training like job rotation and coaching, and off-the-job training like workshops and seminars.
Motors and More HRDMotors and More Training and Developmen.docxgilpinleeanna
Motors and More HRD
Motors and More Training and Development Plan
Derrick Williams & Hunter Davis
July 29th, 2018
Saint Leo University
In simple definition, a Human resource development plan is a framework that is put in place in the workplace for the purposes of assisting employees in developing their personal organizational skills, abilities and knowledge. This is a very important tool for most employers since it gives employers the opportunity to help them in retaining their current employees while also increasing their productivity through motivating them. This paper will therefore focus on Motors and More company as a case study in examining and developing a Human resource development plan which will emphasize on new employees, current employees and the management.
Motors and More, Inc. New Employee Orientation and Training
New employee training at Motors and More will consist of a two-day orientation program followed by one day in a classroom setting for manufacturing and operations employees only. The orientation and training program is designed to thoroughly explain M&M’s culture, mission, and goals and will serve to start each new employee off on the path to success with the company’s mission serving as the backbone. The goals of the orientation itself are to lower new employee anxiety, reduce turnover, save time, and develop realistic expectations all while socializing the employees to their new working environment (Ivancevich & Konopaske, 2013). The following is the training and orientation plan to be used for new employees at M&M.
Day 1
· Company and industry overview
· Facility tour by department
· Compensation and benefits briefing
· HR briefing (Introduction to M&M’s HRIS, completion of W2, state tax forms, and additional documents)
Day 2
· Company culture, diversity, and workplace etiquette training
· Employee mentorship program briefing and mentor introduction
· Introduction to individual functional areas and department managers
· Individual employee goals survey and interview
· Orientation feedback survey with Q&A session
Day 3 (Manufacturing and Operations Employees Only)
· Manager meet and greet
· Safety protocols briefing
· Department specific training video
· Equipment and supply briefing
Upon completion of the orientation program, new employees will begin the on-the-job training phase. The length of time of this phase depends on the level of experience, career path, and age of the new employees. For example a new employee in his or her early 20’s fresh out of technical training will require at least one month of refresher skills instruction while shadowing a current employee. A middle-aged manager will only require one or two weeks to be brought up to speed on the goals of his or her department. This customized training phase should be directly related to mastering employees’ current skills and attaining new abilities required to be successful. Needs assessments are required to determine what type ...
The document outlines a vision for training in technical organizations with a focus on four areas: job function training, new hire training, management training, and cross-training. Job function training involves on-the-job training, classroom training, and computer-based training. New hire training should provide classroom-based basic and organizational training before job-specific training. Management training involves spending time in different departments to learn roles and management. Cross-training allows employees to understand other roles and departments. The training program requires dedicated staff and a phased implementation approach.
This document discusses training and development programs in the fast food industry. It aims to analyze how training impacts employee and business performance. Training methods commonly used in fast food include job shadowing, where new employees observe experienced workers, and instructional courses, where trainees learn job skills and best practices from coaches. The objectives are to see how training helps employees perform jobs and improves expertise, productivity, and performance over time. Potential outcomes of training include enhanced overall and competitive business performance, better understanding of processes for new employees, and increased job satisfaction, retention, and flexibility. Training programs are presented as beneficial recruitment and retention tools that improve business operations and returns on investment.
New England Telephone has a large training department that offers many courses to its employees. It evaluates its training programs rigorously using internal audits, stakeholder surveys, course evaluations, and financial impact studies. One strategy to adapt to changing needs is a rotation system where employees work in training for 1-3 years to gain skills. They also offer training on new products early in development. Motorola's training center, MTEC, aims to improve productivity through performance-based, job-related training that supports strategic goals. It allocates 2% of payroll to training and sees employees as renewable assets to invest in. Motorola also uses participative work teams where employees contribute to decisions and share in profits above targets, incentivizing support
This document provides a template for creating an action plan to take on a company's first apprentice. It outlines the preparation needed, including defining staffing gaps, partnering with a training organization, and recruiting/hiring processes. The plan details roles and responsibilities, onboarding the apprentice, and evaluating success. The template is designed to help clarify the apprentice role and gain buy-in, while maximizing benefits for the small business.
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This document provides a template for creating an action plan to take on a company's first apprentice. It outlines the steps involved, including conducting a staff gap analysis, partnering with a training organization, writing a job description, recruiting and interviewing candidates, and defining roles and responsibilities. The template provides guidance, links to additional resources, and sections to customize the plan for the specific company and apprenticeship program. The overall goal is to clarify the apprentice role and prepare the company to maximize the benefits of apprenticeships.
The document discusses the importance of employee training and development for small businesses. It outlines the benefits of training, which include increased productivity, reduced turnover, and financial gains. It also discusses how to plan an effective training program, including assessing needs, setting goals and objectives, selecting trainees and training methods, administering training, and evaluating the results. Key points are that training should be ongoing, not just for new employees, and that a well-planned, structured program aligned with business strategy and objectives is more likely to succeed than an unplanned approach.
Human Resource Management Theories VS Reality at Unilever Bangladesh Sat-Al-Arab (Shatil)
This document summarizes a report submitted by students of American International University-Bangladesh on the human resource management goals and practices of companies. It discusses the recruitment, training, motivation and maintenance practices of Unilever based on observations of their HR department. Unilever follows structured processes for staffing, training, performance evaluation and career development that align with textbook theories while also implementing innovative practices like using technology to improve employee communication and satisfaction. Their comprehensive maintenance practices include monitoring equipment, developing employees at different career levels, and providing competitive benefits and compensation to retain talent.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Developing a Company wide Training ProgramCorinne Dekker
Create a standardized training program that allows all individuals to be in sync with their training and tasks, in order to be more effective in their job and the company to be more productive.
This document discusses training, testing, and auditing activities related to business continuity planning. It covers training staff on emergency response and their roles, testing the business continuity plan, and auditing underlying IT systems. Testing and training are interrelated and help improve and maintain the plan. The document provides details on developing the scope, objectives and requirements for training, performing needs assessments, developing the training, scheduling delivery, and monitoring/measuring effectiveness. Emergency response training, as well as training staff on their disaster recovery roles are emphasized.
Similar to Table of Contents.ORGANIZATIONAL TRAININGEMPOYEE TRAINING.docx (20)
The changes required in the IT project plan for Telecomm Ltd would.docxmattinsonjanel
The changes required in the IT project plan for Telecomm Ltd would entail specific variation in the platforms used in the initial implementation plan. Initially, the three projects that were planned for implementation included; the installation of business intelligence platform, the implementation of Statistical Analysis System software technology, and the creation of an effectively network infrastructure. In this case, the changes would include an addition of an ERP software to ensure the performance of the workforce within the Telecomms Ltd employees.
ERP is an effectively coordinated information technology system that would ensure the company’s performance is enhanced. To understand how the implementation of a coordinated IT system offers a competitive advantage of a firm, it is essential to acknowledge three core reasons for the failure of information technology related projects as commonly cited by IT managers. In this case, IT managers cite the three reasons as; poor planning or management, change in business objectives and goals during the implementation process of a project, and lack of proper management support completion (Houston, 2011). Also, in the majority of completed projects, technology is usually deployed in a vacuum; hence users resist it. The implementation of coordinated information technology systems, such as ERP would provide an ultimate solution to the three reasons for failure, and thus would give Telecomms Ltd a competitive advantage in the already competitive market. Since the implementation of systems like ERP directly provides solution to common problems that act as drawbacks regarding the competitiveness of firm, it is, therefore, evident that its use place Telecomms Ltd above its rival companies in the market share (Wallace & Kremzar, 2001).
