...Leadership Communication Skills Assessment Read through the list of skills and for each one check off your present capability in the chart below. Excel = You have mastered this skill and are excellent in it. Competent = You are competent in this skill but could polish it some. ✓ Need to Develop = This is a skill you need to develop further. | | | |Need to | |Area and Skill |Excel |Competent |Develop | |Part 1 – Assessment of the Core Abilities | |Audience Analysis and Strategy | | | | |Analyzing the context for communication | | | | |Analyzing audiences | | | | |Tailoring messages to different audiences | | | | |Selecting the most effective medium (channel) | | | | |Developing a complete communication strategy ...
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...presentation given by a mixture of HR and IT professionals, streamlining company policy and procedures, for a company-wide compliance system. The head office will implement the training, with training conducted in a central location. This will be conducive to all the other satellite offices, making them easily reached by the managers that will be attending the training sessions. Training will be located on the Main Office location, to minimize training costs, with training divided over two days, each having one, 5-hour training period. POTENTIAL STAKEHOLDERS: The potential stakeholders include the members of the financial department and committee members of the head office, the marketing department, and the individual branch managers of the satellite offices. The indirect stakeholders are the consumers of our products and services, of whom will be the ones that will ultimately benefit from our training. In addition, indirect stakeholders are the people that take stock in our company. These people would also benefit from the increased revenue...
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...students as stakeholders Liz Mcdowell & Kay Sambell To cite this article: Liz Mcdowell & Kay Sambell (1999) Fitness for Purpose in the Assessment of Learning: students as stakeholders, Quality in Higher Education, 5:2, 107-123 To link to this article: http://dx.doi.org/10.1080/1353832990050202 Published online: 05 Nov 2010. Submit your article to this journal Article views: 201 View related articles Citing articles: 9 View citing articles Full Terms & Conditions of access and use can be found at http://www.tandfonline.com/action/journalInformation?journalCode=cqhe20 Download by: [US International University - Africa] Date: 13 July 2016, At: 06:23 Quality in Higher Education Vol. 5, No. 2, 1999 107 Fitness for Purpose in the Assessment of Learning: students as stakeholders Downloaded by [US International University - Africa] at 06:23 13 July 2016 LIZ MCDOWELL & KAY SAMBELL Centre for Advances in Higher Education, University of Northumbria, Coach Lane Campus, Newcastle upon Tyne NE7 7XA, UK ABSTRACT A fitness-for-purpose approach to determining the quality of assessment practices in higher education requires the consideration of the perspectives of a range of stakeholders including students. Empirical data from case studies of assessment in practice are used to illuminate the student stakeholder viewpoint. Students judge assessment in terms of its effects on learning and motivation; the extent of openness and clarity; the feedback and...
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...LECTURE OUTLINE I. Stakeholders Define Ethical Issues in Business A. Stakeholders In a business context, customers, investors and shareholders, employees, suppliers, government agencies, communities, and others who have a “stake” or claim in some aspect of a company’s products, operations, markets, industry, and outcomes are known as stakeholders. 1. Stakeholders are influenced by business, but they also have the ability to affect businesses. 2. They apply their values and standards to many diverse issues—for example, working conditions, consumer rights, environmental conservation, product safety, and proper information disclosure—which may or may not directly affect an individual stakeholder’s own welfare. 3. They provide both tangible and intangible resources that are more or less critical to a firm’s long-term success. 4. Individual stakeholders that share similar expectations about desirable business conduct may choose to establish or join formal communities to advocate their values and expectations. 5. Stakeholders’ ability to withdraw—or to threaten to withdraw—valuable needed resources gives them power over businesses. B. Identifying Stakeholders 1. Stakeholders can be divided into two categories. a) Primary stakeholders are those whose continued association is absolutely necessary for a firm’s survival; these include employees, customers, investors, and stockholders, as well as the governments...
