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This document provides instructions and questions for an accounting technician exam on management. It outlines that the exam will last 3 hours and contains 8 questions to choose 5 from. Each question is worth 20 marks. The questions cover topics such as defining management, motivating employees, leadership styles, human resource management, organizational change, conducting meetings effectively, time management, and recruitment.
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This document contains instructions and questions for an accounting technician exam on management. It provides details on the structure of the exam such as the time allowed, number of questions, and number of questions to be answered. The exam then lists 8 questions assessing knowledge of management functions, motivation, leadership, collective bargaining, marketing, production methods, training, and organizational culture. Candidates are to choose 5 of the 8 questions to respond to in essay format.
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This document contains instructions and questions for an Accounting Technician Programme exam on management. It outlines that there are 8 questions to choose from, with 5 questions to be answered. Each question is worth 20 marks. The questions cover a range of management topics, including decision making, motivation, leadership, job design, meetings, performance appraisal, and communication.
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This document contains past questions from exams for positions at Nepal Bank Limited. It provides sample questions in the areas of management, economy, banking, accounting and customer relations. The questions would require summaries of key concepts, explanations of management challenges, comparisons of different approaches, and analyses of issues like performance management, industrial relations, leadership, and controls. Responses would need to be concise yet address all aspects of the questions to demonstrate understanding of relevant topics. The questions are meant to test candidates' knowledge of management, banking, and related fields for roles like Senior Assistant and Assistant.
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This document contains instructions and questions for an accounting technician exam on management. It provides details on the structure of the exam such as the time allowed, number of questions, and number of questions to be answered. The exam then lists 8 questions assessing knowledge of management functions, motivation, leadership, collective bargaining, marketing, production methods, training, and organizational culture. Candidates are to choose 5 of the 8 questions to respond to in essay format.
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This document contains instructions and questions for an Accounting Technician Programme exam on management. It outlines that there are 8 questions to choose from, with 5 questions to be answered. Each question is worth 20 marks. The questions cover a range of management topics, including decision making, motivation, leadership, job design, meetings, performance appraisal, and communication.
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Case study The company director has requested that your HR depar
Case study
The company director has requested that your HR department provides a report to senior management at their forthcoming annual meeting to show how evidence-based practice approaches can be used to inform sound decision-making on people practices and business-related matters. Your departmental manager has asked you to provide this report.
In addition, for the second part of the report, you have been asked to provide them with examples that demonstrate how people practitioners gain understanding and insight through interpretation of data. Report: Part one
You are required to prepare a report to senior managers at their forthcoming annual meeting. The report needs to:
· Provide evaluation of the concept of evidence-based practice and assess how evidencebased practice approaches can be used to provide insight to support sound decision-making and judgments for people practitioners across a range of people practices and organisational issues. (1.1)
· Provide evaluation of one appropriate analysis tool and one method that might be applied by organisations to recognise and diagnose current and future issues, challenges, and opportunities. (1.2)
· Explain the main principles of critical thinking and describe how these might apply to individual and work colleagues’ ideas to assist objective and rational debate. (1.3)
· Assess a range of different ethical theories and perspectives and explain how understanding of these can be used to inform and influence moral decision-making. (1.4)
· Explain a range of approaches that could be taken by people practitioners to identify possible solutions to a specific issue relating to people practice. (2.3)
· Appraise one approach an organisation can take to measure financial and non-financial performance. (3.1)
· Explain how a variety of people practices add value in an organisation and identify a range of methods that might be used to measure the impact of a range of people practices (3.4)
Report Part two: Data analysis and review
Section two of the report needs to showcase to senior managers how people professionals use and analyse data on people practices.
1. Below is the data of labour turnover across three departments over a five-year period.
Year
Administration
Total in department = 32
Drivers
Total in department = 141
Production
Total in department = 385
2016
4
21
39
2017
2
18
54
2018
8
32
82
2019
12
16
80
2020
9
32
112
The costs for recruiting an employee up until 2018 was £2065 however this rose to £3012 from this date onwards.
· Present the costings for each year across each of the three departments.
· Represent the turnover per year as a percentage of the total number of employees in each department.
2. Presented below are two sets of data that has been collected from two departments during exit interviews. Table 1 shows the feedback that has been elicited from employees in production and table 2 is from payroll.
· Review and analyse t ...
2Jubail University CollegeDepartment of Business Adm.docx
2
Jubail University College
Department of Business Administration
Semester 392
Assignment No.: 2
Section No.: 201
Course Code: MIS 305
Course Name: Intelligent Support Systems in Business
Student Name
Student ID
1. Nejood Alshehri
36120067
2. Ghaida Alasman
36120311
3. Dhai Alotaibi
36120355
4. Fetoon Alhulais
36120019
Project Based Assignment
The Assignment Objective:
This is a project-based assignment divided into two deliverables: theoretical and practical part. Each with 10% of your final grade. It aims to familiarize and expose students to the business intelligence tools and the four phases of the decision making process as well as improving students’ effective communication and team working skills. In addition, it helps expose students to tools and techniques that aid them in practically developing a DSS to solve a problem or take advantage of an opportunity based on the four phases of decision making process.
Topic- A Business Case:
Each group should identify particular opportunity or problem to be solved by any managerial level in Business. You need to follow the 4 phases of decision making process. Use any tool in M.S. Excel to help automate this decision. Your DSS should provide a correct answer to be given to managers or staff. Examples that could help you:
· DSS to help HR answer Employees questions.
· DSS to help Marketing and development department to increase customer satisfaction.
Each group (of 3-4 members) create their own scenarios in relevance to their business case. Note that you need to consider the various users and existing operations as well as any new operations and functions for proper utilization of data and accurate decision making process.
Practical Part (Submission on week 13):(10 %)
This part focuses on the implementation phase of your DSS for the problem (opportunity) that you have identified in assignment 1.
DSS Criteria:
· You should use analytical tool and functions.
· The design and format should be attractive yet clear.
· Use visualization to easily analyze the results.
· Develop two dashboards. Please ensure that you adhere to the dashboard design principles and guidelines.
· Keep intended users of your DSS in mind and ensure that you consider all the possible factors.
· Identify the routine business functions and the management activities supported by your DSS.
· Assume the business rules for the DSS users to follow and make sure to incorporate them.
