...|FOUNDATION CHRP CL&D ASSESSMENT | | | |[pic] | |Resourcing Talent (3RTO) | | | | | |3RTO F204A_June – Optional Unit Assessment – Version 3 June 2012 | | | | | |Student name: | | | | | | |CRITERIA |PASS/REFER |COMMENTS | |LO1: ...
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...Task 1 : introduce your business a. Briefly describe the type of business size and number of employees . Bankstown Lidcombe Hospital is a principal referral group A1B hospital with tertiary affiliations to the University of NSW, University of Sydney and University of Western Sydney providing a wide range of general medical and surgical services and sub-specialty services to a local Bankstown/Canterbury community. It is part of South Western Sydney Local Health District.it has 454 beds and over 1400 emloyes between doctors , nurses , radiolgiest , administration , and other services . b. Laws are put into place to protect everyone - the customer, the employee and the company. You are not expected to be a lawyer, but being aware of the relevant legislations will help your organisation run more smoothly and avoid complications in the future, such as getting tied up in lengthy legal battles for unfair staff dismissal etc. Some of the common legislations applicable to traders include the Consumer Protection Act 1987 and the Consumer Protection from Unfair Trading Regulations 2008. These regulations are put into place to protect the consumers' rights and ensure they receive good quality products or services at all times. Duty of care : The responsibility or the legal obligation of a person or organization to avoid acts or omissions (which can be reasonably foreseen) to be likely to cause harm to others. Accessible parking Bankstown-Lidcombe Hospital has a number...
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...Pfeffer (1998a), namely:1. employment security;2. selective hiring;3. self-managed teams;4. high compensation contingent on performance;5. training to provide a skilled and motivated workforce; The best practice approach is based upon the concept that there is a set of best humanresource practices, adoption of which will lead to superior organisational performance.Pfeffer, in Competitive Advantage Through People, listed seven human resource practiceswhich he identified as commonly adopted by successful companies:1. Employment security. This means that employees are not quickly made redundant during periods of economic downturns or poor performance of the organisation as awhole. This is a tactic that fits with the concept of high performance management,which, you will recall, involves careful recruitment and selection procedures, extensivetraining, information sharing and delegation. Such practices involve high expenditure and organisations adopting them would expect employees to stay with them for sometime so that the investment can be recouped.2. Selective hiring. This requires the organisation to look to recruit people with the rightattitudes, values and cultural fit (all characteristics that are difficult to change) and totrain people in the behaviours and skills that are easily learned.3. Self-managed teams. This is a key requirement for high performance managementsystems as self-managed teams promote...
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...Environmental Analysis 1 A. The Marketing Environment 2 C. Current Marketing Objectives and Performance 4 SWOT ANALYSIS 5 A. Strengths 6 B. Weaknesses 6 C. Opportunities 7 D. Threats 7 MARKETING OBJECTIVES 8 MARKETING STRATEGIES 9 A. Target Market(s) 9 B. Marketing Mix 9 MARKETING IMPLEMENTATION 10 A. Marketing Organization 10 B. Activities, Responsibility, and Timetables for Completion 11 EVALUATION AND CONTROL 12 A. Performance Standards and Financial Controls 12 B. Monitoring Procedures 12 Works Cited 13 Wolverine Software, Inc., Marketing Plan Executive Summary Wolverine Software is a mid-sized corporation in the first year of its existence with a new ownership and management teams; it currently operates as a privately held entity. The company currently produces workforce management software used for tracking employees and projects, with approximately 1000 existing clients in every industry imaginable. The business fluctuates with the growth and decline of the economy since one of the key profit lines for the company is a SaaS (Software as a Service) model to providing the software. The software is hosted on company servers, and clients are charged a monthly fee for the number of employees that use the system. One major challenge for the company is how to increase stand-alone installations to help avoid the fluctuation in cash flow, which could be achieved by selling the software outright to clients and charging a license...
