This document discusses how much detail should be included when writing documented procedures. It introduces the concept of the "Mountain of Knowledge" which represents all possible details about a task. A procedure only includes a selected portion. The level of detail included depends on how often the task is performed and what percentage of the workforce performs it. More detail is needed if a task is rare or done by only a few. Additional considerations for the required level of detail include security, training needs, standardization, and safety.
Lean Kanban India 2016 | Personal Productivity: Execute with a free mind | Su...LeanKanbanIndia
The document provides guidance on using Personal Kanban and Getting Things Done (GTD) principles to manage one's workload. It recommends capturing all tasks and projects, processing and organizing them into different contexts, and visualizing work on a board to limit work-in-progress. Defining contexts helps focus on the right work, and refactoring the board over time improves workflow. Integrating Personal Kanban and GTD can boost productivity by keeping an empty mind and trusting the system to remind you of all tasks.
The document discusses how to establish an effective preventive maintenance (PM) program without needing an expensive computer system by changing your mindset about maintenance, employing total productive work, and following steps to implement scheduling, develop equipment lists and manuals, write PM procedures, set up inventory, and maintain the system. It explains that while a computer can enhance tracking, most effective PM programs start on paper, and provides tips for selecting a computerized program if desired. The overall goal is to move away from just fixing things when they break and instead focus on scheduled PM to reduce breakdowns.
This document is the preface to a book on time management. It discusses how advances in technology and communication have paradoxically led to less leisure time for many people as they are expected to work and respond more quickly. It notes that past time management advice focused too much on rigid systems that did not fit every person's style and situation. The preface introduces the concept that there is no single right approach to time management and that people need to find ways of working that fit their individual strengths and preferences in order to be effective and feel in control. It provides an example comparing the computer-based and paper-based work styles of two hypothetical people, Tiffany and Jim, to illustrate that neither approach is inherently better and that people should
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Routine Time" and will show you how to save time on your routine work.
'Take Care Take Charge' Campaign -Case StudySaurabh Gupta
The Take Care | Take Charge campaign was a joint initiative between Garnier and Times of India to promote green ideas across 6 cities in India. The campaign developed a website to collect over 5,000 green ideas from users, generating over 43,000 clicks and 126,000 page views in 37 days through promotional activities like banners, search engine marketing, social media optimization, Facebook ads, and search engine marketing ads. The various digital marketing tactics were successful in garnering over 545,000 impressions and 47,000 clicks for the campaign website.
Take Charge of Your Life workshop was facilitated in March 2016. Eighteen Resource Teachers Learning and Behaviour took part in the workshop over two days.
The document discusses the use of various media technologies throughout the stages of constructing a coursework project on creating a music video. In the research stage, Google Chrome was used to find music tracks and YouTube to view official videos for analysis. Word was used to analyze the videos and Facebook for a survey. In planning, Word, Google Chrome, Survey Monkey, and Photoshop were used to develop a template, analyze lyrics, collect survey responses, and create promotional materials. In construction, Photoshop, Blogger, Chrome, and Adobe Premiere Pro were used to build materials and draft the video. In evaluation, Prezi, Word, Facebook, and PowerPoint were used to post the video, collect feedback, and
1) The poster depicts five men in black clothing, supporting the stereotype of the indie rock genre. However, their ages ranging from 30-40 goes against the youthful stereotype.
2) The album title "Yours Truly, Angry Mob" hints that the band went through a major or minor revolution, and each band member taking up space suggests representing sections of a crowd.
3) The dark clothing worn by each band member helps support the stereotype that indie rock artists sing about emotional turmoil, and the black color hints that each person is a messenger of bad news, linking to the angry mob theme of the album title.
Lean Kanban India 2016 | Personal Productivity: Execute with a free mind | Su...LeanKanbanIndia
The document provides guidance on using Personal Kanban and Getting Things Done (GTD) principles to manage one's workload. It recommends capturing all tasks and projects, processing and organizing them into different contexts, and visualizing work on a board to limit work-in-progress. Defining contexts helps focus on the right work, and refactoring the board over time improves workflow. Integrating Personal Kanban and GTD can boost productivity by keeping an empty mind and trusting the system to remind you of all tasks.
The document discusses how to establish an effective preventive maintenance (PM) program without needing an expensive computer system by changing your mindset about maintenance, employing total productive work, and following steps to implement scheduling, develop equipment lists and manuals, write PM procedures, set up inventory, and maintain the system. It explains that while a computer can enhance tracking, most effective PM programs start on paper, and provides tips for selecting a computerized program if desired. The overall goal is to move away from just fixing things when they break and instead focus on scheduled PM to reduce breakdowns.
This document is the preface to a book on time management. It discusses how advances in technology and communication have paradoxically led to less leisure time for many people as they are expected to work and respond more quickly. It notes that past time management advice focused too much on rigid systems that did not fit every person's style and situation. The preface introduces the concept that there is no single right approach to time management and that people need to find ways of working that fit their individual strengths and preferences in order to be effective and feel in control. It provides an example comparing the computer-based and paper-based work styles of two hypothetical people, Tiffany and Jim, to illustrate that neither approach is inherently better and that people should
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Routine Time" and will show you how to save time on your routine work.
