Tessa has been employed as an administrative professional for the la.pdf
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Tessa has been employed as an administrative professional for the last three years with a small but growing manufacturing company. About six months ago, business was expanded beyond Canada. As overseas business has increased, so has the need to make a significant amount of long-distance phone calls to coordinate orders and deliveries. Tessa was given a special authorization code to key into the phone system whenever she makes a long-distance call. When employees use the long-distance codes, the company receives a reduction in the actual cost for the call. In the last few weeks, Tessa has started using her code for some personal long-distance calls before or after her shift. Tessa has mentioned that she is using the company code to make some personal calls, and she doesnt believe she is doing anything wrong because she is not making the calls on company time. Do you see anything fundamentally wrong with her reasoning? What might be unprofessional about Tessas attitude?.
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You have been hired to build a model to forecast Sales. You have bee.pdf
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20.88 46.32 14.28 116.64 1.8 36 11.52 318.72 24 0.36 20.88 114.84 1.68 8.88 11.4 348.84 4.92
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31.68 15.48 30.12 30.84 51.96 10.2 210.12 27 37.8 17.88 107.64 11.88 42.84 12.72 287.88 49.8
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11.52 4.32 12.84 259.68 50.04 47.52 27.12 219.12 55.44 70.44 25.44 315.24 34.56 19.08 24.24
238.68 59.28 72 28.44 8.76 33.72 49.68 6.6 163.44 23.04 19.92 15.84 252.96 59.52 45.24 28.56
252.84 35.4 11.16 22.08 64.2 2.4 25.68 9.72 313.56 51.24 65.64 29.04 287.16 18.6 32.76 18.84
123.24 35.52 10.08 16.8 157.32 51.36 34.68 21.6 82.8 11.16 1.08 11.16 37.8 29.52 2.64 11.4
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21.96 131.76 17.16 38.04 14.88 32.16 39.6 23.16 10.56 155.28 6.84 37.56 13.2 256.08 29.52
15.72 20.4 20.28 52.44 107.28 10.44 33 1.92 24.84 8.28 144.6 34.2 17.04 17.04 6.48 35.88
11.28 6.36 139.2 9.24 27.72 13.2 91.68 32.04 26.76 14.16 287.76 4.92 44.28 14.76 90.36 24.36
39 13.56 82.08 53.4 42.72 16.32 256.2 51.6 40.56 26.04 231.84 22.08 78.84 18.24 91.56 33 19.2
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336.24 12.12 25.68 17.76 225.48 20.64 21.48 17.64 285.84 41.16 6.36 24.84 165.48 55.68 70.8
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60.48 8.4 268.8 2.88 18.72 13.92 147.72 41.52 14.88 18.24 275.4 38.76 89.04 23.64 104.64
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Write a critique on Global leaders perceptions of elements required.pdf
Write a critique on Global leaders' perceptions of elements required for leadership development
in the twenty-first centuary
Problem (about 1 page)
1. Identify the clarity with which this article states a sqpecific problem to be explored.
2. Comment on the need for this study and its educational significance as it relates to this
problem.
3. Comment on whether the problem researchable? That is, can it be investigated through the
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Theoretical Perspective and Literature Review (about 3 pages)
4. Critique the authors conceptual framework.
5. How effectively does the author tie the study to relevant theory and prior research? Are all
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6. Does the literature review conclude with a brief summary of the literature and its implications
for the problem investigated?
7. Evaluate the clarity and appropriateness of the research questions or hypotheses.
Research Design and Analysis (about 3 pages)
8. Critique the appropriateness and adequacy of the studys design in relation to the research
questions or hypotheses.
9. Critique the adequacy of the studys sampling methods (e.g., choice of participants) and their
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10. Critique the adequacy of the studys procedures and materials (e.g., interventions, interview
protocols, data collection procedures).
11. Critique the appropriateness and quality (e.g., reliability, validity) of the measures used.
C. Interpretation and Implications of Results (about 3 pages)
12. Critique the authors discussion of the methodological and/or conceptual limitations of the
results.
13. How consistent and comprehensive are the authors conclusions with the reported results?
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1. Identify the clarity with which this article states a sqpecific problem to be explored.
2. Comment on the need for this study and its educational significance as it relates to this
problem.
3. Comment on whether the problem researchable? That is, can it be investigated through the
collection and analysis of data?
Theoretical Perspective and Literature Review (about 3 pages)
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in the twenty-first centuary
Problem (about 1 page)
1. Identify the clarity with which this article states a sqpecific problem to be explored.
2. Comment on the need for this study and its educational significance as it relates to this
problem.
3. Comment on whether the problem researchable? That is, can it be investigated through the
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questions or hypotheses.
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protocols, data collection procedures).
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theory, future research, and practice?.
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2. Comment on the need for this study and its educational significance as it relates to this
problem.