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...edition 2015 THE EVENT APP BIBLE The New Version of the Popular Guide to Evaluate, Compare and Understand Event Mobile Apps Table of Contents page 4 8 Preface - by Corbin Ball Introduction 10 13 5 Key Trends in Event Mobile Apps 17 What You will Find In The Event App Bible v3 18 21 Strategy 21 26 The Benefits of Mobile Apps 27 29 From The Trenches: How Event Planners Select and Use Apps 31 Why Develop an Event Mobile App Selection Strategy? - by Michelle Bruno 32 30 Questions to Answer in a Mobile App Selection Strategy - by Michelle Bruno 35 Selection 35 38 Creating the Perfect Request for Proposal (RFP) for a Mobile App - by Michelle Bruno 46 Event App Solutions: Research Methodology 47 Event App Findings 50 Mobile App and Features Glossary - by Becki Cross and Cathy Key 56 App Provider Tables and Features Overview 73 Post Selection Tactics 73 75 Promoting Engagement - by Liz King 76 Considering Usage - by Liz King 77 Solving Wifi Issues - by Liz King 78 Financial Support - by Liz King 78 82 Credits 83 84 Disclaimer 86 appendix - research Why Version 3? Structure of the Event App Bible v3 Event Apps: Hype or Substance? Where are we now? Do You Need an Event App? Purchasing Factors Earning Adoption - by Liz King Data...
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...Chapter 2 An Overview of Formal Methods Tools and Techniques The goal of this chapter is to give an overview of the different approaches and tools pertaining to formal methods. We do not attempt to be exhaustive, but focus instead on the main approaches. After reading the chapter the reader will be familiar with the terminology of the area, as well as with the most important concepts and techniques. Moreover the chapter will allow the reader to contextualise and put into perspective the topics that are covered in detail in the book. Why do we need an overview of formal methods? Why not just study one rigorous method for software development? This is a very pertinent and legitimate question. The behavioural essence of software is not captured by a unique unified mathematical theory. Such a general foundation is unlikely to exist. Think for instance about the diversity of programming language paradigms and theories, and the resulting jungle of existing computer programming languages. Is there a definite paradigm (or, even, language) that makes obsolete all the other ones? Clearly not. Different languages will be chosen by different people to solve the same problem, and someone may well use different languages to solve different problems. Similarly, depending on the goals of the software designers and of the verification process, one may prefer a theory over another one, and even use more than one theory (and related formal methods techniques and tools), in the context of the development...
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...Chapter 1 The Evolution of the Modern Firm Chapter Contents 1) Introduction 2) The World in 1840 • Doing Business in 1840 • Conditions of Business in 1840: Life Without a Modern Infrastructure Example 1.1: The Emergence of Chicago 3) The World in 1910 • Doing Business in 1910 Example 1.2: Responding to the Business Environment: The Case of American Whaling • Business Conditions in 1910: A "Modern" Infrastructure Example 1.3: Evolution of the Steel Industry 4) The World Today • Doing Business Today • The Infrastructure Today Example 1.4: Economic Gyrations and Traffic Gridlock in Thailand 5) Three Different Worlds: Consistent Principles, Changing Conditions, and Adaptive Strategies Example 1.5: Infrastructure and Emerging Markets: The Russian Privatization Program Example 1.6: Building National Infrastructure: The Transcontinental Railroad 6) Chapter Summary 7) Questions Chapter Summary This chapter analyses the business environment in three different time periods: 1840, 1910 and the present. It looks at the business infrastructure, market conditions, the size and scope of a firm’s activities and a firm’s response to changes. This historical perspective shows that all successful businesses have used similar principles to adapt to widely varying business conditions in order to succeed. Businesses in the period before 1840 were small and operated in localized markets...
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...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
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...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
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...Outline INTRODUCTION ........................................................................................................................................... 2 I. DATA BASES............................................................................................................................................... 2 I.1. Definitions ............................................................................................................................................................... 2 I.2. Major Methods and DBMS...................................................................................................................................... 3 I.3. Information-related issues........................................................................................................................................ 4 II. COLLABORATION TOOLS (GROUPWARE) ..................................................................................... 4 II.1. Introduction & Definition ....................................................................................................................................... 4 II.2. Electronic Document Management (EDM) ............................................................................................................ 5 II.3. Process Management (Workflow) .......................................................................................................................... 6 II.4. Electronic Data Interchange (E.D.I...
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...CHAPTER 1 – STRATEGIC MANAGEMENT STRATEGY Strategy: formulation of organizational missions, goals, objectives and actions plans (how the organization intends to achieve its goals Mintzberg’s 5 P’s of Strategy: i. Plan: intended course of action a firm has selected to deal with a situation ii. Purpose: consistent stream of action that sometimes are the result of a deliberate plan and sometimes the result of emergent actions based on reactions to environmental changes or shifting of assumptions iii. Ploy: specific manoeuvre at the tactical level with a short time horizon iv. Position: the location of an organization relative to its competitors and other environmental factors v. Perspective: gestalt or personality of the organization HR Planning Notebook 1.1 – Description of Strategy Strategy: declaration of intent (considered as both plan and purpose) Strategic Intent: tangible corporate goal; point of view about the competitive positions a company hopes to build over a decade Strategy Formulation: entire process of conceptualizing the mission of an organization, identifying the strategy, and developing long-range performance goals Strategy Implementation: activities that ees and managers of an organization undertake to enact the strategic plan and achieve the performance goals Objectives: the end, the goals Plans: product of strategy, the means to the end Strategic Plan: written statement that outlines the future goals of an organization...