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...the actual processes that Riordan Manufacturing currently uses. Also, a series of stakeholders will provide the adequate feedback trough a series of face-to-face interviews and meticulous observation of their respective working environments. These tools will help create a system that will maximize time and organize the information inside the Human Resources department of Riordan Manufacturing. To gather all the requirements expected and perform a more accurate assessment for this new application, there is a need to involve several key stakeholders within the company. Starting from the upper management of the company is always one of the best steps, as they are the ones providing the guidelines for the project at hand. Some of the proposed key stakeholders to be included in the decision making process are: * President and CEO Dr. Michael Riordan- “determines and formulates all business strategies” (Riordan Manufacturing, 2012). The integration of a new information system should directly include the feedback of the CEO * COO Hugh McCauley- Administrator and coordinator of the activities in support of the company’s policies goals and objectives (Riordan Manufacturing, 2012). He is in charge of the Service request * Director of Human Resources Yvonne McMillan- Directs and coordinates human resources activities (Riordan Manufacturing, 2012). She should be able to provide the best feedback regarding the actual system and...
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...Optimal Results of a Well-Prepared and Well-Delivered Performance Appraisal A well-prepared and well-delivered performance appraisal assesses the degree to which the employee’s performance meets established expectations. It recognizes good performance and identifies areas of performance that need improvement. The appraisal is intended to promote effective and on-going communication between the employee and supervisor in the pursuit of individual and organizational success. The key ingredients in a successful evaluation are: clear job standards and expectations, consistent feedback regarding the degree to which the standards and expectations are met, and meaningful discussion between the employee and the supervisor. A well-prepared and well-delivered performance appraisal addresses performance expectations and competencies. There are no surprises in the appraisal and what is included in it is known to the employee during the performance period. It is written in easy understandable terms and is supported by factual, honest and clear examples. The appraisal also covers the timeline identified and is consistent to what is observed throughout the appraisal period. Preappraisal Activities A performance appraisal needs to be an on-going process and conversation. It is more than a once-a-year activity in which the appraisal is completed. There is no real preappraisal activity except that it should be a conversation, not a monologue. Supervisors should hold check-ins, weekly, monthly...
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... Strategic Control System is a system to support managers in assessing the relevance of the organization’s strategy to its progress in the accomplishment of its goals, and when discrepancies exist, to support areas needing attention. Strategic controls are typically created at all levels in an organization; the organization as whole establishes goals to track progress, but so do the various divisions of a multi-divisional firm. Strategic controls may also be created at the department, group and even individual levels. Strategic control systems are the formal target-setting, measurement, and feedback systems that allow strategic managers to evaluate whether a company is achieving superior efficiency, quality, innovation, and customer responsiveness and implementing its strategy successfully. Managers may choose to implement various control systems to monitor strategy implementation. Managers may implement formal monitoring or periodic reviews to determine the organization’s performance. Incentives may also be utilized by managers, to motivate and encourage employees to work towards the outlined goals and objectives. Such incentives may include bonuses, rewards and share allocations. 2. What are the basic types of control procedures that company implements? Briefly explain each. The basic types of control procedures that the company implements are: a. Feedback control provides managers with information concerning outcomes from organizational...
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...Assignment 1 Assignment 1: “The American Red Cross (ARC) Shonnette P. Ferebee Dr.Jack Huddleston HRM 522 Ethics and Advocacy for HR Professionals July 22, 2012 2 Determine the impact of this event on ARC’s benefits of business ethics” (employee commitment, investor loyalty, customer satisfaction, and bottom line. Ferrell, Fraedrich and Ferrell (2011) stated that the ARC is an independent organization, supported by the public donations and volunteerism (p.327). ARC mission is offer relief to people of catastrophes and help them prepare for and answer to emergencies. Ferrell, Fraedrich and Ferrell (2011) mentioned that The ARC has had to report allegations of fraud, bribery, and even theft on the part of volunteers and employees working for the organization (pg.327). This had a bad impact on the employee commitment and investor loyalty standpoint. It lead to ARC having to deal with a number of inside trials due to high turnovers, as well as charges of over payment and possible dishonesty among its board of directors and upper management. We know that dishonesty is having a lack of truthfulness, which has a great impact on ARC benefits of business ethics. Clara Barton founded the ARC in 1881 and was enthused by the work of the International Red Cross while on a trip to Europe during the Franco-Prussian War of 1870-1871(p.327). The ARC is one of the many organizations chartered by the U.S government, receiving its first federal charter in 1900(p.327). The ARC employee...