3. Comment on whether the problem researchable? That is, can it be investigated through the
collection and analysis of data?
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4. Critique the authors conceptual framework.
5. How effectively does the author tie the study to relevant theory and prior research? Are all
cited references relevant to the problem under investigation?
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questions or hypotheses.
9. Critique the adequacy of the studys sampling methods (e.g., choice of participants) and their
implications for generalizability.
10. Critique the adequacy of the studys procedures and materials (e.g., interventions, interview
protocols, data collection procedures).
11. Critique the appropriateness and quality (e.g., reliability, validity) of the measures used.
C. Interpretation and Implications of Results (about 3 pages)
12. Critique the authors discussion of the methodological and/or conceptual limitations of the
results.
13. How consistent and comprehensive are the authors conclusions with the reported results?
14. How well did the author relate the results to the studys theoretical base?
15. In your view, what is the significance of the study, and what are its primary implications for
theory, future research, and practice?.
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research online as to how Artificial Intelligence can be helpful and at the same time harmful for
Human Resource Management in organisations. Students can contextualize the discussion to suit
the organizational environment in the Pacific Island Countries.
Format of the Project:
Title page Title of the Project, Student Name and ID
Table of contents
Introduction 1 page
Literature Review 1 page
Use of Artificial Intelligence in Human Resource Management (Background) 1 page
Findings and discussions (Benefits and challenges associated with using Artificial Intelligence in
Human Resource Management backed up with evidence and references) 3 pages maximum
Recommendations page
Conclusion summarize the whole project page
References more than 5 academic references ( journal articles, books, not WIKIPEDIA)".
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Write a critique on Transformational leadership styles and knowledge sharing in a multicultural
context
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1. Identify the clarity with which this article states a sqpecific problem to be explored.
2. Comment on the need for this study and its educational significance as it relates to this
problem.
3. Comment on whether the problem researchable? That is, can it be investigated through the
collection and analysis of data?
Theoretical Perspective and Literature Review (about 3 pages)
4. Critique the authors conceptual framework.
5. How effectively does the author tie the study to relevant theory and prior research? Are all
cited references relevant to the problem under investigation?
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questions or hypotheses.
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Speaker:
Specific Purpose:
Introduction (attention)
Attention Getter
Your Credibility
Why is this important
Purpose of your speech
Need
Main Idea
Support (with quality sources)
Summarize
Transition
Main Idea
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Summarize
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Summarize
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Owen was well-liked and well-respected by his staff and colleagues. The hospital governing
board has hired a new CFO to replace Owen. Owen used the silo approach to revenue cycle
management during his tenure. His key management supervisors worked with upper
management from other departments and to resolve problems. Generally, staff knew very little of
what went on in other departments. They were not really aware of how their work interacted with
the rest of the hospital. The new CFO, Ellen Cook, however, had implemented an integrated
revenue cycle team at her former facility five years ago and was successful in building
teamwork. Her team approach to problem solving created greater efficiency and improved
accounts receivable by 100 percent. So, when Ellen started at Wharton General, she planned on
implementing a similar revenue cycle team. As with any change, Ellen was met with resistance.
After speaking with many of her managers in HIM, patient accounts, and finance, she realized
that the employees did not know how to effectively work in teams. What are some of the issues
with coding of patient records that the HIM director/coding manager should relay to Ellen?
(Oachs, 2020)..
TQM at the Ritz-CarltonThe Ritz-Carlton Hotel Company, the flagshi.pdf
TQM at the Ritz-Carlton
The Ritz-Carlton Hotel Company, the flagship of the revised Marriott International portfolio of
hotels, operates 91 luxury hotels in 31 countries. Employing about 40,000 staff, the firm has a
venerable record of excellent service that is considered the benchmark by many in the hospitality
industry. Ritz-Carlton has been involved in TQM for over 30 years and was the first hotel chain
to win the coveted Malcolm Baldrige National Quality Award in 1992. Needless to say, Ritz-
Carlton is passionate about quality guest care, from the president and chief operating officer,
Herve Humler, to the maintenance, front desk, and housekeeping staff.
Ritz-Carlton's unique approach to TQM is embedded in its strong corporate culture, which is
spelled out clearly in its "Gold Standards." These standards are the backbone of the company and
include the values and philosophy that guide how it operates, including processes for solving
problems and criteria for grooming, housekeeping, safety, and efficiency. The Gold Standards
include Ritz-Carlton's credo, motto, three steps to service, service values, and other proprietary
statements. All employees know the Gold Standards by heart and are well-trained in what they
mean for daily work behavior. For example, Ritz-Carlton's motto, "We are Ladies and
Gentlemen serving Ladies and Gentlemen," is closely tied to how guests are welcomed, with "a
warm and sincere greeting," and depart with a "fond farewell."
