This document provides an overview and suggestions for teaching Unit 4 Business Management. It outlines the key areas of emphasis, including human resource management and the management of change. Suggested activities are provided, such as inviting a human resources manager to speak, conducting role plays, and analyzing case studies. Sample lesson plans are included on topics like recruitment simulations and ethics. Revision strategies like creating concept maps and podcasts are recommended. Assessment details are provided, noting the exam will be split into two sections worth 30 marks each, with an extended response for 10 marks.
arning & Development business units are under siege and struggling with the effort of what appears to be a very confusing, elephantine challenge of measuring the effectiveness of their training interventions. We need clarity. We need a common sense approach. We need to step up our practice of corporate learning consulting. Let’s discuss existing principles to prove the value of Learning & Development (L&D) deliverables in a corporate environment.
This document explores results reported by over 601 participants of enParadigm’s Leadership Simulation Workshop(TM) – at AVP, VP and GM level – from over 300 of our client companies across the country.
It introduces the participant profile, lists the key takeaway and proceeds to make relative and comparative analyses.
The identification of training needs has been done by keeping the individual and organization as the base point, in this second part of the slide of lesson “Training Needs Analysis” brought to you by Welingkar’s Distance Learning Division, explained is the Analysis of Training, its needs individually, inside a group etc.
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arning & Development business units are under siege and struggling with the effort of what appears to be a very confusing, elephantine challenge of measuring the effectiveness of their training interventions. We need clarity. We need a common sense approach. We need to step up our practice of corporate learning consulting. Let’s discuss existing principles to prove the value of Learning & Development (L&D) deliverables in a corporate environment.
This document explores results reported by over 601 participants of enParadigm’s Leadership Simulation Workshop(TM) – at AVP, VP and GM level – from over 300 of our client companies across the country.
It introduces the participant profile, lists the key takeaway and proceeds to make relative and comparative analyses.
The identification of training needs has been done by keeping the individual and organization as the base point, in this second part of the slide of lesson “Training Needs Analysis” brought to you by Welingkar’s Distance Learning Division, explained is the Analysis of Training, its needs individually, inside a group etc.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Evaluation is a planned process which provides specific information about a selected session, program for the purpose of determining value or decision making.
Strategic training aims at producing results for the organization with training as a means. While tactical training ensures that a knowledge or skill is imparted to the participant, the strategic training goes beyond and ensures that the learning that takes place in the class room is applied at work and makes a difference to the results of the organization.
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
To create and follow quality policies and procedure to ensure that a project meets the defined needs it was intended to meet from the customers perspective.
CA Business Management Revision Notes: Human Resource Management khwaqar
Part 2:Human Resource Management
These slides are compiled to match the Business Management, (A CA Final Level Paper ICAP).
These slides are recommended for revision purpose.
Any feed back regarding this material will be welcomed!
Evaluation is a planned process which provides specific information about a selected session, program for the purpose of determining value or decision making.
Strategic training aims at producing results for the organization with training as a means. While tactical training ensures that a knowledge or skill is imparted to the participant, the strategic training goes beyond and ensures that the learning that takes place in the class room is applied at work and makes a difference to the results of the organization.
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
To create and follow quality policies and procedure to ensure that a project meets the defined needs it was intended to meet from the customers perspective.
CA Business Management Revision Notes: Human Resource Management khwaqar
Part 2:Human Resource Management
These slides are compiled to match the Business Management, (A CA Final Level Paper ICAP).
These slides are recommended for revision purpose.
Any feed back regarding this material will be welcomed!
Technical and vocational education training not only helps the learner but also provides industry-specific graduates and productivity increases. The curriculum developers should prepare industry relevant curricula.
Unit VIII Homework Conduct a phone or personal interview wi.docxaryan532920
Unit VIII Homework
Conduct a phone or personal interview with a current or past manager. Ask this person to describe the role that training plays in the company and where he or she thinks the future of training is headed for the organization. Do you agree with the manager? Please justify your response.