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...This page intentionally left blank This page intentionally left blank Less managing. More teaching. Greater learning. INSTRUCTORS... Would you like your students to show up for class more prepared? class is much more fun if everyone is engaged and prepared…) (Let’s face it, Want ready-made application-level interactive assignments, student progress reporting, and auto-assignment grading? (Less time grading means more time teaching…) Want an instant view of student or class performance relative to learning objectives? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record and post your lectures for students to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows you to easily assign and report on materials that are correlated to accreditation standards, learning outcomes, and Bloom’s taxonomy. • An easy-to-use lecture capture tool. STUDENTS... Want an online, searchable...
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...This page intentionally left blank This page intentionally left blank Less managing. More teaching. Greater learning. INSTRUCTORS... Would you like your students to show up for class more prepared? class is much more fun if everyone is engaged and prepared…) (Let’s face it, Want ready-made application-level interactive assignments, student progress reporting, and auto-assignment grading? (Less time grading means more time teaching…) Want an instant view of student or class performance relative to learning objectives? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record and post your lectures for students to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows you to easily assign and report on materials that are correlated to accreditation standards, learning outcomes, and Bloom’s taxonomy. • An easy-to-use lecture capture tool. STUDENTS... Want an online, searchable...
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...Masarykova univerzita Ekonomicko-správní fakulta Studijní obor: Podnikové hospodářství MARKETING RESEARCH Diplomová práca Vedoucí diplomové práce: Ing. Klára KAŠPAROVÁ Autor: Eva PEŠLOVÁ Brno, duben 2007 Masarykova univerzita Ekonomicko-správní fakulta Katedra podnikového hospodářství Akademický rok 2006/2007 ZADÁNÍ DIPLOMOVÉ PRÁCE Pro: Obor: P E Š L O V Á Eva Podnikové hospodářství Název tématu: Marketingový výzkum Marketing research Zásady pro vypracování Problémová oblast: Marketingový výzkum. Cíl práce: Analýza trhu, popř. trhů pro uvedení produktu na trh. Postup práce: V teoretické části se bude autorka věnovat problematice výzkumu trhu a jeho jednotlivým metodám a technikám relevantním pro tento typ výzkumu. V praktické části bude analyzovat zvolený trh, popř. zvolené trhy, formuluje doporučení pro tvorbu daného produktu a provede ekonomické vyhodnocení jeho zavedení. Použité metody: Analýza sekundárních dat, dedukce, deskripce, komparace, relevantní matematicko-statistické metody. Rozsah grafických prací: Rozsah práce bez příloh: předpoklad cca 15 tabulek a grafů 60 – 70 stran Seznam odborné literatury: BOLDIŠ, P. Bibliografické citace dokumentu podle ČSN ISO 690 a ČSN ISO 690-2 (01 0197): Část 1 – Citace: metodika a obecná pravidla. Verze 3.2 [online]. 1999–2002. Poslední aktualizace 2002-09-03. Dostupné na World Wide Web: HENDL, J. Kvalitativní výzkum – základní metody a aplikace. 1. vyd. Praha : Portál, 2005. 408...
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...to be measured Magnitude The extent to which the phenomenon has the attribute Often we can’t directly observe a phenomenon of interest We need to find a substitute Direct observation- the only time we can accurately observe the attribute and phenomenon How happy is the baby? Phenomenon-baby Attribute-happiness Can you measure this attribute directly? NO Smiles per hour Laughter per day Financial Statements: When investors focus on a company’s net income, is net income necessarily the investors’ attribute of interest Firm performance Firm future performance What two things do accounting measures often represent Performance- what have we done? Position- what do we have? Business Strategy and Accounting USSBA Too many teams to manage What is strategy according to Porter? Strategy is creating a fit among an organization’s activities (to enable it to realize its goal or mission). The success of a strategy depends on doing many things well and integrating among them Operational Effectiveness versus Strategic Positioning Operational effectiveness Performing similar activities better than rivals Strategic positioning Performing different activities better than rivals What limits the sustainability of profits associated with operational effectiveness? Operational effectiveness techniques can be imitated Competitive convergence (hard to differentiate between each other) Three bases for strategic positioning Needs based Serving most needs of a particular...
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