Ritz-Carlton's TQM program begins at the top with senior executives who spend about a quarter
of their time on quality issues. Because the company's service culture is built on trust, these
leaders hold themselves accountable for behaving according to the values that they require of the
organization. The senior executives comprise the corporate steering committee for TQM as well
as the senior quality-management team. Each week the steering committee reviews various
measures of service quality and performance. It engages in detailed planning by setting
objectives, devising action plans, and assessing results.
This planning process is essential to Carlton's TQM program. It extends to each level of the firm
where teams in the individual work areas set objectives and create action plans that are reviewed
by the corporate steering committee. This cross-level planning process helps to assure that
quality goals and action plans are consistent across organizational levels and integrated with the
firm's overall plan. In addition, each hotel has a designated quality leader, who serves as a
resource and advocate as teams develop and implement their quality plans.
Teams play a key role in providing quality service. Each work area in a hotel includes teams
responsible for problem solving, strategic planning, and setting quality-certification standards for
each position. Employees meet as teams to spot problem patterns, prioritize problems, and
develop measures to prevent their recurrence. These cross-function.
The Accounting Software Installation Project - Outsourcing Sitting.pdf
The Accounting Software Installation Project - Outsourcing
Sitting in her office, Karin Chung is reviewing the past four months of the large corporate
accounting software installation project she has been managing. Everything seemed so well
planned before the project started. Each company division had a task force that provided input
into the proposed installation along with potential problems. All the different divisions had been
trained and briefed on exactly how their division would interface and use the forthcoming
accounting software. All six contractors, which included one of the Big Four consulting
companies, assisted in developing the work breakdown structurecosts, specifications, time. Karin
hired a consultant to conduct a one-day partnering workshop attended by the major accounting
heads, a member of each task force group, and key representatives from each of the contractors.
During the workshop, several different team-building exercises were used to illustrate the
importance of collaboration and effective communication. Everyone laughed when Karin fell
into an imaginary acid pit during a human bridge-building exercise. The workshop ended on an
upbeat note with everyone signing a partnering charter that expressed their commitment to
working together as partners to complete the project.
TWO MONTHS LATER
One task force member came to Karin to complain that the contractor dealing with billing would
not listen to his concerns about problems that could occur in the Virginia division when billings
are consolidated. The contractor had told him, the task force member, he had bigger problems
than consolidation of billing in the Virginia division. Karin replied, You can settle the problem
with the contractor. Go to him and explain how serious your problem is and that it will have to
be settled before the project is completed. Later in the week in the lunchroom she overheard one
consulting contractor bad-mouthing the work of anothernever on time, interface coding not
tested. In the hallway the same day an accounting department supervisor told her that tests
showed the new software will never be compatible with the Georgia divisions accounting
practices. While concerned, Karin considered these problems typical of the kind she had
encountered on other smaller software projects.
FOUR MONTHS LATER
The project seemed to be falling apart. What happened to the positive attitude fostered at the
team-building workshop? One contractor wrote a formal letter complaining that another
contractor was sitting on a coding decision that was delaying their work. The letter went on: We
cannot be held responsible or liable for delays caused by others. The project was already two
months behind, so problems were becoming very real and serious. Karin finally decided to call a
meeting of all parties to the project and partnering agreement. She began by asking for problems
people were encountering while working on the project. Although participants were reluctant to
be.
Sample Dialogue for the Four General Types of Goals Topic, Relation.pdf
Sample Dialogue for the Four General Types of Goals: Topic, Relational, Identity, and Process
(TRIP) goals.
How Do We Hire?
Participants: John, Jim (the Director), Laura, Karl, Keith, and Celeste
Setting: A mental health center
Situation: An opening for a full-time therapist has been created because one of the staff
therapists is leaving the organization.
Jim: We need to fill this position since Lee is leaving. I suggest we hire Nikki full-time. She has
done a great job as an intern, and the kids seem to really like her. What do you think?
Keith: I agree. We should hire her.
Jim: Anyone else?
(Long silence)
John: Yeah, thats okay with me.
Jim: Is there any discussion on this matter?
Laura: Yes. I dont think we should hire Nikki without doing a search. She does a good job, but
we might be able to get someone even better.
Karl: I sort of feel that way, too.
Keith: I dont think we could find anyone better. Besides, it could take months to find someone,
and we need the help right awayespecially on the weekends.
Karl: Yeah, but that doesnt mean we should hire just anyone.
Jim: Nikkis not just anyone. Plus, we could lose the funding if we dont hire right away. Ive
talked to Nikki about itIm sure shed take the position.
Keith: And if we dont offer it to her, I think shell quit.
Laura: Sounds like you guys have already figured it out. Why are you even asking us if youve
made up your mind already?
Jim: Theres no we here, and I didnt already make up my mind.
Celeste: I dont think we should act so quickly. Im not sure Nikki is all that committed to her
work. You say the kids like her, but personally, I think she just likes having them do what she
wants. She seems like a control freak to me. She likes having the kids like her.