The required materials: (100 marks = 10%)
A) CD containing the following: (60 marks)
1- Documentation:
a. Assignment cover page and Tables of content
b. Introduction: Brief introduction about the decision you will assist in. (2 mark)
c. Content
· This part shoud Breifly and consizly address all the work that you have done and assubsions you followed in preparing your DSS Implementation phase such as:
· How the solution is implemented.(10 mark)
· Explain the tools that you developed (10 mark)
· The functions you used with ...
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The document appears to be an exam for an MBA degree, assessing knowledge of human resource management. It contains multiple choice and long-form questions. In section A, it asks short questions on topics like human resource management, personality tests, job enlargement, and fair wages. Section B requires explaining qualities of an HR manager, sources of external recruitment, and purposes of job evaluation. Section C addresses selection procedures, promotion policies, and performance appraisal factors. Section D presents a case study and asks how the candidate would respond in the given situation as an HR manager. The exam aims to evaluate understanding of key HR concepts and ability to analyze issues and recommend solutions.
-Student NumberSummative Assessment 1Management Principles.docx
-
Student Number:
Summative Assessment 1
Management Principles
(Modules 1, 2 and 3)
Assignment no. MAN61S-123-1
SECTION A
/50
SECTION B
/100
SECTION C
/50
TOTAL
/200
1
Copyright © Business Management Training College (Pty) Ltd
6
-
Student Number:
SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES
SECTION A: SHORT QUESTIONS
Question 1:
Select from
column A
the correct answer to match
column B
.
Match the management functions in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a) Organising. 1.1 Determines an organisation's vision, mission and
1.1
goals.
b) Controlling 1.2 Monitoring progress and taking corrective steps to
reach the mis sion and goals. 1.2
c) Planning. 1.3 Motivating and directing employees. 1.3
d) Leading 1.4 Grouping together activities and allocating
1.4
resources .
Total question 1 /4
Question 2:
Select from
column A
the correct answer to match
column B
.
Match the management levels in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a)Top managers 2.1 Implementing policies, plans and strategies. 2.1
b) Middle management 2.2 Spend the greatest portion of their time on leading. 2.2
c) First line managers or
2.3 Develop longer-term goals and strategies to reach
2.3
supervisors
them.
Total question 2 /3
Question 3:
Select from
column A
the correct answer to match
column B
.
Match the managerial roles in column A with the descriptions in colum n B:
A Statement: B Nr: Your Answers:
a) Interpersonal 3.1 Acts as spok esperson for the department 3.1
b) Decision making 3.2 Acts as negotiator about goals, standards of
performance and resources. 3.2
c) Information 3.3 Act as figurehead and leader. 3.3
Total question 3 /3
2
Copyright © Business Management Training College (Pty) Ltd
-
Student Number:
Question 4:
Read each statement carefully then state
true or false
in the space provided.
Nr: Statement or question:
Your Answers
A manager is considered competent if he or she has all the relevant knowledge
4.1
that is required to do the job of a manager.
4.2
Ecological forces influenced the evolution of management theories.
4.3
Frederick Taylor conducted the Hawthorn studies in the late 1800’s.
4.4
Henri Fayol formulated 14 principles for effective management
The Hawthorne effect refers to the negative effects poor light has on workers’
4.5
performance
Six Sigma is a business improvement methodology that focuses on understanding
4.6
and managing workers’ requirements.
The individual organisation has limited control over the components of the macro
4.7
environment but can have a strong influence on some of the variables.
Environmental scanning is necessary to determine whether factors in the
4.8
environment constitute a threat to the organisation’s mission, vision and goals.
When an organisation has to decide whether to centralise or decentralise
4.9
authority, the skills of the lower-level managers have to be considered.
Tactica ...
Unit 5 Assignment Unit outcomes addressed in this Assignm.docx
Unit 5 Assignment
Unit outcomes addressed in this Assignment:
Identify the need for employee training and development
Explain the six steps in the appraisal process
Discuss how management by objective (MBO) can be used as an appraisal method
Explain why performance appraisals might be distorted
Course outcome assessed/addressed in this Assignment
HA530-2: Recommend employee training and development
plans. Instructions
Research four peer review articles from Kaplan Library on employee training and
development, the appraisal process, management by objective (MBO) used as an
appraisal method, why performance appraisals might be distorted.
You will summarize your results in a written report 3–5 pages in length, not including the
Cover Page and References. APA format applies. See the Kaplan Writing center for APA
links. Submit the assignment through the course Dropbox.
1. Briefly describe the appraisal process and how it should work.
2. What are some major factors that distort performance appraisals?
3. How can the appraisal process motivate staff to do a good job?
4. What can managers do to make the meeting more successful?
5. Based on all the above, when and why would you recommend employee training
and development plans?
Submit to the correct dropbox.
Unit 5 Assignment Grading Rubric = 110 points
Assignment Requirements Points
possible
Points
earned by
student
Description of the appraisal process and how it
should work.
0–20
Discussion of how the appraisal process can
motivate staff to do a good job and, what
managers can do to make the meeting more
successful?
0–35
Discussion of factors impacting the appraisal
process.
0–20
Based on all the above when and why would
you recommend employee training and
development plans?
0–35
Total (Sum of all points)
Points deducted for spelling, grammar,
and/or APA errors.
Adjusted total points
Instructor Feedback:
Project Task List and Schedule
Michael Boddie
Project Planning and Implementation
CMGT/410
John Burwick
November 9, 2017
An off-site event requires a lot of things which should be managed properly to make it successful. If you will not be able to manage the event then the results will not be according to the requirements. There are three main things which should be considered when you are managing an off-site event. Following are those three things:
· Meeting space
· Technology requirements
· Catering service
When these three things will be ordered and managed in a proper way then everything will work smoothly otherwise it can be a difficult task to manage the things.
S.No
Task
Relationship
1
Training
1.1
Finalizing the Training Agenda
1.2
Designing the Training Course
FS
1.1
1.3
Identifying the Technological Requirements
FS
1.2
1.4
Finalizing the Training Schedule
FS
1.3
1.5
Looking Up for the trainer
FS
1.4
1.6
Check and Shortlist the profiles
FS
1.5 ...
Mgmt 591 final exam guide set 2 (new)
This document provides a guide for the MGMT 591 Final Exam with multiple choice and essay questions covering organizational behavior topics. There are 4 sets of sample exam questions ranging from defining key concepts to analyzing workplace scenarios. The questions assess understanding of topics like teams, communication, leadership, conflict management, and diversity.
