...expands this general concept to include the direction of the organisation’s overall Project Delivery Capability (PDC) towards the achievement of its strategic objectives. The strategic management of projects includes all of the aspects of project delivery discussed in our white paper PDC Taxonomy2 (outlined below) focused on realising strategic value for the organisation. In many organisations, implementing an effective and rigorous PDC structure will require a major organisational change effort and will challenge existing cultures, particularly the tendency of executives to focus on project failure rather than organisational failure when their organisation fails to adequately support the management of its projects. 2 The PDC Architecture outlined in WP1074 – PDC Taxonomy 1 Strategic project management has many different terms for the same general set of management capabilities required to support the efficient delivery of the ‘right’ projects and programs. Some options include: - The Management of Projects: Prof. Peter Morris’ concept - Enterprize Project Management: tends to be used for the supporting software tools - Enterprise Project Governance: (used in a book by Paul Dinsmore & Luiz Rocha) focused on How to Manage Projects Successfully Across the Organization. (Governance and management are different processes) - Value Delivery Capability: (VDC) used by Jed Simms. - Project Delivery Capability: (PDC) our preferred / legacy term 2 Download our...
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...Institute of Marketing has strict deadline dates which must be adhered to. The assignment must be submitted to the Accredited Study Centre well before these dates to allow time for administration and postage. Contact your tutor for your Accredited Study Centre submission deadline. Candidates are required to choose ONE out of the following TWO project briefs: Option One – Weighing Up the Past To Improve The Future (detailed separately) Option Two – Driving Quality Report • • • All tasks within the chosen project brief are compulsory 100% of the marks available for this paper Maximum word count – 6,000 words Documentation Word Count Candidates must ensure that they are registered with CIM as a studying member and for this assignment, by the required deadline(s). Candidates must adhere to the word count stated. No marks will be allocated for information contained in appendices, unless explicitly stated within the assignment brief. Appendices should be used for supporting information only. CIM reserves the right to return unmarked any assignment that exceeds the stated word count or contains, in the opinion of the examiner, excessive appendices. In submitting their assessment for this unit, and completing the declaration statement in the appendix, candidates are confirming that the work submitted for all tasks is their own and does not contravene the CIM policies including word count, plagiarism and collusion. In addition, the tutor is required to sign the assignment/project...
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...2 INTRODUCTION This report will support the retention of the HR function and explain how it supports the Organisations strategy as well as supporting our Managers and colleagues on a daily basis. I have focused on three main activities, Recruitment and selection, Learning and Development and Performance Management and also discussed the impact of legislation on each activity. 3 RECRUITMENT AND Selection It is essential to maintain a well-founded recruitment and selection process to employ the “Right people with the right skills.” Both internal and external factors, such as economics, skill shortages, and the organisations short term and future goals have to be considered. Workforce planning is implemented and constantly reviewed to keep the company up to date and competitive within a changing economy. CIPD Factsheet (Workforce Planning, revised Oct 2015). Recruitment is a huge cost to the Organisation so it’s crucial it is managed effectively and legislation adhered to. HR has specialised knowledge and supports the Organisation by delivering the following activities by a fair non-discriminatory process • Job analysis – Determining if the job is still a genuine vacancy. Reviewing the job description and person specification to fit the role and the company culture. • Selection Methods – Identifying and utilising the correct resources to determine the most suitable candidate. E.g. Psychometric testing, Assessment Centres. Shortlisting candidates. • Advertising –...