'Take Care Take Charge' Campaign -Case StudySaurabh Gupta
The Take Care | Take Charge campaign was a joint initiative between Garnier and Times of India to promote green ideas across 6 cities in India. The campaign developed a website to collect over 5,000 green ideas from users, generating over 43,000 clicks and 126,000 page views in 37 days through promotional activities like banners, search engine marketing, social media optimization, Facebook ads, and search engine marketing ads. The various digital marketing tactics were successful in garnering over 545,000 impressions and 47,000 clicks for the campaign website.
Take Charge of Your Life workshop was facilitated in March 2016. Eighteen Resource Teachers Learning and Behaviour took part in the workshop over two days.
The document discusses the use of various media technologies throughout the stages of constructing a coursework project on creating a music video. In the research stage, Google Chrome was used to find music tracks and YouTube to view official videos for analysis. Word was used to analyze the videos and Facebook for a survey. In planning, Word, Google Chrome, Survey Monkey, and Photoshop were used to develop a template, analyze lyrics, collect survey responses, and create promotional materials. In construction, Photoshop, Blogger, Chrome, and Adobe Premiere Pro were used to build materials and draft the video. In evaluation, Prezi, Word, Facebook, and PowerPoint were used to post the video, collect feedback, and
1) The poster depicts five men in black clothing, supporting the stereotype of the indie rock genre. However, their ages ranging from 30-40 goes against the youthful stereotype.
2) The album title "Yours Truly, Angry Mob" hints that the band went through a major or minor revolution, and each band member taking up space suggests representing sections of a crowd.
3) The dark clothing worn by each band member helps support the stereotype that indie rock artists sing about emotional turmoil, and the black color hints that each person is a messenger of bad news, linking to the angry mob theme of the album title.
The document provides an evaluation of the quality of various aspects of a film project, including shots, framing, editing, sound, acting, and group work. Specific examples are cited where the quality could be improved, such as steadying shots with a tripod, centering actors within frames, and smoothing actors' movements. It notes that planning and meeting deadlines went well but roles could be better allocated next time. Overall the evaluation finds that while the quality was good, it could be improved further with additional time and resources.
Nuclear energy has evolved from early uses of wood and fossil fuels through breakthroughs like Fermi's controlled nuclear reaction in 1942. It utilizes two reaction types - nuclear fission which controls reactions in reactor cores but produces radioactive waste, and future promise of cleaner and more powerful nuclear fusion. While nuclear energy is powerful, safely managing radioactive waste and ensuring non-proliferation remain challenges that if solved could realize its potential as a safe, clean energy source.
This document discusses different types of film opening sequences. It describes linear openings as focusing on introducing scenes and characters in a clear manner with a clear sense of time. Non-linear openings are more enigmatic, focusing on themes, concepts, and details with an unclear sense of time and flickers of narrative to restrict information. Examples are provided of the openings for Forest Gump and Seven, analyzing their purposes, credit styles, and similarities and differences between the two sequences.
Taking Initiative discusses the importance of initiative in the workplace. It defines initiative as taking the first step and acting without being told. It provides quotes emphasizing that initiative is key to success and what separates successful companies. Examples are given of people who took initiative at work and achieved career advancement. Common excuses for not taking initiative, such as fear and frustration, are addressed. The document provides tips on how to develop initiative by thinking creatively, preparing well, taking action, and persevering despite challenges. It warns against becoming pushy or obnoxious and stresses the importance of initiative for organizations to function effectively.
The document outlines an agenda for a design workshop day focused on elearning. The workshop will cover conceptualizing elearning design, demonstrations of elearning examples, and a discussion of next steps. During the day, participants will learn about elearning processes and models, how to engage and direct learners, and tips for designing engaging elearning content, such as keeping it light, conversational, and focused on actions. The workshop aims to help participants understand how to design effective and compelling elearning experiences.
1Assignment 1Identification of a Supervisor ChampionPoin.docxhyacinthshackley2629
1
Assignment 1Identification of a Supervisor Champion
Points: 10%, 100 points
(Due Date) January 25, 11:55 pm.
in Blackboard “Docs and Uploads.” See side tab. Click on assignment, browse to get your file, and upload. Late work will not be accepted.
One-page Synopsis using M.S. Word and 12 point Times New Roman type font, single spacing, and 1” margin
all around
|
Introduction:
Please devote enough time to think carefully, act quickly, and choose wisely when undertaking and completing this assignment. The work you do on this assignment will provide the foundation for all of your other assignments in this course. CHOOSE WISELY! Your job is to recruit a Supervisor Champion in industry or another technology-intensive work environment, someone who will be available and willing to discuss their experiences and recommendations for being a successful supervisor. Later on they will need to provide and on-site interview, and show you the activities, processes, and products in their own work environment. Pick a supervisor other than your own whom you feel is recognized many in your place of work as a Supervisor Champion. If you are not formally employed you may want to use someone from a former place of employment or network with friends or relatives to make contact with someone they suggest you recruit for this assignment. Ask them to make contact for you to maximize support. Don’t ask me to make this important choice for you. When you contact this person to see if they will serve as your sponsor, make sure they are willing and enthusiastic about sharing information that can help you learn more about supervision. My recommendation is that if you sense that they are hesitant, or cannot devote time for this, look elsewhere. A personal meeting with them to introduce yourself and your mission goes a long way toward success. This may be hard to do with a “cold call.” You may want to select a supervisor who is also working for your employer, but do not pick your own supervisor or someone you have regular contact with.
