Chick-fil-A Training Program DevelopmentRunning head .docxchristinemaritza
Chick-fil-A Training Program Development
Running head: CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
1
CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
2
Chick-fil-A Training Program Development
Introduction
Chick-fil-A is an organization that continues to grow and expand nationwide and as a result, the organization must develop a training program that can be utilized at every location. As a consultant, one of the first steps to complete when starting a new project is to assemble a SWOT Analysis as well as to prepare a Balanced Scorecard and Casual Chain Score card.
SWOT analysis
To ensure a successful consulting project the consultants must conduct an in depth analysis of the company and where the training program will lead it. The analysis of strengths, weakness, opportunities and threats will provide guidance to develop the program and other tools to evaluate its performance. The consulting project strengths will attract new customers and maintain already existing fans. The consulting project will add to their current position in the industry by focusing on personalized customer service. The second strength is employee involvement. Involvement of all levels will provide higher approval and success percentages. The program will also provide employees a completion timeline, and require them to evaluate the training they received. Evaluation will provide feedback on the training programs pertinence to restaurant operations.
One of Chik-fil-A’s weaknesses is the public relations nightmare which occurred when the CEO, Dan Cathy, admitted to opposing same-sex marriage. As a result the company faced public scorn and a lost profits. Employees and customers alike also took this as acceptance of bigoted behavior towards LGBT employees or customers. The new training program will need to address the side effects of their CEOs comments. The consultant’s must ensure the program addresses a culture of inclusion and acceptance to counteract the CEO’s comments. Failure to do so could exacerbate the public’s view of the company’s attitude towards the communities they serve. The program’s second weakness will be the time required for each employee to complete the training program, learning the new procedures and standards of performance, and then any time spent afterwards providing an evaluation.
The company has various opportunities such as the increase of menu items, expansion and customer service improvement. The consulting project will develop a training program focused on adding to the customer experience. The biggest opportunity offered by the training program is the opportunity to develop a way to evaluate employee’s performance. Finding a way to evaluate performance is essential to evaluating overall productivity (Markham, 2005, p.33).
It will also allow the company to improve on operational processes affecting customer service. Re-enforcing the customer service experience by new training procedures will increase the market share and brand relevanc ...
Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...Qandle
Performance appraisal evaluation is a vital component of Human Resource Management (HRM) that aids organizations in assessing and enhancing employee performance.
Benchmarking is defined as a technique in which an organisation compares its performance to that of 'best in class' organisations, discovers how other organisations achieve the levels they do, and uses that information to improve its own performance.
Chick-fil-A Training Program DevelopmentRunning head .docxchristinemaritza
Chick-fil-A Training Program Development
Running head: CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
1
CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
2
Chick-fil-A Training Program Development
Introduction
Chick-fil-A is an organization that continues to grow and expand nationwide and as a result, the organization must develop a training program that can be utilized at every location. As a consultant, one of the first steps to complete when starting a new project is to assemble a SWOT Analysis as well as to prepare a Balanced Scorecard and Casual Chain Score card.
SWOT analysis
To ensure a successful consulting project the consultants must conduct an in depth analysis of the company and where the training program will lead it. The analysis of strengths, weakness, opportunities and threats will provide guidance to develop the program and other tools to evaluate its performance. The consulting project strengths will attract new customers and maintain already existing fans. The consulting project will add to their current position in the industry by focusing on personalized customer service. The second strength is employee involvement. Involvement of all levels will provide higher approval and success percentages. The program will also provide employees a completion timeline, and require them to evaluate the training they received. Evaluation will provide feedback on the training programs pertinence to restaurant operations.
One of Chik-fil-A’s weaknesses is the public relations nightmare which occurred when the CEO, Dan Cathy, admitted to opposing same-sex marriage. As a result the company faced public scorn and a lost profits. Employees and customers alike also took this as acceptance of bigoted behavior towards LGBT employees or customers. The new training program will need to address the side effects of their CEOs comments. The consultant’s must ensure the program addresses a culture of inclusion and acceptance to counteract the CEO’s comments. Failure to do so could exacerbate the public’s view of the company’s attitude towards the communities they serve. The program’s second weakness will be the time required for each employee to complete the training program, learning the new procedures and standards of performance, and then any time spent afterwards providing an evaluation.
The company has various opportunities such as the increase of menu items, expansion and customer service improvement. The consulting project will develop a training program focused on adding to the customer experience. The biggest opportunity offered by the training program is the opportunity to develop a way to evaluate employee’s performance. Finding a way to evaluate performance is essential to evaluating overall productivity (Markham, 2005, p.33).
It will also allow the company to improve on operational processes affecting customer service. Re-enforcing the customer service experience by new training procedures will increase the market share and brand relevanc ...
Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...Qandle
Performance appraisal evaluation is a vital component of Human Resource Management (HRM) that aids organizations in assessing and enhancing employee performance.
Benchmarking is defined as a technique in which an organisation compares its performance to that of 'best in class' organisations, discovers how other organisations achieve the levels they do, and uses that information to improve its own performance.
In this file, you can ref useful information about balanced scorecard performance appraisal such as balanced scorecard performance appraisal methods, balanced scorecard performance appraisal tips
Assessment 1 – Case Study Project Overview and context You.docxgalerussel59292
Assessment 1 – Case Study
Project Overview and context
You receive an email from Mary Johns, Managing Director of Business Operations.
Subject: Improving team effectiveness Hello,
As we move into the new financial year, we have many challenges to address in order to meet our business goal of 15% growth. One strategy I would like to implement is to improve team effectiveness at the outlet level.
Our current approach is to leave the management of outlet teams to the outlet managers. This will still be the case, but I would like all outlet managers to go through a process of documenting the approaches, methods, strategies and plans that they will use in leading and managing their teams.
This process of documentation will allow the outlet managers to formalise their approach to team leadership and use this documentation as a framework to evaluate their team leadership performance. It will also allow the organisation, as a whole, to learn what is and isn’t working and to improve our leadership skills.
Please refer to the tasks you are required to do. These tasks relate to how you, as the outlet manager, will lead and manage the effectiveness of your team through the implementation of our current operational plan.
I look forward to discussing this during our meeting (roleplay) where you will go over your report with me and your team members.
Regards,
Mary Johns
Managing Director: Business Operations
Tasks
1. Prepare a briefing document that outlines your understanding of (a) the team purpose, (b) roles, (c) responsibilities and (d) accountabilities in accordance with organisational goals, plans and objectives.
This document should be appropriate to distribute to team members as a consultation process to establish a common understanding.
2. Using the Performance and Development Plan template, prepare a six-month performance plan to establish (a) the expected outcomes, (b) outputs, (c) key performance indicators (KPIs) and (d) goals for the retail team. You may need to conduct additional research to determine realistic KPIs.
3. Outline the strategies you will use to support team members to meet their KPIs over the next six months.
These strategies should address any formal and informal learning requirements and may be in the form of an action plan.
4. Outline the strategy you will use to ensure team members have an input into the planning, decision- making and operational aspects of their work.
5. Outline the strategies you will use to encourage team members to participate in and to take responsibility for team activities, including communication processes, and to raise any issues or concerns.
6. XYZ currently has no policies or procedures around allowing and encouraging employees to take responsibility for their own work and to assist others to perform their roles and responsibilities within the team.
Prepare a draft policy and set of procedures that would achieve this. It may be relevant to utilise information that has already.