Use Microsoft Word to create your response. The write up should be between three to five pages in length, and all sources used need to be cited according to APA format.
BHR 4680, Training and Development 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
7. Compare and contrast internal and external validity.
7.1 Identify future trends that will affect training.
7.2 Explain how benchmarking can help determine if change is necessary.
7.3 Discuss the future skills and competencies of trainers.
10. Analyze the results of a training needs analysis (TNA) to determine the content, methods, and
instructional media necessary for a given training requirement.
10.1 Define re-engineering and explain the process.
10.2 Discuss the key issues in implementing change.
Reading Assignment
Chapter 11:
The Future of Training and Development
Unit Lesson
What are some of the future trends that might affect training?
Greater use of new technologies for training delivery
Increased demand for training for virtual work arrangements
Increased emphasis on speed in design, focus in content, and use of multiple delivery methods
Increased emphasis on capturing and sharing intellectual capital
Increased use of true performance support
Increased emphasis on performance analysis and learning for business enhancement
Increased use of training partnerships and outsourcing training
A change model perspective to training and development
There will be an increase in the use of new technologies for several reasons:
The cost of new technologies will decrease.
Technology will help employees to better serve customers and generate new business.
It can reduce training costs.
It allows trainers to build the desirable features of a learning environment into training.
Training can be delivered at any place and time.
Based on how quickly technology is growing, there is an increased demand for training in virtual work
arrangements. The location, organization structure, and employment relationships are not limiting factors in
virtual work arrangements. There are two major training challenges—companies must invest in training
delivery methods that facilitate digital collaboration, and teams and employees must be provided with tools
needed for finding knowledge.
There is an increased emphasis on the speed in the design, content, and use of multiple delivery methods.
Rapid instructional design (RID) is a group of techniques that allows training to be built more quickly and
efficiently. Although there are a number of principles that are ...
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Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
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2. Today What you are expected to cover – Key Changes to Study Design Recommended Timelines Outcome 1 & 2 Specifications Suggested Activities Unit of Work and Video Demonstration – HR Webquest and Double Lesson Plan - Ethics Memory Techniques Exam Revision Strategies Web 2.0 Tools
3. What you are expected to cover Study Design Summary My copy Key Changes to Study Design – tracked My copy Implementation of Key Changes My copy
20. Suggested Activities construct an appraisal questionnaire on your teacher, and discuss the advantages and disadvantages of using this approach to measure the development of an employee in an organisation conduct role-plays for selection interviews or departure proceedings from both a manager and an employee viewpoint; construct a checklist of key points a manager should endeavour to follow to maintain good employee relations in both situations conduct industrial relations role-plays for both centralised and decentralised industrial relations; evaluate the advantages and disadvantages of using each approach investigate the ACTU website student centre www.worksite.actu.asn.au and create a multimedia presentation outlining the key terms and processes of workplace relations; present examples of key disputes and how they were resolved investigate the Internet for information about contemporary human resource / employee relations issues develop a revision concept map/vodcast/podcast for the material covered in this area of study
21.