Mgmt 591 final exam guide set 2 (new)
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MGMT 591 Final Exam Guide Set 2 (New)
1. Start of Question Pool - "" - The exam will display 1 of these questions
2. SA 1. (TCOs A and B) Organizational behavior is an interdisciplinary body of knowledge with strong ties to several academic disciplines. Please identify three of the four primary areas.
3. SA 1. (TCOs A and B) OB defines stress in terms of both work stressors and life stressors. Please identify four common sources of stress at work.
Pm941614119555
This document contains a prelim question paper for a Project Management exam for TY B.Sc. (IT) students. The paper has 7 sections with 2 questions to attempt in each section. Section 1 asks students to answer questions about Boehm's principles of conventional software management, important trends in improving software economics, factors that can be abstracted with software economics, and comparisons of the three generations of software development. The document also provides the schedule for paper discussions to be held at various Vidyalankar centers between April 13-15, 2016.
MBA Question Bank
- The document provides instructions for semester-end examinations for a Masters in Business Administration program. It outlines the format of question papers, including the number of questions, required answers, and question types.
- Sample questions are provided from two courses - Foundations of Management and Quantitative Analysis for Business. The questions cover topics like case studies, data analysis, management concepts and theories, and research methods.
- The document serves as a study guide for students, outlining the exam structure and providing practice questions to help prepare for assessments in core MBA courses.
Question 4How would you show support for and commitment to the.docx
Question 4
How would you show support for and commitment to the goals of the business or organisation you work for?
/6
Question 5
An effective leader knows their colleagues and the members of their team, and they look after their interests. What three (3) ‘personal attributes’ would an effective leader possess which could be described as having a high level of interpersonal or people skills? List and briefly describe each.
/9
Question 6
Why is it beneficial for organisations to develop work teams?
/5
Question 7
What steps should a leader follow when communicating team objectives?
/6
Question 8
Briefly outline five (5) advantages of conducting regular team meetings?
/5
Question 9
What is planning? What sequence of activities must managers and leaders be aware of in order to establish a plan for their team?
/5
Question 10
Identify and discuss briefly four (4) general characteristics that leaders tend to possess.
/8
Question 11
Fred Fiedler (Cole, 2010), developed a situational theory of leadership. Identify thethree (3) contingency dimensions that he believed define the key situational factors that determine the most effective leadership style.
a) List and briefly describe these three (3) dimensions.
/6
b) Briefly describe what is characterised as a favourable situation for a leader.
/2
c) Briefly describe what is characterised as a least favourable situation for a leader.
/2
Part B: Develop an action plan (30 marks)
Read the following scenario. You will be required to develop an action plan which outlines the steps you would employ to develop competent teams. Scenario
You are the newly appointed reservations manager of PlacesToGo Holidays, a tour wholesaler which specialises in selling air and accommodation packages to America (USA & Canada). PlacesToGo Holidays sells these packages to both travel agencies as well as direct to the general public.
The role of the reservations manager’s position entails:
· Managing a team of eight junior and senior reservations staff, this includes the documentation (ticketing) staff of two
· Operational activities including monitoring budgets and sales
· Liaising with other departments in the organisation - namely product department, sales and marketing, accounts and management.
One of your first duties is to meet with Carlo, the newly appointed General Manager, who has only been in his role for two months. You discuss some of the issues that have been undermining the performance of the reservations and documentation teams. The main problems seem to revolve around the following issues:
· General lack of overall communication between departments
· Low team morale, unmotivated and disengaged
· Bookings and gross sales well down from previous years
· Lack of cohesion and communication between senior and junior reservations staff, where junior staff are often overwhelmed by difficult tasks and operate without direct supervision and assistance
· Some reservations consult ...
Assessment 1Student name ____________________________Instructio.docx
Assessment 1Student name: ____________________________Instructions:
There are a total of two (2) parts to complete, requiring extended response answers.
You will be assessed on how well you interpret each task request and how you structure each according to layout, sequencing and by providing all relevant and applicable details for each task.
This is a graded unit. Your result is based on the evidence you provide to meet the criteria for competence as specified in the unit of competency and grading criteria.
Task/Question
Part A: General review questions (70 marks)
Question 1
Good leaders ‘practise what they preach’ and act as positive role models that others want to emulate. How would you ensure that your leadership style reflects this statement?
(5 marks)
Question 2
Why are organisational goals important?
(5 marks)
Question 3
What is the difference between strategic planning and operational planning?
(6 marks)
Question 4
How would you show support for and commitment to the goals of the business or organisation you work for?
(6 marks)
Question 5
An effective leader knows their colleagues and the members of their team, and they look after their interests. What three (3) ‘personal attributes’ would an effective leader possess which could be described as having a high level of interpersonal or people skills? List and briefly describe each.
(9 marks)
Question 6
Why is it beneficial for organisations to develop work teams?
(5 marks)
Question 7
What steps should a leader follow when communicating team objectives?
(6 marks)
Question 8
Briefly outline five (5) advantages of conducting regular team meetings?
(5 marks)
Question 9
What is planning? What sequence of activities must managers and leaders be aware of in order to establish a plan for their team?
(5 marks)
Question 10
Identify and discuss briefly four (4) general characteristics that leaders tend to possess.
(8 marks)
Question 11
Fred Fiedler (Cole, 2010), developed a situational theory of leadership. Identify thethree (3) contingency dimensions that he believed define the key situational factors that determine the most effective leadership style.
a) List and briefly describe these three (3) dimensions.
(6 marks)
b) Briefly describe what is characterised as a favourable situation for a leader.
(2 marks)
c) Briefly describe what is characterised as a least favourable situation for a leader.
(2 marks)
Part B: Develop an action plan (30 marks)
Read the following scenario. You will be required to develop an action plan which outlines the steps you would employ to develop competent teams.
Scenario
You are the newly appointed reservations manager of PlacesToGo Holidays, a tour wholesaler which specialises in selling air and accommodation packages to America (USA & Canada). PlacesToGo Holidays sells these packages to both travel agencies as well as direct to the general public.
The role of the reservations manager’s position entails:
...