In this file, you can ref useful information about how to performance appraisal such as how to performance appraisal methods, how to performance appraisal tips, how to performance appraisal forms, how to performance appraisal phrases … If you need more assistant for how to performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about employee performance appraisal such as employee performance appraisal methods, employee performance appraisal tips, employee performance appraisal forms, employee performance appraisal phrases … If you need more assistant for employee performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal form examples such as performance appraisal form examples methods, performance appraisal form examples tips
In this file, you can ref useful information about performance appraisal goal setting such as performance appraisal goal setting methods, performance appraisal goal setting tips
In this file, you can ref useful information about performance appraisal statistics such as performance appraisal statistics methods, performance appraisal statistics tips, performance appraisal statistics forms
WORK BREAKDOWN STRUCTUREProject TitleDate Prepared 1.Proje.docxlefrancoishazlett
WORK BREAKDOWN STRUCTURE
Project Title: Date Prepared:
1. Project
1.1. Major Deliverable
1.1.1. Control Account
1.1.1.1. Work package
1.1.1.2. Work package
1.1.1.3. Work package
1.1.2. Work package
1.2. Control Account
1.2.1. Work package
1.2.2. Work package
1.3. Major Deliverable
1.3.1. Control account
1.3.2. Control account
1.3.2.1. Work package
1.3.2.2. Work package
Page 1 of 1
Running Head: EVALUATING PHYSICIANS AND NURSES PERSPECTIVE ON FACTORS CONTRIBUTING TO READMISSION OF OPHTHALMIC DISCHARGED PATIENTS AND POTENTIAL ONLINE FOLLOW-UP STRATEGIES TO REDUCE THEIR READMISSION IN A GOVERNMENT HOSPITAL OF RIYADH
[Type text] [Type text] [Type text]
EVALUATING PHYSICIANS AND NURSES PERSPECTIVE ON FACTORS CONTRIBUTING TO READMISSION OF OPHTHALMIC DISCHARGED PATIENTS AND POTENTIAL ONLINE FOLLOW-UP STRATEGIES TO REDUCE THEIR READMISSION IN A GOVERNMENT HOSPITAL OF RIYADH
Evaluating Physicians and Nurses Perspective on Factors Contributing to Readmission of Ophthalmic Discharged Patients and Potential Online Follow-Up Strategies to Reduce Their Readmission in a Government Hospital of Riyadh
CHAPTER I
Introduction
Annually, unplanned readmissions cost 15-20 billion dollars, and preventing such readmission will potentially improve the quality of life for patients and decrease the financial pain of health care systems, (Alper,2017). The existing precedence of many healthcare facilities is to reduce readmissions using post-discharge follow-up practices. The definitive objective of health care providers is to deliver high-quality health care services to patients using transitional care models. The methodologies encourage the use of appropriate outpatient follow-up appointments implemented through Medicare incentives to promote the reduction in hospital readmissions (Adib-Hajbaghery, Maghaminejad & Abbasi, 2013). Comment by Editor: Setting of margins required
Many of the researchers analyzing the outcome of follow-up on outpatients in reducing hospital readmissions majors on particular illnesses in a state; hence it is shallow. The review indicates that outpatient follow-ups decrease sickle cell anemia, pediatric asthma, and heart failure patient readmission (Hasan et al., 2010; Alper, 2017). However, there is an indication of mixed results obtained from examinations on hospitalized individuals. One study carried out by the Medicare Payment Advisory Commission demonstrated that there is no relationship between the timing of outpatient follow-up, and 30-day readmission rate in discharged patients from medical facilities (Ferrandino et al., 2017).
Statement of the Problem
According to Ferrandino et al. (2017), the readmission of roughly a half of the Medicaid receivers countrywide is within 30 days of discharge, and they fail to get a follow-up on outpatient before readmission. Equally, patients readmitted for chronic illnesses recorded a decrease in outpatient follow-up. It implies that the use of timely follow-ups to decrease the rates of readmi.
Work Breakdown Structure (WBS)Project Name Massive Solutions .docxlefrancoishazlett
Work Breakdown Structure (WBS)
Project Name: Massive
Solution
s International Data Center ExpansionDate: 1/19/19
Prepared by:
1.0 Current state analysis 1
1.1 Complete an inventory of all physical and virtual servers.
1.2 Complete an inventory of all software applications currently being provided, and critical index factor (CIF) for each.
1.2.1 Identify what an acceptable downtown would be for each application.
1.3 Determine the interdependencies between applications, servers, storage, and telecommunications.
1.4 Conduct a benchmarking of existing performance metrics of data center operations.
1.5 Determine viability of moving existing equipment or cost-benefit of procuring new equipment.
2.0 Planning and management 2
2.1 Identify potential costs.
2.2 Develop a budget.
2.3 Develop a process list of all anticipated move-related tasks.
2.4 Determine lessons learned from past moves.
2.5 Test move processes to identify problems or issues.
2.6 Obtain stakeholder approval to continue project.
3.0 Data center move strategy 3
3.1 Identify key personnel who will be involved with executing the move.
3.1.1 Determine if outsourcing of tasks is required.
3.2 Identify potential risks.
3.2.1 Develop risk mitigation processes.
3.3 Assign servers and applications to move bundles.
3.4 Prioritize the order in which bundles will be moved to the new data center.
4.0 Data center migration 4
4.1 Shift data center operations to a back-up site.
4.2 Verify operations are working properly.
4.3 Shut down current operations.
4.4 Procure/order new equipment required.
4.5 Uninstall existing equipment.
4.6 Prepare for shipment.
4.7 Track shipment.
4.8 Receive shipments at new data center.
4.8.1 New procurements
4.8.2 Existing equipment
4.9 Install equipment.
4.9.1 Test and verify.
4.10 Install software/applications.
4.10.1 Test and verify.
4.11 Migrate live data from backup site.
4.11.1 Test and verify.
5.0 Post-move verification
5.1 Ensure all installations are complete.
5.2 Conduct post-move benchmarks of performance, and compare with pre-
move benchmarks to determine delta (difference), if any.
5.3 Obtain stakeholder approval and accepatance.
.
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In this file, you can ref useful information about balanced scorecard performance appraisal such as balanced scorecard performance appraisal methods, balanced scorecard performance appraisal tips
Assessment 1 – Case Study Project Overview and context You.docxgalerussel59292
Assessment 1 – Case Study
Project Overview and context
You receive an email from Mary Johns, Managing Director of Business Operations.
Subject: Improving team effectiveness Hello,
As we move into the new financial year, we have many challenges to address in order to meet our business goal of 15% growth. One strategy I would like to implement is to improve team effectiveness at the outlet level.
Our current approach is to leave the management of outlet teams to the outlet managers. This will still be the case, but I would like all outlet managers to go through a process of documenting the approaches, methods, strategies and plans that they will use in leading and managing their teams.
This process of documentation will allow the outlet managers to formalise their approach to team leadership and use this documentation as a framework to evaluate their team leadership performance. It will also allow the organisation, as a whole, to learn what is and isn’t working and to improve our leadership skills.
Please refer to the tasks you are required to do. These tasks relate to how you, as the outlet manager, will lead and manage the effectiveness of your team through the implementation of our current operational plan.
I look forward to discussing this during our meeting (roleplay) where you will go over your report with me and your team members.
Regards,
Mary Johns
Managing Director: Business Operations
Tasks
1. Prepare a briefing document that outlines your understanding of (a) the team purpose, (b) roles, (c) responsibilities and (d) accountabilities in accordance with organisational goals, plans and objectives.
This document should be appropriate to distribute to team members as a consultation process to establish a common understanding.
2. Using the Performance and Development Plan template, prepare a six-month performance plan to establish (a) the expected outcomes, (b) outputs, (c) key performance indicators (KPIs) and (d) goals for the retail team. You may need to conduct additional research to determine realistic KPIs.
3. Outline the strategies you will use to support team members to meet their KPIs over the next six months.
These strategies should address any formal and informal learning requirements and may be in the form of an action plan.
4. Outline the strategy you will use to ensure team members have an input into the planning, decision- making and operational aspects of their work.
5. Outline the strategies you will use to encourage team members to participate in and to take responsibility for team activities, including communication processes, and to raise any issues or concerns.
6. XYZ currently has no policies or procedures around allowing and encouraging employees to take responsibility for their own work and to assist others to perform their roles and responsibilities within the team.
Prepare a draft policy and set of procedures that would achieve this. It may be relevant to utilise information that has already.