The use ERP, which is a reliable coordinated IT system entails three distinctive implementation strategies that a firm can choose depending on its specific needs. The changes in the projects would be as follows: The three implementation strategies are independently capable of providing a relatively competitive advantage for many companies. These strategies are: big bang, phased rollout, and parallel adoption. In the big bang implementation strategy, happens in a single instance, whereby all the users are moved to a new system on a designated (Wallace & Kremzar, 2001). The phased rollout implementation on the other hand usually involves a changeover in several phases, and it is executed in an extended period. In this case, the users move onto the new system in a series of steps (Houston, 2011). Lastly, the parallel adoption implementation strategy allows both legacy and the new ERP system to run at the same time. It is also essential to note that users in this strategy get to learn the new system while still working on the old system (Wallace & Kremzar, 2001). The three strategies effectively change the information system of Telecomms Ltd tremendously such that it positiv ...
The Catholic University of America Metropolitan School of .docxmattinsonjanel
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
Course Description: Surveys, compares, and contrasts contemporary theories of leadership, providing students the opportunity to assess their own leadership competencies and how they fit in with models of leadership. Students also discuss current literature, media coverage, and case studies on leadership issues.
Instructional Methods This course is based on the following adult learning concepts:
1. Learning is done by the learners, who are encouraged to achieve the overall course objectives through individual learning styles that meet their personal learning needs. ...
The Case of Frank and Judy. During the past few years Frank an.docxmattinsonjanel
The Case of Frank and Judy.
During the past few years Frank and Judy have experienced many conflicts in their marriage. Although they have made attempts to resolve their problems by themselves, they have finally decided to seek the help of a professional marriage counselor. Even though they have been thinking about divorce with increasing frequency, they still have some hope that they can achieve a satisfactory marriage.
Three couples counselors, each holding a different set of values pertaining to marriage and the family, describe their approach to working with Frank and Judy. As you read these responses, think about the degree to which each represents what you might say and do if you were counseling this couple.
· Counselor A. This counselor believes it is not her place to bring her values pertaining to the family into the sessions. She is fully aware of her biases regarding marriage and divorce, but she does not impose them or expose them in all cases. Her primary interest is to help Frank and Judy discover what is best for them as individuals 459460and as a couple. She sees it as unethical to push her clients toward a definite course of action, and she lets them know that her job is to help them be honest with themselves.
·
· What are your reactions to this counselor's approach?
· ▪ What values of yours could interfere with your work with Frank and Judy?
Counselor B. This counselor has been married three times herself. Although she believes in marriage, she is quick to maintain that far too many couples stay in their marriages and suffer unnecessarily. She explores with Judy and Frank the conflicts that they bring to the sessions. The counselor's interventions are leading them in the direction of divorce as the desired course of action, especially after they express this as an option. She suggests a trial separation and states her willingness to counsel them individually, with some joint sessions. When Frank brings up his guilt and reluctance to divorce because of the welfare of the children, the counselor confronts him with the harm that is being done to them by a destructive marriage. She tells him that it is too much of a burden to put on the children to keep the family together.
· ▪ What, if any, ethical issues do you see in this case? Is this counselor exposing or imposing her values?
· ▪ Do you think this person should be a marriage counselor, given her bias?
· ▪ What interventions made by the counselor do you agree with? What are your areas of disagreement?
Counselor C. At the first session this counselor states his belief in the preservation of marriage and the family. He believes that many couples give up too soon in the face of difficulty. He says that most couples have unrealistically high expectations of what constitutes a “happy marriage.” The counselor lets it be known that his experience continues to teach him that divorce rarely solves any problems but instead creates new problems that are often worse. The counsel ...
The Case of MikeChapter 5 • Common Theoretical Counseling Perspe.docxmattinsonjanel
The Case of Mike
Chapter 5 • Common Theoretical Counseling Perspectives 135
Mike is a 20-year-old male who has just recently been released from jail. Mike is technically on probation for car theft, though he has been involved in crime to a much greater extent. Mike has been identified as a cocaine user and has been suspected, though not convicted, for dealing cocaine. Mike has been tested for drugs by his probation department and was found positive for cocaine. The county has mandated that Mike receive drug counseling but the drug counselor has referred Mike to your office because the drug counselor suspects that Mike has issues beyond simple drug addiction. In fact, the drug counselor’s notes suggest that Mike has Narcissistic personality disorder. Mike seems to have little regard for the feelings of others. Coupled with this is his complete sensitivity to the comments of others. In fact, his prior fiancé has broken off her relationship with him due to what she calls his “constant need for admiration and attention. He is completely self-centered.” After talking with Mike, you quickly find that he has no close friends. As he talks about people who have been close to him, he discounts them for one imperfection or another. These imperfections are all considered severe enough to warrant dismissing the person entirely. Mike makes a point of noting how many have betrayed their loyalty to him or have otherwise failed to give him the credit that he deserves. When asked about getting caught in the auto theft, he remarks that “well my dumb partner got me out of a hot situation by driving me out in a stolen get-a-way car.” (Word on the street has it that Mike was involved in a sour drug deal and was unlikely to have made it out alive if not for his partner.) Mike adds, “you know, I plan everything out perfectly, but you just cannot rely on anybody . . . if you want it done right, do it yourself.” Mike recently has been involved with another woman (unknown to his prior fiancé) who has become pregnant. When she told Mike he said “tough, you can go get an abortionor something, it isn’t like we were in love or something.” Then he laughed at her and toldher to go find some other guy who would shack up with her. Incidentally, Mike is a very attractive man and he likes to point that out on occasion. “Yeah, I was going to be a male model in L. A.,but my agent did not know what he was doing . . . could never get things settled out right . . . so I had to fire him.” Mike is very popular with women and has had a constant string of failed relationships due to what he calls “their inability to keep things exciting.” As Mike puts it “hey, I am too smart for this stuff. These people around me, they don’t deserve the good dummies. But me, well I know how to run things and get over on people. And I am not about to let these dummies get in my way. I got it all figured out . . . see?”
Effective Small Business Management: An Entrepreneurial Approach 9th Edition, 2009 IS ...
THE CHRONICLE OF HIGHER EDUCATIONNovember 8, 2002 -- vol. 49, .docxmattinsonjanel
THE CHRONICLE OF HIGHER EDUCATION
November 8, 2002 -- vol. 49, no. 11, p. B7
The Dangerous Myth of Grade Inflation
By Alfie Kohn
Grade inflation got started ... in the late '60s and early '70s.... The grades that faculty members now give ... deserve to be a scandal.
--Professor Harvey Mansfield, Harvard University, 2001
Grades A and B are sometimes given too readily -- Grade A for work of no very high merit, and Grade B for work not far above mediocrity. ... One of the chief obstacles to raising the standards of the degree is the readiness with which insincere students gain passable grades by sham work.
--Report of the Committee on Raising the Standard, Harvard University, 1894
Complaints about grade inflation have been around for a very long time. Every so often a fresh flurry of publicity pushes the issue to the foreground again, the latest example being a series of articles in The Boston Globe last year that disclosed -- in a tone normally reserved for the discovery of entrenched corruption in state government -- that a lot of students at Harvard were receiving A's and being graduated with honors.
The fact that people were offering the same complaints more than a century ago puts the latest bout of harrumphing in perspective, not unlike those quotations about the disgraceful values of the younger generation that turn out to be hundreds of years old. The long history of indignation also pretty well derails any attempts to place the blame for higher grades on a residue of bleeding-heart liberal professors hired in the '60s. (Unless, of course, there was a similar countercultural phenomenon in the 1860s.)
