...RUNNING HEAD: UNIT 3 IP AFFILIATE INSTITUTION NAME MEMO To: Barbara Maddock From: John Anthony Date: December 29, 2014 Subject: Evaluating and validating a training program I am pleasured to explain to you that the following are the major concepts used in the field of evaluating and validating of the training program. This concept will help you have an incisive insight of what the evaluation and validation process entails. Further I am proud to let you know and understand the model of evaluation and the four levels in evaluation of programs. Evaluation simply means assessing the worth or the value of the program. It is an appraisal to determine whether the activity to be evaluated is worth. According to Sinclair, (2002) it is an attempt to assess the training with an objective of improving it. Validation is a concept which is used to describe the program and the outcome. The activity deals with testing and assessing whether the program has an internal validation. It also involves assessing whether the objectives are based on accurate determination of training needs. There are two forms of evaluating a training program. They include formative and summative evaluations are forms of evaluation in a training program. Summative evaluation is conducted in the early stages of the evaluation process primarily deals with the planning and implementation process. On the other hand, summative evaluation aims at assessing the outcome of the program and focus on determining...
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...MEMO | EDUCATION Did No Child Left Behind Work? By Lanae Erickson Hatalsky and Stephenie Johnson | Published: 02/06/15 Are we about to snatch defeat from the jaws of victory? For the first time in more than a decade, Congress is moving forward on reauthorizing the Elementary and Secondary Education Act—known in its previous iteration as the No Child Left Behind Act of 2001 (NCLB). Voices on both sides of the aisle have proposed major changes, including tossing the annual testing requirement for kids in grades 3 through 8, as well as repealing the accountability measures that have allowed the federal government to require states to address failing schools and yawning achievement gaps. There is no doubt that NCLB has problems that should be addressed in a new reauthorization. But before we throw out NCLB and rewind to the policies of the 1990s, we should examine what, if any, effect the era of accountability ushered in by President George W. Bush, late Senator Ted Kennedy (DMA), then-Congressman (now Speaker) John Boehner (R-OH), and retired Congressman George Miller (D-CA) has had on student achievement. As we outline below, even a cursory look at the data makes clear that after decades of stagnant scores, the last 15 years of accountability have brought measurable gains for students across the board, and the biggest gains during the NCLB era have been concentrated among the kids who needed them the most. While there are still serious problems to confront and...
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...Evaluating Business Communication Aniushka Caraballo Reimondez BCOM/230 May 16, 2011 Jennica Moore Evaluating Business Communication For this evaluation I choose the financial report of JJJ Company and after reviewing the report a can conclude that when it comes to the transmission of the message, this report conveys a clear message: do not acquire JJJ Company, the report was clear and to the point. Because of the nature of the information presented (graphics and numbers) I do not consider that any other type of communication would had been as effective as a financial report; a memo can provide information regarding why not to move forward with the acquisition, however the level of detail and the use of graphics is not found in the memo, the same would go with an email or a letter, that is way I think that the financial report was the right choice to present this information. Being the audience the CEO of the company, he require facts represented by numbers and graphics, however they need to be presented in a clear matter so the information can be understood clearly and any questions that the CEO might have are answered; this report presented simple yet clear facts on why not to move with the acquisition, and using the information presented the CEO should be able to move make a conscience decision regarding the acquisition. In order to improve this report I consider that the wording should be review, although the financial report is clear I would make sure to avoid...