In this file, you can ref useful information about how to performance appraisal such as how to performance appraisal methods, how to performance appraisal tips, how to performance appraisal forms, how to performance appraisal phrases … If you need more assistant for how to performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about employee performance appraisal such as employee performance appraisal methods, employee performance appraisal tips, employee performance appraisal forms, employee performance appraisal phrases … If you need more assistant for employee performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal form examples such as performance appraisal form examples methods, performance appraisal form examples tips
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Similar to Wk 2 - Apply Five Step Marketing Research Approach [due Mon]Top.docx (20)
WORK BREAKDOWN STRUCTUREProject TitleDate Prepared 1.Proje.docxlefrancoishazlett
WORK BREAKDOWN STRUCTURE
Project Title: Date Prepared:
1. Project
1.1. Major Deliverable
1.1.1. Control Account
1.1.1.1. Work package
1.1.1.2. Work package
1.1.1.3. Work package
1.1.2. Work package
1.2. Control Account
1.2.1. Work package
1.2.2. Work package
1.3. Major Deliverable
1.3.1. Control account
1.3.2. Control account
1.3.2.1. Work package
1.3.2.2. Work package
Page 1 of 1
Running Head: EVALUATING PHYSICIANS AND NURSES PERSPECTIVE ON FACTORS CONTRIBUTING TO READMISSION OF OPHTHALMIC DISCHARGED PATIENTS AND POTENTIAL ONLINE FOLLOW-UP STRATEGIES TO REDUCE THEIR READMISSION IN A GOVERNMENT HOSPITAL OF RIYADH
[Type text] [Type text] [Type text]
EVALUATING PHYSICIANS AND NURSES PERSPECTIVE ON FACTORS CONTRIBUTING TO READMISSION OF OPHTHALMIC DISCHARGED PATIENTS AND POTENTIAL ONLINE FOLLOW-UP STRATEGIES TO REDUCE THEIR READMISSION IN A GOVERNMENT HOSPITAL OF RIYADH
Evaluating Physicians and Nurses Perspective on Factors Contributing to Readmission of Ophthalmic Discharged Patients and Potential Online Follow-Up Strategies to Reduce Their Readmission in a Government Hospital of Riyadh
CHAPTER I
Introduction
Annually, unplanned readmissions cost 15-20 billion dollars, and preventing such readmission will potentially improve the quality of life for patients and decrease the financial pain of health care systems, (Alper,2017). The existing precedence of many healthcare facilities is to reduce readmissions using post-discharge follow-up practices. The definitive objective of health care providers is to deliver high-quality health care services to patients using transitional care models. The methodologies encourage the use of appropriate outpatient follow-up appointments implemented through Medicare incentives to promote the reduction in hospital readmissions (Adib-Hajbaghery, Maghaminejad & Abbasi, 2013). Comment by Editor: Setting of margins required
Many of the researchers analyzing the outcome of follow-up on outpatients in reducing hospital readmissions majors on particular illnesses in a state; hence it is shallow. The review indicates that outpatient follow-ups decrease sickle cell anemia, pediatric asthma, and heart failure patient readmission (Hasan et al., 2010; Alper, 2017). However, there is an indication of mixed results obtained from examinations on hospitalized individuals. One study carried out by the Medicare Payment Advisory Commission demonstrated that there is no relationship between the timing of outpatient follow-up, and 30-day readmission rate in discharged patients from medical facilities (Ferrandino et al., 2017).
Statement of the Problem
According to Ferrandino et al. (2017), the readmission of roughly a half of the Medicaid receivers countrywide is within 30 days of discharge, and they fail to get a follow-up on outpatient before readmission. Equally, patients readmitted for chronic illnesses recorded a decrease in outpatient follow-up. It implies that the use of timely follow-ups to decrease the rates of readmi.
Work Breakdown Structure (WBS)Project Name Massive Solutions .docxlefrancoishazlett
Work Breakdown Structure (WBS)
Project Name: Massive
Solution
s International Data Center ExpansionDate: 1/19/19
Prepared by:
1.0 Current state analysis 1
1.1 Complete an inventory of all physical and virtual servers.
1.2 Complete an inventory of all software applications currently being provided, and critical index factor (CIF) for each.
1.2.1 Identify what an acceptable downtown would be for each application.
1.3 Determine the interdependencies between applications, servers, storage, and telecommunications.
1.4 Conduct a benchmarking of existing performance metrics of data center operations.
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2.1 Identify potential costs.
2.2 Develop a budget.
2.3 Develop a process list of all anticipated move-related tasks.
2.4 Determine lessons learned from past moves.
2.5 Test move processes to identify problems or issues.
2.6 Obtain stakeholder approval to continue project.
3.0 Data center move strategy 3
3.1 Identify key personnel who will be involved with executing the move.
3.1.1 Determine if outsourcing of tasks is required.
3.2 Identify potential risks.
3.2.1 Develop risk mitigation processes.
3.3 Assign servers and applications to move bundles.
3.4 Prioritize the order in which bundles will be moved to the new data center.
4.0 Data center migration 4
4.1 Shift data center operations to a back-up site.
4.2 Verify operations are working properly.
4.3 Shut down current operations.
4.4 Procure/order new equipment required.
4.5 Uninstall existing equipment.
4.6 Prepare for shipment.
4.7 Track shipment.
4.8 Receive shipments at new data center.
4.8.1 New procurements
4.8.2 Existing equipment
4.9 Install equipment.
4.9.1 Test and verify.
4.10 Install software/applications.
4.10.1 Test and verify.
4.11 Migrate live data from backup site.
4.11.1 Test and verify.
5.0 Post-move verification
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5.2 Conduct post-move benchmarks of performance, and compare with pre-
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work breakdown structureAssignment ContentCreate a Wor.docxlefrancoishazlett
work breakdown structure
Assignment Content
Create
a Work Breakdown Structure (WBS) and project schedule for the Learning Software Project.
Use
Microsoft® Project to list the components and breakdown of the project's WBS (i.e., project phases, grouping of tasks, resource assignments, etc.).
Develop
a Gantt chart with the following:
Project phase
Tasks
Resource names/titles
Duration
Start and finish dates
Predecessors
Milestones highlighted
Submit
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- The project’s objectives and outcomes (successful/failure), brief explaining methodology
- The roles of this person in the project
- Any forces and factors enabling the implementation process
- Any barriers or obstacles that limited or constrained the process
- Any techniques/tools and relevant metrics used by the organization
Section 1 – brief description of all interviews following the above topics
- Section 2 – drawing tables/figures finding similarities and differences of these interviews focusing on forces and factors enabling the implementation, as well as the barriers or obstacles that limited or constrained the process. Any other useful information on Lean Six Sigma implementation process should be presented.
A list of reference noting the interviews conducted (names of individuals and organizations can be masked), data utilized, and additional source materials cited or consulted.
QUESTIONS WHICH HAVE TO BE ASKED ARE LISTED IN BELOW ATTACHED PHOTO
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What are the benefits of performing Pandemic risk assessment in an organization?
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WORK 1
Mental Health Disorder
Neurological developmental disorder
Introduction
1. Make a detailed summary where you define the disorders within the assigned category, their diagnostic criteria, specifiers and differential diagnoses.
2. What are neurodevelopmental disorders
3. Some causes of neurodevelopmental disorders
4. Classification of neurodevelopmental disorders
5. Intellectual disability
6. Communication disorders
7. Autism Spectrum Disorder (ASD)
8. Attention deficit hyperactivity disorder (ADHD)
9. Latest advances
10. Describe the prevalence, development and course
11. Risk factors
12. Cultural considerations
13. Present examples of situations / cases in relation to the assigned disorder
14. Present physical conditions associated with the disorder
15. Medications and clinical intervention models that have shown effectiveness
16. Look for articles or professional mental health journals (minimum 2 articles) that talk about these disorders and report relevant information for Clinical Social Work.
Important:
1. They must use the DSM V, textbooks, Virtual Library
2. The professional articles must be in this time frame 2015 to 2021.
3. They can use additional resources to support their presentation (videos, role play, cases to discuss)
4. APA format
WORK 2
Mental Health Disorders
Neurocognitive Disorder
Oral presentation content by topic:
Presentation 2
Introduction
1. MAJOR NEUROCOGNITIVE DISORDERS (DEMENTIA)
2. EPIDEMIOLOGY
3. ETHIOPATHOGENESIS
4. EVALUATION, DIAGNOSTIC CRITERIA AND CLASSIFICATION
5. COGNITIVE TESTS
6. TREATMENT
7. AFFECTIVE DISORDERS IN THE ELDERLY ADULT
-GENERAL PERSPECTIVES
-SPECIFIC ENTITIES
8. TREATMENT AND PROGNOSIS
9. SLEEP DISORDERS IN THE ELDERLY ADULT
10. THE FUNCTIONS OF SLEEP AND SPECIFIC ENTITIES
17. Latest advances
18. Describe the prevalence, development and course
19. Risk factors
20. Cultural considerations
21. Present examples of situations / cases in relation to the assigned disorder
22. Present physical conditions associated with the disorder
23. Medications and clinical intervention models that have shown effectiveness
24. Look for articles or professional mental health journals (minimum 2 articles) that talk about these disorders and report relevant information for Clinical Social Work.
Important:
1. They must use the DSM V, textbooks, Virtual Library
2. The professional articles must be in this time frame 2015 to 2021.
3. They can use additional resources to support their presentation (videos, role play, cases to discuss)
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Wordsworth's
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Words:40
0
Topic:
When it comes to politics, the role of a women in a less developed country will change significantly as women are now allowed to vote and become members of the parliament.
Description:
Literature review:
This section
reviews
the literature on key topics and makes links to the chosen theme. Include definitions of key concepts, and analyse and compare the effects and importance of the various trends based upon the readings. The literature review requires the group to address key areas in relation to the topic and theme
(
Concentrate here
in the lit review
on the ideas authors discuss about the role of
political
representation
in overcoming inequality
. Maybe use a historical perspective. A lit review should focus on ideas/arguments of authors, not statistics
. What are Mitter & Rowbotham / Burchielli / Mehdizadeh / Braverman / Williams
’
ideas
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Attached are 5 journal articles that need to be used. And you need to get 5 other journal articles.