Jim: What is it with you, Celeste? You always disagree with what this group wants to do.
Everyone wants this but you. Im tired of your constant opposition. You should listen to what
were saying.
Celeste: What is it with me? Why do you act like were making a group decision when you have
already made a decision and obviously got Keith and John to agree before talking to the rest of
us?
Jim: If you cant be a team player, then maybe its you who needs to start looking for a new job.
Questions.
Reframing Leadership Select and discuss one of the four images des.pdf
Reframing Leadership
Select and discuss one of the four images described in Exhibit 17.4 (Bolman & Deal, 2017)
Exhibit 17.4 Reframing Leadership
Leadership is effective when:
Frame Leader is: Leadership process is:
Structural Analyst, architect Analyst, design
Human resource Catalyst, servant Support empowerment
Political Advocate negotiator Advocacy, coalition building
Symbolic Prophet, poet Inspiration, meaning-making.
Leadership is ineffective when:
Frame Leader is: Leadership process is:
Structural Petty bureaucrat tyrant Management by detail and fiat
Human resource Weakling, pushover Abdication
Political Con artist, thug Manipulation, fraud
Symbolic Fanatic, charlatan Mirage, smoke and mirrors.
-What are the characteristics, skills and processes that make an effective leader in this frame?
When is this leadership approach effective and ineffective? Why do you agree or disagree that
this is a valuable way to look at leadership?.
Read the associated case study 2. Reflect on the information cover.pdf
Read the associated case study 2. Reflect on the information covered in the assigned chapters for
the unit. 3. Compose and submit a paper o Formatting: double-spaced, Arial font type, 12-point
font size, 1 inch margins o Length: minimum three full pages; maximum five full pages o
Content: thoroughly examine the workplace culture from the perspectives of the different
generations represented in the case study discuss what Christopher should do to improve his
relationship with his immediate leader, the RGM (who is Generation X) discuss strategies
Christopher could use to positively influence the behaviors and attitudes of the older generation
of employees Should Christopher use different leadership styles while leading his team? Or,
should he use a mixture of leadership styles to breakthrough to his team? Identify which
leadership styles should be used with which employee population(s) and why.
Effective Management Strategies: Millennial Leaders Managing a Multigenerational Workplace
Theoretical Foundation Upon entering the new millennium, the workplace was faced with the
entrance of another generation of workers, which is Gen Y (Millennial). Previous studies have
examined the generational differences within the workplace. Cahill and Sadrak (2012) found that
while leaders are aware that the Baby-Boomer Generation are approaching retirement and may
have been advised of tensions among employees resulting from generational differences, most
leaders have made generational issues a low priority. Specifically, workforce employees within
the hospitality industry are more so diverse and multiethnic. Fierce competition and diversity
create new challenges for leading hospitality organizations (Chen and Choi, 2008). As these
multigenerational employees work together, it becomes more important to examine the
differences within these generational values. The Value in Understanding Generational
Leadership Style Differences This case study focuses on the leaders within Generation Y, or
Millennials who were born between 1978 and 2000. This workforce has to understand how to
lead and manage the generational differences in work values. Appreciation of the defining
characteristics of the Millennial generation has significance (Broadbridge and Maxwell, 2014).
There is an increasing challenge and demand for professionals and hurnan resource leaders to
create supportive work environments for an increasingly diverse population of multiple
generations in the workforce (Maier, 2011). For example, "understanding the differences
between these generations relative to organizational behavioral constructs could result in the
development of more effective human resource management strategies" (Chen and Choi, 2006,
p. 596). Leading a Multigenerational Workforce It is important to incorporate organizational
policies, procedures, and structures that fit the needs of the multigenerational workforce. Cahill
and Sadrak (2012) suggest that organizations need to develop not only lea.
Tessa has been employed as an administrative professional for the last.pdf
Tessa has been employed as an administrative professional for the last three years with a small
but growing manufacturing company. About six months ago, business was expanded beyond
Canada. As overseas business has increased, so has the need to make a significant amount of
long-distance phone calls to coordinate orders and deliveries. Tessa was given a special
authorization code to key into the phone system whenever she makes a long-distance call. When
employees use the long-distance codes, the company receives a reduction in the actual cost for
the call. In the last few weeks, Tessa has started using her code for some personal long-distance
calls before or after her shift. Tessa has mentioned that she is using the company code.
