...BEST PRACTICE v. BEST FIT How do we know what is an appropriate HR model for a firm? Best Practice Model ! Argument: all firms will see performance improvement if best practice implemented (see empirical evidence) ! Method: identify best practice, give HR a high profile, get top level commitment, sell it, do it, measure it, reward champions ! Advantage: much agreement / tradition on basic best practice. Also recognition of ëbadí practice. Established rules of thumb for selection; training; appraisal methods. No need to re-invent. Itís out there. ! Disadvantage: difficulty arises when we go beyond these straightforward practices. There is great diversity of ëbest practiceí which moves away from uniformity. Pfeffer(1994 listed 16 practices for ëcompetitive advantage through peopleí. Danger of becoming an end in itself at the expense of company goals / interests. Can be conflict between benefit to company & benefit to worker ie reengineering & downsizing. Employees may lose their voice. May not be appropriate in all situations or even in sections of same business. High Performing Work Systems (HPWS) High Involvement ! Ability ñ enhance employee ability & knowledge through good recruitment & training ! Motivation ñ motivate desired behaviours through strong incentives ! Opportunity ñ encourage ideas & contribution from motivated & better trained workers Characteristics of Best Practice Model: Work teams~ flexibility 2-way information ~ comms Care...
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...that led to the study, a description of the Best Practices, LLC research methodology, a summary of the key project findings and recommendations for identifying and closing performance gaps. 2) Topical Chapters – These chapters provide, by subject, a graphical depiction of survey responses, discussion of key trends identified from an analysis of the data and write-ups of best practices harvested from in-depth interviews: Program Management & Organization –Includes sections on Budget, Staffing, Structure, Activities & Events, Hiring Top Talent (including interns and co-ops) and Program Effectiveness. Hiring Top Talent – Discusses best practices for building the talent pool, screening and selecting candidates and managing intern and co-op programs Building Strong Stakeholder Relationships – Covers effective partnership with line staff, practices for sharing candidates across lines of business, developing alumni as recruiting talent, training line recruiters and maintaining long-term relationships with university hires. School Selection & Ranking - Illustrates best practices for choosing core recruiting schools. Technology: Impact & Innovation - Highlights innovative uses of technology in the recruiting process. 3) Appendix – The appendix includes a matrix comparing the features, functionality and feel of university recruiting websites for 19 top companies and a matrix capturing top three best practices and lessons learned shared by survey respondents...
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...(this does not have to be submitted with your assessments). The box below simply asks you to reflect on your key learning drawn from that and how it links (i.e. new development needs that you have identified as a result of your learning) subsequently to your updated Development Plan below that you are submitting with your unit assessment. Development Plan | NAME: | ZARINA ZHUSSUPOVA | MEMBERSHIP NUMBER: | 42818953 | COVERING THE PERIOD FROM: | JANUARY | TO: | JUNE | Planned outcome What do I want/need to learn? | What will I do to achieve this? | What resources or support will I need? | What will my success criteria be? | Target dates for review and completion | To get more knowledge of main principles of management recruitment in our National Company “KazMunayGas” (JSC) (hereinafter-KMG)To get more knowledge of how to give the written answers (to write official letters) to people with different requests: about sponsorship, employment, etc.I need to improve my knowledge in Excel, Power Point, PDF programmes To learn an...
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...Organizations often implement a best practice or a best fit approach to strategic human resource management. A best practice approach would suggest that a set of universal practices could be applied to various different organizations in various different trades. On the other hand, a best fit approach to strategic human resource management would suggest that different practises would need to be put into play depending on different variables such as company culture, processes and external environmental factors. A best practice approach could be beneficial to an organizations attempt of strategic HRM as it would help the organization to make a profit and to obtain their long-term goals. In order to ensure that they are using a best practice approach, the organization would need to make strategic changes to the recruitment and selection process, rewards, training and to ensure that employees remain motivated and committed. A best practice approach could also be beneficial to strategic human resource management as best practice activities often strive to improve overall performance of an organization by selecting key best practices that may better the company such as training, appraisal and reward systems. A best practice approach may also be beneficial to an organization in terms of finding a solution, as the best practice approach is more universal, the solutions are proven to have been successful with other companies. The best fit approach to strategic HRM would entail ensuring...