In this assignment you will be introducing the Supervisor Champion you select to me and are expected to use this individual as “the source” of much content that will be used in three additional assignments. Please understand the nature of these assignments (shown below). Details will be provided later. Make sure the Supervisor Champion will be available when you need them and will be provide necessary information for these. The information you provide in class will be kept confidential for my reading only and will not be distributed elsewhere without your written permission. Other assignments to be completed later in ITEC 4293 are shown below:
ASSIGNMENT
DESCRIPTION
DUE DATE
PRODUCT
Assignment 2
On-Site Review of the Supervisor Champion’sWork Environment (This is not your conventional plant tour.) It will consist of a detailed analysis of the department or work center.
(Caution: this will be graded using t.
This document provides guidance on overcoming common objections when booking meetings and raising TNs (trainee internships) with potential clients. It addresses objections that may arise during cold calls, meetings, and closing sales. For each objection, it analyzes the situation, provides a sample dialogue to overcome the objection, and notes on effective responses. The overall aim is to help sales representatives successfully navigate objections and close more deals.
This document provides information for a case assignment on project management using PERT/CPM. It details an example project called the Galaxy project which consists of 8 tasks labeled A through H with optimistic, likely and pessimistic time estimates provided. It includes instructions to draw a path diagram, calculate expected task lengths, determine all possible path lengths and identify the critical path length. It also provides information on a second example project called the Mojo project with 14 tasks that includes normal and crash time and cost estimates.
This document summarizes how a scrum team conducts various scrum activities including sprint demos, retrospectives, and slack time between sprints. It provides details on:
- Conducting sprint demos and insisting they include a demo at the end of each sprint for feedback.
- Organizing sprint retrospectives to identify what went well, opportunities for improvement, and action items for the next sprint.
- The importance of slack time between sprints for rest and learning, such as dedicating lab days for skills development.
The document provides tips for pitching a startup to investors. It recommends:
1) Asking the audience three questions at the beginning to set expectations and understand their priorities.
2) Explaining what the startup does by the sixth minute using simple 3-5 word statements to avoid jargon.
3) Following the "10/20/30 rule" - 10 slides, 20 minute pitch, minimum 30 point font.
First of all, I give complete credit to my mentor, Derrick Van Dyke, who taught
me everything I needed to begin my “job” online. “Thank you Son.”
I am thrilled to finally share what I've learned and introduce my system for you to
create your first product online. I call it, “The Five Steps to profit.
Business opportunities of moderate to even light complexity often expose decision makers to hundreds, if not tens of thousands, of coordinated decision options that should be considered thoughtfully before making resource commitments. That complexity is just overwhelming! Unfortunately, the typical response is either analysis paralysis or "shooting from the hip," both of which expose decision makers to unnecessary loss of value and risk. This tutorial teaches decision makers how to tame option complexity to develop creative, valuable decision strategies that range from "mild to wild" with three simple thinking tools.
Start Working & Earning Online
Discover how to become an 'Online Assistant' and get paid to do freelance work, tasks & projects from home on behalf of companies.
Point-earning instructions please follow correctly. · All point eaAlleneMcclendon878
Point-earning instructions please follow correctly.
· All point earning discussion questions are worth 20 points in total - 14 for the Initial Post and 6 for the Reply Post
· Initial Post - 10 points for answering the question in its
entirety including all aspects of the question and defining all terms
· Initial Post - 2 points for using the text plus at least two additional scholarly sources (not a dictionary or encyclopedia)
· Initial Post - 2 points for appropriate length of the post
· Initial Post - Points will be deducted for "technical skills" such as APA errors, spelling, etc. - not writing at a junior-collegiate level
· Extra Credit – Extra points will be awarded for the use of additional sources (enhanced research consisting of
at least the text and three additional scholarly sources) and then
using those sources to compare (find similarities) and contrast (find direct disagreements)
· Reply Post - 4 points for comparing and contrasting the Initial Post with other sources
· Reply Post - 2 points for using at least the text and one additional scholarly source
· Each discussion should not be more than a page to a page and half
· Use APA Reference List, Times New Roman, 12 for each discussions
· Reply Post - Points will be deducted for "technical skills" such as APA errors, spelling, etc. - not writing at a junior-collegiate level
Week 8, Chapter 7 DQ
Must post first.
Upper management needs to make a tough decision on whether to close 3 of the 200 stores that are unprofitable. Closing the stores will mean laying off 45 employees right before the holiday season. Leaving the communities also means that local people will have no place to purchase reasonably priced shoes and sneakers. The financial bottom line would be improved by closing the stores. Use the decision tree in the text to recommend what management should do. Be sure to consider each of the steps.
Compare and contrast the benefits of using a decision tree between Kinicki and Soignet and that of other scholarly sources. As always, write in the third person.