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...Project Proposal Project Proposal Robert Dutton, University of Phoenix CMGT/410 Timothy Phillips June 28, 2013 Project Proposal Memo Attn: Management and Stakeholders Purpose of Proposal New Platform and Companywide Compliance System “Touchdown” for Technology Cowboys Project Description It is vital to Technology Cowboys to modify our business information systems into a central technology platform. We can make this happen by using a common database and common development environment. Our first goal to ensure that this modification go smoothly is to establish a common set of processes within the organization. The new compliance system or Touchdown will ensure that all laws and regulations of Technology Cowboys’ internal rules and regulations are updated. This will be the foundation for all business activities within our organization. This newly incorporated compliance system, Touchdown, will become the stepping stone of our understanding of integrity. Project Stakeholders Stakeholders in this project are the company’s managers and employees. Each member will be slowly introduced to the new compliance system. There will be requirements for managers. One requirement for managers is to train at least 10 hours on the new platform. They will also be responsible for training on a host of new compliance policies. The new platform will integrate the all offices across the company, into a common database. The database may be used to access data stored in several...
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...| Phoenix Advertising | Memo To: | Roanoke Branch | From: | Cheree Wilson | Date: | January 20, 2015 | Re: | Roanoke Branch Evaluation | | | I have recently had some issues brought to my attention, pertaining to the Roanoke branch. Two of our top members of management have quit and several other members are threatening to quit. We have also had multiple complaints from important clients, regarding the recent quality of our productions. We are worried that the productions leaving this branch are not up to company standards. Therefore, to address these issues we will be reevaluating the Roanoke branch and its policies. In order to fix these issues, I will need your help in gathering some information. I will need the department management to send me a copy of all their policies and procedures, along with an evaluation of their department. I will need employee evaluations from the Art, Graphic Design, and Copy write departments. Along with the evaluations, I will need a list of all current clients and projects. Please send your department’s evaluations, information and any suggestions you may have by February 2, 2015 to cwilson@phoenixads.com or call (555)555-5555, extension 12. I appreciate all your hard work in addressing these issues. I know if we all work together as a whole, we can maintain our set standards and remain the success we have been for the last 11 years. Copies: Gregory S. Forest, President James Abbey, Roanoke Branch CEO Chloe Jessep, Art Director...
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...SUBDOMAIN 317.1 - ORGANIZATIONAL BEHAVIOR & LEADERSHIP Competency 317.1.6: Performance Evaluation - The graduate can develop and recommend how to implement effective performance evaluation processes. Objectives: 317.1.6-03: Define what should be evaluated in a performance evaluation. 317.1.6-04: Compare the relative value of common sets of evaluation criteria. 317.1.6-05: Explain how it can be advantageous to have supervisors, peers, and subordinates all participate in the evaluation process. 317.1.6-06: Explain how it can be disadvantageous to have supervisors, peers, and subordinates all participate in the evaluation process. 317.1.6-08: Compare and contrast common performance evaluation methods. 317.1.6-09: Give examples of errors and biases that commonly impact the accuracy of performance evaluations. 317.1.6-10: Select techniques that can be used to improve performance evaluations in a given situation. Introduction: In this task you are presented with a management incident that requires you to apply sound performance appraisal concepts to the situation. Given: An engineer was hired two years ago at a mid-sized manufacturing plant. The engineer previously worked in the aerospace industry and is a bright, detail-oriented person and a hard worker. The engineer has suggested changes at the plant that resulted in considerable savings on manufacturing energy costs and eliminated a significant safety hazard that had been overlooked by the previous engineer. However, some co-workers...
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...office for a five-year contract. B. Background & Purpose of this document: In order to determine which submitted proposals represent the best overall value, a comprehensive and thorough evaluation of each is required. In considering the concept of ‘best value’, an approach that assesses many relevant factors from a holistic perspective is required and largely mandated by the Federal Government. This method of evaluating many primary factors and sub-factors increases the odds that the government agency will match successful contract bidders with the contracts that they are most qualified for, based on experience, capabilities, and a proven track record. For the purpose of this discussion, the group was tasked with identifying three sub-factors for four primary evaluation factors that were pre-determined. The primary evaluation factors that were considered in support of the program management solicitation project are as follows: 1) Corporate Experience; 2) Past Performance; 3) Management Approach; and 4) Technical Approach. C. Summarized table of Evaluation Factors and Sub-factors: The table below represents a summarized table of the sub-factors that have been assigned to each of the pre-determined primary evaluation factors. Evaluation Factor #1: CORPORATE EXPERIENCE This evaluation factor assesses the experience that a bidder is likely to add to the solicited project. The experience of the bidder should be commensurate, or similar to the requirements of the contract...