Devry mgmt 591 final exam guide set 2 new
DEVRY MGMT 591 Final Exam Guide Set 2 NEW
Check this A+ tutorial guideline at
http://www.assignmentcloud.com/mgmt-591-devry/mgmt-591-final-exam-guide-set-2-new
For more classes visit
http://www.assignmentcloud.com
1. Start of Question Pool - "" - The exam will display 1 of these questions
Devry mgmt 591 final exam guide set 2 new
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Annamalai mba 1st year financial management
MBA Solved Assignments for IGNOU, NMIMS, Annamalai, UPES, Symbiosis, AIMA, AMITY
IGNOU Solved Assignments for MP Program, IGNOU solved Assignments for MBA, Annamalai Solved Assignments, NMIMS Assignments, UPES MBA/EMBA, Symbiosis PGDHHM | Project, SMU Solved Assignments, IGNOU MS100 Project
Criterion 1A - 4 - MasteryCalculated the correct answers for the
Criterion 1
A - 4 - Mastery
Calculated the correct answers for the Net Present Value, Internal Rate of Return, and Payback period for each option.Criterion 2
A - 4 - Mastery
Created a comprehensive summary of the calculated results from the financial analysis.Criterion 3
A - 4 - Mastery
Correctly identified all of the key operational and strategic points for each option; provided details for each point.Criterion 4
A - 4 - Mastery
Listed each of the project options by the correct ranking, and provided a detailed justification of which financial metrics and non-financial data were prioritized for ranking the three options.Criterion 5
A - 4 - Mastery
Provided an extensive Excel spreadsheet that includes the answers for the Net Present Value, Internal Rate of Return, and Payback period for each option; Also submitted a PowerPoint for Part 2 of the assignment.
Of great concern: It was found that there are major similarities of parts of your paper to that of a former student. Note the following, which is a screenshot from the other student's submission. An explanation of SWOT was not even necessary – but the fact that copied content was included in the submission is a breach of academic ethics.
This time it is a point penalty, but please make sure you do not access other student work to do your own – this could be a Code of Conduct issue and ultimately prevent graduation from the program if you continue the practice.
Requirement
Comments
Points possible
Points earned
A Systems Analysis Career
· One of your sources was to be the Bureau of Labor or the O*Net site and the other was to be an actual job advertisement. The job ad is missing.
· Duties and requirements to get the job are explained without quoting from the sources, and the length met requirements.
30
21
Business Hierarchies
· Good job with Functional and Matrix business structures.
· Your sources were suitable, there was no quoting, and the length met requirements.
25
25
SWOT Analysis
· The SWOT lists were rather good; there is indeed competition from others and the opportunity to market using technology (social media and website in particular) is valid. That being said, the large portion of this part containing plagiarism means that only some points can be given.
25
8.5
Citation and Reference Entries
· See below – you have a good start but there are still quite a few errors.
10
7
Writing, Organization, and Formatting
· Thanks for using subheadings. Keep working on "deductive" organization of paragraphs – state the purpose immediately and then give details.
· The document had APA formatting errors:
· The title (in all caps) and the page number are missing from the header
· In the middle of the title page, there must be a blank line between the title and your name. If you include "Instructor name," use the name rather than leaving it blank (it is okay just to have title, blank line, your name, university name).
· Make sure you have not accidentally hit the enter key in the middle o ...
MB0044 Sem 2 MBA Summer 2015
SMU MBA SUMMER 2015 ASSIGNMENTS, SMU MBA SEM 1 SUMMER 2015 ASSIGNMENTS, SMU MBA ASSIGNMENTS, SMU SOLVED ASSIGNMENTS, smu assignments
How to be a great manager & CEO
It’s not easy to transition first from an efficient specialist to a manager and later on to an outstanding CEO. What made you a great specialist quite often is a problem at a manager level. You have to totally switch the way you work and on what you concentrate. The same goes for your transition from manager to CEO. Being a CEO is not just managing a bigger team or more senior team. If you want to be successful you have to fully redefine your role, unlearn some things and learn new skills.
Most of the people have problems with those sort of transitions. If all you have is a hammer, everything looks like a nail. This old saying is unfortunately very true when you move to managerial positions. You tend to continue doing things that made you successful but what I got you here won’t get you there.
This course will help you redefine your role and transition from a specialist to a manager and later on to a CEO. I will provide you clear guidelines what and how to do in order to be efficient and effective manager as well as CEO. In this course you will learn 5 things
1. How to be an efficient and effective manager
2. How to be an efficient and effective CEO
3. How to understand the business from the position of a CEO
4. How to improve the business as a CEO
5. How to make your business strategically sustainable
Icm business-management
This document outlines the topics and learning objectives covered in a Business Management & Administration unit. The main goals of the unit are to introduce concepts of management and encourage students to consider different perspectives on the management role. Key topics covered include the organizational structure of businesses, various business functions like production, marketing, and personnel management. The unit aims to prepare students for managerial roles and develop their skills in critically evaluating organizations, management processes, and addressing ethical issues.
Final Project Milestone One Guidelines and RubricOverview T.docx
Final Project Milestone One Guidelines and Rubric
Overview: This milestone is designed to begin a critical analysis applying knowledge gained within the course. This short paper assignment is the first step in the analysis of the company that will become your final project. For the final project, you will review the human resource management (HRM) in an organization through a real scenario. This case study will give you the opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the ability to develop and implement processes that align with a company’s strategic plan and mission.
Begin by reading the first 13 pages of the case study A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives (up to HR-Customer Initiative at Maersk).
Start your short paper by briefly answering the following questions:
1. Explain why the human resource function should be aligned with an organization’s strategic plan (use ideas from the Module One discussion on this topic).
2. Explain how current global conditions in Maersk’s industry impact human resource management practices within this organization (use ideas from the
Module One discussion on this topic).
Then, using the material on recruitment strategies provided in this week’s lesson and the case study, address the following:
1. Compare and contrast recruitment and selection of internal versus external candidates in general.
2. Describe how Maersk has recruited and selected new employees who were aligned with the organization’s vision and goals over the years.
3. Assess the effectiveness of its recruitment process and determine what changes if any you would recommend to improve employee success and retention.
Guidelines for Submission: Your submission should be 2–3 pages in length and double-spaced using 12-point T imes New Roman font. Be sure to list your references at the end of your paper.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.
Rubric
Critical Elements
Exemplary (100%)
Proficient (85%)
Needs Improvement (55%)
Not Evident (0%)
Value
HRM Functions
and Practices: Function
Meets “Proficient” criteria and
explanation is supported with evidence
Explains why the human resource
function should be aligned with
an organization’s strategic plan
Explains why the human resource
function should be aligned with an organization’s strategic plan, but explanation is cursory or inaccurate
Does not explain why the human
resource function should be aligned with an organization’s strategic plan
23
HRM Functions
and Practices: Global Conditions
Meets “Proficient” criteria and
explanation is clear and detailed
Explains how current global
conditions in the industry impact human resource management practices within organizations
Explains how current ...