22. Lesson Plan Recruitment Simulation Unit – Employment Cycle Videos: Interviews Managers taking notes on interviewees Teacher notes on Interviewees Managers assessing applicants Disorganised Student Jingle
51. Suggested Activities brainstorm ten major changes that the class believe will impact on large-scale organisations in the next twenty years; discuss how organisations could best prepare themselves to take advantage of these opportunities conduct an investigation into individual’s responses to change; discuss whether these feelings may also be experienced by employees in today’s organisations as they go through change develop a print and online media portfolio on a large-scale organisation that is experiencing change arrange guest speakers or conduct interviews analysecase studies on organisational change observe videos or television documentaries on companies experiencing change conduct a role-play debate or post-box activity for a significant change issue; allocate different large-scale organisation stakeholder roles within the group such as customers, competitors, managers, employees, unions, and have them debate how the change should be conducted; draw up a list of strategies management could employ to ensure that the change process is successful in its implementation
52. Suggested Activities Design a forcefield analysis of the driving and restraining forces of change for a company which is experiencing change develop a flowchart of how to achieve an effective change management process develop a revision concept map/vodcasts/podcasts for the management of change and demonstrate the links and impacts it has on all the other aspects of Business Management from both Units 3 and 4 develop a glossary of key terms investigate responses to change through a practical class activity: change around the classroom before class begins; observe and, if possible, video students’ reactions to the changes made; use the video or notes to then ask questions about responses to change management strategies
70. Student Revision Activities Read over text (but with a pen/highlighter) Organise notes and summarise notes Glossary cue cards Transform notes into diagrams Make podcasts/vodcasts
71. Prac exams, questions, revise Outcomes Attend external lectures Remove distractions and work together Topic Revision Sheet Lotus Diagram
72. Employment cycle Establishment /Selection Termination Maintenance Recruitment Selection Staffing Needs Analysis Job Analysis Job Evaluation Job Description Selection Criteria Interview Referee Check Testing – biofeedback, IQ, EQ, psychological Resignation/Quit Retrenchment Redundancy Retiring Terminating/Firing Exit Interviews Financial Planning for Superannuation Counselling Retraining for new job Outplacement Induction Training Careers Pathway Counselling Motivating Mentoring Relationship Building Team Building Employee Relations Contracts Negotiation with Unions Handling Conflict Succession Planning
73. Class Revision Activities What’s in the box – two options for answers and they choose true or false – prize in the correct box. Groups decide which to put up – me do definitions and terms on large cards Also with cards – glossary match up and memory Team sports – score and winning team at end. Word finds, crosswords Diagram match up and memory – laminate Mini tests for each other Concept map relationships between topics KPI – think of suitable measures for any area Fill in the blanks, cloze activities Structures game – blutak correct box on board Exam words – meanings and expectations of each Structured qs break up and use a system to highligh topic, numbers, parts of qs etc. Give marks and they make up qs from cards – 1) task, 2) topic 3) apply 4) corporate example Pictionary – draw diagrams Charades/Taboo – act out styles, functions, operating environment stakeholders, levels of management or give key words without saying the term. Company match up for useful topics to do with each
74. Memory Techniques Use Colour Make Diagrams & Pictures Acronyms Muscle Memory Make Story Visualisation Association Numbers Difference First and Last Humour/Pain Familiarisation Organisation Remove Distractions
Welcome and thank you for attending.Names and school types and computer access? Fill out poster table.Familiarity with Unit 4 BM?Use of technology?Please take notes on the handouts = too small to read but you have the ‘Slideshare’ link for all the slide content and hyperlinks.Workshop with you on computers navigating around the resources to see how you could use them and then bookmarking on your computer if useful (delicious or digg or foxmarks if appropriate)
VCAA requirements on Unit4 Key Knowledge and Key Skills.Also – a summary of the changes from the previous study design and a clear comparison between the two by Jennifer Quick.
Things to keep in mind when teaching. No need to read the slide – just the highlighting.
Split Outcome 1 into two clear parts – HR and IR.Be aware the exam has changed to 65 marks with one extended response question of 10 marks.
We do 4 hour classes per week = O1 8 weeks and O2 4 weeks = Term 3 I usually finished by start Term 4 because students here have prac exams in September hols and they are then ready for exam preparation. We only have two weeks before SWOTVAC.
Various published Unit Outlines you can check out later. Hard copy of mine in the handout.
From Study Design. No need to take notes I’ll be giving you a plain language summary soon.
From Study Design – no need to read – I just put in the relevant parts so you can check them later on Slideshare.
From Study Design
From Study Design – some small changes.
From Study Design areas of focus
Free to use materials for educators.Give participants time to navigate this site and see what is on it.