Questions for Discussion 1. In general, how can teams increase a com.pdf
Questions for Discussion 1. In general, how can teams increase a company's innovation
performance? In the description of Novartis, what evidence do you see of Project Genesis teams
contributing to greater innovation? 2. How can the program lead who manages Genesis Labs
contribute to the cohesiveness of the teams selected to receive funding? 3. What factors do you
think would be important for motivating the members of the Project Genesis team? 2012
Novartic "Novartis Delivers Mid Single Digit Sales Growth, Margin Expansion and Questions
for Discussion 1. In generat, how can teams increase a companys innovation performance? in the
description of Novartis, what evidence do you see of Project Genesis teams contributing to
oreater innovabon? 2. How can the program lead who manages Genesis Labs contribute to the
cohesiveness of the teams selected to receive funding? 3. What factors do you think would be
important for motivating the members of the Project Genesis team?.
Question 11 ptsWhen composing a risk management plan, one of the a.pdf
Question 11 pts
When composing a risk management plan, one of the activities is to define:
Group of answer choices
Methods
Work breakdown structure
Project charter
Project Resource allocation
Question 21 pts
When compiling a risk register it is typical to include one of the following fields:
Group of answer choices
Project charter
Business case
Probability
Project brief
Question 31 pts
When compiling a risk register it is typical to include one of the following fields:
Group of answer choices
Contingent Action
Mitigation
Acceptance
Transference
Question 41 pts
The modern view of value generally includes:
Group of answer choices
Prevention
Appraisal
Reputation
External failure
Question 51 pts
Once the key stakeholders have been identified, the project manager must decide which
information they are likely to need, which includes one of the following categories:
Group of answer choices
Quantities of materials
Status changes
Information needs
Medium of communication
Question 61 pts
Numerous professionals agree that poor project planning is a critical mistake that frequently
leads to project failure - which include one of the following threats to the project:
The project tasks do not have a timeline.
A set of poor quality management techniques.
A group of similar projects that creates confusion.
Lack of support from stakeholders.
Question 71 pts
You are a project manager for XYZ limited and have been tasked to produce a cost estimation
schedule which typically includes one of the following milestones:
Group of answer choices
The review of ground rules meeting.
The collection of lessons learned for use on future projects.
The evaluation of team member performance.
The appointment of a facilitator to conduct a brainstorming exercise.
Question 81 pts
Scope management of a project can generally be described as:
Group of answer choices
The day-to-day budgeting of the project to curb wasteful expenditure and save money.
The day-to day financial management of the project to ensure financial stability.
The day-to-day quality management of the project to ensure correct workmanship.
The day-to-day management of the project to ensure that the project does not deviate.
Question 91 pts
As a project manager, issues and demands are brought to the project team's attention. When this
happens, as project manager, you will need to do one of the following:
Group of answer choices
Make project additions as and when needed.
Project iterations should be implemented.
Make an informed official decision.
Scope current adjustments and implement.
Question 101 pts
As a project manager, you will have to manage possible changes to the project scope. This
generally includes one of the following steps:
Group of answer choices
Adapt the change control process flow diagram.
A summary of all previous changes to the project.
Compile an issues log in date order.
Update the relevant project documents.
Question 111 pts
While there is no specific structure for a team charter, some common.
Provide a summary of thefollowing cost component and how it is ap.pdf
Provide a summary of thefollowing cost component and how it is applied to government
contracts.
Aggregate costs incurred on activities designed to improve working conditions, employer-
employee relations, employee morale, and employee performance (less income generated by
these activities) are allowable, subject to the limitations contained in this subsection. Some
examples of allowable activities are-
(1) House publications;
(2) Health clinics;
(3) Wellness/fitness centers;
(4) Employee counseling services; and
(5) Food and dormitory services for the contractors employees at or near the contractors
facilities. These services include-
(i) Operating or furnishing facilities for cafeterias, dining rooms, canteens, lunch wagons,
vending machines, living accommodations; and
(ii) Similar types of services.
(b) Costs of gifts are unallowable. (Gifts do not include awards for performance made pursuant
to 31.205-6(f) or awards made in recognition of employee achievements pursuant to an
established contractor plan or policy.)
(c) Costs of recreation are unallowable, except for the costs of employees participation in
company sponsored sports teams or employee organizations designed to improve company
loyalty, team work, or physical fitness.
(d)
(1) The allowability of food and dormitory losses are determined by the following factors:
(i) Losses from operating food and dormitory services are allowable only if the contractors
objective is to operate such services on a break-even basis.
(ii) Losses sustained because food services or lodging accommodations are furnished without
charge or at prices or rates which obviously would not be conducive to the accomplishment of
the objective in paragraph (d)(1)(i) of this subsection are not allowable, except as described in
paragraph (d)(1)(iii) of this subsection.
(iii) A loss may be allowed to the extent that the contractor can demonstrate that unusual
circumstances exist such that even with efficient management, operating the services on a break-
even basis would require charging inordinately high prices, or prices or rates higher than those
charged by commercial establishments offering the same services in the same geographical
areas. The following are examples of unusual circumstances:
(A) The contractor must provide food or dormitory services at remote locations where adequate
commercial facilities are not reasonably available.
(B) The contractors charged (but unproductive) labor costs would be excessive if the services
were not available.