ITP CIRCULAR 2017 Income Tax Bangladesh - NBR
1. The National Board of Revenue (NBR) is calling for applications from eligible candidates to participate in the VAT Officer (VO) recruitment exam-2017 in accordance with the VAT Act of 1984 and VAT Rules of 1984.
2. Candidates must have a bachelor's or master's degree in subjects like law, accounting, banking or finance from a recognized university in Bangladesh or abroad. Applications must be submitted online by March 31, 2017 along with required documents.
3. The written exam will have questions on tax laws, accounting and finance. It will carry 100 marks over 3 hours, and an oral exam carrying 50 marks will also be conducted. The exam date will be notified later via notice.
Auditors Tor for Cash incentive audit of BB
Auditor's TOR for Cash incentive audit or Export Subsidy by Bangladesh Bank or BB
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Case study The company director has requested that your HR depar
Case study
The company director has requested that your HR department provides a report to senior management at their forthcoming annual meeting to show how evidence-based practice approaches can be used to inform sound decision-making on people practices and business-related matters. Your departmental manager has asked you to provide this report.
In addition, for the second part of the report, you have been asked to provide them with examples that demonstrate how people practitioners gain understanding and insight through interpretation of data. Report: Part one
You are required to prepare a report to senior managers at their forthcoming annual meeting. The report needs to:
· Provide evaluation of the concept of evidence-based practice and assess how evidencebased practice approaches can be used to provide insight to support sound decision-making and judgments for people practitioners across a range of people practices and organisational issues. (1.1)
· Provide evaluation of one appropriate analysis tool and one method that might be applied by organisations to recognise and diagnose current and future issues, challenges, and opportunities. (1.2)
· Explain the main principles of critical thinking and describe how these might apply to individual and work colleagues’ ideas to assist objective and rational debate. (1.3)
· Assess a range of different ethical theories and perspectives and explain how understanding of these can be used to inform and influence moral decision-making. (1.4)
· Explain a range of approaches that could be taken by people practitioners to identify possible solutions to a specific issue relating to people practice. (2.3)
· Appraise one approach an organisation can take to measure financial and non-financial performance. (3.1)
· Explain how a variety of people practices add value in an organisation and identify a range of methods that might be used to measure the impact of a range of people practices (3.4)
Report Part two: Data analysis and review
Section two of the report needs to showcase to senior managers how people professionals use and analyse data on people practices.
1. Below is the data of labour turnover across three departments over a five-year period.
Year
Administration
Total in department = 32
Drivers
Total in department = 141
Production
Total in department = 385
2016
4
21
39
2017
2
18
54
2018
8
32
82
2019
12
16
80
2020
9
32
112
The costs for recruiting an employee up until 2018 was £2065 however this rose to £3012 from this date onwards.
· Present the costings for each year across each of the three departments.
· Represent the turnover per year as a percentage of the total number of employees in each department.
2. Presented below are two sets of data that has been collected from two departments during exit interviews. Table 1 shows the feedback that has been elicited from employees in production and table 2 is from payroll.
· Review and analyse t ...
2Jubail University CollegeDepartment of Business Adm.docx
2
Jubail University College
Department of Business Administration
Semester 392
Assignment No.: 2
Section No.: 201
Course Code: MIS 305
Course Name: Intelligent Support Systems in Business
Student Name
Student ID
1. Nejood Alshehri
36120067
2. Ghaida Alasman
36120311
3. Dhai Alotaibi
36120355
4. Fetoon Alhulais
36120019
Project Based Assignment
The Assignment Objective:
This is a project-based assignment divided into two deliverables: theoretical and practical part. Each with 10% of your final grade. It aims to familiarize and expose students to the business intelligence tools and the four phases of the decision making process as well as improving students’ effective communication and team working skills. In addition, it helps expose students to tools and techniques that aid them in practically developing a DSS to solve a problem or take advantage of an opportunity based on the four phases of decision making process.
Topic- A Business Case:
Each group should identify particular opportunity or problem to be solved by any managerial level in Business. You need to follow the 4 phases of decision making process. Use any tool in M.S. Excel to help automate this decision. Your DSS should provide a correct answer to be given to managers or staff. Examples that could help you:
· DSS to help HR answer Employees questions.
· DSS to help Marketing and development department to increase customer satisfaction.
Each group (of 3-4 members) create their own scenarios in relevance to their business case. Note that you need to consider the various users and existing operations as well as any new operations and functions for proper utilization of data and accurate decision making process.
Practical Part (Submission on week 13):(10 %)
This part focuses on the implementation phase of your DSS for the problem (opportunity) that you have identified in assignment 1.
DSS Criteria:
· You should use analytical tool and functions.
· The design and format should be attractive yet clear.
· Use visualization to easily analyze the results.
· Develop two dashboards. Please ensure that you adhere to the dashboard design principles and guidelines.
· Keep intended users of your DSS in mind and ensure that you consider all the possible factors.
· Identify the routine business functions and the management activities supported by your DSS.
· Assume the business rules for the DSS users to follow and make sure to incorporate them.
The required materials: (100 marks = 10%)
A) CD containing the following: (60 marks)
1- Documentation:
a. Assignment cover page and Tables of content
b. Introduction: Brief introduction about the decision you will assist in. (2 mark)
c. Content
· This part shoud Breifly and consizly address all the work that you have done and assubsions you followed in preparing your DSS Implementation phase such as:
· How the solution is implemented.(10 mark)
· Explain the tools that you developed (10 mark)
· The functions you used with ...
Ad september 2014 exam final
This document contains a 10 question examination paper on Agile Development using the DSDM Atern methodology. The questions assess understanding of key aspects of the DSDM Atern lifecycle and principles, including objectives, stakeholder requirements, quality control, modeling, engineering phases, requirements management, success factors, delivery approaches, estimating, risk management, and daily stand-up meetings. Candidates are instructed to answer all questions, clearly crossing out surplus answers, and no reference materials are permitted. The exam is 3 hours in duration.