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...Service ETL Solutions Ltd How sure are you that you have the best practices and staff to make your project a success? Data Migration Service Assessments These second party assessments cover two areas: project assessment and staff competency. They may be used individually or together before the migration starts to define best practice, as a ‘rescue’ service when the project is not going to plan, or if it is felt guidance to prevent failure is needed. Issue Data migration is usually a component of an important business programme such as implementing a new application, a merger, acquisition or divestiture. Migrating critical business or technical data is not an everyday activity for most organisations. It is often an afterthought and considered a purely technical discipline. If the business does not own and mitigate risk in the delivery of a data migration it can have profound impact on the overall success of the project. Sixty percent of data migration projects over-run or fail for a variety of reasons. The way organisations operate, store and use their information and knowledge is complicated. The success of a new system from a technical and business perspective often depends on the movement of the data to the exact requirements of the business. Complicating matters further, stakeholders can be from all areas of the business and from external bodies such as regulatory authorities. Reviewing best practice at the start of or during a project can mitigate issues and bring...
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...DIRECTORATE STRATEGY TO CHANGE CULTURE SCHOOL PARTNERSHIPS FOUNDATION LEARNING TIER ADDITIONAL LEARNING SUPPORT Contents Page College Vision, Mission and Values 3 Existing Cultures 4 Overarching College Priorities 4 Bringing about culture change 5 The 5 step journey 6 Roles & Responsibilities 8 Communication & embedding the values 9 Benchmarking 9 Training & Development needs 9 Significant barriers and overcoming them 10 Priorities 11 College Vision, Mission and Values The Strategic Vision For The Merged College Is: “An inspirational organisation that delivers excellence” Mission Statement: “To provide high-quality education and training that is inclusive, and which matches and supports the needs of our diverse learners and the local and regional economy” Corporate Values: ▪ Place learners at the heart of everything we do ▪ Promote a progressive, inspirational and dynamic approach to teaching and learning which responds to learners ▪ Create an environment and ethos which encourages learning and skills development ▪ Promote and provide opportunities for successful participation in education for people from all backgrounds and abilities ▪ Strive for excellence in all aspects of college business ▪ Encourage staff to embrace challenging professional standards and raise...
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...“Analyzing the Compliance practice of With respect to Worldwide Responsible Accredited Production (WRAP)” A Study On Clifton Textile & Apparels Ltd, Baizid Bostami, Chittagong. (THIS INTERNSHIP REPORT IS SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION WITH A MAJOR IN HRM) Prepared By: Abdullah Al Mamun Matric No: R101195 Program : MBA Semester : Autumn 2011 Internship Duration: 1st September, 2011 to 1st December, 2011 Submission Date: 11th June, 2011 Department of Business Administration Faculty of Business Studies International Islamic University Chittagong “Analyzing the Compliance practice of With respect to Worldwide Responsible Accredited Production (WRAP)” A Study On Clifton Textile & Apparels Ltd, Baizid Bostami, Chittagong. (THIS INTERNSHIP REPORT IS SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION WITH A MAJOR IN HRM) Prepared By: Abdullah Al Mamun Matric No: R101195 Program : MBA Semester : Autumn 2011 Supervised By: Mr. Abdullah Ahsan Mamun Lecturer, DBA, IIUC Internship Duration: 1st September, 2011 to 1st December, 2011 Submission Date: 11th June, 2011 ____________________ Signature of Supervisor Department of Business Administration ...