(C) If cessation or reduction of food or dormitory operations will not otherwise yield net cost
savings.
(2) Costs of food and dormitory services shall include an allocable share of indirect expenses
pertaining to these activities.
(e) When the contractor has an arrangement authorizing an employee association to provide or
operate a service, such as vending machines in the contractors plant, and retain the profits, such
profits shall be treated in the same manner as if the .
CACJapan - GROUP Presentation 1- Wk 4.pdf
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Thesis Statement for students diagnonsed withADHD.ppt
Presentation required for the master in Education.
The French Revolution Class 9 Study Material pdf free download
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The Accounting Software Installation Project - Outsourcing Sitting.pdf
The Accounting Software Installation Project - Outsourcing
Sitting in her office, Karin Chung is reviewing the past four months of the large corporate
accounting software installation project she has been managing. Everything seemed so well
planned before the project started. Each company division had a task force that provided input
into the proposed installation along with potential problems. All the different divisions had been
trained and briefed on exactly how their division would interface and use the forthcoming
accounting software. All six contractors, which included one of the Big Four consulting
companies, assisted in developing the work breakdown structurecosts, specifications, time. Karin
hired a consultant to conduct a one-day partnering workshop attended by the major accounting
heads, a member of each task force group, and key representatives from each of the contractors.
During the workshop, several different team-building exercises were used to illustrate the
importance of collaboration and effective communication. Everyone laughed when Karin fell
into an imaginary acid pit during a human bridge-building exercise. The workshop ended on an
upbeat note with everyone signing a partnering charter that expressed their commitment to
working together as partners to complete the project.
TWO MONTHS LATER
One task force member came to Karin to complain that the contractor dealing with billing would
not listen to his concerns about problems that could occur in the Virginia division when billings
are consolidated. The contractor had told him, the task force member, he had bigger problems
than consolidation of billing in the Virginia division. Karin replied, You can settle the problem
with the contractor. Go to him and explain how serious your problem is and that it will have to
be settled before the project is completed. Later in the week in the lunchroom she overheard one
consulting contractor bad-mouthing the work of anothernever on time, interface coding not
tested. In the hallway the same day an accounting department supervisor told her that tests
showed the new software will never be compatible with the Georgia divisions accounting
practices. While concerned, Karin considered these problems typical of the kind she had
encountered on other smaller software projects.
FOUR MONTHS LATER
The project seemed to be falling apart. What happened to the positive attitude fostered at the
team-building workshop? One contractor wrote a formal letter complaining that another
contractor was sitting on a coding decision that was delaying their work. The letter went on: We
cannot be held responsible or liable for delays caused by others. The project was already two
months behind, so problems were becoming very real and serious. Karin finally decided to call a
meeting of all parties to the project and partnering agreement. She began by asking for problems
people were encountering while working on the project. Although participants were reluctant to
be.
Sample Dialogue for the Four General Types of Goals Topic, Relation.pdf
Sample Dialogue for the Four General Types of Goals: Topic, Relational, Identity, and Process
(TRIP) goals.
How Do We Hire?
Participants: John, Jim (the Director), Laura, Karl, Keith, and Celeste
Setting: A mental health center
Situation: An opening for a full-time therapist has been created because one of the staff
therapists is leaving the organization.
Jim: We need to fill this position since Lee is leaving. I suggest we hire Nikki full-time. She has
done a great job as an intern, and the kids seem to really like her. What do you think?
Keith: I agree. We should hire her.
Jim: Anyone else?
(Long silence)
John: Yeah, thats okay with me.
Jim: Is there any discussion on this matter?
Laura: Yes. I dont think we should hire Nikki without doing a search. She does a good job, but
we might be able to get someone even better.
Karl: I sort of feel that way, too.
Keith: I dont think we could find anyone better. Besides, it could take months to find someone,
and we need the help right awayespecially on the weekends.
Karl: Yeah, but that doesnt mean we should hire just anyone.
Jim: Nikkis not just anyone. Plus, we could lose the funding if we dont hire right away. Ive
talked to Nikki about itIm sure shed take the position.
Keith: And if we dont offer it to her, I think shell quit.
Laura: Sounds like you guys have already figured it out. Why are you even asking us if youve
made up your mind already?
Jim: Theres no we here, and I didnt already make up my mind.
Celeste: I dont think we should act so quickly. Im not sure Nikki is all that committed to her
work. You say the kids like her, but personally, I think she just likes having them do what she
wants. She seems like a control freak to me. She likes having the kids like her.
Jim: What is it with you, Celeste? You always disagree with what this group wants to do.
Everyone wants this but you. Im tired of your constant opposition. You should listen to what
were saying.
Celeste: What is it with me? Why do you act like were making a group decision when you have
already made a decision and obviously got Keith and John to agree before talking to the rest of
us?