Yet on campuses across America today, academe's usual requirements for supporting data and reasoned analysis have been suspended for some reason where this issue is concerned. It is largely accepted on faith that grade inflation -- an upward shift in students' grade-point averages without a similar rise in achievement -- exists, and that it is a bad thing. Meanwhile, the truly substantive issues surrounding grades and motivation have been obscured or ignored.
The fact is that it is hard to substantiate even the simple claim that grades have been rising. Depending on the time period we're talking about, that claim may well be false. In their book When Hope and Fear Collide (Jossey-Bass, 1998), Arthur Levine and Jeanette Cureton tell us that more undergraduates in 1993 reported receiving A's (and fewer reported receiving grades of C or below) compared with their counterparts in 1969 and 1976 surveys. Unfortunately, self-reports are notoriously unreliable, and the numbers become even more dubious when only a self-selected, and possibly unrepresentative, segment bothers to return the questionnaires. (One out of three failed to do so in 1993; no information is offered about the return rates in the earlier surveys.)
To get a more accurate picture of whether grades have changed over the years, one needs to look at official student tran ...
The chart is a guide rather than an absolute – feel free to modify.docxmattinsonjanel
The chart is a guide rather than an absolute – feel free to modify or adjust it as need to fit the specific ideas that you are developing.
Area: SALES
Specific Change Plans for Functional Areas
Capability Being Addressed
This can be pulled from the strategic proposal recommended in Part 2B
How do the recommended changes (details provided below) help improve the capability?
This is a logic "double check". Be sure you can show how the changes recommended below improve the capability and help address the product and market focus and add to accomplishment of the value proposition
Details of Specific Changes:
Proposed Changes in Resources
Proposed Changes to Management
Preferences
Proposed Changes to Organizational
Processes
Detailed Change Plans
(Lay out here the specifics of all recommended changes for this area. Modify the layout as necessary to account for the changes being recommended)
Proposed Change
Timing
Costs
On going impact on budget
On going impact on revenue
Wiki
Template
Part-‐2:
Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
1
THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of substitute products. Many
other
companies can easily provide a substitute and the firm will have to find a way to
stand
out among them. Next would be the ability to differentiate yourself among other
firms
that pose a threat in the industry. Last, the political sector. The the federal, state,
and local governments could all shape the way healthcare is everywhere.
2. Key survival factors
Key survival factors would include making the firm stand out above the rest in the
industry and creating a name for itself. Second would be making sure there is a
broad
network of providers available for the customers. Giving the customer options
will
make the customer happy. Providing excellent customer service is key to any
firm in
the industry.
3. Product/Market and Value Proposition possibilities
Maintaining the use of heavy discounts will keep Careington in the competitive
market. They also concentrate on constantly innovating technology to make
sure that
they have the latest devices to offer their customers. To have high value proposition, Careington
will need to show their costumers that they can believe in them and trust them to
do the right thing. Showing the customers that they can always be on top of the
latest
technology and new age products will help build trust with the customers.
STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients by continuing to
provide
low cost health care solutions. A lot of this concentration is on clients that cannot
afford health care very easily or that a ...
The Challenge of Choosing FoodFor this forum, please read http.docxmattinsonjanel
The Challenge of Choosing Food:
For this forum, please read: https://www.washingtonpost.com/lifestyle/food/no-food-is-healthy-not-even-kale/2016/01/15/4a5c2d24-ba52-11e5-829c-26ffb874a18d_story.html?postshare=3401453180639248&tid=ss_fb-bottom
The article is from the Washington Post, January 17, 2016, by Michael Ruhlmanentitled: "No Food is Healthy, Not even Kale."
Based on your reading in the textbook share the following information with your classmates:
(1) To what degree to you agree with article, "No Food is Healthy, Not even Kale." Do semantics count? Should we focus on foods that are described as nourishing (nutrient-dense) instead of foods described as healthy because the word "healthy" is a "bankrupt" word? Explain and refer to information from the article.
(2) Based on the article and the textbook reading (review pages 9-30), how challenging is it for you to choose nutritious foods that promote health? What factors drive your food choices? Explain to your classmates.
(3) What do you think is the biggest concern we face health-wise in the US today?
(4) What are some obstacles as to why we may not be eating as well as we would like to?
Please complete all questions, if you have any question let me knowv
Test file, (Do not modify it)
// $> javac -cp .:junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .:junit-cs211.jar ProperQueueTests #run tests
//
// On windows replace : with ; (colon with semicolon)
// $> javac -cp .;junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .;junit-cs211.jar ProperQueueTests #run tests
import org.junit.*;
import static org.junit.Assert.*;
import java.util.*;
public class ProperQueueTests {
public static void main(String args[]){
org.junit.runner.JUnitCore.main("ProperQueueTests");
}
/*
building queues:
- build small empty queue. (2)
- build larger empty queue. (11)
- build length-zero queue. (0)
*/
@Test(timeout=1000) public void ProperQueue_makeQueue_1(){
String expected = "";
ProperQueue q = new ProperQueue(2);
String actual = q.toString();
assertEquals(2, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void ProperQueue_makeQueue_2(){
String expected = "";
ProperQueue q = new ProperQueue(11);
String actual = q.toString();
assertEquals(11, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void Queue_makeQueue_3(){
String expected = "";
ProperQueue q = new ProperQueue(0);
String actual = q.toString();
assertEquals(0, q.getCapacity());
assertEquals(expected, actual);
}
/*
add/offer tests.
- add a single value to a short queue.
- fill up a small queue.
- over-add to a queue and witness it struggle.
- add many but don't finish filling a queue.
- make size-zero queue, adds fail, check it's still empty.
*/
@Test(timeout=1000) public void ProperQueue_add_1(){
String expecte ...
The Civil Rights Movement
Dr. James Patterson
Black Civil Rights Movement
Basic denial of civil rights (review)
Segregation in society
Inferior schools
Job discrimination
Political disenfranchisement
Over ½ lived below poverty level
Unemployment double national ave.
Ghettoes: gangs, drugs, substandard housing, crime
Early Victories
WWII egalitarianism and backlash against German racism
Jackie Robinson integrated professional baseball—1947
Desegregation of the armed forces ordered by president Truman—1948
Marian Anderson performed at the New York Metropolitan Opera House—1955
Increased interest in civil rights a result of Cold War propaganda
Brown v. Board of Education
1954 – Topeka, Kansas
Linda Brown: filed suit to attend a neighborhood school
“Separate educational institutions are inherently unequal.”
Overturned Plessy v. Ferguson
Court says: integrate "with all deliberate speed.”
What did this mean?
Linda Brown and Family
Circumvention of Brown v. Board of Education Ruling
White supremacist parents feared racial mixing and attempted to block black enrollment.
Ignored the integration issue
Token integration
Segregation through standardized placement tests
Segregation through private schools
Stalling through legal action
By 1964, 10 years after the Brown case, only 1% of black children attended truly integrated schools.
Little Rock High School
1957 courts order integration in Little Rock
9 black students enrolled.
Governor called out militia to block it.
Mobs replaced militia after recall.
Eisenhower ordered federal troops to protect the students.
Daily harassment
Courageous black students persevered.
Montgomery Bus Boycott
1955--Rosa Parks arrested for not giving up seat to white man
Boycott of bus system led by Martin Luther King, Jr.:
Walking, church busses, car pools, bicycles
Bus lines caught in the middle
Rosa Parks being Booked
Supreme Court ruled bus companies must integrate.