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...Corporate Diplomacy: The Coca-Cola Company Topic: Institution: Name: Course Instructor: Date: Corporate Diplomacy: The Coca-Cola Company Corporate Diplomacy is the highest level of capability to build and maintain the relation between the company and the external stakeholders as they meet greatest needs or achieve the set objectives of the stakeholders such that all the shareholder values are delivered. In corporate company diplomacy is very crucial because the company is looking for expansion and growth as they try to maximize profits in the existing markets, emerging markets, and foreign markets. When the gain entry into the foreign markets they get a chance to interact with many stakeholders who have different ideas, backgrounds and experiences in the market (wild, 2014) Coca-cola company is a global company that produces and distribute refreshing beverages and it was founded in 1886 by DR. John S. Pemberton. They have one of the most highly reputable brands in the world and it is the universal beverage company in the market. The company’s strategies are plans to increase growth in the market share, and they have achieved this through programs like Share a coke which has main them gain entry into the households and increased consumption rate and increased the brand loves grading. Another strategy is expanding their brands beverage investments, and this is by creating a high-value quality brands in the market. Third, the company is focused on improving the media...
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...Operations Management MGT 203 MANAGING EFFICIENCY AND PRODUCTIVITY Week 11 Dr Pieris Chourides Productivity • A measure of performance. • Broadly a ratio of output to input, i.e. comparing amount produced (output) with resources used (input) • Materials, machinery, labour, capital, energy --- a combination • What improvements have there been over the last 50 years in – construction productivity – payroll processing – Car servicing – banking • How do we evaluate productivity levels and identify areas for improvement? Managing Productivity • Productivity – An economic measure of efficiency that summarizes the value of outputs relative to the value of the resources used to produce them. Levels of Productivity • The unit of analysis used to calculate or define: – Aggregate productivity—the total level of productivity for a country. – Industry productivity—the total productivity of all the firms in an industry. – Company productivity—the level of productivity of a single company. – Unit productivity—the productivity level of a unit or department. – Individual productivity—the productivity attained by a single person. Forms of Productivity • Total factor productivity–an overall indicator of how well an organization uses all of its resources (i.e., labor, capital, materials, and energy) to create all of its products and services. Outputs Productivity = Inputs Forms of Productivity • Labor productivity–a partial productivity ...
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...continuing program feedback and program adjustments or adaptations (McNamara, 2006). There are several program evaluation models and methods available to any organization, making the stakeholders the key decision makers of the identity of scope and type of evaluation that will lend itself toward the futures goals and vision of the organization. McDavid and Hawthorn (2006) explain that there is a need for any organization conducting a programs evaluation to generate specific material for planning, design, implementation, and assessment to obtain desired results and to solve any problems or issues. To develop an evaluation focusing on relevance, utility, and design that specifically matches the organization’s needs, the stakeholders must not only address the issues at hand. They also must select an individual or team, which is internal, external, or combination of both to makeup the goal-oriented a program evaluation team. What is a Program Evaluation Boulmetis and Dutwin (2005, p. 4) define a program evaluation as the systematic and structural process of data collection. With these an organization can discerne if and to what degree organizational goals are achieved. Evaluations efficiency, effectiveness, and influence allow this analysis to occur. A program evaluation also monitors implementation, which aids in the understanding of program elements and outcomes (Saunders, Evans, & Joshi, 2005) that in turn aids in the reduction of uncertainty for stakeholders (McDavid & Hawthorn...