You must start a thread before you can read and reply to other threads
Week 9, Chapters 8 & 9 DQ
Must post first.
After John's father died, John inherited his successful tire business, Thrifty Tire. John wants to make sure the company's culture, which his father had built for over 40 years, does not get lost but instead remains embedded in the organization. First, summarize 4 of the 12 ways that a particular culture can become embedded in an organization. Then explain how John might use each technique to keep Thrifty Tire's corporate culture strong, with an emphasis on employee development, a family-like atmosphere, and a dedication to offering the best service and the lowest prices.
Be sure to compare and contrast at least one of the ways to embed culture between Kinicki and Soignet (2022) with that of other scholarly sources. As always, write i ...
Every day we move through dozens of spaces and places. We participate in lots of inter-personal interactions, conversations and (god help us) meetings. And we spend bursts of time working alone. But how much awareness do we bring to the spaces and places we inhabit while we're in them? How much intentionality do we bring to our inter-personal exchanges? How much creativity do we foster in our own solo working situations?
Often, not nearly enough. Focus is limited, attention is split, and opportunities are lost. This session will explore purpose-driven approaches to the places, people and situations we encounter every day. With an emphasis on how to be truly engaged in where we are, mindful of what we're doing and focused on helping creativity flourish.
See Patrick's full presentation description here:
http://www.webvisionsevent.com/session/be-here-now/
The document provides an evaluation of the quality of various aspects of a film project, including shots, framing, editing, sound, acting, and group work. Specific examples are cited where the quality could be improved, such as steadying shots with a tripod, centering actors within frames, and smoothing actors' movements. It notes that planning and meeting deadlines went well but roles could be better allocated next time. Overall the evaluation finds that while the quality was good, it could be improved further with additional time and resources.
Nuclear energy has evolved from early uses of wood and fossil fuels through breakthroughs like Fermi's controlled nuclear reaction in 1942. It utilizes two reaction types - nuclear fission which controls reactions in reactor cores but produces radioactive waste, and future promise of cleaner and more powerful nuclear fusion. While nuclear energy is powerful, safely managing radioactive waste and ensuring non-proliferation remain challenges that if solved could realize its potential as a safe, clean energy source.
This document discusses different types of film opening sequences. It describes linear openings as focusing on introducing scenes and characters in a clear manner with a clear sense of time. Non-linear openings are more enigmatic, focusing on themes, concepts, and details with an unclear sense of time and flickers of narrative to restrict information. Examples are provided of the openings for Forest Gump and Seven, analyzing their purposes, credit styles, and similarities and differences between the two sequences.
Taking Initiative discusses the importance of initiative in the workplace. It defines initiative as taking the first step and acting without being told. It provides quotes emphasizing that initiative is key to success and what separates successful companies. Examples are given of people who took initiative at work and achieved career advancement. Common excuses for not taking initiative, such as fear and frustration, are addressed. The document provides tips on how to develop initiative by thinking creatively, preparing well, taking action, and persevering despite challenges. It warns against becoming pushy or obnoxious and stresses the importance of initiative for organizations to function effectively.
The document outlines an agenda for a design workshop day focused on elearning. The workshop will cover conceptualizing elearning design, demonstrations of elearning examples, and a discussion of next steps. During the day, participants will learn about elearning processes and models, how to engage and direct learners, and tips for designing engaging elearning content, such as keeping it light, conversational, and focused on actions. The workshop aims to help participants understand how to design effective and compelling elearning experiences.
1Assignment 1Identification of a Supervisor ChampionPoin.docxhyacinthshackley2629
1
Assignment 1Identification of a Supervisor Champion
Points: 10%, 100 points
(Due Date) January 25, 11:55 pm.
in Blackboard “Docs and Uploads.” See side tab. Click on assignment, browse to get your file, and upload. Late work will not be accepted.
One-page Synopsis using M.S. Word and 12 point Times New Roman type font, single spacing, and 1” margin
all around
|
Introduction:
Please devote enough time to think carefully, act quickly, and choose wisely when undertaking and completing this assignment. The work you do on this assignment will provide the foundation for all of your other assignments in this course. CHOOSE WISELY! Your job is to recruit a Supervisor Champion in industry or another technology-intensive work environment, someone who will be available and willing to discuss their experiences and recommendations for being a successful supervisor. Later on they will need to provide and on-site interview, and show you the activities, processes, and products in their own work environment. Pick a supervisor other than your own whom you feel is recognized many in your place of work as a Supervisor Champion. If you are not formally employed you may want to use someone from a former place of employment or network with friends or relatives to make contact with someone they suggest you recruit for this assignment. Ask them to make contact for you to maximize support. Don’t ask me to make this important choice for you. When you contact this person to see if they will serve as your sponsor, make sure they are willing and enthusiastic about sharing information that can help you learn more about supervision. My recommendation is that if you sense that they are hesitant, or cannot devote time for this, look elsewhere. A personal meeting with them to introduce yourself and your mission goes a long way toward success. This may be hard to do with a “cold call.” You may want to select a supervisor who is also working for your employer, but do not pick your own supervisor or someone you have regular contact with.