References: 10
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Words 500 Review the distinction between leadership and managem.docxlefrancoishazlett
Words: 500
Review the distinction between leadership and management. Then think about this in regard to how senior leaders versus senior managers lead change in an organization (especially when it comes to technical change in an organization).
When implementing change in an organization, there are always cultural issues that are faced, such as not accepting change, determine how differently this would be handled thinking about the management versus leadership constructs?
When dealing with performing work, how is this implemented differently within the management versus leadership constructs?
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Wordcount 3.000 words (+-10).Cover, Table of Contents, Refe.docxlefrancoishazlett
Wordcount: 3.000 words (+/-10%).
Cover, Table of Contents, References and Appendix are excluded of the total slide count.
Font: Arial, size 12.5.
Text alignment: Justified.
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Words can be intelligible, cultural and storied. It may mean differ.docxlefrancoishazlett
“Words can be intelligible, cultural and storied. It may mean different things to you and to others. It may have one, several to many meanings, depending on where and who you are."
Pick one word or one phrase you feel you can write about to show you understand this. (Around Communications)
According to Communications and Culture:
1. Define it.
2. Explain its significance and meaning to you and us in our society
3. connect/refer to the topics /concepts taught in the course textbook only.
No references needed. References ONLY textbook and real-world examples.
Textbook: Strom, Bill and Agodzo, Divine (2018). More Than Talk: A Covenantal Approach to Everyday
Communication
, 5th edition. Dubuque, IA: Kendall/Hunt Publishing Company.
.
Word Test Out Materialw00_cumexam_council.xlsxCity of Floma C.docxlefrancoishazlett
Word Test Out Material/w00_cumexam_council.xlsx
City of Floma Council MembersSalutationFirst NameLast NameMrs.JenniferDoyleMr.DavidDawsonMr.RobertMosleyDr.JeremyRoy
Word Test Out Material/w00_cumexam_data.docx
City of Floma
Fiscal Year 2018 Audit ReportExecutive Summary
Introduction
This audit report was prepared to satisfy the City of Floma Charter’s requirement to have an external, independent, and qualified auditor annually examine its operations. The stated goal of the audit is to provide the citizens of the city with assurance that the city’s resources are being managed in accordance with local, state, and federal regulations.
The information presented in this audit report was compiled from data found in public records, transaction and management databases used by municipal software applications, and personal interviews of city employees. The data was reviewed for consistency and compliance with Generally Accepted Accounting Principles for state and local governments. Analysis of the data was then conducted to determine where opportunities for improved efficiencies exist.
The result of the audit can be found below. It includes specific findings by city department, supporting tables, and general recommendations.City Departments
Public Safety (Police and Fire)
The analysis of the personnel expenditures of both public safety agencies found that overall costs can be reduced by hiring additional police officers and firefighters. Calculations to support this conclusion can be found in Table 1 below. The current spending on overtime warrants the net addition of two police officers and one firefighter in fiscal year 2019.
The population growth of the city is noted, and as such, additional hires should be anticipated in each of the following two years. The hires required to maintain proper personnel levels in the police force and fire department will be financially covered by the expected increase in city tax revenue commensurate with the population growth.
Utilities
The acquisition of smart electricity meters has continued at a steady pace throughout 2018. We observed delays in the installation and proper configuration of the smart meters, which causes unnecessary inconvenience for citizens. The city personnel tasked with the implementation of the smart meters has not received sufficient training to complete the project within the allotted time frame.
The utility department should organize additional training sessions for the two supervisors so that they may in turn train their employees. This training is to focus on efficient installation of the meters and connection of the meters to the central utility computer system. Until such training is completed, it is not advisable to continue installation of the new meters to avoid disruptions and costly rework.
Waste Management
The Waste Management Department has not made any plans to address the city’s landfill capacity. The landfill is expected to reach its designed capacity in Q2, 2020. Several.
Words 1500 - 1700You have recently hired a new assistant, Susan .docxlefrancoishazlett
Words 1500 - 1700
You have recently hired a new assistant, Susan Thompson, who previously worked in a financial accounting office preparing journal entries, which provide you with a recording of the day-to-day activities of the company and financial statements (income statement, statement of owners' equity balance sheet, and cash flow statement). Although your new assistant has experience with and fully understands financial accounting, she has no experience with managerial accounting.
Assignment
In a memo to your new assistant, Susan Thompson, explain to her the similarities and differences between financial and managerial accounting. Provide examples of managerial accounting reports that she could expect to see within EEC, and explain how management might use the information to make decisions. Keep in mind that the income statement, statement of owners’ equity balance sheet, and cash flow statement, although generated in financial accounting, are used to develop all of your managerial accounting reports. Examples of a few of those reports are the horizontal analyzes, vertical analyzes, and ratios.
.
Woodside and McClam (2013) describe the three components of case.docxlefrancoishazlett
Woodside and McClam (2013) describe the three components of case management as case review, report writing and documentation, and client participation.
In your own words, describe each of these components. Why is each component important for case managers?
Which component do you think is most important? Justify your answer.
Woodside, M., & McClam, T. (2013).
Generalist case management: A method of human service delivery
(4th ed.). Belmont, CA: Cengage.
.
Word limit is 650, must be in APA format, citations and references.docxlefrancoishazlett
Word limit is 650, must be in APA format, citations and references
Consider this hypothetical situation:
David Doe is a network administrator for the ABC Company. David is passed over for promotion three times. He is quite vocal in his dissatisfaction with this situation. In fact, he begins to express negative opinions about the organization in general. Eventually, David quits and begins his own consulting business. Six months after David’s departure, it is discovered that a good deal of the ABC Company’s research has suddenly been duplicated by a competitor. Executives at ABC suspect that David Doe has done some consulting work for this competitor and may have passed on sensitive data. However, in the interim since David left, his computer has been formatted and reassigned to another person. ABC has no evidence that David Doe did anything wrong.
What steps might have been taken to detect David’s alleged industrial espionage?
What steps might have been taken to prevent his perpetrating such an offense?
.
Word limit is 200 word . High quality is most important. Needs to be.docxlefrancoishazlett
Word limit is 200 word . High quality is most important. Needs to be in APA format and you need to use and cite 2 sources in APA format.
Select a technology that is of interest to you (for example, sewing machines, tanks, computers, TV, etc.); write a paper about its historic and current impact on the economy, the environment, relationships, education, and morals.
Need it in an hour...
.
Woodrow Wilson, from The New Freedom (1913)Eugene V. Debs, The O.docxlefrancoishazlett
Woodrow Wilson, from The New Freedom (1913)
Eugene V. Debs, "The Outlook for Socialism in the United States" (1900)
Herbert Croly, Progressive Democracy (1914)
Theodore Roosevelt, from The New Nationalism (1910)
Compare these views on America and its desired future. Rate these authors by the radicalism expressed in these documents. What common themes do they share? Where are they significantly different? Which vision is the closest to the way America developed over the next several decades?
.
Word count; 150 wordsCompare and discuss the two basic categor.docxlefrancoishazlett
Word count; 150 words
Compare and discuss the two basic categories of health policies. Give an example of federal or state legislation that reflect each category
Discuss the impact of federal and state legislation on health related issues.
Word count; 150 words
Discuss the impact of health policies on health services in terms of the money, human resources, and technology used to produce these services. Your answer should include a discussion on each of the three areas?Word count; 150
Who are the demanders and suppliers in health policies? Describe what motivates each in a political marketplace.Word count; 150 words
Your Opinion and Observations
When you are ready, respond to the prompts below.
Is influence in Public Policy environments a matter of power and focus? Why or why not
Word count; 150 words
Discuss the necessity of rulemaking and the role that interest groups play in it. Discuss the necessity of analysis in the rulemaking process in healthcare Assess general tools and frameworks used in policy analysis within healthcare. Word count; 150 words
Discuss the role of policy analysis in policy modification. Include a description of a federal agency that supports policymaking through policy analysis. Word count; 150 words
Research a current health policy of your choice and discuss why you find it relevant to you personally and the population. You may also discuss any changes you would make to the policy. Please provide justification for the change. Word count; 150 words
Case Study Religious Prayer
You have recently hired a new employee who is skilled and experienced and has a Muslim background. He has requested he be granted time to conduct his prayer duty which is 5 times a day and a place to do it.
Current policy allows employees 2 fifteen minute breaks (one in the morning and one in the afternoon) and a 30 minute lunch period. Your company also recognizes Easter, Hanukkah, and Christmas as holidays.
What should you do, given current practices and policy that will not precipitate problems with the remaining staff? Word count; 150 words
What have you learned that clarifies the positions and tools used by the various stakeholder groups to impact health care reform legislation? Word count; 150 words
What have you learned that clarifies the process of policymaking on health related topics? Is there anything that you would change? Word count; 150 words
Write a 7-9 page paper with bibliography. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure in-text citations and reference list are correct.