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...Human Resource Management Assignment 3 Report to Board of Directors Subject: Pay, Appraisal, Discipline, Grievance and Personnel records Job Descriptions and Pay Findings | |Softworks |Barnsley MBC (Comparator) | |Job Description |No Formal job descriptions |Formal agreed job descriptions for every post in| | |Staff undertake duties where they are required |the organisation detailing duties of post | | | |Staff work to JD but are sometimes given the | | | |opportunity to undertake further tasks | |Pay |Pay set by Dept managers |Pay set at national scales | | |Pay is awarded to more valued members of staff |Pay agreed with trade unions | | |whom the organisation wishes to stay. |Increments set within scales to reward | | | |experience....
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...adapt his work style. Plus lacking a managerial experience, Green wasn’t able to look at issues based on a structural and long term view. Thus he would decide to avoid interactions with Davis after the first criticism, rather than improving his performance and rebuilding the relationship with Davis. In addition, both roles that Green and Davis had were dependent upon collecting information; however, it seemed that Green didn’t submit to Davis’s request at all when he was required to send information. Besides that, Davis and Green’s divergence in work style and personalities had also contributed to the problem. Green prefers to deliver his ideas directly to clients and talk through issues face to face, while Davis would rather to prepare memos and presentations when a meeting was set up. Moreover, both...
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...memorandum Subject: Request for Technical Evaluation of Responses Received Solicitation #: From: To: Technical Evaluation Panel (TEP) Date: The accompanying technical responses are provided to you for technical evaluation. Information contained therein is to be used only for evaluation purposes and that information cannot be disclosed or duplicated in whole or in part for any other purpose without the written permission of the submitting parties. Also, be aware that no contact can be made with the offerors under any circumstances to discuss this solicitation. The technical evaluations must assess the qualities of responses based solely on the factors and sub factors as specified in the solicitation, reproduced in Attachment (1) for your convenience, and the TEP report must discuss and substantiate in detail the TEP’s findings regarding each evaluation criteria. All TEP members’ evaluations must adhere strictly to the subject RFP’s evaluation criteria. There must be no comparison of offerors’ responses in the initial review. The following individuals have been designated as members of the Technical Evaluation Panel (TEP) for No changes to the TEP membership are permitted unless requested and approved, in writing, by the Source Selection Authority (SSA). Attachments: (1) Technical Evaluation Criteria (2) Guidelines for Interrogatories ...
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...A Framework for Case Analysis Case analysis is a problem solving process. You are demonstrating in a systematic way how you have defined a key problem/issue, identified plausible, realistic alternatives (not necessarily limited by those suggested in the case), analyzed these alternatives using common criteria, and finally developed a complete set of recommendations. This process challenges your organizational and communication skills as much as your analytical and quantitative skills. Step 1. Situation Analysis. The first step in systematically analyzing an organization's marketing problems is to conduct a situation analysis. This is not part of the written case brief but it is needed before you can begin the problem solving process. Step 2. Define the Problem/Issue. Once you have conducted a thorough situation analysis, you can identify the problem(s) facing the organization. Be careful not to assume that the characters in the case are objective or accurate in identifying the problem or make a rush to judgment about the problem. Step 3. Identify plausible alternatives. What are reasonable options for solving the identified problem? While you should at least initially consider the options discussed in the case, do not assume that these are the best or even appropriate alternatives, especially if these options are not consistent with the problem. Alternatives should be plausible, not "straw men" that are just knocked aside in order to make a bee line for some obvious solution...