In this assignment you will be introducing the Supervisor Champion you select to me and are expected to use this individual as “the source” of much content that will be used in three additional assignments. Please understand the nature of these assignments (shown below). Details will be provided later. Make sure the Supervisor Champion will be available when you need them and will be provide necessary information for these. The information you provide in class will be kept confidential for my reading only and will not be distributed elsewhere without your written permission. Other assignments to be completed later in ITEC 4293 are shown below:
ASSIGNMENT
DESCRIPTION
DUE DATE
PRODUCT
Assignment 2
On-Site Review of the Supervisor Champion’sWork Environment (This is not your conventional plant tour.) It will consist of a detailed analysis of the department or work center.
(Caution: this will be graded using t.
This document provides guidance on overcoming common objections when booking meetings and raising TNs (trainee internships) with potential clients. It addresses objections that may arise during cold calls, meetings, and closing sales. For each objection, it analyzes the situation, provides a sample dialogue to overcome the objection, and notes on effective responses. The overall aim is to help sales representatives successfully navigate objections and close more deals.
This document provides information for a case assignment on project management using PERT/CPM. It details an example project called the Galaxy project which consists of 8 tasks labeled A through H with optimistic, likely and pessimistic time estimates provided. It includes instructions to draw a path diagram, calculate expected task lengths, determine all possible path lengths and identify the critical path length. It also provides information on a second example project called the Mojo project with 14 tasks that includes normal and crash time and cost estimates.
This document summarizes how a scrum team conducts various scrum activities including sprint demos, retrospectives, and slack time between sprints. It provides details on:
- Conducting sprint demos and insisting they include a demo at the end of each sprint for feedback.
- Organizing sprint retrospectives to identify what went well, opportunities for improvement, and action items for the next sprint.
- The importance of slack time between sprints for rest and learning, such as dedicating lab days for skills development.
The document provides tips for pitching a startup to investors. It recommends:
1) Asking the audience three questions at the beginning to set expectations and understand their priorities.
2) Explaining what the startup does by the sixth minute using simple 3-5 word statements to avoid jargon.
3) Following the "10/20/30 rule" - 10 slides, 20 minute pitch, minimum 30 point font.
First of all, I give complete credit to my mentor, Derrick Van Dyke, who taught
me everything I needed to begin my “job” online. “Thank you Son.”
I am thrilled to finally share what I've learned and introduce my system for you to
create your first product online. I call it, “The Five Steps to profit.
Business opportunities of moderate to even light complexity often expose decision makers to hundreds, if not tens of thousands, of coordinated decision options that should be considered thoughtfully before making resource commitments. That complexity is just overwhelming! Unfortunately, the typical response is either analysis paralysis or "shooting from the hip," both of which expose decision makers to unnecessary loss of value and risk. This tutorial teaches decision makers how to tame option complexity to develop creative, valuable decision strategies that range from "mild to wild" with three simple thinking tools.
Start Working & Earning Online
Discover how to become an 'Online Assistant' and get paid to do freelance work, tasks & projects from home on behalf of companies.
Point-earning instructions please follow correctly. · All point eaAlleneMcclendon878
Point-earning instructions please follow correctly.
· All point earning discussion questions are worth 20 points in total - 14 for the Initial Post and 6 for the Reply Post
· Initial Post - 10 points for answering the question in its
entirety including all aspects of the question and defining all terms
· Initial Post - 2 points for using the text plus at least two additional scholarly sources (not a dictionary or encyclopedia)
· Initial Post - 2 points for appropriate length of the post
· Initial Post - Points will be deducted for "technical skills" such as APA errors, spelling, etc. - not writing at a junior-collegiate level
· Extra Credit – Extra points will be awarded for the use of additional sources (enhanced research consisting of
at least the text and three additional scholarly sources) and then
using those sources to compare (find similarities) and contrast (find direct disagreements)
· Reply Post - 4 points for comparing and contrasting the Initial Post with other sources
· Reply Post - 2 points for using at least the text and one additional scholarly source
· Each discussion should not be more than a page to a page and half
· Use APA Reference List, Times New Roman, 12 for each discussions
· Reply Post - Points will be deducted for "technical skills" such as APA errors, spelling, etc. - not writing at a junior-collegiate level
Week 8, Chapter 7 DQ
Must post first.
Upper management needs to make a tough decision on whether to close 3 of the 200 stores that are unprofitable. Closing the stores will mean laying off 45 employees right before the holiday season. Leaving the communities also means that local people will have no place to purchase reasonably priced shoes and sneakers. The financial bottom line would be improved by closing the stores. Use the decision tree in the text to recommend what management should do. Be sure to consider each of the steps.
Compare and contrast the benefits of using a decision tree between Kinicki and Soignet and that of other scholarly sources. As always, write in the third person.
You must start a thread before you can read and reply to other threads
Week 9, Chapters 8 & 9 DQ
Must post first.
After John's father died, John inherited his successful tire business, Thrifty Tire. John wants to make sure the company's culture, which his father had built for over 40 years, does not get lost but instead remains embedded in the organization. First, summarize 4 of the 12 ways that a particular culture can become embedded in an organization. Then explain how John might use each technique to keep Thrifty Tire's corporate culture strong, with an emphasis on employee development, a family-like atmosphere, and a dedication to offering the best service and the lowest prices.