You will synthesize your understanding of why Medicare Part D passed, as well as the influence of the various interest groups and governmental entities during this process. Make sure to discuss both the policy process and the policy environment—that is.
Word count The report should be between 600 to 800 words (excludi.docxlefrancoishazlett
Word count:
The report should be between 600 to 800 words (excluding the bibliography) with the following title:
Title: The Carrying Capacity of the Planet
Explain and evaluate, using referenced evidence and data, what the concept of “the planet’s carrying capacity” means and how it is measured. You should explain how humanity might find ways to deal with this problem.
Ensure that you provide clear titles for separate sections within the report.
.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Wk 2 - Apply Five Step Marketing Research Approach [due Mon]Top.docx
1. Wk 2 - Apply: Five Step Marketing Research Approach [due
Mon]
Top of Form
Bottom of Form
Assignment Content
1.
Top of Form
Scenario: You are the marketing manager for a local nonprofit
charity whose funding is derived from membership fees. You
have noticed a severe drop in new memberships and a decline in
repeat memberships, which is threatening your organization's
ability to survive and grow. You have decided to implement the
Five-Step Marketing Research Approach to help clarify the
problem and develop strategies for implementation.
Create a 10- to 15-slide Microsoft® PowerPoint®, Prezi, or
Microsoft® Sway® presentation with speaker notes on the Five-
Step Marketing Research Approach in which you detail the
steps you will use to address the membership issue that the local
nonprofit charity is facing.
Address the following in your role as marketing manager:
· Define the Five-Step Marketing Research Approach and
discuss the importance of research in marketing.
· Describe each step of the Marketing Research Approach in
detail and create a plan of attack to explain how each stage
should be implemented.
· Define the target market that you are striving to bring into this
organization and describe the methods of research that you will
use to identify these groups of people.
· Define service differentiation. Provide an example that
illustrates how the local nonprofit charity in the scenario can
use differentiation to help increase the target market's interest.
3. Productivity Measures
A number of results measures are available to evaluate
performance. Salespeople are
evaluated on the basis of their sales volume (both the number of
units sold and the dollar
amount in revenues). Production workers are evaluated on the
basis of the number of units
they produce and perhaps the scrap rate or number of defects
detected in their work.
Executives are frequently evaluated on the basis of a company’s
profits or growth rate. Each
of these measures directly links what employees accomplish to
results that benefit the
organization. In this way, results evaluations can directly align
employee and organizational
goals.
But there are some problems with results evaluations. First,
recall our earlier discussion of
criteria contamination. Results evaluations can be contaminated
by external factors that
employees cannot influence. Sales representatives who have
extremely bad sales territories
or production employees who cannot get materials due to
shipping delays will not be able to
perform up to their abilities. Obviously, it is unfair to hold
employees accountable for
circumstances beyond their control. Furthermore, results
evaluations can inadvertently
encourage employees to “look good” on a short-term basis while
ignoring the long-term
ramifications. Line supervisors, for example, might let their
equipment go without needed
tune-ups to reduce maintenance costs.
4. For jobs that are more service oriented, it is not enough to
simply look at production or sales
figures. Factors such as cooperation, adaptability, initiative, and
concern for human relations
are important to the job success of employees, too. If these
factors are important job
standards, they should be added to the evaluation review. Thus,
to be realistic, both the
results and the methods or processes used to achieve them
should be considered.
Management by Objectives
One method that attempts to overcome some of the limitations
of results evaluations is
management by objectives (MBO) (A philosophy of
management that rates the
performance of employees based on their achievement of goals
set mutually by them and
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their manager) . MBO is a philosophy of management that has
employees establish
objectives (such as production costs, sales per product, quality
standards, and profits) by
consulting with their superiors. Employees are then evaluated
based on these objectives.
6. self-evaluation with documentation when possible. The final
review is an examination of the
employee’s self-evaluation by the supervisor and the employee
together (Step 6). The final
step (Step 7) is reviewing the connection between the
employees’ performance and the
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(1)
(2)
(3)
(4)
organization’s. Notice how the steps in an MBO program are
similar to the steps in Figure
8.1 at the beginning of the chapter but are more specific.
Goal setting via an MBO or other program can measurably
improve how well employees
perform because it helps them clearly focus on what they need
to do to meet their
objectives. It also aids learning because employees can
7. regularly evaluate their
performance against the objectives they’ve set for themselves.
The following guidelines
can help an MBO program succeed:
1. The objectives should be quantifiable and measurable and
accompanied by a
description of how they will be accomplished.
2. The results that are expected must be under the employee’s
control. Managers must
be willing to empower employees to accomplish their goals on
their own, giving them
discretion over the methods they use (but holding them
accountable for the
outcomes).
3. The firm’s goals and objectives must be consistent, or
aligned, with the goals of
employees at all levels, including a firm’s top managers.
4. Timeframes for when the goals are to be reviewed and
evaluated need to be
established.
The Balanced Scorecard
The Balanced Scorecard (BSC), which we first discussed in
Chapter 2, can be used to
appraise individual employees, teams, business units, and the
corporation itself. A BSC
evaluation takes into account four related categories:
financial measures,
customer measures,
8. process measures, and
learning measures. Highlights in HRM 5 shows how a balanced
scorecard in the
financial category translates to a personal scorecard for an
employee. The
corporation’s financial objectives have already been spelled out
on the top of the
scorecard. Then the various business unit targets are added,
followed by the
target objectives of the firm’s teams and individual employees.
The scorecard
allows each individual to see clearly how his or her
performance ties into the
overall performance of the firm. The target objectives for the
customer category of
the scorecard (not shown) might include customer satisfaction
and retention
rates, delivery performance to customers, and so forth.
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Highlights in HRM 5
Personal Scorecard
9. Source: Adapted from Robert Kaplan and David Norton, “Using
the Balanced Scorecard as a Strategic
Management System,” Harvard Business Review (January–
February 1996): 75–85.
The BSC evaluation method is similar to an MBO system in that
it translates broad
corporate goals into divisional, departmental, team, and
individual goals in a cascading way.
This ensures that implementing the firm’s strategy becomes
“everyone’s” job.
Some recommendations for ensuring the method’s success
include the following:
Translate the firm’s strategy into a scorecard of clear
objectives. Clear objectives
provide managers and frontline employees with goals that are
more understandable
and attainable. Typically, having fewer goals adds clarity and
focus.
Attach measures to each objective. Each objective should be
measurable and the
measure included on the scorecard.
Provide performance feedback based on measures. Are
employees meeting their
targets? Why or why not? Unless managers provide employees
with solid feedback,
the system is likely to be ineffective.
12. Figure 8.8
A Summary of Various Evaluation Methods
ADVANTAGES DISADVANTAGES
Trait
Method
1. Are inexpensive to develop
2. Use meaningful dimensions
3. Are easy to use
1. Have a high potential for
rating errors
2. Are not useful for employee
counseling
3. Are not useful for allocating
rewards
4. Are not useful for promotion
decisions
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ADVANTAGES DISADVANTAGES
Behavioral
Methods
1. Use specific performance
dimensions
2. Are acceptable to
employees and superiors
3. Are useful for providing
feedback
4. Are fair for reward and
promotion decisions
1. Can be time-consuming to
develop/use
2. Can be costly to develop
3. Have some potential for
rating error
Results
Methods
1. Have less subjectivity bias
2. Are acceptable to
employees and superiors
3. Link individual performance
16. of job analysis, trait evaluations can be notoriously biased and
subjective.
Graphic Rating Scales
In the graphic rating scale method (A trait approach to
performance rating whereby each
employee is rated according to a scale of characteristics) , each
trait or characteristic to be
rated is represented by a scale on which a rater indicates the
degree to which an employee
possesses that trait or characteristic. An example of this type of
scale is shown in Highlights
in HRM 2. There are many variations of the graphic rating
scale. The differences are to be
found in
the characteristics or dimensions on which individuals are rated,
the degree to which the performance dimension is defined for
the rater, and
how clearly the points on the scale are defined. In Highlights in
HRM 2, the
dimensions are defined briefly, and some attempt is made to
define the points on
the scale. Subjectivity bias is reduced somewhat when the
dimensions on the
scale and the scale points are defined as precisely as possible.
This can be
achieved by training raters and by including descriptive
evaluation guidelines in a
performance evaluation reference packet.
Highlights in HRM 2
17. Graphic Rating Scale with Provision for Comments
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Also, the rating form should provide sufficient space for
comments on the behavior
associated with each scale. These comments improve the
accuracy of the evaluation
because they require the rater to think in terms of observable
employee behaviors while
providing specific examples to discuss with the employee.