The next big thing?
Maslow (1943) – Hierarchy of needsAbraham Maslow in his 1943 paper A Theory of Human Motivation developed a theory of motivation know as the Hierarchy of Needs (see Figure 1). In this theory, needs are ranked with the most basic needs (physiological and security needs) situated at the bottom of the hierarchy, progressing to higher level needs at the top (social, esteem and self-actualisation needs). The theory states that once a particular need is satisfied it is no longer a motivator.
I generally just do a case study using a current issue at an Australian LSO.
Excellent site for free worksheets (some PDF) on graphic tools and self leadership activities and suggestions. More on Human Resource theories too. Check it out.
Case studies and detailed glossaryTeacher’s lesson plans Give participants some time to navigate
Kotter – change Management In Unit 4, area of study 2, students are required to study the Kotter Theory of Change Management.An outline of Kotter’s eight-step theory to implement effective change is provided below.Step One: Create UrgencyFor change to happen, it helps if the whole organisation really wants it. A sense of urgency around the need for change needs to be developed. This may help spark the initial motivation to get things moving.Step Two: Form a Powerful CoalitionConvince people that change is necessary. This often takes strong leadership and visible support from key people within the organisation. Managing change isn’t enough – you have to lead it.Step Three: Create a Vision for ChangeWhen first thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember. A clear vision can help everyone understand why you are asking them to do something. When people see for themselves what you are trying to achieve, then the directives they are given tend to make more sense.Step Four: Communicate the VisionWhat happens with the vision after it is created will determine the success. The message will probably have strong competition from other day-to-day communications within the organisation, so it needs to be communicated frequently and powerfully, and embedded within everything that is done.Step Five: Remove ObstaclesIf these steps are followed and this point in the change process is reached, the vision has been discussed and buy-in from all levels of the organisation has been built. Hopefully, staff want to get busy and achieve the benefits that have been promoted, so any obstacles that may impede progress need to be removed.Step Six: Create Short-term WinsNothing motivates more than success. Give the organisation a taste of victory early in the change process. Within a short timeframe (this could be a month or a year, depending on the type of change), there needs to be results that staff can see. Without this, critics and negative thinkers might hurt progress.Step Seven: Build on the ChangeKotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change. Each success provides an opportunity to build on what went right and identify what can be improved.Step Eight: Anchor the Changes in Corporate CultureFinally, to make any change stick, it should become part of the core of the organisation. Corporate culture often determines what gets done, so the values behind the vision must show in day-to-day work.
Changing text into diagrams
Karen Boyes Spectrum education – speaker for school/staff
Podcasts and Vodcasts = from UK but relevant. Sent through Comchat.
Students can chat and help each other to learn collaboratively.
All back with us?Its OK to stumble along the way in fact “d recommend it.This is StumbleUpon.It’s a learning application that tracks what you look at and your preferences and then finds weird and wonderful websites that match your favourites.Surfing the web takes on new significance for me with this tool as I don’t feel I am randomly searching some huge sea but instead, this tool narrows down and focused the search and does it automatically. This finds me things I would never have dreamed of searching for, things I never knew I needed, but that I can use in class.It can be a real time waster – be careful…
Based on collected search patterns, Stumble Upon sends suggested sites to your email. It’s not marketing and it’s your choice if you want to read or block the pop ups when you visit the sites.
And supported the whole journey because at any time – day or night I can ask for assistance or get some inspration and great links and ideas.=my virtual staffroomTop list of educators and top lists of tools
So many helpful people just waiting to answer your questions. BUT I would say that if you do draw on this network it is only right for you to contribute yourself to the collective knowledge – that means answer some questions, comment on blogs and tell people when you have used their ideas – make your own suggestions – this is how we are building a new shared knowledge base – like Wikipedia – we know you cant trust it all the time – but you cant always trust the Today Tonight or the paper either- the standard critical thinking and further research issues apply.