Be sure to compare and contrast at least one of the ways to embed culture between Kinicki and Soignet (2022) with that of other scholarly sources. As always, write i ...
Every day we move through dozens of spaces and places. We participate in lots of inter-personal interactions, conversations and (god help us) meetings. And we spend bursts of time working alone. But how much awareness do we bring to the spaces and places we inhabit while we're in them? How much intentionality do we bring to our inter-personal exchanges? How much creativity do we foster in our own solo working situations?
Often, not nearly enough. Focus is limited, attention is split, and opportunities are lost. This session will explore purpose-driven approaches to the places, people and situations we encounter every day. With an emphasis on how to be truly engaged in where we are, mindful of what we're doing and focused on helping creativity flourish.
See Patrick's full presentation description here:
http://www.webvisionsevent.com/session/be-here-now/
The document provides instructions for creating an account on a writing assistance website and submitting requests for papers to be written. It explains the bidding process where writers can bid on requests and be selected by the customer. It notes that customers can request revisions and the website promises original, high-quality content with refunds for plagiarized work.
The document provides an introduction to the core rules and culture at OutSystems for new employees. It begins by explaining that while strict dress codes were initially implemented, the company now prioritizes freedom and limits unnecessary rules to increase creativity. The rest of the document outlines seven core rules that aim to foster motivated employees, encourage problem solving, and ensure high-quality work. The rules emphasize asking why, addressing small issues before they become crises, challenging the status quo, being helpful, prioritizing efficiently, clear communication, and striving for excellence. Brief explanations and examples are provided for each rule.
Basic Qulaity Tools/Techniques Workshop for process improvementMouad Hourani
This material includes the easiest and most applicable quality tools that could be utilized by staff nurses at the level of direct care givers. some links cant be activated as it is PDF file.
Guidelines to Problem Solving and Decision MakingGabriel Barina
The document provides guidelines for a rational approach to problem solving and decision making. It outlines 7 steps: 1) define the problem, 2) look at potential causes, 3) identify alternatives, 4) select an approach, 5) plan implementation, 6) monitor implementation, and 7) verify if the problem was resolved. It also contrasts this rational approach with an organic approach that is more flexible and adaptive to chaotic changes.
The document discusses concepts related to good governance, employee qualities, leadership, and time management. It provides definitions for good governance elements like responsiveness, equity, participation, and transparency. It lists over 50 qualities of a good employee including accountability, passion, responsibility, and adaptability. Regarding leadership, it states those who change with change will succeed and those who bring change will lead. For time management, it recommends keeping an activity log, setting goals and priorities, and scheduling tasks to manage time effectively.
Good governance - measures that can be initiaterd in Kerala Land revenue depa...
The Mountain of Knowledge
1. This document was Created & Written by John Mercer 1 of 9 Date Printed: 05.02.16
DOCUMENTATION DETAIL
ow much detail should be written into a documented
procedure?
This is a frequently asked question that may appear to have a different answer from one
day to the next. This article should help provide sufficient information to enable this
decision to be made more consistently.
This article excludes policy documents, which have requirements of their own.
Contained within this article are the following sections:
The Mountain of Knowledge ................................................. 2
Initial Considerations ........................................................... 3
Additional Considerations .................................................... 6
The Know Line.................................................................... 7
Writing to the Know Line Process .......................................... 8
The Final Say ...................................................................... 9
The concepts of “The Mountain of Knowledge” and “The Know Line” were devised by John Mercer of New Zealand
Steel. The entire article may be printed from the original electronic file copy for the single purpose of being able to read
it. This electronic file may be updated at any time at the author’s convenience which may in turn cause any earlier
prints to become redundant without warning.
This article was originally created and written by John Mercer on 4th July 1997.
H
2. This document was Created & Written by John Mercer 2 of 9 Date Printed: 05.02.16
The Mountain of Knowledge
Faced with what seems like an impossible job, writing up a documented procedure to
cover a series of activities that resolve into a single “task”, you are confronted with what
seems like a mountain of knowledge on how to do all of this. How much of this
knowledge do you record in a documented procedure?
Let’s consider that “Mountain of Knowledge” that exists for a task. All the details that
could ever possibly be known regarding a particular task, constitutes the Mountain of
Knowledge for that task. When you select a portion of these details and record them, you
produce a documented procedure. The question still is, of course, how much of this
knowledge should be reflected in a documented procedure?
Figure 1
The “Mountain of Knowledge”
To help describe this concept, let’s use a task that we are all familiar with, like “How to
Write Your Name”. Whilst this is a task that is well known to many people, if we were to
ask you to write a procedure for it, how much detail would you include in it?
1. Pick up a pencil.
2. Recall the style of hand writing you would use.
3. Scribe your name.
Is that all there is to it?
What happens if the reader does not have a pencil to pick up? And what is “scribing”? To
explain this to the reader, we would need to include a bit more detail. ie: add another
layer of knowledge underneath this. For example, we would explain the phrase “pick up
a pencil” and we would describe “scribing”.
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Another point: what would cause you to write your name in the first place? We would
need to include sufficient detail so the reader would know when to do this.