Inspired other protests:
Sit-ins, wade-ins, kneel-ins
Woolworth’s lunch counter
Montgomery Bus Boycott
Martin Luther King, Jr.
Martin Luther King, Jr.
Non-Violent
Influenced by Ghandi
“The blood may flow, but it must be our blood, not that of the white man.”
“Lord, we ain’t what we oughta be. We ain’t what we wanna be. We ain’t what we gonna be. But thank God, we ain’t what we was.”
Freedom Riders
Activists traveled from city to city to ignite the protest.
Bull Conner:
in Montgomery
Dogs
Whips
Water hoses
Cattle prods
Television
Public backlash
Civil Rights March (AL. 1965)
1963 - Washington, D.C. "I have a Dream“—200,000 Attended
Civil Rights Legislation
1964 - Civil Rights Act
1964 - 24th Amendment
Abolished Poll Tax
1965 Voting Rights Act
Affirmative action
Int ...
The Churchill CentreReturn to Full GraphicsThe Churchi.docxmattinsonjanel
The Churchill Centre
Return to Full Graphics
The Churchill Centre | Calendar | Churchill Facts | Speeches & Quotations | Publications and Resources |
News | Join The Centre! | Churchill Stores | Contact Us | Links | Search
Their Finest Hour
Sir Winston Churchill > Speeches & Quotations > Speeches
June 18, 1940
House of Commons
I spoke the other day of the colossal military disaster which occurred when the French High Command
failed to withdraw the northern Armies from Belgium at the moment when they knew that the French front
was decisively broken at Sedan and on the Meuse. This delay entailed the loss of fifteen or sixteen French
divisions and threw out of action for the critical period the whole of the British Expeditionary Force. Our
Army and 120,000 French troops were indeed rescued by the British Navy from Dunkirk but only with the
loss of their cannon, vehicles and modern equipment. This loss inevitably took some weeks to repair, and in
the first two of those weeks the battle in France has been lost. When we consider the heroic resistance
made by the French Army against heavy odds in this battle, the enormous losses inflicted upon the enemy
and the evident exhaustion of the enemy, it may well be the thought that these 25 divisions of the
best-trained and best-equipped troops might have turned the scale. However, General Weygand had to fight
without them. Only three British divisions or their equivalent were able to stand in the line with their French
comrades. They have suffered severely, but they have fought well. We sent every man we could to France
as fast as we could re-equip and transport their formations.
I am not reciting these facts for the purpose of recrimination. That I judge to be utterly futile and even
harmful. We cannot afford it. I recite them in order to explain why it was we did not have, as we could have
had, between twelve and fourteen British divisions fighting in the line in this great battle instead of only
three. Now I put all this aside. I put it on the shelf, from which the historians, when they have time, will
select their documents to tell their stories. We have to think of the future and not of the past. This also
applies in a small way to our own affairs at home. There are many who would hold an inquest in the House
of Commons on the conduct of the Governments-and of Parliaments, for they are in it, too-during the years
which led up to this catastrophe. They seek to indict those who were responsible for the guidance of our
affairs. This also would be a foolish and pernicious process. There are too many in it. Let each man search
his conscience and search his speeches. I frequently search mine.
Of this I am quite sure, that if we open a quarrel between the past and the present, we shall find that we
have lost the future. Therefore, I cannot accept the drawing of any distinctions between Members of the
present Government. It was formed at a moment of crisis in order to unite a ...
The Categorical Imperative (selections taken from The Foundati.docxmattinsonjanel
The Categorical Imperative (selections taken from The Foundations of the Metaphysics of
Morals)
Preface
As my concern here is with moral philosophy, I limit the question suggested to this:
Whether it is not of the utmost necessity to construct a pure thing which is only empirical and
which belongs to anthropology? for that such a philosophy must be possible is evident from the
common idea of duty and of the moral laws. Everyone must admit that if a law is to have moral
force, i.e., to be the basis of an obligation, it must carry with it absolute necessity; that, for
example, the precept, "Thou shalt not lie," is not valid for men alone, as if other rational beings
had no need to observe it; and so with all the other moral laws properly so called; that, therefore,
the basis of obligation must not be sought in the nature of man, or in the circumstances in the
world in which he is placed, but a priori simply in the conception of pure reason; and although
any other precept which is founded on principles of mere experience may be in certain respects
universal, yet in as far as it rests even in the least degree on an empirical basis, perhaps only as to
a motive, such a precept, while it may be a practical rule, can never be called a moral law…
What is the “Good Will?”
NOTHING can possibly be conceived in the world, or even out of it, which can be called
good, without qualification, except a good will. Intelligence, wit, judgement, and the other
talents of the mind, however they may be named, or courage, resolution, perseverance, as
qualities of temperament, are undoubtedly good and desirable in many respects; but these gifts of
nature may also become extremely bad and mischievous if the will which is to make use of them,
and which, therefore, constitutes what is called character, is not good. It is the same with the
gifts of fortune. Power, riches, honour, even health, and the general well-being and contentment
with one's condition which is called happiness, inspire pride, and often presumption, if there is
not a good will to correct the influence of these on the mind, and with this also to rectify the
whole principle of acting and adapt it to its end. The sight of a being who is not adorned with a
single feature of a pure and good will, enjoying unbroken prosperity, can never give pleasure to
an impartial rational spectator. Thus a good will appears to constitute the indispensable condition
even of being worthy of happiness.
There are even some qualities which are of service to this good will itself and may
facilitate its action, yet which have no intrinsic unconditional value, but always presuppose a
good will, and this qualifies the esteem that we justly have for them and does not permit us to
regard them as absolutely good. Moderation in the affections and passions, self-control, and calm
deliberation are not only good in many respects, but even seem to constitute part of th ...
The cave represents how we are trained to think, fell or act accor.docxmattinsonjanel
The cave represents how we are trained to think, fell or act according to society, following our own way and not the way intended for us. The shadows are merely a reflection of what they perceived to be reality instead of an illusion. The prisoners are trapped in society, each one of us who choose to stay trapped in our own way. The man that escapes is the person who no longer is a slave to society and can see the difference between reality and illusion. The day light can be compared to God’s will. When you don’t follow the plan that has been laid out for you by God, than you are trapped and you will only see illusions or reflections of reality. Escaping and choosing to go into “the light,” or following the will of God, only then can you be set free from your prison.
When looking at a piece of art, a painting, for example, at first glance the painting can appear to be something other what it is intended to be (reality). This reminds me of those pictures that everyone sees on social media, the picture that has circles all over it. When you look at the picture it appears that the circles are moving, but in reality the circles do not move at all. So art can more or less be perceived as more of an illusion.
An example of the picture can be seen here http://www.dailyhaha.com/_pics/movie_circles_illusion.jpg
Accepting illusion as reality happens a lot more times than we probably think. Anything that we see on T.V., Social Media, internet, or even dating, can all be perceived as an illusion at some point. Take dating for example; how a person acts on a date is most likely not how they would act to someone they have known for a while (illusion). Not all people pretend to be something different but in many cases they do. Recognizing what you failed to see after the initial first date and thereafter is how you would know what you first seen was just simply an illusion and therefore not reality, unless of course in reality they are simply a fake person I suppose. Following this pattern makes you realize most people do not appear to be who they are. A good “first impression” doesn’t necessarily mean much when thinking about illusions vs reality, because that’s all the “first impression” is in fact more or less an illusion.
