employ 1.5x2_rpl

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Please read and respond to the attachment(s).

Note: Only up to 20% of the written response content can be quotes from third parties.

bus res1.5x2_rpl

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Please read and respond to the attachment(s).

Note: Only up to 20% of the written response content can be quotes from third parties.

Budgeting at CM Tech

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In completing your reading for the week you learned about the benefits and challenges faced in the budgeting process.  You also learning about the importance of focusing organizational efforts on customers.  Chapter 22 introduced you to the many types of budgets, their importance, and the many ways that an organization can go about messing up the budgeting process.   In Chapters 24 and 25 we learned about the benefits of focusing our efforts on the customer.

You and Emma have already spent a good deal of time focusing on and discussing the accounting department at CM Tech.  Now it’s time to broaden the focus of your efforts.  Emma asks you for your thoughts on the budgets at CM Tech and how the team can integrate the concept of customer focus into the budgeting process.  Emma asks you to do some research for her.

Your research paper for Emma should include the following key elements: 

  1. What are the key problems that CM Tech could run into throughout the budgeting process that could reduce the effectiveness of their budget? 
  2. What should be done throughout the budgeting process to ensure the budget is tied to the organization’s strategies?  Why is this important?
  3. How can CM Tech include a solid customer focus throughout the budgeting process?  What benefits could be derived from ensuring the customer remains a key element of focus even during an internal process like budgeting?  Be sure to fully support your assertions in all three sections with reasoning, examples, and research.  

Your report should outline the key concepts in each area listed above and provide examples as appropriate.  Be sure your report is a minimum of 4 pages, includes an introduction and conclusion paragraph, title page, and references page.  The title and references pages do not count toward the total page count.  

HRM 671 Learning theories and Technology

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Twin-Tech Designs

You have been asked to present at a professional organization’s meeting and the topic requested was “Twin Technologies – Low-Tech and High-Tech Job Aides”.

Create one version that is interactive for a live audience in the same room with you. Provide some time for your own presentation as well as some time for group participation.

The organization’s webmaster is going to video tape your presentation but wants you to provide a design for an interactive event, for those individuals who were unable to attend. The Webmaster will build this interactive event in Flash. Therefore, you can combine slides, questions, and designated video segments of you presenting or of participants responding to questions. Use the Interactive Technology Design Template provided. Define for the webmaster, what how to translate the low-tech in-person design into a somewhat interactive, web-based design. Use the Interactive High-Tech Design Template. 

Finally, submit here ONE PAGE paper summarizing of your insights and discoveries during this exercise and a link to your design, using APA format.

Your paper should reflect scholarly writing and current APA standards. Please include citations to support your ideas

HRM 671 Learning theories and Technology

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 IN 300 WORDS

Why do learners sometimes not take their new knowledge and skills back to their work place after training? Provide a detailed list of some possible reasons and ways to solve the problems. Support your opinions by referencing sources such as the textbook or internet research. Be sure to cite your sources using APA format. 

Personal Leadership Plan

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Personal Leadership Plan 

It should be truly fleshed out in some detail. You need a minimum of 3 sources in addition to the Bible. Make sure to cite them properly either in APA or Chicago Style (Bible and Ministry majors must use Chicago Style). This should be 6-8 pages of actual content. This does not include the title page or reference pages. 

create potential interview questions

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 Students will create potential interview questions a potential employer might ask them in their respective fields. Students should include answers to possible questions. The paper should be at least two-to-three-pages not counting the title page.   

Stress as a component of workplace efficiency.

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Week 4 Brainstorming Discussions

Must post first.

Topic: Stress as a component of workplace efficiency.

The CEO of VMI is a confessed workaholic. In a recent HR interview with Chinn, he lays out his personal conflict of demanding employees to work long hours as he does. He also is conflicted with the need to be open for business all the time due to its international markets. He is aware that his own Chinese cultural heritage influences his work practices. In China, the issue of personal time is not a concern. Workers do what is expected of them. Chinn knows this is not true in many western companies and especially in the southern states of America. As the newest set of management employees, Chinn wants you to examine this issue and make recommendations on how to deal with conflicting cultural expectations. What demands should VMI place upon its employees?

Stress at the workplace is a constant problem especially since technology has placed the worker in a 24/7 work environment. Use the articles listed below and your required learning materials from our week 4-course content to address this specifically for the circumstances of VMI.

Why Work stress is Bad for Your Relationships

Whither the Ping-pong Table? Which Perks Matter Most to Employees

What is the future of office spaces? 

Directions: 

1. By FRIDAY, complete the following:

Preparation: It is necessary to read the articles listed above as well as those in your classroom materials. This assignment cannot be completed without required learning materials, in particular the articles on cultural values and Geert Hofstede’s website.

Orientation/perspective: Continuing on with our scenario, you are a newly-hired manager not yet placed into a permanent assignment. Since week 1, you and Chinn have been talking about your vision for VMI’s future as given in last week’s assignments. Ultimately, you are convinced that the future VMI needs to be cognizant of the changing workplace while embarking upon VMI’s further international expansion, all under the umbrella of developing a learning organization culture to support this.

