...| Syllabus School of Business HRM/319 Version 1 Human Resource Information Systems | Copyright © 2009 by University of Phoenix. All rights reserved. Course Description This course focuses on the interface of the human resource management functions of an organization with computer technology. It identifies issues involved in creating, implementing, and maintaining human resources systems and the benefits of human resources systems. The class explores key topics in depth using computer analysis models to aid in managerial decision areas such as staffing, employee development, position management, total compensation, outsourcing options, and professional development. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Ceriello, V. R., & Freeman, C. (1998). Human resource management systems: Strategies, tactics and techniques revised and expanded edition (2nd ed.). Hoboken, NJ: John...
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...experience providing excellence in customer service and administrative support; confident in ability to propose own ideas when appropriate, possessing a strong initiative and drive to succeed; strong background in sales/customer service; superior administrative management, strategic planning, and consensus-building skills. Proven ability to resolve highly complex and sensitive workforce regulations and ensure internal and regulatory compliance. Exhibits the ability to innovate strategies that improve efficiency, productivity, provision, and support of daily operational and administrative functions. Works cross-functionally to form and execute strategies to make strategic, tactical, and operational decisions. Passionate, self-motivated team player with the ability to create visions, execute strategies, and influence a team of professionals while managing resources. [pic] Core Competencies |Client Relations |Proficient in Customer Service | |Developing & Executing Strategic Teambuilding |Proficient in Microsoft Office Suite | |Extensive Organizational Skills |Project Management...
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...1. Barriers to effective communication A. Physical barriers Internal structure of the organization and layout of office machines and equipments creates physical barriers in communication a. Distance: – communication is found obstructed in long distance. Like communication between America and Nepal. b. Noise: – it is from external sources and affects the communication process. Noise negatively affects the accuracy c. Physical arrangement: – the physical arrangement of organizational sources like men, money, material and machine obstruct the communication process. B. Semantic barriers The use of difficult and multiple use of languages, words, figures, symbols create semantic barriers. a. Language: – we can find some words having different meaning. As meaning sent by the sender can be quite different from the meaning understood by the receiver. Long and complex sentences creates problem in communication process. b. Jargons: – technical or unfamiliar language creates barriers to communication that may be drawn from the literature. So message should be simple and condensed as far as possible so that no confusion creation will be there to the receiver. C. Organizational barriers It is raised from the organizational goals, regulations, structure and culture. a. Poor planning: – it refers to the designing, encoding, channel selection and conflicting signals in the organization. b. Structure complexities:- difficult organizational structure...
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...Summarizing FEMA’s National Disaster Recovery Framework Submitted in Partial Fulfillment of Requirements For PROJ 587 Advanced Program Management Keller University @ DeVry University Online Dr. Robert Kenmore, Professor Group Project – Gilbert, Reynolds-Myers, Ladson, M. Williams, Williams, & Sampath January 18, 2014 I. Strategic Plan A. FEMA’s National Disaster Recovery Framework (NDRF) defines how Federal agencies will more effectively organize and operate to utilize existing resources to promote effective recovery and support States, Tribes and other jurisdictions affected by a disaster. B. The National Disaster Recovery Planning (NDRP) Division at Federal Emergency Management Administration (FEMA) Headquarters facilitates and coordinates RSF (Recovery Support Functions) activities and recovery planning at the national level, additionally, the RSF coordinating agency will commit to designating a senior level principal to serve as the RSF national coordinator, provide significant engagement and management for the RSF, and ensure ongoing communication and coordination between the primary agencies and support organizations. a. Dr. Eliyahu Goldratt’s Critical Chain Concepts (Course handout). II. Strategic Capacity Plan A. The National Disaster Recovery Framework (NDFR) aims to leverage and concentrate the effects of existing...