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...The American Red Cross (ARC) 1 The American Red Cross (ARC) Charlene Craig Strayer University HRM 522 Dr. Jack Huddleston October 25, 2013 The American Red Cross (ARC) 2 This assignment will cover the ARC and the impact that the events of 9-11 and Hurricanes Katrina and Rita had on ARC’s benefits of business ethics; the role that ARC’s stakeholders played in these scenarios; ways in which ARC’s corporate governance failed to provide formalized responsibility to their stakeholders; and steps that ARC could follow to improve their stakeholder perspective. Organizations have a responsibility to behave ethically and meet the economic, legal, ethical and philanthropic duties that stakeholders expect them to. Those responsibilities are included in, and are part of an organization’s commitment to being a corporate citizen. Not only does the organization have to prioritize stakeholders, please and cater to the interest of stakeholders, the corporation must also protect its own reputation, image and branding. Identifying and working through ethical issues that are meaningful to stakeholders should be at the top of an organization's to do list as these issues will impact shareholder value and organizational performance and branding. (Ferrell, 2012),(Ireland, 2011). ARC’s mission is to “provide relief to victims of disasters and help people prevent, prepare for and respond to emergencies” (Ferrell, 2012, p. 327). The ARC was guilty of straying from its vision and mission...
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... Student’s Signatures ___________________________________________________ ___________________________________________________ ___________________________________________________ ___________________________________________________ Table of Contents Definition of Problems 3 The Lack of Ethical Culture and Stakeholder Orientation 4 Low Board’s Professionalism 5 Poor Trust and Excessive Emphasis on Marketing 5 Identification of Possible Action Alternatives 6 Analysis of Each Alternative 7 Doing Nothing 7 Hiring a New Board of Directors 7 Developing a New Code of Conduct 8 Developing a New Organizational Strategy to Reconstruct the Ethical Climate 10 Decision 10 Implementation 11 Evaluation 13 Conclusion 14 References 15 Case Decision Making Paper- Red Cross In a world of intensive competition and numerous marketing challenges, maintaining trust in the organization-stakeholder relationships is an extremely difficult task. Numerous organizations have failed to achieve the desired strategic...
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...Arcelor Mittal in India : A Partnership Model for Corporate Responsibility Date – April 13, 2014 To: Ritesh Sinha From: xyz Subject: Future course of action for Paryavaran Mitra, and Arcelor Mittal’s role in the project. With reference to your request for a report on the possible course of action concerning Paryavaran Mitra, I have attached an analysis of the current situation along with the possible courses of action. I have also recommended a decision with an action plan to implement the same. Keeping in mind the objectives of Paryavaran Mitra, company’s relationship with partners and the brand image of the company, I recommend that Paryavaran Mitra’s timeline should be extended by another two years, in order to carry out impact assessment and make alterations if required. EXECUTIVE SUMMARY: With three months away from completion of the project, and the impact of the program still looming at large, the company has to take a decision regarding the future course of action for Paryavaran Mitra and its role in the project. It is important for ArcelorMittal to maintain the brand image of the company and also maintain a good relationship with its partners. It can either choose to close the project as per the scheduled date and reallocated the remaining budget, or to extend the timeline of the project by another two years to carry out impact assessment and make alterations to the project if required. However, by extending the project, ArcelorMittal can evaluate...
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... 1. Assessing Shell’s Stakeholder Engagement This section assesses Shell’s stakeholder engagement on the basis of an eclectic approach combining Mitchell et. al.’s (1997) framework of stakeholder attributes and class, Freeman & Wicks’ (2007) conceptualization of ‘managing for stakeholders’, and the ‘stakeholder engagement standard’ provided by AccountAbility. In order to properly assess ‘how Shell engages its stakeholders’, it is necessary first to map their most salient stakeholders (as proposed by Mitchell et. al.), and then to assess how they manage this engagement to create mutual benefits (as conceptualized by Freeman & Wicks) before comparing it to AccountAbility’s engagement standards to see if anything can be improved. Shell has, in fact, outlined in detail who their main stakeholders are, and to...
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