People live in shadows because they fail to recognize reality and choose to continue to believe in illusions. With the growth of Social media, more and more people are falling victim to what things appear to be and will stay in the dark (cave). We as a society are imprisoned by what we see and read through news channels and social media. We will believe anything that comes across CNN or any news station (not fox news though) and let them make up our mind for us. People comment on any shooting victims and assume the cop was in the wrong and is racist, in reality that is not always the case.
It’s interesting to think in terms of appearance vs reality when viewing not only art, but the world. Not taking things for what they appear to ...
The Case Superior Foods Corporation Faces a ChallengeOn his way.docxmattinsonjanel
The Case: Superior Foods Corporation Faces a Challenge
On his way to the plant office, Jason Starnes passed by the production line where hundreds of gloved, uniformed workers were packing sausages and processed meats for shipment to grocery stores around the world.
Jason's company, Superior Foods Corporation, based in Wichita, Kansas, employed 30,000 people in eight countries and had beef and pork processing plants in Arkansas, California, Milwaukee, and Nebraska City. Since a landmark United States–Japan trade agreement signed in 1988, markets had opened up for major exports of American beef, now representing 10 percent of U.S. production. Products called “variety meats”—including intestines, hearts, brains, and tongues—were very much in demand for export to international markets.
Jason was in Nebraska City to talk with the plant manager, Ben Schroeder, about the U.S. outbreak of bovine spongiform encephalopathy (mad cow disease) and its impact on the plant. On December 23, 2011, the U.S. Department of Agriculture had announced that bovine spongiform encephalopathy had been discovered in a Holstein cow in Washington State. The global reaction was swift: Seven countries imposed either total or partial bans on the importation of U.S. beef, and thousands of people were chatting about it on blogs and social networking sites. Superior had moved quickly to intercept a container load of frozen Asian-bound beef from its shipping port in Los Angeles, and all other shipments were on hold.
After walking into Ben's office, Jason sat down across from him and said, “Ben, your plant has been a top producer of variety meats for Superior, and we have appreciated all your hard work out here. Unfortunately, it looks like we need to limit production for a while—at least three months, or until the bans get relaxed. I know Senator Nelson is working hard to get the bans lifted. In the meantime, we need to shut down production and lay off about 25 percent of your workers. I know it is going to be difficult, and I'm hoping we can work out a way to communicate this to your employees.”
...
The Case You can choose to discuss relativism in view of one .docxmattinsonjanel
The Case:
You can choose to discuss relativism in view of one of the following two cases:
The Case:
· Start by giving a brief explanation of relativism (200 words).
· what is the difference between ethical & cultural relativism. Then discuss, in view of relativism, how we can reconcile the apparent conflict between the need for enforcement of human rights standards with the need for protection of cultural diversity. (400 words).
...
The Case Study of Jim, Week Six The body or text (i.e., not rest.docxmattinsonjanel
The Case Study of Jim, Week Six
The body or text (i.e., not restating the question in your answer, not including your references or your signature) of your initial response should be at least 300 words of text to be considered substantive. You will see a red U for initial responses that are not at least 300 words. Note: your initial response to this required discussion will not count toward participation
The Case Study of Jim, Week 6
Title of Activity: In class discussion of the case study of Jim, Week Six
Objective: Review the concepts of the case study in Ch.13 of Personality and then relate Jim’s case to the theorists discussed during the week. In addition, summarize the entire case study.
1. Read “The Case of Jim” in Ch. 13 of Personality.
2. Discuss the case. This week, discussion should focus on social-cognitive theory.
3. Provide a summary of the entire case.
THE CASE OF JIM Twenty years ago Jim was assessed from various theoretical points of view: psychoanalytic, phenomenological, personal construct, and trait.
At the time, social-cognitive theory was just beginning to evolve, and thus he was not considered from this standpoint. Later, however, it was possible to gather at least some data from this theoretical standpoint as well. Although comparisons with earlier data may be problematic because of the time lapse, we can gain at least some insight into Jim’s personality from this theoretical point of view. We do so by considering
Jim’s goals, reinforcers he experiences, and his self-efficacy beliefs.
Jim was asked about his goals for the immediate future and for the long-range future. He felt that his immediate and long-term goals were pretty much the same: (1) getting to know his son and being a good parent, (2) becoming more accepting and less critical of his wife and others, and (3) feeling good about his professional work as a consultant.
Generally he feels that there is a good chance of achieving these goals but is guarded in that estimate, with some uncertainty about just how much he will be able to “get out of myself” and thereby be more able to give to his wife and child.
Jim also was asked about positive and aversive reinforcers, things that were important to him that he found rewarding or unpleasant.
Concerning positive reinforcers, Jim reported that money was “a biggie.”
In addition he emphasized time with loved ones, the glamour of going to an opening night, and generally going to the theater or movies.
He had a difficult time thinking of aversive reinforcers. He described writing as a struggle and then noted, “I’m having trouble with this.”
Jim also discussed another social-cognitive variable: his competencies or skills (both intellectual and social). He reported that he considered himself to be very bright and functioning at a very high intellectual level. He felt that he writes well from the standpoint of a clear, organized presentation, but he had not written anything that is innovative or creative. Ji ...
The Case of Missing Boots Made in ItalyYou can lead a shipper to.docxmattinsonjanel
The Case of Missing Boots Made in Italy
You can lead a shipper to the water, but if the horse does not want to drink…
Vocabulary:
Shipper: In commercial trade, the person who gives goods to a shipping company to be transported to a foreign destination; in export transactions, it is usually the exporter. Do not confuse the shipper with the shipping company or carrier.
Consignee: The person who is ultimately receiving the goods, generally the buyer or importer. Sometimes these people will designate a “notify party” to be notified when the goods arrive in the port of entry, so that customs clearance can be arranged and the goods picked up for further domestic transport.
Carrier: A company that transports goods (sometimes referred to as a “shipping company” or a “freight company”).
Forwarder (or “freight forwarder”): A forwarder is like a travel agent for cargo – forwarders organize the transport of your goods from departure to destination, and charge a fee for their services. There are many different kinds of forwarders. There are firms that act as both forwarders and carriers. Sometimes forwarders will have relationships with a whole string of carriers and other forwarders, so that the shipper only deals with the forwarder but in the end the goods are actually carrier by a series of independent transport companies.
NVOCC: Non-vessel operating common carrier. A “common carrier” in the legal terminology refers to a carrier who has accepted the additional legal burdens imposed on a company that regularly carries goods for a fee (as opposed to someone with a truck who might agree to help you out just this once because you’re in trouble).
Container: Large standard-sized metal boxes for transporting merchandise; you see them on the back of trucks, or stacked up outside of ports like Lego toys, or on top of large ocean-going container ships. The capacity of container vessels is measured in TEU (twenty-foot equivalent units; containers generally measure 20 or 40 feet long; large vessels can now carry in excess of 4,000 TEU). There are different kinds of containers for different purposes. For example, refrigerated containers (for transporting meat or fruit, for example) are called “reefers,” so be careful where you use this term.
Consolidator: When large companies ship a lot of goods, they are usually able to fill entire containers. However, shippers who ship smaller amounts (like the shipper in the example below), often have their goods “stuffed” (the industry term) along with other goods into the same container; hence, they are “consolidated.” Some firms specialize in consolidating various shipments from different shippers, these are “consolidators.” A load which requires consolidation is a “LCL” or less-than-full-container load, as opposed to a “FCL” – full-container-load.