2011 july ii mba general (1)
The document appears to be an exam for an MBA degree, assessing knowledge of human resource management. It contains multiple choice and long-form questions. In section A, it asks short questions on topics like human resource management, personality tests, job enlargement, and fair wages. Section B requires explaining qualities of an HR manager, sources of external recruitment, and purposes of job evaluation. Section C addresses selection procedures, promotion policies, and performance appraisal factors. Section D presents a case study and asks how the candidate would respond in the given situation as an HR manager. The exam aims to evaluate understanding of key HR concepts and ability to analyze issues and recommend solutions.
-Student NumberSummative Assessment 1Management Principles.docx
-
Student Number:
Summative Assessment 1
Management Principles
(Modules 1, 2 and 3)
Assignment no. MAN61S-123-1
SECTION A
/50
SECTION B
/100
SECTION C
/50
TOTAL
/200
1
Copyright © Business Management Training College (Pty) Ltd
6
-
Student Number:
SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES
SECTION A: SHORT QUESTIONS
Question 1:
Select from
column A
the correct answer to match
column B
.
Match the management functions in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a) Organising. 1.1 Determines an organisation's vision, mission and
1.1
goals.
b) Controlling 1.2 Monitoring progress and taking corrective steps to
reach the mis sion and goals. 1.2
c) Planning. 1.3 Motivating and directing employees. 1.3
d) Leading 1.4 Grouping together activities and allocating
1.4
resources .
Total question 1 /4
Question 2:
Select from
column A
the correct answer to match
column B
.
Match the management levels in column A with the descriptions in column B:
A Statement: B Nr: Your Answers:
a)Top managers 2.1 Implementing policies, plans and strategies. 2.1
b) Middle management 2.2 Spend the greatest portion of their time on leading. 2.2
c) First line managers or
2.3 Develop longer-term goals and strategies to reach
2.3
supervisors
them.
Total question 2 /3
Question 3:
Select from
column A
the correct answer to match
column B
.
Match the managerial roles in column A with the descriptions in colum n B:
A Statement: B Nr: Your Answers:
a) Interpersonal 3.1 Acts as spok esperson for the department 3.1
b) Decision making 3.2 Acts as negotiator about goals, standards of
performance and resources. 3.2
c) Information 3.3 Act as figurehead and leader. 3.3
Total question 3 /3
2
Copyright © Business Management Training College (Pty) Ltd
-
Student Number:
Question 4:
Read each statement carefully then state
true or false
in the space provided.
Nr: Statement or question:
Your Answers
A manager is considered competent if he or she has all the relevant knowledge
4.1
that is required to do the job of a manager.
4.2
Ecological forces influenced the evolution of management theories.
4.3
Frederick Taylor conducted the Hawthorn studies in the late 1800’s.
4.4
Henri Fayol formulated 14 principles for effective management
The Hawthorne effect refers to the negative effects poor light has on workers’
4.5
performance
Six Sigma is a business improvement methodology that focuses on understanding
4.6
and managing workers’ requirements.
The individual organisation has limited control over the components of the macro
4.7
environment but can have a strong influence on some of the variables.
Environmental scanning is necessary to determine whether factors in the
4.8
environment constitute a threat to the organisation’s mission, vision and goals.
When an organisation has to decide whether to centralise or decentralise
4.9
authority, the skills of the lower-level managers have to be considered.
Tactica ...
Unit 5 Assignment Unit outcomes addressed in this Assignm.docx
Unit 5 Assignment
Unit outcomes addressed in this Assignment:
Identify the need for employee training and development
Explain the six steps in the appraisal process
Discuss how management by objective (MBO) can be used as an appraisal method
Explain why performance appraisals might be distorted
Course outcome assessed/addressed in this Assignment
HA530-2: Recommend employee training and development
plans. Instructions
Research four peer review articles from Kaplan Library on employee training and
development, the appraisal process, management by objective (MBO) used as an
appraisal method, why performance appraisals might be distorted.
You will summarize your results in a written report 3–5 pages in length, not including the
Cover Page and References. APA format applies. See the Kaplan Writing center for APA
links. Submit the assignment through the course Dropbox.
1. Briefly describe the appraisal process and how it should work.
2. What are some major factors that distort performance appraisals?
3. How can the appraisal process motivate staff to do a good job?
4. What can managers do to make the meeting more successful?
5. Based on all the above, when and why would you recommend employee training
and development plans?
Submit to the correct dropbox.
Unit 5 Assignment Grading Rubric = 110 points
Assignment Requirements Points
possible
Points
earned by
student
Description of the appraisal process and how it
should work.
0–20
Discussion of how the appraisal process can
motivate staff to do a good job and, what
managers can do to make the meeting more
successful?
0–35
Discussion of factors impacting the appraisal
process.
0–20
Based on all the above when and why would
you recommend employee training and
development plans?
0–35
Total (Sum of all points)
Points deducted for spelling, grammar,
and/or APA errors.
Adjusted total points
Instructor Feedback:
Project Task List and Schedule
Michael Boddie
Project Planning and Implementation
CMGT/410
John Burwick
November 9, 2017
An off-site event requires a lot of things which should be managed properly to make it successful. If you will not be able to manage the event then the results will not be according to the requirements. There are three main things which should be considered when you are managing an off-site event. Following are those three things:
· Meeting space
· Technology requirements
· Catering service
When these three things will be ordered and managed in a proper way then everything will work smoothly otherwise it can be a difficult task to manage the things.
S.No
Task
Relationship
1
Training
1.1
Finalizing the Training Agenda
1.2
Designing the Training Course
FS
1.1
1.3
Identifying the Technological Requirements
FS
1.2
1.4
Finalizing the Training Schedule
FS
1.3
1.5
Looking Up for the trainer
FS
1.4
1.6
Check and Shortlist the profiles
FS
1.5 ...
Mgmt 591 final exam guide set 2 (new)
This document provides a guide for the MGMT 591 Final Exam with multiple choice and essay questions covering organizational behavior topics. There are 4 sets of sample exam questions ranging from defining key concepts to analyzing workplace scenarios. The questions assess understanding of topics like teams, communication, leadership, conflict management, and diversity.
Mgmt 591 final exam guide set 2 (new)
For more classes visit
www.snaptutorial.com
MGMT 591 Final Exam Guide Set 2 (New)
1. Start of Question Pool - "" - The exam will display 1 of these questions
2. SA 1. (TCOs A and B) Organizational behavior is an interdisciplinary body of knowledge with strong ties to several academic disciplines. Please identify three of the four primary areas.