Deliverable: Once prepared, you will create a 2-page single-spaced report for President Chinn on the topic of the new modern workplace. In this report, include the following:

  • Chinn has a sense of cultural differences between his own heritage and that of VMI. Explain to him your understanding of these differences and how these may be underlying his observations.
  • Share with him your knowledge of workplace stress: its effects upon the employee, the idea of work and family life balance, differing cultural and generational views on this, and ways that organizations address it.
  • Enlighten him as to the difference of an engaged vs. ‘happy’ employee, with that difference expressed in effects upon specific types of performance and commitment. (As we have had readings explaining engagement every week, you need to express your own understanding of this and not paraphrase an article).
  • Your explanations should indicate that you understand typical pitfalls, misunderstandings, and misperceptions in cross-cultural communications and age-cohort attitudes.
  • With an understanding of the above, include specific and clear recommendations of addressing this within VMI.

The above are not distinct questions to be answered. Rather, you are to formulate your own report (2 pages, single-spaced), structuring your own points in a conversation with your reader (Chinn) that convinces him of its importance. Your report should incorporate key concerns and knowledge that has been expressed in our readings this week while also tying in your knowledge gained from past weeks (all cited). In order to accomplish this, your report must be focused on VMI’s situation, the type of work they perform, and how to carry forward their excellence and familial culture. Do not pitch ideas from sources that do not apply to VMI’s circumstances.

You must use course material to support your initial and final reports as well as APA in-text citations with a reference list

IBM's Script for Offshoring Jobs

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Below attached the case and the rubric please follow 4 points. The case will be submitted in Turitin it should be 1 page only. 

I need a discussion for week 6 and a response to 2 Classmates for my Recruit, Develop, Assess, Reward and Retain Class

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Letting People Go

You have identified an individual in your department who falls into the bottom 10%. Using Jack’s advice on no surprises and no humiliation, how would you approach the conversation with the individual? Specifically outline how you would prepare for the meeting. Where and when would you have the conversation? What documentation or other resources will you want to have with you at the meeting?

Post your initial response by Wednesday, midnight of your time zone, and reply with suggestions for improvement to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​​

1st class to respond to

 Tiara Collins RE: Week 6 DiscussionCOLLAPSE

Hello Professor and Class,

 You have identified an individual in your department who falls into the bottom 10%. Using Jack’s advice on no surprises and no humiliation, how would you approach the conversation with the individual?

My goal of the meeting and approach would be to find out why are they falling in the 10% (1). I want to understand and have empathy with the subordinate. I would want to make sure it is in private because the chance that others could over hear the conversation is not a good thing. I would make sure I could have it over maybe the morning coffee with them in the conference room to make them feel more comfortable (2). I would ensure I am actively listening.  

Specifically outline how you would prepare for the meeting.

I would make sure I set the time aside to show the person that they are important. I also would make sure I am using facts to show them that this wasn’t the same level they were performing at. I would show them the level I wanted to encourage to get them to that level.

Where and when would you have the conversation?

In a conference room or in their office. I would make sure I sit next to them so it shows we are on the same side of this improvement. I would want them to feel comfortable to understand I am trying to work with them and we are on the same team. I would have the meeting mid-morning.

What documentation or other resources will you want to have with you at the meeting?

I would have any training items that I could suggest for them to get out of the 10 percent. I also would have the documents that show the difference in the levels. I also would have a calendar to try to put a timeline together if we were brainstorming to make the subordinate better. I also would have a not book and pen to take notes. I also will have the questions I want answered written down.

Tiara Collins

  1. https://www.forbes.com/sites/forbescoachescouncil/2017/07/17/14-ways-to-approach-conflict-and-difficult-conversations-at-work/?sh=1d44d7ee3cfd
  2. https://www.bustle.com/articles/181666-11-tips-for-making-people-feel-comfortable-around-you

2nd response to classmate

 Laryssa Wilson RE: Week 6 DiscussionCOLLAPSE

Good Afternoon Professor and Class,

I have first hand experience with this.  The way I approached, my non-performing staff  was with continued communication.  I set precedence when I took over for the last manager and did my due diligence.  I reviewed the previous year’s performance appraisals, and observations. I had a good idea of who the weakest links were. 

When I started, I gave everyone a clean slate with the new objectives that they were to meet. I advised that we would touch base at the end of each week. Out of the gate they knew  to expect me to be very communicative. It was up to me to be consistent with the communication because my manager held me accountable for that.

The meetings were weekly in my office. It was the norm so no one felt they were being singled out or was in trouble. The conversations were not a surprise when and if  I had to deliver A hard message.  If they were not meeting the objectives, at the regular “base touch” I brought it  up. I  would let them know  I am noticing a negative pattern and would show them the reasons why, eg.. drawer out of balance, sales goals/efforts not attempted or at meets standards.  I’d always ask  if they are struggling personally with any thing  or needed my help with anything. If necessary we, the employee and I would  set up an action plan for improvement.  Documenting  areas of improvement and expectations and me documenting the interaction as well. The meetings continued  weekly, as they normally would. I had two employees that actually resigned, because they knew they were not improving or lost the desire to. They knew I would be “managing them out”.  With these two recognizing that, instead of me terminating them, it made the transition easier because there was a notice to resign, not a no call/no show but an understanding even had a goodbye potluck. 

Experts of Practice Videos week 5

Winning,  Jack Welch

Charlie Tharp-Managing People Out 

Jack Welch -Performance Appraisals are Continuous