Mixed-Standard Scales
The mixed-standard scale method (A trait approach to
performance rating similar to other
scale methods but based on comparison with (better than, equal
to, or worse than) a
standard) is a modification of the basic rating scale method.
Rather than evaluating traits
according to a single scale, the rater is given three specific
descriptions of each trait. These
descriptions reflect three levels of performance: superior,
average, and inferior. After the
three descriptions for each trait are written, they are randomly
sequenced to form the mixed-
18. standard scale. As Highlights in HRM 3 discusses, supervisors
evaluate employees by
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indicating whether their performance is better than, equal to, or
worse than the standard for
each behavior.
Forced-Choice Method
The forced-choice method (A trait approach to performance
rating that requires the rater
to choose from statements designed to distinguish between
successful and unsuccessful
performance) requires the rater to choose from statements, often
in pairs, that appear
equally favorable or equally unfavorable but are designed to
distinguish between successful
and unsuccessful performance. For example, forced-choice pairs
might include the
following:
1. a) Works
hard
b) Works quickly
19. 2. a) Shows
initiative
b) Is responsive to
customers
3. a) Work is
reliable
b) Performance is
good
The rater then selects one statement from the pair without
knowing which statement
correctly describes successful job behavior. Because it’s not
immediately clear, which
response results in a higher rating, less bias results.
The forced-choice method is not without limitations, the
primary one being the cost of
establishing and maintaining its validity. The fact that it has
been a source of frustration to
many raters has sometimes caused the method to be eliminated
from evaluation programs.
In addition, it cannot be used as effectively as some of the other
methods as a tool for
developing employees.
Essay Method
Unlike rating scales, which provide a structured form of
evaluation, the essay method (A
trait approach to performance rating that requires the rater to
compose a statement
describing employee behavior) requires the appraiser to
compose a statement that best
20. describes the employee’s strengths and weaknesses and make
recommendations for his or
her development. Often the essay method is combined with
other rating methods because it
provides additional descriptive information about an employee’s
performance that cannot be
generated with a structured rating scale. Essays also provide an
excellent opportunity for
supervisors to point out the unique characteristics of the
employee being appraised,
including specific points about the employee’s promotability,
special talents, skills, strengths,
and weaknesses.
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A limitation of the essay method is that composing an essay that
attempts to cover all of an
employee’s essential characteristics is a very time-consuming
task (though when combined
with other methods, this method does not require a lengthy
statement). Another
disadvantage of the method is that it tends to be subjective and
might not focus on the
relevant aspects of a person’s job performance. A final
drawback of this evaluation method
is that the quality of the performance evaluation could be
affected by the supervisor’s writing
21. skills. Good writers may simply be able to produce more
favorable-sounding evaluations.
Highlights in HRM 3
Example of a Mixed-Standard Scale
DIRECTIONS: Indicate whether the individual’s performance is
above (1), equal to
(0), or lower than (2) each of the following standards.
1. Employee uses good judgment when addressing problems
and
provides workable alternatives; however, at times does not take
actions to
prevent problems. (medium PROBLEM-SOLVING)
2. Employee lacks supervisory skills; frequently handles
employees
poorly and is at times argumentative. (low LEADERSHIP)
3. Employee is extremely cooperative; can be expected to take
the lead
in developing cooperation among employees; completes job
tasks with a
positive attitude. (high COOPERATION)
4. Employee has effective supervision skills; encourages
productivity,
quality, and employee development. (medium LEADERSHIP)
5. Employee normally displays an argumentative or defensive
attitude
toward fellow employees and job assignments. (low
COOPERATION)
24. connection with job analysis, is also
used as a method of evaluation. Recall that a critical incident
(An unusual event that
denotes superior or inferior employee performance in some part
of the job) occurs when
employee behavior results in unusual success or unusual failure
in some part of the job. An
example of a favorable critical incident occurs when a janitor
observes that a file cabinet
containing classified documents has been left unlocked at the
close of business and calls
the firm’s security officer to correct the problem. An example
of an unfavorable incident
occurs when a mail clerk fails to deliver an Express Mail
package immediately, instead
putting it in with regular mail to be routed two hours later. The
manager keeps a log or diary
for each employee throughout the evaluation period and notes
specific critical incidents
related to how well they perform.
When completing the evaluation form, the manager refers to the
critical incident log and
uses this information to substantiate an employee’s rating of
outstanding, satisfactory, or
unsatisfactory in specific performance areas and overall. This
method can also help a
manager counsel employees when they are having performance
problems while the
problem is still minor. It also increases the objectivity of the
evaluation by requiring the rater
to use job performance criteria to justify the ratings.
Behavioral Checklist Method
The behavioral checklist method requires the rater to check
25. statements on a list that
describe characteristics of the employee’s behavior. A checklist
developed for salespeople
who sell electronic products might include a number of
statements such as the following:
Questions customers about their needs
Identifies products that meet customers’ needs
Keeps abreast of new developments in technology
Processes orders correctly
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1
2
Behaviorally Anchored Rating Scale (BARS)
A behaviorally anchored rating scale (BARS) (A behavioral
approach to performance
rating that consists of a series of vertical scales, one for each
important dimension of job
performance) consists of a series of 5 to 10 vertical scales—one
26. for each important
dimension of performance identified through job analysis. These
dimensions are “anchored”
by behaviors identified through a critical incident job analysis.
The critical incidents are
placed along the scale and are assigned point values according
to the opinions of experts.
A BARS for the job of firefighter is shown in the upper portion
of Highlights in HRM 4. Note
that this particular scale is for the dimension described as
“Firefighting Strategy: Knowledge
of Fire Characteristics.”
A BARS is typically developed by a committee that includes
both subordinates and
managers. The committee’s task is to identify all the relevant
characteristics or dimensions
of the job. Behavioral anchors in the form of statements are
then established for each of the
job dimensions. Several participants are asked to review the
anchor statements and indicate
which job dimension each anchor illustrates. The only anchors
retained are those that at
least 70 percent of the group agrees belong with a particular
dimension. Finally, the anchors
are attached to their job dimensions and are placed on the
appropriate scales according to
values that the group assigns to them.
At present there is no strong evidence that a BARS reduces all
of the rating errors
mentioned previously. However, some studies have shown that
scales of this type can yield
more accurate ratings. One major advantage of a BARS is that
personnel outside the HR
department participate with HR staff in its development.
27. Employee participation can lead to
greater acceptance of the performance evaluation process and of
the performance
measures that it uses. The procedures followed in developing a
BARS also result in scales
that have a high degree of content validity. The main
disadvantage of a BARS is that it
requires considerable time and effort to develop.
Behavior Observation Scale (BOS)
A behavior observation scale (BOS) (A behavioral approach to
performance rating that
measures the frequency of observed behavior) is similar to a
BARS in that they are both
based on critical incidents. However, the lower portion of
Highlights in HRM 4 shows that
rather than asking the evaluator to choose the most
representative behavioral anchor, a
BOS is designed to measure how frequently each of the
behaviors has been observed.
A BOS allows the appraiser to play the role of observer rather
than of judge, which makes it
easier to provide constructive feedback to the employee, who
will be more willing to accept
it. Companies such as AT&T and Weyerhaeuser have used the
BOS, and research shows
that users of the system frequently prefer it over the BARS or
trait scales for
maintaining objectivity,
distinguishing good performers from poor performers,
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29. 5 —Uses type of smoke as
indicator of type of fire
AVERAGE 4 —Understands basic
hydraulics
3 —Cannot tell the type of fire
by observing the color of
flame
2 —Cannot identify the location
of the fire
LOW 1 —Will not change the
firefighting strategy in spite of
flashbacks and other signs
that accelerants present
Sample Items from Behavior Observation Scales
For each behavior observed, use the following scale:
5 represents almost
always
95–100% of the time
4 represents frequently 85–94% of the time
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3 represents sometimes 75–84% of the time
2 represents seldom 65–74% of the time
1 represents almost
never
0–64% of the time
SALES
PRODUCTIVITY
NEVER ALWAYS
1. Reviews
individual
productivity
results with
manager
1 2 3 4 5
2. Suggests to
peers ways of
building sales
1 2 3 4 5
3. Uncovers
specific needs
for each contact
1 2 3 4 5
34. Figure 7.6
Training Delivery Methods
Source: Adapted from “2013 Training Industry Report” Training
(November–December 2013): 22–35.
On-the-Job Training
By far the most common informal method used for training
employees is on-the-job
training (OJT) (A method by which employees are given hands-
on experience with
instructions from their supervisor or other trainer) . By some
estimates, 80–90 percent of
employee learning occurs via OJT. OJT has the advantage of
providing hands-on
experience under normal working conditions and an opportunity
for the trainer—a manager
or senior employee—to build good relationships with new
employees. OJT is viewed by
some to be potentially the most effective means of facilitating
learning in the workplace.