3. SA 1. (TCOs A and B) OB defines stress in terms of both work stressors and life stressors. Please identify four common sources of stress at work.
Pm941614119555
This document contains a prelim question paper for a Project Management exam for TY B.Sc. (IT) students. The paper has 7 sections with 2 questions to attempt in each section. Section 1 asks students to answer questions about Boehm's principles of conventional software management, important trends in improving software economics, factors that can be abstracted with software economics, and comparisons of the three generations of software development. The document also provides the schedule for paper discussions to be held at various Vidyalankar centers between April 13-15, 2016.
MBA Question Bank
- The document provides instructions for semester-end examinations for a Masters in Business Administration program. It outlines the format of question papers, including the number of questions, required answers, and question types.
- Sample questions are provided from two courses - Foundations of Management and Quantitative Analysis for Business. The questions cover topics like case studies, data analysis, management concepts and theories, and research methods.
- The document serves as a study guide for students, outlining the exam structure and providing practice questions to help prepare for assessments in core MBA courses.
Question 4How would you show support for and commitment to the.docx
Question 4
How would you show support for and commitment to the goals of the business or organisation you work for?
/6
Question 5
An effective leader knows their colleagues and the members of their team, and they look after their interests. What three (3) ‘personal attributes’ would an effective leader possess which could be described as having a high level of interpersonal or people skills? List and briefly describe each.
/9
Question 6
Why is it beneficial for organisations to develop work teams?
/5
Question 7
What steps should a leader follow when communicating team objectives?
/6
Question 8
Briefly outline five (5) advantages of conducting regular team meetings?
/5
Question 9
What is planning? What sequence of activities must managers and leaders be aware of in order to establish a plan for their team?
/5
Question 10
Identify and discuss briefly four (4) general characteristics that leaders tend to possess.
/8
Question 11
Fred Fiedler (Cole, 2010), developed a situational theory of leadership. Identify thethree (3) contingency dimensions that he believed define the key situational factors that determine the most effective leadership style.
a) List and briefly describe these three (3) dimensions.
/6
b) Briefly describe what is characterised as a favourable situation for a leader.
/2
c) Briefly describe what is characterised as a least favourable situation for a leader.
/2
Part B: Develop an action plan (30 marks)
Read the following scenario. You will be required to develop an action plan which outlines the steps you would employ to develop competent teams. Scenario
You are the newly appointed reservations manager of PlacesToGo Holidays, a tour wholesaler which specialises in selling air and accommodation packages to America (USA & Canada). PlacesToGo Holidays sells these packages to both travel agencies as well as direct to the general public.
The role of the reservations manager’s position entails:
· Managing a team of eight junior and senior reservations staff, this includes the documentation (ticketing) staff of two
· Operational activities including monitoring budgets and sales
· Liaising with other departments in the organisation - namely product department, sales and marketing, accounts and management.
One of your first duties is to meet with Carlo, the newly appointed General Manager, who has only been in his role for two months. You discuss some of the issues that have been undermining the performance of the reservations and documentation teams. The main problems seem to revolve around the following issues:
· General lack of overall communication between departments
· Low team morale, unmotivated and disengaged
· Bookings and gross sales well down from previous years
· Lack of cohesion and communication between senior and junior reservations staff, where junior staff are often overwhelmed by difficult tasks and operate without direct supervision and assistance
· Some reservations consult ...
Assessment 1Student name ____________________________Instructio.docx
Assessment 1Student name: ____________________________Instructions:
There are a total of two (2) parts to complete, requiring extended response answers.
You will be assessed on how well you interpret each task request and how you structure each according to layout, sequencing and by providing all relevant and applicable details for each task.
This is a graded unit. Your result is based on the evidence you provide to meet the criteria for competence as specified in the unit of competency and grading criteria.
Task/Question
Part A: General review questions (70 marks)
Question 1
Good leaders ‘practise what they preach’ and act as positive role models that others want to emulate. How would you ensure that your leadership style reflects this statement?
(5 marks)
Question 2
Why are organisational goals important?
(5 marks)
Question 3
What is the difference between strategic planning and operational planning?
(6 marks)
Question 4
How would you show support for and commitment to the goals of the business or organisation you work for?
(6 marks)
Question 5
An effective leader knows their colleagues and the members of their team, and they look after their interests. What three (3) ‘personal attributes’ would an effective leader possess which could be described as having a high level of interpersonal or people skills? List and briefly describe each.
(9 marks)
Question 6
Why is it beneficial for organisations to develop work teams?
(5 marks)
Question 7
What steps should a leader follow when communicating team objectives?
(6 marks)
Question 8
Briefly outline five (5) advantages of conducting regular team meetings?
(5 marks)
Question 9
What is planning? What sequence of activities must managers and leaders be aware of in order to establish a plan for their team?
(5 marks)
Question 10
Identify and discuss briefly four (4) general characteristics that leaders tend to possess.
(8 marks)
Question 11
Fred Fiedler (Cole, 2010), developed a situational theory of leadership. Identify thethree (3) contingency dimensions that he believed define the key situational factors that determine the most effective leadership style.
a) List and briefly describe these three (3) dimensions.
(6 marks)
b) Briefly describe what is characterised as a favourable situation for a leader.
(2 marks)
c) Briefly describe what is characterised as a least favourable situation for a leader.
(2 marks)
Part B: Develop an action plan (30 marks)
Read the following scenario. You will be required to develop an action plan which outlines the steps you would employ to develop competent teams.
Scenario
You are the newly appointed reservations manager of PlacesToGo Holidays, a tour wholesaler which specialises in selling air and accommodation packages to America (USA & Canada). PlacesToGo Holidays sells these packages to both travel agencies as well as direct to the general public.
The role of the reservations manager’s position entails:
...