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...Table of Contents Section Page # Introduction………………………… …………………………………………………….2 Discerning the Context……………………………………………………………………3 Building a Solid Base of Support…………………………………………………………4 Identifying and Prioritizing Program Ideas……………………………………………….5 Developing Objectives……………………………………………………………………9 Devising Transfer of Learning…………………………………………………………...10 Designing Instruction…………………………………………………………………….11 Formulating Evaluations…………………………………………………………………13 Making Recommendations………………………………………………………………15 Format of Internship Program …………………………………………………………....16 Identifying Programming Staff…………………………………………………………..17 Budgets and Marketing…………………………………………………………………..18 Facilities………………………………………………………………………………….20 Appendices: Appendix A: Caffarella’s Interactive Model of Program Planning……………...22 Appendix B: Needs Assessment…………………………………………………23 Appendix C: Faculty Survey……………………………………………………..29 Appendix D: Student Survey…………………………………………………….30 Appendix E: List of Graduate Programs with Internship Components………….31 Appendix F: Internship Learning Agreement ……………………………………32 Appendix G: Possible Internship Sites for HALE Master’s Program…………...35 Appendix H: Sample Brochure…………………………………………………..36 Introduction The HALE master's program prepares individuals for entry-level leadership positions in postsecondary education, public agencies, and business...
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...Employee Evaluation Form |I. Employee Information | |Employee Name |Job Title | |Supervisor/Reviewer |Review Period | | |From: / / To: / / | |II. Core Values and Objectives | |Performance Category |Rating |Comments and Examples | |Quality of Work: |( Exceeds expectations | | |Work is completed accurately (few or no |( Meets expectations | | |errors), efficiently and within deadlines with |( Needs improvement | | |minimal supervision |( Unacceptable | | |Attendance & Punctuality: ...
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...Kristal Charles November 11, 2013 EDU 225 Christy Faux Software to Support Assessment Using assessments can be very a very difficult part of teaching. Evaluating a child’s performance in school can be very hard, but a necessary part of the educational process. For many, assessments mean test. Students and parents view these assessments as a way to out-do their classmates and compete to see who is able to get the highest grade. They don’t view these assessments as a way to know if they understand the things being taught. Assessments are created to serve a purpose. They help diagnose learning disabilities, identify a student in need, and help the district meet their yearly goals Technology to Facilitate Ongoing Efforts to Assess Student Learning Teachers are able to use technology in many different ways. Teachers us observation, making adjustments when needed in a lesson, communication, written assignments, and giving tests to help each student know their strengths, and weaknesses. To make sure no child is left behind a teacher needs to evaluate the child’s daily, monthly, and quarterly progress. This will help the teacher understand what is each child still needs help on. By modifying the curriculum for some of the children this will help each one individually. Students should have the opportunity to use assessments in their class to help understand all the tasks that are being assigned during. The software being used can include many things. Including presentation...
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...Self- Assessment Orlando Polite Juanita Murrell BUS 520 – Leadership and Organizational October 21, 2013 The Johari Window is for improving self-awareness, and mutual understanding between individuals. It can also be used to assess and improve relationships with others. Recognizing what others see in us is something that we may not be aware of and accept. One must believe and trust an individual before sharing personal information ("Johari Window," 2010). This paper will discuss some profiles of my personality characteristics and evaluation results. Also summarize assessment results. Then analyze how the scores play a part with relationships and career choices. The profile of my features displays my personal preference and is consistently decisive. I tend to get work done under stressful conditions. I show a lot of positive feedback as a manager. I am extremely confident with my work and decisions. Managers are not perfect, so we tend to make mistakes and learn from them. Being able to take criticism makes an individual a better person and a good manager. Being able to work long hours and with standing prejudices and biases situation is one of my strong points (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). My primary mission as a leader is change. I have a lot of concern on what my employers want in life and always thinking of the long term. In this position, I am not only a leader but a teacher. Employees...
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