Marine Insurance: This is a common term for cargo insurance for international shipments, even in cases where much of the transport is NOT by sea; “marine insurance ...
The Cardiovascular SystemNSCI281 Version 51University of .docxmattinsonjanel
The Cardiovascular System
NSCI/281 Version 5
1
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The Cardiovascular SystemNSCI281 Version 55University of .docxmattinsonjanel
The Cardiovascular System
NSCI/281 Version 5
5
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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B. .
C. .
D. .
E. .
F. .
G. .
H. .
I. .
J. .
K. .
In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The British Airways Swipe Card Debacle case study;On Friday, Jul.docxmattinsonjanel
The British Airways Swipe Card Debacle case study;
On Friday, July 18, 2003, British Airways staff in Terminals 1 and 4 at London’s busy Heathrow Airport held a 24 hour wildcat strike. The strike was not officially sanctioned by the trade unions but was spontaneous action by over 250 check in staff who walked out at 4 pm. The wildcat strike occurred at the start of a peak holiday season weekend which led to chaotic scenes at Heathrow. Some 60 departure flights were grounded and over 10,000 passengers left stranded. The situation was heralded as the worst industrial situation BA had faced since 1997 when a strike was called by its cabin crew. BA response was to cancel its services from both terminals, apologize for the disruption and ask those who were due to fly not to go to the airport as they would be unable to service them. BA also set up a tent outside Heathrow to provide refreshments and police were called in to manage the crow. BA was criticized by many American visitors who were trying to fly back to the US for not providing them with sufficient information about what was going on. Staff returned to work on Saturday evening but the effects of the strike flowed on through the weekend. By Monday morning July 21, BA reported that Heathrow was still extremely busy. There is still a large backlog of more than 1000 passengers from services cancelled over the weekend. We are doing everything we can to get these passengers away in the next couple of days. As a result of the strike BA lost around 40 million and its reputation was severely dented. The strike also came at a time when BA was still recovering from other environmental jolts such as 9/11 the Iraqi war, SARS, and inroads on its markets from budget airlines. Afterwards BA revealed that it lost over 100,000 customers a result of the dispute.
BA staff were protesting the introduction of a system for electronic clocking in that would record when they started and finished work for the day. Staff were concerned that the system would enable managers to manipulate their working patterns and shift hours. The clocking in system was one small part of a broader restructuring program in BA, titled the Future Size and Shape recovery program. Over the previous two years this had led to approximately 13,000 or almost one in four jobs, being cut within the airline. As The Economist noted, the side effects of these cuts were emerging with delayed departures resulting from a shortage of ground staff at Gatwick and a high rate of sickness causing the airline to hire in aircraft and crew to fill gaps. Rising absenteeism is a sure sign of stress in an organization that is contracting. For BA management introduction of the swipe card system was a way of modernizing BA and improving the efficient use of staff and resources. As one BA official was quoted as saying We needed to simplify things and bring in the best system to manage people. For staff it was seen as a prelude to a radical shakeup in working ...
The Case Abstract Accuracy International (AI) is a s.docxmattinsonjanel
The Case
Abstract
Accuracy International (AI) is a specialist British firearms manufacturer based in Portsmouth,
Hampshire, England and best known for producing the Accuracy International Arctic Warfare
series of precision sniper rifles. The company was established in 1978 by British Olympic shooting
gold medallist Malcolm Cooper, MBE (1947–2001), Sarah Cooper, Martin Kay, and the designers
of the weapons, Dave Walls and Dave Craig. All were highly skilled international or national target
shooters. Accuracy International's high-accuracy sniper rifles are in use with many military units
and police departments around the world. Accuracy International went into liquidation in 2005, and
was bought by a British consortium including the original design team of Dave Walls and Dave
Craig.
Earlier this year, AI's computer network was hit by a data stealing malware which cost thousands of
pounds to recover from. Also last year there have been a couple of incidents of industrial
espionage, involving staff who were later sacked and prosecuted.
As part of an ongoing covert investigation, the head of Security at AI (DG) has hired you to
conduct a forensic investigation on an image of a USB device. The USB device, it is a non-
company issued device, allegedly belonging to an employee Christian Macleod, a consultant and
technical manager at AI for more than six years.
Case details
Christian’s manager, David Bolton, is the regional manager and head of R&D and has been
working at AI for the last three years. David initiated this fact finding covert investigation which is
conducted with the support of the head of Security at AI.
The USB device in question allegedly was removed from Christian's workstation at AI while he
was out of the office for lunch, the device was imaged and then it was plugged in back into
Christian's workstation. You have been provided with a copy of that image (the original copy is at
the moment secure in a secure locker at the security department).
You have been told by DG that Dave was alarmed by some of the work practices of Christian and
that prompted him to start this investigation by contacting the Head of Security at AI. According to
Dave, Christian would bring in devices such as his iPod and his iPhone and he would often plug
these into his workstation. There is no policy against personal music devices and there is no
BYOD policy but there is a strict policy against copying corporate data is any personal device. The
company's policy states that such data is not to be stored unencrypted, on unauthorised, non
company approved devices. According to DG, Dave has reasons to believe that an earlier malware
infection incident at AI had its origins in one of Christian's personal devices.
Supporting information
1. You need to be aware that Dave and Christian do not get along as they had a few verbal exchanges
in the last year. Christian has filled in a ...
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
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This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Table of Contents.ORGANIZATIONAL TRAININGEMPOYEE TRAINING.docx
1. Table of Contents.
ORGANIZATIONAL TRAINING
EMPOYEE TRAINING
TRAINING METHODS
TRAINING EVAUATION
SOURCES CITED PAGE
APPENDIX
Cottrell Home Daycare
23
Cottrell Home Daycare
Organizational Training: “involves identifying whether training
supports the company's strategic direction; whether managers,
peers, and employees support training activity; and what
training resources are available.” (Noe, 2008, pg. 98). The
Cottrell Home Day Care will be training its employees known as
provider’s assistant on the safety of the day care children. As
we move along throughout the organizational analysis of the
day care we will first look at how the training content could
affect our employee’s relationship with our customers. Our
training will give employees confidence in communicating with
customers on how they are capable of performing key
emergency situations such as CPR, and fire drills.
2. What the partners need to know about the program is the state
of Illinois regulated laws of training, a full detail of every
training needed necessary for the day care safety as a whole.
The program aligns with the strategic need of the business
because it meets the safety standards required by the day care
laws, and gives a recruiting edge over the competitors. It offers
the customers a sense of secure safety.
Organizational resources are always great sources to be devoted
to a business especially in child care services. Good
organizational resources that are being devoted to Cottrell
Home Day Care are: American Heart association which is used
to help aid in CPR training, along with Child Care Aware
(CAA) a program of the National Association of Child Care
Resource & Referral Agencies (NACCRRA), has information
for parents and providers and links to local Child Care Resource
and Referral agencies (CCR&R). CCA is funded in part by the
Office of Child Care, Office of Family Assistance,
Administration for Child and Families, U.S. Department of
Health and Human Services.
In order for our training to succeed the owner/director of the
business has to be patience, knowledgeable of emergency
procedures and proficient to be able to teach the peers proper
tools in training. What is needed from the peers to succeed, is
knowledge, proficiency, patience and the willingness to learn.
What features of the work environment that can interfere with
training is lack of staff, whether, and a undereducated staff that
does not have the concept or ability to learn basic training
skills.
Outside of the director of the business itself to help ensure
training we will provide a specialist from the Illinois
3. Department of Children Services who will assist in training.
After the training is completed the employees will see this
training as a reward because now they have learned new
techniques that will assist them further in their life’s, knowing
how to evacuate a building during a fire drill and especially
knowing CPR can help these employee advance them in their
careers in child care and can also gain them to higher position
in this field.