Devry mgmt 591 final exam guide set 2 new
DEVRY MGMT 591 Final Exam Guide Set 2 NEW
Check this A+ tutorial guideline at
http://www.assignmentcloud.com/mgmt-591-devry/mgmt-591-final-exam-guide-set-2-new
For more classes visit
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1. Start of Question Pool - "" - The exam will display 1 of these questions
Devry mgmt 591 final exam guide set 2 new
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Annamalai mba 1st year financial management
MBA Solved Assignments for IGNOU, NMIMS, Annamalai, UPES, Symbiosis, AIMA, AMITY
IGNOU Solved Assignments for MP Program, IGNOU solved Assignments for MBA, Annamalai Solved Assignments, NMIMS Assignments, UPES MBA/EMBA, Symbiosis PGDHHM | Project, SMU Solved Assignments, IGNOU MS100 Project
Criterion 1A - 4 - MasteryCalculated the correct answers for the
Criterion 1
A - 4 - Mastery
Calculated the correct answers for the Net Present Value, Internal Rate of Return, and Payback period for each option.Criterion 2
A - 4 - Mastery
Created a comprehensive summary of the calculated results from the financial analysis.Criterion 3
A - 4 - Mastery
Correctly identified all of the key operational and strategic points for each option; provided details for each point.Criterion 4
A - 4 - Mastery
Listed each of the project options by the correct ranking, and provided a detailed justification of which financial metrics and non-financial data were prioritized for ranking the three options.Criterion 5
A - 4 - Mastery
Provided an extensive Excel spreadsheet that includes the answers for the Net Present Value, Internal Rate of Return, and Payback period for each option; Also submitted a PowerPoint for Part 2 of the assignment.
Of great concern: It was found that there are major similarities of parts of your paper to that of a former student. Note the following, which is a screenshot from the other student's submission. An explanation of SWOT was not even necessary – but the fact that copied content was included in the submission is a breach of academic ethics.
This time it is a point penalty, but please make sure you do not access other student work to do your own – this could be a Code of Conduct issue and ultimately prevent graduation from the program if you continue the practice.
Requirement
Comments
Points possible
Points earned
A Systems Analysis Career
· One of your sources was to be the Bureau of Labor or the O*Net site and the other was to be an actual job advertisement. The job ad is missing.
· Duties and requirements to get the job are explained without quoting from the sources, and the length met requirements.
30
21
Business Hierarchies
· Good job with Functional and Matrix business structures.
· Your sources were suitable, there was no quoting, and the length met requirements.
25
25
SWOT Analysis
· The SWOT lists were rather good; there is indeed competition from others and the opportunity to market using technology (social media and website in particular) is valid. That being said, the large portion of this part containing plagiarism means that only some points can be given.
25
8.5
Citation and Reference Entries
· See below – you have a good start but there are still quite a few errors.
10
7
Writing, Organization, and Formatting
· Thanks for using subheadings. Keep working on "deductive" organization of paragraphs – state the purpose immediately and then give details.
· The document had APA formatting errors:
· The title (in all caps) and the page number are missing from the header
· In the middle of the title page, there must be a blank line between the title and your name. If you include "Instructor name," use the name rather than leaving it blank (it is okay just to have title, blank line, your name, university name).
· Make sure you have not accidentally hit the enter key in the middle o ...
MB0044 Sem 2 MBA Summer 2015
SMU MBA SUMMER 2015 ASSIGNMENTS, SMU MBA SEM 1 SUMMER 2015 ASSIGNMENTS, SMU MBA ASSIGNMENTS, SMU SOLVED ASSIGNMENTS, smu assignments
How to be a great manager & CEO
It’s not easy to transition first from an efficient specialist to a manager and later on to an outstanding CEO. What made you a great specialist quite often is a problem at a manager level. You have to totally switch the way you work and on what you concentrate. The same goes for your transition from manager to CEO. Being a CEO is not just managing a bigger team or more senior team. If you want to be successful you have to fully redefine your role, unlearn some things and learn new skills.
Most of the people have problems with those sort of transitions. If all you have is a hammer, everything looks like a nail. This old saying is unfortunately very true when you move to managerial positions. You tend to continue doing things that made you successful but what I got you here won’t get you there.
This course will help you redefine your role and transition from a specialist to a manager and later on to a CEO. I will provide you clear guidelines what and how to do in order to be efficient and effective manager as well as CEO. In this course you will learn 5 things
1. How to be an efficient and effective manager
2. How to be an efficient and effective CEO
3. How to understand the business from the position of a CEO
4. How to improve the business as a CEO
5. How to make your business strategically sustainable
Icm business-management
This document outlines the topics and learning objectives covered in a Business Management & Administration unit. The main goals of the unit are to introduce concepts of management and encourage students to consider different perspectives on the management role. Key topics covered include the organizational structure of businesses, various business functions like production, marketing, and personnel management. The unit aims to prepare students for managerial roles and develop their skills in critically evaluating organizations, management processes, and addressing ethical issues.
Final Project Milestone One Guidelines and RubricOverview T.docx
Final Project Milestone One Guidelines and Rubric
Overview: This milestone is designed to begin a critical analysis applying knowledge gained within the course. This short paper assignment is the first step in the analysis of the company that will become your final project. For the final project, you will review the human resource management (HRM) in an organization through a real scenario. This case study will give you the opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the ability to develop and implement processes that align with a company’s strategic plan and mission.
Begin by reading the first 13 pages of the case study A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives (up to HR-Customer Initiative at Maersk).
Start your short paper by briefly answering the following questions:
1. Explain why the human resource function should be aligned with an organization’s strategic plan (use ideas from the Module One discussion on this topic).
2. Explain how current global conditions in Maersk’s industry impact human resource management practices within this organization (use ideas from the
Module One discussion on this topic).
Then, using the material on recruitment strategies provided in this week’s lesson and the case study, address the following:
1. Compare and contrast recruitment and selection of internal versus external candidates in general.
2. Describe how Maersk has recruited and selected new employees who were aligned with the organization’s vision and goals over the years.
3. Assess the effectiveness of its recruitment process and determine what changes if any you would recommend to improve employee success and retention.
Guidelines for Submission: Your submission should be 2–3 pages in length and double-spaced using 12-point T imes New Roman font. Be sure to list your references at the end of your paper.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.
Rubric
Critical Elements
Exemplary (100%)
Proficient (85%)
Needs Improvement (55%)
Not Evident (0%)
Value
HRM Functions
and Practices: Function
Meets “Proficient” criteria and
explanation is supported with evidence
Explains why the human resource
function should be aligned with
an organization’s strategic plan
Explains why the human resource
function should be aligned with an organization’s strategic plan, but explanation is cursory or inaccurate
Does not explain why the human
resource function should be aligned with an organization’s strategic plan
23
HRM Functions
and Practices: Global Conditions
Meets “Proficient” criteria and
explanation is clear and detailed
Explains how current global
conditions in the industry impact human resource management practices within organizations
Explains how current ...
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