Jim: If you cant be a team player, then maybe its you who needs to start looking for a new job.
Questions.
Reframing Leadership Select and discuss one of the four images des.pdf
Reframing Leadership
Select and discuss one of the four images described in Exhibit 17.4 (Bolman & Deal, 2017)
Exhibit 17.4 Reframing Leadership
Leadership is effective when:
Frame Leader is: Leadership process is:
Structural Analyst, architect Analyst, design
Human resource Catalyst, servant Support empowerment
Political Advocate negotiator Advocacy, coalition building
Symbolic Prophet, poet Inspiration, meaning-making.
Leadership is ineffective when:
Frame Leader is: Leadership process is:
Structural Petty bureaucrat tyrant Management by detail and fiat
Human resource Weakling, pushover Abdication
Political Con artist, thug Manipulation, fraud
Symbolic Fanatic, charlatan Mirage, smoke and mirrors.
-What are the characteristics, skills and processes that make an effective leader in this frame?
When is this leadership approach effective and ineffective? Why do you agree or disagree that
this is a valuable way to look at leadership?.
Read the associated case study 2. Reflect on the information cover.pdf
Read the associated case study 2. Reflect on the information covered in the assigned chapters for
the unit. 3. Compose and submit a paper o Formatting: double-spaced, Arial font type, 12-point
font size, 1 inch margins o Length: minimum three full pages; maximum five full pages o
Content: thoroughly examine the workplace culture from the perspectives of the different
generations represented in the case study discuss what Christopher should do to improve his
relationship with his immediate leader, the RGM (who is Generation X) discuss strategies
Christopher could use to positively influence the behaviors and attitudes of the older generation
of employees Should Christopher use different leadership styles while leading his team? Or,
should he use a mixture of leadership styles to breakthrough to his team? Identify which
leadership styles should be used with which employee population(s) and why.
Effective Management Strategies: Millennial Leaders Managing a Multigenerational Workplace
Theoretical Foundation Upon entering the new millennium, the workplace was faced with the
entrance of another generation of workers, which is Gen Y (Millennial). Previous studies have
examined the generational differences within the workplace. Cahill and Sadrak (2012) found that
while leaders are aware that the Baby-Boomer Generation are approaching retirement and may
have been advised of tensions among employees resulting from generational differences, most
leaders have made generational issues a low priority. Specifically, workforce employees within
the hospitality industry are more so diverse and multiethnic. Fierce competition and diversity
create new challenges for leading hospitality organizations (Chen and Choi, 2008). As these
multigenerational employees work together, it becomes more important to examine the
differences within these generational values. The Value in Understanding Generational
Leadership Style Differences This case study focuses on the leaders within Generation Y, or
Millennials who were born between 1978 and 2000. This workforce has to understand how to
lead and manage the generational differences in work values. Appreciation of the defining
characteristics of the Millennial generation has significance (Broadbridge and Maxwell, 2014).
There is an increasing challenge and demand for professionals and hurnan resource leaders to
create supportive work environments for an increasingly diverse population of multiple
generations in the workforce (Maier, 2011). For example, "understanding the differences
between these generations relative to organizational behavioral constructs could result in the
development of more effective human resource management strategies" (Chen and Choi, 2006,
p. 596). Leading a Multigenerational Workforce It is important to incorporate organizational
policies, procedures, and structures that fit the needs of the multigenerational workforce. Cahill
and Sadrak (2012) suggest that organizations need to develop not only lea.
Tessa has been employed as an administrative professional for the last.pdf
Tessa has been employed as an administrative professional for the last three years with a small
but growing manufacturing company. About six months ago, business was expanded beyond
Canada. As overseas business has increased, so has the need to make a significant amount of
long-distance phone calls to coordinate orders and deliveries. Tessa was given a special
authorization code to key into the phone system whenever she makes a long-distance call. When
employees use the long-distance codes, the company receives a reduction in the actual cost for
the call. In the last few weeks, Tessa has started using her code for some personal long-distance
calls before or after her shift. Tessa has mentioned that she is using the company code.
Questions for Discussion 1. In general, how can teams increase a com.pdf
Questions for Discussion 1. In general, how can teams increase a company's innovation
performance? In the description of Novartis, what evidence do you see of Project Genesis teams
contributing to greater innovation? 2. How can the program lead who manages Genesis Labs
contribute to the cohesiveness of the teams selected to receive funding? 3. What factors do you
think would be important for motivating the members of the Project Genesis team? 2012
Novartic "Novartis Delivers Mid Single Digit Sales Growth, Margin Expansion and Questions
for Discussion 1. In generat, how can teams increase a companys innovation performance? in the
description of Novartis, what evidence do you see of Project Genesis teams contributing to
oreater innovabon? 2. How can the program lead who manages Genesis Labs contribute to the
cohesiveness of the teams selected to receive funding? 3. What factors do you think would be
important for motivating the members of the Project Genesis team?.