Task analysis: “results in a description of work activities,
including tasks performed by the employee and the knowledge,
skills, and abilities required to complete the tasks” (Noe, 2008
pg. 110). The employee’s task regarding the safety of a fire
drill procedure will be to gather all of the children evaluate
everyone out of the building, and then they will walk to our safe
house which is across the street and contact the fire department
as well as the parents. We randomly evaluate our employee’s
ability to handle these situations in real life by conducting
random fire and other safety drills with the children. Training
for CPR will consist of a specialist from Pulse CPR coming to
the training session and displaying as well as hands on activities
to the employees. The task for the employees in this situation is
to perform CPR on any child that is enrolled in the day care
whether it consists of them being unconscious or possibly
chocking from any food. Contacting 911 will also be a task
performed by employees if any CPR situation occurred.
Person Analysis “Helps to identify employees who need
training, that is, whether employees' current performance or
expected performance indicates a need for training.”(Noe, 2008,
pg.102) Person analysis in the business of home day care will
be determined if an employee needs training is by their lack of
not fully completing fire drills and CPR. If a employee does not
follow through with all guidelines of double checking to make
sure all children are out of the building, they will need to be
trained. If a child is eating and accidentally chokes on their
4. food and an employee is unable to perform proper CPR then that
requires for immediate training.
Employee Training
Employee training is whereby businesses identify skill gaps that
exist amongst their employees and device strategies to reduce
the skill gaps. Employee training thus can be done through
lectures, work based training or by an external party. The aims
o employee training is to improve employee efficiencies as well
as improve employee production quality or increase the levels
of output. Organizations that do not conduct training to their
employees will experience low production output, a low
competitive workforce as compared to their competitors,
customer dissatisfaction as a result of the reduced quality of
output as well as a reduction in profit in the case of an unskilled
daycare providers. For training to be successful and well
planed, the trainers need to come up with an employee training
schedule. (Sidharth Thakur 2012).
Employee training schedule
When planning a training program for employees, setting up a
proper training schedule as well as communicating it to the
employees should be the top most priority of any business that
want to conduct training to their employees, this should mostly
be done by large organizations that want to conduct training to a
large number of employees due to the complexity of the training
program. Thus an organization training schedule template is
what organizations need to inform their employees about how
the training program will be conducted. (Stacy 2010) The
effectiveness of a training program depends on how well
employee's have been informed about the program as well as
the kind of attendance the program seeks. To ensure these two
things succeed, the schedule of the training program must be
available to all the employees in question before the start of the
training program. (Sidharth Thakur 2012).
Contents of an employee training schedule
An employee training schedule contains three important pieces
of information, they include
5. Training Program Details: The top of the training schedule
shows the name of the training program, the total number of
hours it will take to complete the training, the proposed start
and finish date and the name/department of the training
coordinator. (Edwards 2010).
Training Summary: The second part will have the basic
structure of the training. This will include the training modes as
well as how many hours will be dedicated to each of the
modules. (Edwards 2010).
Detailed Training Schedule: Here, the hourly schedule for the
training program will be detailed out. The other relevant
information regarding each sessions such as the time, the place
session is the name of the trainer who will be facilitating the
training session can be displayed here. Ginny (Edwards 2010).
Those that will be attending are the providers assistants, and the
trainers. Cottrell Home Day Care believes that if their
employees are well trained, safety will always be higher. We
will also be conducting training to the employees regarding
communication because we strongly believe that when
employees are well trained, output will always remain high.
Training will be conducted by the Illinois Department of
Children Services who specializes in training employees on
behalf of daycare businesses.
Cost-benefit of your training
Cost–benefit analysis is a systematic process of calculating and
comparing results against efforts.
In our case, since we will be conducting training on our sales
employees, if sales go up by 20% as a results of training if we
assume that the 20% translates to $ 1,000,000 while the costs of
training were just $ 200,000, the company would have benefited
by $ 800,000 as a result of the training efforts.
In the case of conducting training to our employees in the
production department, if production goes up by 40% as a result
6. of the training efforts if we assume that 40% of production
increase translates to $ 6,000,000 while the costs o training
were just $ 1,000,000, the company would have benefited by $
5,000,000 as a result of training efforts conducted to the
employees in the production department.
ROI(Return on investment).
ROI is the same as benefits, thus benefits of conducting training
on the employee assistants= $ 8,000,000.
While the benefits of conducting training on the employees in
the production department will be $ 5,000,000.
How training will lead to transfer of training
Employers will first conduct employee evaluation so as to
identify the sill gaps of employees. They will then train
employees according to the skill gaps that the employees
posses. For example, if the provider's assistant's lack
communication skills, training will be conducted to employees
on how they can approach clients.
Training Method's
The training technique is its most important element in creating
an employee that is suitable for the job. In addition adds
productivity, progress and a strong employee
development.("Training of employees," 2011) If an when
training is not provided it leads poor performance, and sets
trainee up for failure of the employees. The employee's need to
be educated, and of high quality working in the child care
industry. The risk factor of working with children is high, and
to avoid potential problems that could arise in the event the
training was poor. (Bureau of Labor Statistics, 2012) In the
following paper, an analysis will be completed of three different
training methods that Cottrell Home Daycare has decided on.
7. Once each of the three are evaluated than we will make a
conscious choice on the best option.
Interactive Methods this includes group discussions, role
playing and quizzes.
("blr.com," 2012)
Advantages:
· The interactive sessions will hopefully keep trainees engaged,
and potentially will retain more information. which makes them
more receptive to the new information.
· Makes learning more enjoyable for the trainees
· Current employees can help pass on their personal knowledge
to the newer employee's.
· This type of training would be helpful in obtaining feedback
on the trainer, and how the trainee feels about the information
they are learned.
Disadvantages:
· This kind of training can take up a substantial amount of time
especially when using quizzes, and discussions.
· Since this form of training is not structured completely the
trainer will have to cautiously cover all the necessary
information.
Hands on training such as coaching, and performing
demonstrations.
("blr.com," 2012)
8. Advantages
· Great training method for teaching the most up to date
information
· Through the use of “job shadowing” will help determine their
worth on the job immediately.
· Creating a good support system to the employee's
Disadvantages
· Only is helpful when there is not a large group to train
· This can be an expensive method
· Takes away time from the main caretaker
Blended learning approach ("blr.com," 2012)
Advantages
· Keeps all kinds of audiences engaged
· Targets a variety of learning styles
· Is helpful when teaching a variety of subject matter
Disadvantages
· Some training may not meet the compliance requirements
· Budget constraint on a small business like a home day care
· Subject matter may not be taught appropriately.
Cottrell Home Daycare has come to the conclusion on what
training to use, after having conducted the analysis above. The
9. best approach has been decided by utilizing the learning
approach. This will enable us to train our employee's by using
specific methods from different training techniques. The first
form of training will be the on the job experience of being a job
shadow. This will include time for the employee to practice
introductions to the children, participate in activities to get to
know them. Showing the interviewee how to clean, and book
keep information. Quizzes will be utilized after seminars, by
providing them questions to the material having been taught.
There are specific certifications that need to be obtained to
legally be able to work with children. Combined with the other
two interactive discussions will be used to help more
preparation by becoming comfortable with the other staff which
is just as important as with the children. When deciding on this
training method many questions were sub consciously
considered. The amount of employee's in the training, there
maybe a few hires, but job shadowing could be arranged one at
a time. The amount of space has been assessed to be able to
hold discussions in a nice environment. There is appropriate
trainers to help with all the material that needs to be covered.