What would you add to cover the things that could potentially go wrong? What would
you do if you had a broken pencil? If you think about it, the possibilities are almost
endless.
I would hope that you are now beginning to see that in order to conduct our every day
activities, there is in fact a “Mountain of Knowledge” attached to every thing we do. A lot
of it is pre-learned through life’s experiences, school, etc. Very little of what we do is
written down any where.
An example of what we would write down somewhere, are the telephone numbers we use
from time to time. Why do we write them down? Because we do not remember them.
And that in turn is because we do not use them every day.
From this, we can safely say that repetition aids memory. If we do it or use it often
enough, we can remember it. This then becomes an important consideration in
determining what knowledge to record in order to produce that documented procedure.
Initial Considerations
In applying this to the work place, there are a number of factors to consider.
Let’s consider a simple situation first.
Ask the questions:
“How often is this task carried out by the work force?”
“How many people in the work force do this task?” Then quantify this in terms of
“What percentage of the appropriate or available work force do this task?”. (The
work force could range in number from 4 to hundreds.)
Look up those values on the following chart and see what the score is at the intersection.
Figure 2
Frequency
< 1 / Year 6 5 4 4
≥ 1 / Year 5 4 3 3
≥ 1 / Qtr 4 3 2 2
≥ 1 / Month 3 2 1 1
≥ 1 / Week 3 2 1 0
≥ 1 / Day 3 2 1 0
0% 25% 50% 75% 100%
%age of appropriate/available Work Force (of 4 or more people)
How often is
the task
performed?
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What we are trying to do here is to establish whether or not the task is effectively
embedded within the ‘knowledge’ of the establishment. This in turn determines the
chances that this knowledge could be lost.
An explanation of the score in the chart above is as follows:
0 = Do not document. It is a waste of time documenting something that is carried out
every day by most people in the work force. If someone needs to know something,
then it is more efficient for them to ask someone for an explanation or demonstration.
1 = Mention the task in a document somewhere so that it is recorded that this task needs
to be carried out. Details on how to carry out this task is not required, basically for
the same reasons as for “0” above.
2 = This is probably the first level at which the task itself needs to have any details
recorded. At this level, list the main points of the task. This would not normally
result in a list of more than about 4 or 5 of the most major steps. There would be no
details on how to perform these steps. For example, how to ride a bicycle. Once
learned, never forgotten, except perhaps for things like checking tyre pressures and
looking for loose fittings before riding away. All is needed are some reminders to do
that.
A) Look for loose fittings.
B) Mount the bicycle and check the tyre pressures.
C) Start peddling the bicycle.
3 = The next level of information is to expand on the main points listed in the previous
level of detail. For example:
A) Look for loose fittings:
• Check handle bars firmly attached to the bicycle.
• Check bicycle seat is firmly attached and does not move.
• Check brake levers firmly attached to the handle bars.
B) Mount the bicycle and check the tyre pressures:
• Sit on the bicycle and look to see that the tyres do not bulge excessively.
C) Start peddling the bicycle.
• While seated, begin peddling the bicycle to begin riding.
4 = At this level, all the main parts of the task are listed, including parts not included
under the main points. For example:
A) Take the bicycle out of the garden shed.
• Normally stored behind the lawn mower in the shed.
B) Look for loose fittings:
• Check handle bars do not move within the clamp.
• Check bicycle seat is firmly attached and does not move.
• Check pedals and cranks are firmly attached and turn freely.
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• Check the chain rotates freely around the cogs.
• Check brake levers firmly attached to the handle bars.
C) Mount the bicycle and check the tyre pressures:
• Stand alongside the bicycle and hold onto the grips on the handle bar.
• Lift the leg closest to the bicycle up and over the bicycle so the bicycle is
being straddled.
• Sit on the bicycle seat and look down to see that the tyres do not bulge
excessively where they contact the ground.
• If either wheel rim sits on the tyre bulge, then the bulge is excessive.
D) Start peddling the bicycle.
• Sit on bicycle seat.
• Lift one foot and turn the peddles so the peddle for this foot is sitting
near the top of its arc and is towards the front of the bicycle.
• Start to peddle the bicycle to begin riding.
5 = Here, all additional parts and details of the task are expanded further. For example:
A) Obtain the key from the key rack and unlock the garden shed door.
• The key rack is inside the broom cupboard next to the ‘back door’ of the
house.
B) Take the bicycle out of the garden shed.
• Locate the lawn mower.
• Move the lawn mower to gain access to the bicycle.
• Push the bicycle out of the shed by pushing on the bicycle’s hand grips
on the handle bar.
• Avoid knocking the lawn mower petrol can over when pushing the
bicycle out.
• When at the door, turn the bicycle handle bar slightly to the left and tilt
it towards you to allow the bicycle to be pushed out the door.
6 = Add as much detail as can possibly be documented so it can be used by someone
who has never carried out this task before, nor able to consult with anyone else on
how to do the task.
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Additional Considerations
There are a number of other considerations that also need to be taken into account when
determining how much detail should be incorporated into the documented procedure.