Although it is used by all types of organizations, OJT is
sometimes poorly implemented by
training methods because of its informal nature. To overcome
these problems, training
experts suggest firms develop realistic goals and measures for
the training as well as plan a
specific training schedule for each trainee. Conducting periodic
evaluations after the training
is completed can helps ensure employees have not forgotten
what they have learned.
35. Figure 7.7 shows the basic steps of an OJT program. KLM
Royal Dutch Airlines uses OJT to
train its flight attendants. The airline started a program that
places trainees in the classroom
for a certain period and then gives them additional training
during an evaluation flight. On
these flights, experienced flight attendants provide OJT based
on a list of identified job
tasks. Some tasks, such as serving meals and snacks, are
demonstrated during the actual
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delivery of services to passengers. Other tasks are presented to
trainees, away from
passengers, between meal service.
Figure 7.7
The PROPER Way to Do On-the-Job Training
Source: Scott Snell, University of Virginia.
An extension of OJT is apprenticeship training (A system of
training in which a worker
36. entering the skilled trades is given thorough instruction and
experience, both on and off the
job, in the practical and theoretical aspects of the work) . With
this method, individuals
entering an industry, particularly in the skilled trades such as
machinist, laboratory
technician, and electrician, are given thorough instruction and
experience, both on and off
the job. For example, Bonneville Power Administration and GP
Strategies Corporation
developed an apprenticeship program to give employees both a
strong technical foundation
in the fundamentals of electricity and a hands-on ability to
operate equipment within power
substations. The program was also designed to help future
electrical operators respond to
emergencies. Generally, an apprentice is paid 50 percent of a
skilled journey worker’s
wage to start with, but the wage increases at regular intervals as
the apprentice’s job skills
increase. When the apprentice successfully completes the
apprenticeship, he or she
becomes a certified journey-level worker earning full pay.
Apprenticeship programs originated in Europe centuries ago as
part of its guild system and
are still used extensively there. Germany alone has hundreds of
accredited apprenticeships.
College students in Germany generally become apprentices too,
dividing their time between
studying and gaining on-the-job experience. Typically, the
programs involve cooperation
between organizations and their labor unions, between industry
and government, or
between organizations and local school systems.
37. In the United States, tens of thousands of organizations have
registered their programs with
the U.S. Department of Labor’s Office of Apprenticeships and
state agencies. There are
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apprenticeships available in a wide range of industries,
including construction and
manufacturing and the telecommunications, arts, and health
fields.
Special Assignments
Special job assignments (discussed in Chapter 5) involve
assigning trainees, who are often
but not always on managerial tracks, to different jobs in
different areas of a firm, often in
different regions and countries. In some cases, they are groomed
by other managers in
understudy assignments to do important job functions. Job
rotation and lateral transfers also
provide trainees with a variety of hands-on work experiences.
Special projects and junior
boards give trainees an opportunity to study an organization’s
39. Internship programs, which we discussed in Chapter 5, are
jointly sponsored by colleges,
universities, and a variety of organizations. The programs offer
students the chance to get
real-world experience while finding out how they will perform
in work organizations.
Organizations benefit by getting student-employees with new
ideas, energy, and eagerness
to accomplish their assignments. Some universities and
community colleges allow students
to earn college credits for successfully completing internships.
The federal government and various state governments work
together with private
employers to sponsor training programs for new and current
employees at career centers
nationwide that take place at One Stop career centers
(sometimes called “Job Service” or
“Workforce Development” centers). The One Stop centers were
modeled on Minnesota’s
successful program to help workers find jobs, help employers
find qualified workers, and
provide job training and other employment services all under
one roof (hence the name One
Stop). 3M, Northwest Airlines, Honeywell, and General Mills
are just a few of the companies
involved in the One Stop program.
Simulations
Sometimes it is either impractical or unwise to train employees
on the actual equipment
used on the job. An obvious example is training employees to
operate aircraft, spacecraft,
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and other highly technical and expensive equipment. The
simulation method emphasizes
realism in equipment and its operation at minimum cost and
maximum safety.
Southwest Airlines has 10 full-motion 737 flight simulators at
its training center adjacent to
Southwest’s headquarters at Dallas’s Love Field. During each
four-hour training situation in
a simulator, a flight crew faces more abnormal flight situations
than it would in a lifetime. The
Federal Aviation Administration developed a sophisticated
simulator to dramatically speed
up the training of air traffic controllers, a process that used to
take as long as five years.
Variables such as wind speed, precipitation, and the number of
airplanes to be guided can
be adjusted on the simulator to test the ability of trainees.
Simulators that represent human
patients are being used for medical training.
The distinction between simulators like Southwest Airlines’
cockpits that move and jostle
flight crews about and computer-based simulation has blurred.
To train its forklift operators,
the aluminum company Alcoa uses a computer simulation called
41. Safedock. In the
simulation, trainees perform common tasks such as moving
loads from one end of a loading
area to the other. If a trainee makes a wrong move, he or she
instantly sees the
consequences: the forklift might end up driving off the dock or
crashing into another forklift.
These types of technologies are making it easier to offer
training in new and different
ways.
Simulations can also be used to help employees and managers
make tactical decisions.
The Federal Emergency Management Agency has used
simulations to help managers
better respond to crises. In one computer simulation a chemical
cloud engulfs a city, and
managers attempt to respond dynamically to the various
problems it creates. At Marriott
International, a computer program called Business Acumen has
been used to train its non-
U.S. property-level managers on the finer points of hotel
operation. The program simulates
hotel operations scenarios such as budgetary decisions.
Simulations do not always require a computer, however.
Motorola developed a
noncomputer-based managerial simulation called “Equal
Employment Opportunity: It’s Your
Job” to teach the basic principles of equal employment
opportunity. Trainees get caught up
in the competitive spirit of a game and at the same time absorb
and remember government
regulations. They also become aware of how their own daily
decisions affect their
42. employer’s compliance with these regulations.
E-Learning
The training methods we just discussed are evolving into what
trainers today refer to as e-
learning. E-learning (Learning that takes place via electronic
media) covers a wide variety
of applications such as web and computer-based training (CBT),
and social networks. It
includes the delivery of content via the Internet, intranets and
extranets, mobile devices,
DVDs, CD-ROMs, MP3 players, and even “virtual classrooms”
found in the gaming platform
Second Life.
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Increasingly, e-learning involves the use of a learning
management system (LMS) (Online
system that provides a variety of assessment, communication,
teaching, and learning
opportunities) , which combines a company’s e-learning,
employee assessment tools, and
43. other training functions into one electronic tool, often custom
built for the firm by software
vendors. Using the software, managers can assess the skills of
employees, register them
for courses, deliver interactive learning modules directly to
employees’ desktops when they
need or want them, evaluate and track their progress, and
determine when they are ready to
be promoted.
Purchasing a learning management system does not alleviate HR
personnel and the firm’s
managers’ responsibility for conducting a thorough needs
assessment, however—especially
because the systems are costly. After conducting a thorough
needs analysis, managers
have to then research vendors, ask them to conduct
demonstrations, get bids from them,
and ultimately choose the type of systems that will work best.
E-learning transforms the learning process in several ways.
First, as we have said, it allows
the firm to bring the training to employees rather than vice
versa, which is generally more
efficient and cost-effective. The nuclear power plant industry is
a case in point: Nuclear
power plant training is frequent and time-consuming. For
workers just to remove their
protective gear and commute to a separate training venue can
take an hour or more. One
nuclear power company that switched to e-learning reported that
it saved nearly $1 million
and 10,000 employee hours in just one year by doing so.
E-learning also allows companies to offer individual training
components to employees
44. when and where they need them. Offering employees training
when and where they need it
is referred to as just-in-time training (Training delivered to
trainees when and where they
need it to do their jobs, usually via computer or the Internet) . It
helps alleviate the boredom
trainees experience during full-blown training courses, and
employees are more likely to
retain the information when they can immediately put it to use.
Microsoft’s product experts
have created hundreds of short audio and video clips the
company’s sales professionals
can download onto their mobile devices as they need them.
Long training courses pulled
people away from making sales, and with so many products
continually being launched, it
was difficult for them to keep up to date if they had to take
frequent training sessions. Also,
employees didn’t remember the training if they could not put it
to use immediately.
Communities of practice is a type of grassroots training that
allows people to share
knowledge and collaborate with one another via social
networking tools. Blogs and wikis—
sites where people can post information as they can on
Wikipedia—are examples of the
tools used to facilitate learning via the communities of practice
method. The U.S. Army has
a communities-of-practice site. When soldiers were having
problems using a grenade
launcher, a unit commander posted a question on the site.