“Evaluation involves the assessment of the effectiveness of the
training programs.”("Training evaluation -,") Cottrell Home
Day Care has created a training evaluation to help immediately
fix any potential future problems that may emerge in the
training development. To be prepared is essential, to help move
forward in a positive direction. In this section of the project we
will be determining what exact training is relevant to the
provider's assistant position. A determination in what will help
improve the performance of the employee's. When working in a
daycare provider setting it is important that these employee's
successfully retain all the information needed. This includes
helping the employees understand why they need to do things a
certain way. By considering the service being provided to
children during this stage in their life is when one learns the
most, and much stress must be pressed on creating this safe,
educational, fun environment.
10. The first part of this assignment is to identify the method of
training evaluation, and support the reason for using this
method. Based upon Cottrell Home Day Care's business the
appropriate evaluation is called course feedback questionnaire.
The amount of training for new provider's assistant's consists of
a variety of different requirements. This method is also know as
SMILE sheets, and will be essential to obtaining information on
feedback of the training courses required.(Rae, 2010) In
addition, how helpful was the material's provided, quality of the
instructor conducting the training, and environment in which the
class took place. Pending on how well the instructor conducted
the training much can be learned on quality trainer. If someone
has poor reviews then maybe there are changes that needed to
be made. Since working with children can be a serious business,
there will be an additional method used to measure the amount
of information the trainee's actually retained. This method is
identified as a learning measurement, and will include test,
interviews, and direct observation.(Rae, 2010) Combining all
these methods will ensure you have “A” grade employee's,
otherwise know as top grading in human resource management.
Following this paragraph, will include the assessments used to
evaluate the training provided.(Gusdorf, 2009)
Business owners cannot afford to not evaluate their training.
There are many benefits for the evaluation process which helps
improve the over all quality of the training being offered. For
Cottrell Home Day Care obtaining feedback through a survey,
taking test on important matters, then intergrating in job
development. When time is invested and an honest evaluation is
conducted than this will go beyond management, but better
client relationships. When companies fail to acknowledge
issues, then their only digging themselves a hole. There is
always improvements that could be made in every business, it is
about being proactive.
11. Evaluation ensures accountability. Training evaluation ensures
that training programs comply with the competency gaps and
that the deliverables are not compromised upon.
Checking the cost of evaluation ensures that the training
programs are effective in improving the work quality, employee
behaviour, attitude and development of new skills within the
employee within a certain budget. Feedback to the trainer and
training evaluation also acts as a feedback to the trainer or the
facilitator and the entire training process. Since evaluation
accesses individuals at the level of their work, it gets easier to
understand the loopholes of the training and the changes
required in the training methodology.
In this paper, please note has stated that in the childcare
industry, this can be a risky business. The evaluations are to
truly see how much information is retained by each employee
individually. In order to better understand provided below is a
list of all the responsibilities of the provider's assistant's. By
understanding the roles of this job, is a key factor in
understanding there is no room for many mistakes.
According to the Bureau of Labor Statistics the following is the
description of responsibilities that must be understood to have a
succesful training. Supervise and monitor the safety of children
in their care. Prepare meals and organize mealtimes and snacks
for children. Help children keep good hygiene. Change the
diapers of infants and toddlers Organize activities so that
children can learn about the world and explore interests
Develop schedules and routines to ensure that children have
enough physical activity, rest, and playtime. Watch for signs of
emotional or developmental problems in children and bring the
problems to the attention of parents. Keep records of children’s
12. progress, routines, and interests.
Works Cited
Training Needs Analysis Please Help. (nod). Retrieved From:
http://www.citehr.com/154120-training-needs-analysis-help-
please.html
Marcia, Moore. (April 20120). Organizational Training Methods
and Policies. Retrieved From:
http://www.ehow.com/list_5954279_organizational-training-
methods-policies.html
National Organizations. (n.d). Retrieved From:
http://childcareaware.org/child-care-
providers/resources/national-organizations
Health and Safety. (n.d). Retrieved
From.http://ccrs.illinois.edu/parents/healthandsafety.html
Raymond Andrew Noe (2008). Employee Training and
Development [4] (VitalSource Bookshelf), Retrieved from
http://online.vitalsource.com/books/0077592182
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resources/articles/98919.aspx#
http://www.costbenefit.com/
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98konomi/Marked_og_velf%C3%A6rd/costbenefit-analyse
http://managementhelp.org/training/basics/reasons-for-
training.htm
http://humanresources.about.com/od/training/Training_Develop
ment_and_Education_for_Employees.htm
Bureau of Labor Statistics, U.S. Department of Labor,
Occupational Outlook Handbook, 2012-13 Edition, Childcare
Workers, on the Internet at http://www.bls.gov/ooh/personal-
care-and-service/childcare-workers.htm(visited November 25,
2012)
Gusdorf, M. (2009). Training, design, development and
implementation. Society for Human Resource Management.
13. Retrieved from
http://www.shrm.org/education/hreducation/documents/09-0171
gusdorf_t and d final.pdf
Lawshe, C. H.; Bolda, Robert A.; Brune, R. L. Journal of
Applied Psychology, Vol 42(6), Dec 1958, 396-398. doi:
10.1037/h0048894
Rae, L. (2010). Training programme evaluation. Retrieved from
http://www.businessballs.com/trainingprogramevaluation.hrz
Training evaluation - meaning and its benefits. (n.d.). Retrieved
from http://www.managementstudyguide.com/training-
evaluation.htm
(1996). Kirkpatrick's four-level training evaluation model
analyzing training effectiveness. Mindtools Ltd. Retrieved
from http://www.mindtools.com/pages/article/kirkpatrick.htm
ppendix A
This diagram explains the cycle of organizational training by
beginning with the needs of the company, monitoring, and
ensure the performance standards meet the companies strategic
planning.
Appendix B
14. This task analysis diagram displays how each one of the below
steps is included in the task analysis, This process can help
master the most complex issues in an organization.
Appendix C
Below is an effective way to understand how to determine
which employees in your organization need to be trained a
particular way.
I
Cottrell Home Day Care
Please indicate your impressions of Provider's Assistant
training below.
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
1. The training met my expectations.
2. I will be able to apply the knowledge learned.
15. 3. The training objectives for each topic were identified and
followed.
4. The content was organized and easy to follow.
5. The materials distributed were pertinent and useful.
6. The trainer was knowledgeable.
7. The quality of instruction was good.
16. 8. The trainer met the training objectives.
9. Class participation and interaction were encouraged.
10. Adequate time was provided for questions and discussion.
11. How do you rate the training overall?
Excellent
Good
Average
Poor
Very poor
17. 12. What aspects of the training could be improved?
Other comments?
THANK YOU FOR YOUR PARTICIPATION!
Appendix II
Cottrell Home Day Care
Content Evaluation
For each of the following, document two facts that have been
learned during each of the seven training seminars.
First Aid/CPR
_____________________________________________________
_____________________________________________________
_
_____________________________________________________
_____________________________________________________
_
_____________________________________________________
_____________________________________________________
.
Age Appropriate Activities
18. _____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
___________________________________________________ .
Discipline and Behaviour Management
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
____________________________________________________.
Healthy and Safety
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
____________________________________________________.
Recognizing and Reporting Child Abuse and Neglect
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
____________________________________________________.
Communicating with Parents
_____________________________________________________