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...become a major source of new customers, accounting for over half of global consumption by 2025 and by 2050, 97% of the 438 million people expected to join the global workforce will come from developing countries (Bellin & Pham, 2007). How companies compete and differentiate themselves in varying and new environments is greatly dependent upon the development of, and support for, their leaders and managers on global assignments to collaborate for innovation in both practices and ideas. Levy (2007) describes a ‘Global Mindset’ that is characterized by three aspects: * Openness to and awareness of multiple spheres of meaning and action; * Complex representation and articulation of cultural and strategic dynamics; and * Integration of ideas and actions oriented both to the global and local. CEMEX, a global cement company, has recognised the imperative of developing a global mindset across the organization by standardising ways of working while simultaneously recognising and assimilating best practices from its diverse operations and people. It does this by embedding its philosophy of the CEMEX Way for acquisitions, operational reviews, and its learning and development programs for leaders and managers. Company overview CEMEX, founded in Mexico in 1906, is the world’s largest building supplier and third largest cement producer. Based in Monterrey, the company started as a local player and over the past 25 years has grown to become a global leader in the construction...
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...AMSPAR Diploma In Primary Care Management Unit 602 Financial Management And Budgeting In a Primary Care And Health Environment By Graham Morrison Task 1 1a. Evaluate the information and processes required to be able to set a budget, which supports the organisation's business goals. Discuss how you would use them to prepare, formulate and monitor a budget. The objectives of budget preparation are shown in the table below. Objective | Comment | Planning | Compelling managers to plan is probably the most important feature of a budgetary planning and control system. Planning forces management to look ahead, to set out detailed plans for achieving targets for each department and operation and ideally each manager and to anticipate problems. It thus prevents management relying on ad-hoc or uncoordinated planning which may be detrimental to the performance of the organisation. It also helps managers to foresee potential threats or opportunities, so that they make take action now to avoid or minimise the effects or threats and to take full advantage of the opportunities. | Responsibility | Objectives are set for the organisation as a whole, and for individual departments and operations within the organisation. Quantified expressions of these objectives are then drawn up as targets to be achieved within the timescale of the budget plan. Budgetary planning and...
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...Benchmarking: A permanent Process for Excellence Benchmarking is a process in which organizations evaluate various aspects of their processes in relation to best practices, usually within their own sector. It is also a process of identifying other organizations that are best at some facet of our operations and then modeling our organization after them (Operations Management, 9/e, Jay Heizer & Barry Render). It selects a demonstrated standard of performance that represents the very best performance for a process or activity. Benchmarking is `the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders, (that is) ... the search for industry best practices that will lead to superior performance (Camp, 1989, 10). According to these definitions benchmarking helps organizations increase their performance. They compare and measure their policies, practices, philosophies, and performance measures against those of high-performing organizations. Benchmarking could be a onetime event but rather a continuous process in which organizations continually seek to challenge their practices. It is a continuous, systematic process of measuring products, services and practices against organizations regarded to be superior with the aim of rectifying any performance ``gaps’’ because of the existence of strong dynamics in the current business world. The aim of benchmarking is to identify competitive...
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...bandaging. Abstract Part of the role of the mentor is to “facilitate the selection of appropriate learning strategies to integrate learning from practice and academic experiences” (NMC SLAiP Standards 2008). Assessing and carrying out leg ulcer dressings is a vital part of working as a community nurse and this report describes how I as a mentor facilitated a student to assist with this activity and identifies some of the range of facilitative strategies to support learning in practice. It describes carrying out an activity, from preparation, implementation and evaluation of the activity, assisting my student to to evaluate her own learning, identify further learning needs and planning and management of how these learning needs can be met. Overall this report demonstrates how supervising a student in a learning situation, setting learning objectives and giving feedback are all part of the role of the mentorship. Background and introduction to the activity Student S is a year two semester two student nurse currently on her second week of a nine week community placement. At this stage she should be using evidence based practice and focusing on the service user. Student S has identified that wound care, rationale behind different dressings and types of bandaging is an area where she needs to gain more knowledge. Further practice in the practical aspects of using aseptic non touch technique and physically applying bandages was also identified as a learning need. Prior to going...