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...Introduction- The National Aboriginal Community Controlled Health Organisation represents over one hundred and fifty Aboriginal communities across Australia (NAACHO 2014). NAACHO works with communities through using approaches such as planning, holistic approaches, policy development and implementation, aboriginal cultural integrity, and equity. “NACCHO represents local Aboriginal community control at a national level to ensure that Aboriginal people have greater access to effective health care across Australia” (NACCHO Summary 2004). These approaches help NAACHO to focus on the the health and wellbeing of Aboriginals to work towards the improvement of primary health care in Aboriginal communities. Research timeline – Topic sentence 1- The National Aboriginal Community Controlled Health Organisation was established in 1992. It replaced the older organisation, National Aboriginal and Islander health organisation (NAIHO) which was officially recognised in 1976. The reasons for this change was that Torres Strait Islander people wanted to establish their own organisation purely focused on Torres Strait Islanders, and their fight for independence. Supporting details- – Previous organisation’s before NAACHO – Royal Commission into Aboriginal Death in Custody Report – Explain – Aboriginal and Torres Strait Islander...
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...across 120 countries, we pride ourselves on supporting and developing those responsible for the management and development of people within organisations. We know what good HR looks like and what you need to know and do at every stage of your HR career, wherever you are in the world. With over 135,000 individual members we’re in the business of supporting you to keep up to date with the latest thinking and best practice, as well as providing you with products and services to help you do your job including: . CIPD has links with over 100 similar global institutions and associations and are active members of the World Federation of People Management Associations (WFPMA), the European Association for People Management (EAPM) and the International Federation of Training and Development Organisations CIPD is setting global standards for HR and supporting the development of HR professionals and building HR capability within organisations around the world. Our members represent over 120 countries throughout the world and are supported by a network of 48 branches, led by volunteers, in the UK and Ireland. There’s also a growing network of international groups, led by professionals in the industry which provide networking and learning opportunities as well as a forum for sharing experiences and discussing topical issues and are run for CIPD members For the Profession: We’re advancing HR globally and driving HR capability within organisations. As the world’s largest Chartered HR and...
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...This essay aims to describe a change in an organisation drawing on the theories of organisation, partnership and theories like systems change of social work. It will identify and analyse any barriers to change and examine the change plan using Lewin’s model of change. The essay will look at methods of intervention and relate to professional development. The organisation I work for is a charity which operates across twenty three London Boroughs. It aims to support a diverse group of different service users of various ethnic origins such as African – Caribbean, Asian, British etc. A wide range of services are provided covering various mental and general health needs of vulnerable people, as well as supporting families and people at risk of...
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...clearly marked with your name, the course title and the Unit and Assessment number. Please note that this Assessment document has 13 pages and is made up of 5 Sections. Name: Sarah Hatfield Organisation: Which organisation(s) are you basing your answers to this assessment on? If you are currently working, you may wish to base it on the organisation which employs you. A.J's Taxis Can you provide a brief description of this organisation? (Please note you will not be marked on this; it is simply to provide your tutor with a brief outline.) This is a taxi company that I work for. Section 1 – Understand the factors that affect an organisation and the customer service role 1. Complete the table below with a description of the products and services for at least two commercial organisations, public organisations and third sector organisations. Please ensure you provide a description for each organisation, rather than a list. Organisation type | Name of organisation | Description of products and services | Commercial organisation | Hayes Garage | They provide cars for the public to buy by cash or by agreement. They also service and M.O.T. The customers vehicles – complementary cars are available for use by the customer during this time. | Commercial organisation | Gregg's Bakery | They make and bake bread, rolls and cakes, etc for the customers to buy. They also...
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...1.1 Knowledge, Skills and Behaviors required to be effective in a HRM/D role Human Resources (HR) is fundamental to business performance and has a pivotal role to play in the decision making that enables organisations to operate effectively. In 2009, the CIPD introduced the HR Profession Map which is structured around the areas of HR activity, it focuses on what professionals need to know, do and deliver to be effective throughout all stages of a career in HR. The map is not specific to an organisations size or structure or the sector it operates in and is relevant to all HR professionals regardless of level or role. The map (fig 1.) is structured in 3 elements: 10 Professional Areas, 8 Behaviours and 4 bands of Competence. fig 1. http://www.cipd.co.uk/cipd-hr-profession/profession-map/default.aspx The Professional areas Describes what the HR professional needs to do (activities) • Core These apply to all HR professionals, regardless of role, and define how the can sustain organisational performance. • Function These focus more on specialist areas within an organisation. Behaviours Describes the behaviours needed to carry out the activities within the professional areas. These are all required for the HR professional to be successful in their role and, as with the Professional areas; they are measured in 4 Bands. The Bands Describes level of professional competence and the challenges faced when moving from one to the next: 1...