Shortly thereafter, someone who
had experienced a similar problem posted a simple solution. The
Cheesecake Factory
restaurant chain trains employees by letting them upload and
45. share video snippets on job-
related topics, including how to prepare certain foods and
provide good customer service.
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The consulting firm Accenture has a communities-of-practice
site that allows employees to
vote for the best answers.
E-learning systems need not be overly expensive. Many e-
learning training programs use
existing applications employees are familiar with such as
PowerPoint, Word, Adobe
Acrobat, and audio and video files that can be easily uploaded
and viewed or listened to
online using computers and mobile devices. Eventually, massive
open online courses
(MOOCs) could make training even less-expensive for firms.
An MOOC is an online course
anyone can take. The courses allow people to learn at their own
pace, get automatic
feedback on how they are doing, and get automatically graded.
Although they have been used primarily in academia, MOOCs
are likely to shift how
businesses train people—from identifying new recruits to
46. helping their current employees
master competencies required for jobs. The global steel
manufacturer Tenaris has adopted
a MOOC platform to deliver training programs to its tens of
thousands of employees
worldwide. To help its client companies find web developers
with HTML experience, the
recruiting company Aquent launched a MOOC. Thousands of
people signed up for an HTML
course Aquent hosted. A couple of hundred went on to get jobs.
Like other types of online learning, the lack of contact with
other people can be a problem
for some learners. Some MOOCs allow students to have
classroom discussions virtually
with other people. Others allow instructors to record audio
comments or videos about what’s
going on in the course each week.
Behavior Modeling
One technique that combines several different training methods,
and therefore multiple
principles of learning, is the behavior modeling technique.
Behavior modeling (An
approach that demonstrates desired behavior and gives trainees
the chance to practice and
role-play those behaviors and receive feedback) consists of four
basic components:
1. Learning points. For example, the learning points might
describe the recommended
steps for managers to give employees feedback.
2. Modeling. Participants view videos in which a model
manager is portrayed dealing
47. with an employee in an effort to improve his or her
performance. The model shows
specifically how to deal with the situation and demonstrates the
learning points.
3. Practice. Trainees then practice the behaviors demonstrated
by the models.
4. Feedback and reinforcement. The trainer and other trainees
reinforce the behavior
with praise, approval, encouragement, and attention. Digitally
recording the sessions
can also be very instructive.
Behavior modeling seems to work, according to various studies.
Military training is a classic
example of how behavior modeling can work. Drill sergeants
model the behavior expected
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of new recruits, who, in turn, by emulating them, develop
discipline and confidence.
Role-Playing
48. Role-playing consists of playing the roles of others, often a
supervisor and a subordinate
who are facing a particular problem, such as a disagreement or a
performance problem.
Role-playing is used not only for managers, but also to train
salespeople to question
customers to understand their needs for goods and services.
Health care professionals also
engage in role-playing to learn to question patients and be
empathetic and sensitive to their
concerns. Virgin America uses role-playing exercises to help
employees lean how to deal
with irate or unruly passengers.
Planned and implemented correctly, role-playing can bring
realism and insight into dilemmas
and experiences that otherwise might not be shared. Computer
programs that simulate role-
playing have also been developed. Virtual Leader, a product by
SimuLearn, is one such
program: Management trainees interact with animated
“employees”—some of whom are
more cooperative than others. The trainees are then given
feedback as to how well they
applied their managerial skills to each situation.
Coaching
Coaching consists of a continuing flow of instructions,
comments, and suggestions from the
manager to a subordinate. By contrast, a mentor is usually not
an employee’s direct report.
Coaching is more than just a flow of instruction though. It is a
flow of encouragement and
support meant to help people not just do their jobs right and get
49. ahead but become leaders.
Part of coaching involves talking to one’s employees about what
their goals are and being
excited about their achieving those goals, even if it means good
employees will ultimately
leave your department and you will have to replace them with
new ones and begin the
process anew. Once a manager understands the employee’s
goals, the manager can
design ways to help them grow their skills by taking on new
leadership responsibilities,
training and mentoring other employees, spearheading projects,
and then providing the
individual with feedback on how well he or she did.
One way to coach employees being groomed as managers is to
allow them to participate in
managerial staff meetings. This can help them become more
familiar with the problems and
events occurring outside their immediate areas and how they are
handled by exposing them
to the ideas and thinking of other managers. Note, however, that
coaching is important for
all employees to receive—not just employees who are on
managerial tracks. Many top
managers as well as rank-and-file employees say that without
coaching they would never
have accomplished for their organizations what they might
have.
Case Studies
A particularly useful method used in classroom learning
situations is the case study. The
FBI’s Integrated Case Scenario method is used as part of a 16-
50. week training program for all
new FBI agents. Using documented examples, case-study
participants learn how to analyze
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(take apart) and synthesize (put together) facts, become
conscious of the many variables on
which management decisions are based, and, in general,
improve their decision-making
skills. Figure 7.8 provides a set of guidelines for when and how
to conduct case studies.
Figure 7.8
Case Studies
When Using Case Studies …
Decide which goals can best be achieved by using case studies.
Identify available cases that might work or consider writing
your own.
Set up the activity—including the case material, the room or
place, and the
schedule.
51. Give all participants a chance to take part in the discussions and
activities and
try to keep the groups small.
Bridge the gap between the theories presented in case studies
and how they
can actually be put into practice in your organization.
Source: Adapted from Albert A. Einsiedel, Jr., “Case Studies:
Indispensable Tools for Trainers,” Training
and Development (August 1995): 50–53
Seminars and Conferences
Seminars and conferences, like classroom instruction, are useful
for bringing groups of
people together for training and development. In terms of
developing managers, seminars
and conferences can be used to communicate ideas, policies, or
procedures, but they are
also good for raising points of debate or discussing issues
(usually with the help of a
qualified leader) that have no set answers or resolutions. For
this reason, seminars and
conferences are often used when change is a goal.
Outside seminars and conferences are often conducted jointly
with universities and
consulting firms. Associations and third-party organizations,
such as the American
Management Association, the Conference Board, and the Center
for Creative Leadership,
also offer many different types of management seminars. The
construction and mining
equipment manufacturer Caterpillar is one company that, in
52. conjunction with an outside
consulting firm, has developed a training program to groom new
managers so it would have
enough of them to effectively run the company by 2020.
Caterpillar began with a series of
high-level meetings and strategy sessions. Out of those
meetings 11 characteristics were
identified that the company seeks in its managers and leaders.
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Blended Learning
Blended learning (The use of multiple training methods to
achieve optimal learning on the
part of trainees) is a method whereby lectures are combined
with other computer and online
instruction and the use of audiovisual materials such a
slideshows. Video recordings can be
used to illustrate the steps in a procedure such as assembling
electronic equipment or
working with a problem employee. To instruct flight crew
trainees, airlines play actual cockpit
audio recorded on airplanes involved in accidents. After
listening to the recordings, the
trainees discuss the behavior of the crew during the crisis.
Recordings of trainees
themselves can also be used. Golf and tennis coaches frequently
53. record their students to let
them see their mistakes.
Frequently, a self-paced learning component (discussed next) is
part of blended learning as
well. Blended learning is effective because different people
learn better in different ways,
and it breaks up the tedium of lectures. Figure 7.6 shows
blended learning is the second
most common way firms deliver training to their employees.
Classroom (Lecture) Instruction
Last, but perhaps not least, is classroom instruction. Why do
firms bother to use classroom
training in this day and age, you may be wondering? Some of
the advantages of classroom
instruction relate to motivation and attendance. Have you ever
taken a self-paced course
that lacked a classroom setting? If so, you might have had a
hard time completing it. As one
professor put it, “When it comes to learning, just getting to
class is half the battle.” In
addition, if a trainee experiences problems, a live instructor is
generally in the best position
to help the trainee.
Classroom training need not necessarily take place in a
classroom per se. Electronic Data
Systems uses videoconferencing to train its employees wherever
they are in the world
rather than having them travel to one location. The company
conducted a “coaching skills
for leaders” program that was disseminated to 1,500 managers
in 41 countries via
videoconferencing.
55. consumer characteristics, buyer behavior)
· How do marketers strategically plan to market these products
to me?
· Why does the price of this product seem to be of equal value
for the satisfaction that I receive when consuming/using this
product?
· How does this product get from the manufacturer to the place I
can buy it?
· What promotional activities compel me to buy this product?
· What do the answers to these questions tell you about the
presumed target market and its relation to the controllable 4 P's
of marketing?
· What social, environmental, and regulatory forces must this
product's marketers overcome to get this product to the
customer?
Submit your assignment.
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