Some of these are as follows:
• Procedural security to prevent loss of detailed knowledge
• Use as basic training material
• Procedural standardisation
• Prerequisite corporate knowledge
• Increasing general knowledge through the use or application of technical
products and processes through time. This would apply in both the corporate
and general society senses.
• Safety requirements.
• Etc., etc.
Knowledge Security
If the work force is small in number (≤3), then it may be expedient to record more detail
than normal to provide safe guards against losing the detailed knowledge when someone
leaves. The amount of detail needs to be balanced against the likelihood of either one, two
or all three people leaving, and what the consequences of the loss of this knowledge
would be.
Training
There are people who are more qualified than myself to offer advice with respect to
training material. However, I would like to raise a couple of questions. Why record
knowledge required for training material that is effectively secure within the corporate
knowledge? Perhaps the resource for this material could be a person who is trained to
train people? By addressing these issues on a wider scale you may save yourself some
writer’s cramp.
Standardisation
Where you have a portion of the work force doing the same job differently and it is having
an impact on productivity or causing other problems, then the need for standardisation
arises. The level of detail required here should be commensurate with the level of detail
where the differences occur.
Existing General Knowledge
Where existing general knowledge covers things like use of spanners, pens, telephones,
etc., then do not document any details about these. The only exception to this would be
where there is a difference between what is required to be done and what one would
normally expect. For example, on some older style telephone systems, there was a need to
lift the handset and then press a specific line number key before speaking to an incoming
call. This difference would need to be recorded because it is different to what one would
normally expect.
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Be aware that what was yesterday’s specialist knowledge, is today’s common knowledge.
The level of detail understood by individual people and how many people have this
knowledge, is fluid, and therefore changes. It is in this area, above all others, where the
greatest perceived differences arise, even to the point of creating arguments between
people. It is in this area where the most amount of care needs to be taken to establish what
is common knowledge and how well it is understood by the work force in general.
Safety
When safety comes into the equation, then there is often a need for more details with
respect to a particular point. In our Bicycle example earlier, it may be necessary to
mention that when entering the garden shed, to lower your head to avoid banging it
against the top of the door way because the door is less than the standard height. This is a
bit of additional detail necessary to carry out a simple, everyday type of job, safely.
The Know Line
Remembering the points from the previous “Additional Considerations” section, it
becomes apparent that there is often a need to vary the level of detail in a document at its
different stages. As we cover the top part of the Mountain of Knowledge through
documenting the procedure, we come down to a level that is appropriate for each step.
Some mountains have snow on them, and how far down they are covered with snow
depends on a number of factors: the season, air temperature, wind direction, humidity,
height of the mountain, etc. The mountain is then covered with snow down to a level
known as the Snow Line.
It would be fair to say then, that we should document our procedures down to a level of
detail known as the documentation “Know Line”. (Refer to Figure 3)
Taking all the previous factors into account, we can, in theory, work out what the level of
detail should be for each step of the procedure.
It is because of this natural variation in the level of detail required within a document, that
one person will say “We need this much”, while some else will say, “No, we need this
much.” We have different views about what is required.
So, how do we get some consistency? The answer is a matter of process.
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Figure 3
The “Know Line”
Writing to the Know Line Process
The way to consistency is to consider the points as presented earlier in this article. This
could be documented as follows:
1. Answer the question: “How often is this task carried out by the work force as a whole?”
2. Answer the question: “How many people do this task?” Then quantify this in terms of
a percentage of the applicable work force.
3. Look up these two values on the chart given in Figure 2. This gives you a base line to
start from.
4. Write a draft procedure to the level of detail as determined by the base line.
5. Examine each step of the procedure and ask what will affect the success of the task
being carried out. Consider:
• What prerequisite knowledge is available? If the knowledge is common, then
you can use less detail. If the knowledge is not well known, then more detail is
required.
• What is the likelihood of the procedural knowledge being lost when people are
sick, on annual leave, or have won a Lotto ticket? The chances of winning Lotto
are greater than getting run over by a bus!
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• Are we experiencing problems with any particular point in the step not being
performed correctly? Some more detail may be required to explain this step to
assist in standardisation.
• What safety issues are involved in the step? If there is some particular hazard,
then more detail is required to explain how to either isolate or mitigate the
hazard.
• Answer the question: “What else can go wrong?” This is to cover anything that
may be peculiar to the step in the procedure not covered by any of the earlier
questions. Remember, we are recording the knowledge of how a task is carried
out to a suitable level of detail so the Reader is able to perform the task.
6. Re-write each step of the procedure, as required, with each of the above being taken
into consideration.
If you can do all of the above in the initial process of producing the draft, then do so.
7. Circulate the document amongst the people who perform this task and get their views.
Whenever they make a comment, consider whether or not it is in reference to one of the
factors listed above. ie: is what you thought to be common knowledge, not so common
after all? Or, vice-versa?
8. Revise the document to account for the comments and suggestions raised. Where
practical, have the document re-reviewed as a final check on your interpretation of
what was said.
9. When all is OK, then issue the document.
The Final Say
This Article is not finished yet. And never will be! There is no “The End” to this article. It
will continue to be re-written or added to, and will evolve as knowledge in this subject
increases.
This is, simply, “How it is, ….. so far!”