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...Performance management Introduction Armstrong and Baron (2004) explain performance management as a management process that manages individuals and teams so that high levels of organisational performance can be attained. Further more, performance management also establishes a shared understanding about what is required to be accomplished with an approach that leads and develops people. This approach also ensure the management and the people / teams / groups that the expected performance levels subsequently deliver expected organisational performance. In order to understand performance management further, following individual and team objectives have been defined from my work-based experience: Section 1: Identify and agree performance objectives The link between individual, team and organisational objectives is established through shared performance targets that must be achieved at all levels i.e. individual, team and organisational so that business objectives can be addressed. Explaining it further, organisational objectives also define team and individual objectives in order to meet the business and organisational objectives. As an example, while working in a advertising agency as an account executive, my manager was persistent that his subordinates must understand the significance of a document called ‘job description’. This document is important because the job role has been defined drawing on the functional objectives, whereas functional objective are derived...
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...via the Internet, are now prevalent throughout New Zealand and overseas. Within New Zealand, a wide variety of organisations are deploying information systems onto the WWW, including banks, government departments and other service providers. They are using the WWW as a strategic business tool, supporting their existing operations or providing a low-cost solution for delivering a new product or service line. 1.1 Proposition and Aims There is an abundance of information on the graphical and user interface aspects of WWW site design. In addition, a large body of knowledge has been developed in the area of software development methodologies. However, there has been very little research conducted to examine if these existing research methodologies are applicable to the information systems developed for the WWW. The WWW is a technologically dynamic environment, and presents new challenges for developers. In order to address the emerging WWW environment, a number of researchers have proposed software development methodologies specifically for the WWW. Consequently, the aim of this research was to investigate how organisations are currently developing WWW-based information systems, and the reasons why those methods are being used. This examination is important because, as the literature demonstrates, one would expect to observe changes in the software development methodologies used by organisations developing software for the WWW. This study also provides a valuable contribution...
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...HR departments from delivering strategic HRM 3. What should organisations consider when developing a reward strategy? 4. How can recruitment and selection processes contribute to strategic HRM? 5. Discuss the main features of a Learning Organisation. Why is it important in a strategic HRD approach to organising development? 6. Which mechanisms of employee involvement would you recommend using as part of your employee relations strategy and why? Part 2 Question 1 Critically evaluate the role that performance management systems play in the delivery of SHRM. Discuss the main mechanisms used in PMS and explain the different options that can be used within them. Use organisational examples as appropriate to support your answer. Question 2 For developmental activity to be deemed ‘strategic’ organisations need to shift the focus from a training’ to a ‘learning’ approach. Discuss this proposition in the context of development activity supporting individual and organisational change. Question 3 Critically evaluate the use of competency based approaches in modern HR strategies. Explain in detail how they may be used in one specific area of HR such as performance management. Use organisational examples as appropriate to support your answer. Question 4 Critically evaluate ONE of the following a) In what ways can HR strategies provide the level of organisational flexibility required by modern organisations? OR b) Should reward strategies always include an element of...