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...antifungal cremes cleansers and moisturizers. For 42 years, all Coloplast operations were contained within Denmark, however 97% of its revenue was generated by exporting its products beyond its national borders. In 1999 the company changed its philosophy and began to investigate off shoring its production facilities. In 2001 the first Coloplast production facility opened its doors outside of Denmark. The expansion took place in Tatabanya Hungary. This location was chosen because of cheaper labour and land rates, as well as a more favourable tax rate. The city is located in the Western region of the country which provided better infrastructure. Coloplast had no blueprint to navigate through the expansion process, and had to learn and develop best practises by trial and error. By 2004 the management team in Tatabanya had advanced the production system to the point where it was outperforming the longer established Danish facilities. In 2005 Coloplast revealed an aggressive plan of Strategy 2008. In this plan the company states it will strive to achieve a profit margin of 18% while maintaining 10% organic growth. A key pillar of this plan is the continued relocation of volume production to Hungary and further expansion to China. Coloplast is at crossroads, it needs to decide if it has learned enough from its first international expansion that it can duplicate and improve its success in new locations, or if it should delay new locations and focus on fine tuning its operations...
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...when accessing the network remotely? 3. What risks, threats, and vulnerabilities are introduced by implementing a Remote Access Server? 4. What is a recommended best practice when implementing a Remote Access Policy server user authentication service? 5. What is a Remediation LAN? 6. Explain the concept of a Remediation Server and traffic separation as it relates to remote access. 7. What is a VPN? Distinguish between VPN server, VPN client, VPN router, and SSL VPNS. 8. What is the difference between a tunnel-mode VPN and a split-tunneling VPN? 9. According to the Remote Access Policy STIG are personally owned devices considered acceptable to perform privileged (administrative) tasks on a DoD network? 10. When connected to a public network or shared public Internet access point, what are some precautions that remote users should take to ensure confidentiality of communications? 11. What are the three types of remote access users as defined by the DoD in the Secure Remote Computing STIG v2r5? 12. What are the additional elements required of a network architecture if the enclave is to support remote access through the public Internet? 13. Name three security best practices for mobile workers as defined in the Secure Remote Computing STIG. 14. True or False. A Thin Client is a pc or laptop without a hard drive or storage space. ...
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...Simulation MBA Capstone Tasks: Best Practices If you are in the MBA Capstone course, you can see the light at the end of the tunnel. These best practices are designed to help make the stretch of your educational journey as smooth as possible. A mindset of excellence Your MBA Capstone tasks should reflect your highest quality work; your current state of excellence. The standards are high for the capstone tasks. Doing just enough to get by or good enough will result in re-work and re-submissions. The best practice is to strive for excellence. Read for understanding Read the course of study, task instructions, and task rubrics. Seek clarification on any points that might be subject to multiple interpretations. Do not assume; know. The best practice is to be prepared by reading for understanding. Capsim Simulation The designation of MBA indicates the ability to lead and manage both vertically and horizontally across an organization. It is the ability to maximize organizational success by understanding the organization as a system of integrated and interdependent parts. Successful completion of assessments in your MBA courses signals that you know the theories and competencies; the simulation is an opportunity to demonstrate and apply your skills. The best practices are listed below. 1. Read the Team Member Guide; understand your role and the roles of other team members. 2. Complete the Capsim pre-work. 3. Understand the simulation is challenging, time intensive...
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...------------------------------------------------- Performance based services CON 280 CON 280 Defining Performance Based Services The Federal Acquisition Regulation defines performance-based acquisition as “the means an acquisition structured around the results to be achieved as opposed to the manner by which the work is to be performed.” (FAR 2.1) Specifically performance-based services involve strategies, approaches and various techniques that assist with defining a service requirement based on performance objectives. There are specific characteristics that must exist in order for a requirement to be considered a performance-based acquisition and each characteristic influences and shapes the others. One of the most important characteristics necessary for a performance-based service acquisition is the performance work statement. The performance work statement, commonly known to acquisition professionals as the PWS is defined as the following: a statement of work for performance-based acquisitions that describes the required results in clear, specific and objective terms with measurable outcomes.” The performance work statement is the backbone of a performance-based service contract because it is responsible for specifying the definitive expectations of work that is necessary for the successful performance of a contract. As a contracting officer I am just as accountable as my customers to ensure that the performance work statement describes...
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