Question 11 ptsWhen composing a risk management plan, one of the a.pdf
Question 11 pts
When composing a risk management plan, one of the activities is to define:
Group of answer choices
Methods
Work breakdown structure
Project charter
Project Resource allocation
Question 21 pts
When compiling a risk register it is typical to include one of the following fields:
Group of answer choices
Project charter
Business case
Probability
Project brief
Question 31 pts
When compiling a risk register it is typical to include one of the following fields:
Group of answer choices
Contingent Action
Mitigation
Acceptance
Transference
Question 41 pts
The modern view of value generally includes:
Group of answer choices
Prevention
Appraisal
Reputation
External failure
Question 51 pts
Once the key stakeholders have been identified, the project manager must decide which
information they are likely to need, which includes one of the following categories:
Group of answer choices
Quantities of materials
Status changes
Information needs
Medium of communication
Question 61 pts
Numerous professionals agree that poor project planning is a critical mistake that frequently
leads to project failure - which include one of the following threats to the project:
The project tasks do not have a timeline.
A set of poor quality management techniques.
A group of similar projects that creates confusion.
Lack of support from stakeholders.
Question 71 pts
You are a project manager for XYZ limited and have been tasked to produce a cost estimation
schedule which typically includes one of the following milestones:
Group of answer choices
The review of ground rules meeting.
The collection of lessons learned for use on future projects.
The evaluation of team member performance.
The appointment of a facilitator to conduct a brainstorming exercise.
Question 81 pts
Scope management of a project can generally be described as:
Group of answer choices
The day-to-day budgeting of the project to curb wasteful expenditure and save money.
The day-to day financial management of the project to ensure financial stability.
The day-to-day quality management of the project to ensure correct workmanship.
The day-to-day management of the project to ensure that the project does not deviate.
Question 91 pts
As a project manager, issues and demands are brought to the project team's attention. When this
happens, as project manager, you will need to do one of the following:
Group of answer choices
Make project additions as and when needed.
Project iterations should be implemented.
Make an informed official decision.
Scope current adjustments and implement.
Question 101 pts
As a project manager, you will have to manage possible changes to the project scope. This
generally includes one of the following steps:
Group of answer choices
Adapt the change control process flow diagram.
A summary of all previous changes to the project.
Compile an issues log in date order.
Update the relevant project documents.
Question 111 pts
While there is no specific structure for a team charter, some common.
Provide a summary of thefollowing cost component and how it is ap.pdf
Provide a summary of thefollowing cost component and how it is applied to government
contracts.
Aggregate costs incurred on activities designed to improve working conditions, employer-
employee relations, employee morale, and employee performance (less income generated by
these activities) are allowable, subject to the limitations contained in this subsection. Some
examples of allowable activities are-
(1) House publications;
(2) Health clinics;
(3) Wellness/fitness centers;
(4) Employee counseling services; and
(5) Food and dormitory services for the contractors employees at or near the contractors
facilities. These services include-
(i) Operating or furnishing facilities for cafeterias, dining rooms, canteens, lunch wagons,
vending machines, living accommodations; and
(ii) Similar types of services.
(b) Costs of gifts are unallowable. (Gifts do not include awards for performance made pursuant
to 31.205-6(f) or awards made in recognition of employee achievements pursuant to an
established contractor plan or policy.)
(c) Costs of recreation are unallowable, except for the costs of employees participation in
company sponsored sports teams or employee organizations designed to improve company
loyalty, team work, or physical fitness.
(d)
(1) The allowability of food and dormitory losses are determined by the following factors:
(i) Losses from operating food and dormitory services are allowable only if the contractors
objective is to operate such services on a break-even basis.
(ii) Losses sustained because food services or lodging accommodations are furnished without
charge or at prices or rates which obviously would not be conducive to the accomplishment of
the objective in paragraph (d)(1)(i) of this subsection are not allowable, except as described in
paragraph (d)(1)(iii) of this subsection.
(iii) A loss may be allowed to the extent that the contractor can demonstrate that unusual
circumstances exist such that even with efficient management, operating the services on a break-
even basis would require charging inordinately high prices, or prices or rates higher than those
charged by commercial establishments offering the same services in the same geographical
areas. The following are examples of unusual circumstances:
(A) The contractor must provide food or dormitory services at remote locations where adequate
commercial facilities are not reasonably available.
(B) The contractors charged (but unproductive) labor costs would be excessive if the services
were not available.
(C) If cessation or reduction of food or dormitory operations will not otherwise yield net cost
savings.
(2) Costs of food and dormitory services shall include an allocable share of indirect expenses
pertaining to these activities.
(e) When the contractor has an arrangement authorizing an employee association to provide or
operate a service, such as vending machines in the contractors plant, and retain the profits, such
profits shall be treated in the same manner as if the .
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