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...Introduction This report will aim to evaluate and explain what it means to be an HR Professional with using the CIPD HR Professional Map (HRPM) as the basis for the evaluation. A - Briefly explain how the CIPD HR Professional map defines the HR profession, including gthe professional areas, the bands and the behaviours. B – Evaluate how the 2 core professional areas, and any 2 selected behaviours uphold the concept of ‘HR professionalism’ give examples from the knowledge and activities @ band C- Explain with related examples, why the HR professional needs to be able to manage themselves, manage groups or teams, manage upwards and manage across the organisation CIPD Professional Map – The CIPD HR Profession Map (HRPM) is an accurate tool that guides an HR practitioner’s learning and development through becoming an effective HR professional. HR professionals can use the map for many reasons such as identifying skills and team capability, building role profiles and identify areas that need development (HRPM, CIPD, 2012). Professionalism is defined as a continuous development of outcomes anticipated through appropriate behaviors and conduct that are needed in order to have beneficial business relationships (Gian Fiero, 2008). The principles of professionalism among others commit professionals to have some values such as be customer focused, have proper ethical standards, accountability and reliability, be proactive, responsive and have the willingness to learn and study...
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...externally. TQM, combined with effective leadership, results in an organisation doing the right things right, first time. People Culture Communication Customer Supplier Systems Processes Commitment The core of TQM is the customer-supplier interfaces, both externally and internally, and at each interface lie a number of processes. This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organisation to create total quality. These are the foundations of TQM, and they are supported by the key management functions of people, processes and systems in the organisation. This section discusses each of these elements that, together, can make a total quality organisation. Other sections explain people, processes and systems in greater detail, all having the essential themes of commitment, culture and communication running through them. From to Quality Excellence www.dti.gov.uk/quality/tqm page 1 of 5 What is quality? A frequently used definition of quality is “Delighting the customer by fully meeting their needs and expectations”. These may include performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price. It is, therefore, imperative that the organisation knows what these needs and expectations are. In addition, having identified them, the organisation must understand them, and measure its own ability to meet them. Quality...
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...Strategy & Project Management: Project orientated organisations Finnland 2005 Prof. (FH) Peter J. Mirski Prof.(FH) Mag. Peter J. Mirski Tel.: +43-512-2070-3510 E-Mail: peter.mirski@mci.edu http://www.mci.edu Current Position MCI, University of Applied Sciences: Director of studies „Management & IT“, Head of IT-Services Academical Profile Research projectmangement, knowledgemanagement strategic information management, e-learning Education process, project, information management Publications and articles in journals Practice Profile Management, R&D Project Management, CEO, CIO Consulting & Training Agenda 10:00 – 14:00 Brief project management overview Project orientated organisations Project scorecard Discussion Literature De Marco T., „The Deadline“, Dorset House Publishing Co ,1997 Goldratt E., “The Critical Chain“, North River Press, 1997 Heerkins G., „project management“, briefcase books 2002 PMBOK Guide, „A Guide to the Project Management Body of Knowledge“, PM Institute, 2000 Links •www.p-m-a.at (pm baseline english, german) •www.pmi.com (pm information) project management overview Importance of Project Management • Projects represent change and allow organizations to effectively introduce new products, new processes, new programs • Project management offers a means for dealing with dramatically reduced product cycle times • Projects are becoming globalised, making them more difficult to manage without a formal methodology –...
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...goals, although it may also have an impact on an individual’s personal attributes. I have outlined a brief description of 2 coaching models GROW and OSCAR in Appendix 1. There are a variety of different types of coaching available and I have identified 2 specific types, Coaching for Talent Development and Coaching through Change and explained what they are and in what type of work situation they could be used in Appendix 2 . There are also different styles to coaching. Non-directive coaching is coaching in the true sense of the word where the coach simply asks you questions to allow you to find your own solutions. A non-directive coach will certainly not offer you advice and rarely even give you suggestions, although through skillful questioning they will help you to see your situation from a different perspective, gain clarity, uncover options, challenge inconsistencies and hold you accountable to your actions. The great benefit of non-directive coaching is that an individual will take full ownership of their own solutions rather than ‘doing what you have been told to do.’ Through this approach an individual will feel a sense of empowerment to make changes. Directive coaching on the other hand is where the coach offers an individual solutions, tools and techniques for moving forward. An individual may like to be offered solutions however the danger is that the solution may not be appropriate for their situation and consequently they may not feel fully committed to the solution...
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