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...PRINT VERSION OF THE COMPETING VALUES COMPETENCY QUESTIONNAIRE TO ACCOMPANY BECOMING A MASTER MANAGER: A Competing Values Approach FIFTH EDITION QUINN / FAERMAN/ THOMPSON / MCGRATH / ST. CLAIR (Text published by John Wiley & Sons) If you have questions about this questionnaire, please email them to: Lstclair@bryant.edu Copyright © 2011 Competing Values Competency Questionnaire The Competing Values Competency Questionnaire is a tool to help you assess your development as a managerial leader with respect to the four quadrants of the competing values framework.* This questionnaire consists of 100 questions related to skills that managerial leaders need to meet the challenges of complexity, ambiguity, and paradox that characterize the world today. For each item, indicate how often you have successfully engaged in the activity. Rate yourself on the following 7 point scale: Never | Very Seldom | Seldom | Occasionally | Frequently | Very Frequently | Almost Always | 1 | 2 | 3 | 4 | 5 | 6 | 7 | It is important to note that this questionnaire is not designed to provide a final evaluation of your ability as a managerial leader. It is designed to provide a “snap-shot” profile, based on your current experience, strengths, and weaknesses. You then can use the profile to create a personal development plan based on your individual needs and interests. Some items refer to general activities that you may do regularly, such...
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...Memo To: From: CC: Date: Re: Part I Team Paper Industry Background Cosmetics have been around almost since the beginning of time. In 4000 BC the Egyptians applied bright green paste made from copper minerals to their face to provide color and definition. They also painted on eyebrows with cream that came from sheep’s fat, lead and soot. Fast forward to the present time. In the 1970’s “certain ingredients were banned from use in cosmetics to protect endangered species, and other species currently used as “lab rats” by some cosmetics manufacturers.” (Cosmetic Discounter, 2004) The sale of cosmetics within the US market has increased from 3.34 billion dollars in 2000 to 5.35 billion dollars in 2005. Some studies also estimate that this market will increase to reach 8 billion dollars in 2010 and further to 11.85 billion dollars in 2015 and what is really driving growth is innovation. This means that products are being formulated with increasing amounts of highly developed active ingredients, such as anti-wrinkle and firming agents. The contra of this innovation is focused on the environmental issues: The unfortunate practice of many cosmetic companies trialing their products on animals in horrible ways, some contents like dibutyl phthalate, or DBP, a chemical linked to cancer in animals and other chemicals commonly found in cosmetics include acrylamide, formaldehyde and ethylene oxide - all listed by EPA as carcinogens. L’Oreal is the global leader in cosmetics...
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...Info3 Ict Revision Guide[pic] Table of Contents Chapter One: Future Developments 5 Emerging Technologies 5 Benefits to Leisure from Technology Advances 6 Potential future uses of ICT 6 Implications of future developments of ICT 7 Issues surrounding the rapid development of ICT 7 Chapter 2: Information and Systems 8 What is an organisation 8 Structure of an organisation 8 Pyramid Structures 9 Horizontal Structures 9 How has the development of ICT affected the organisational structure 10 Activities within an organisation 10 Strategic Level of task 10 Tactical level of task 10 Operational Level of Task 10 Exchanging Information with External Bodies 10 Chapter 3: Types of ICT system 12 Common Ict Systems 12 Legacy Systems 12 Back office systems 12 Day-to-day working systems 13 Management Information Systems 13 Enterprise resource planning systems 13 Customer Relationship Management Systems 13 Decision Support Systems 14 Ecommerce systems 14 Chapter 4: Managing ICT 15 Organisation Size 15 Information Flow 15 ICT management and business strategy 15 Chapter 5 ICT Strategy 16 Factors Influencing a Strategy 16 Managing Information Assets over time 16 The Need for a Corporate Strategy 17 Upgrading Hardware & software 17 Standards 17 Chapter 6: ICT Policies 18 Ict Training Policy 18 ICT security Policy 18 ICT procurement Policy 19 Chapter 7: Legislation 20 Impact of Legislation on ICT policies 20 Developed Legislation 20 Copyright Designs and Patent Act 1988 21 Software theft 21 Health...
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...A Critical evaluation of the impact that organisational culture on both internal corporate Communication and team dynamics: A Case Study Introduction In recent years, cutthroat demands on organisational operational effectiveness and competitive advantage have increasingly pushed managers to adopt skillful ways to strengthen and enhance efficient organisational functions. The effectiveness of an organisation’s employment of its resources as well as their tactical maneuvers must be related to the motivation and quality of the organizations work force (Pettinger, 2006). Carmarthen Building Supplies ltd is teaming with varying elements of communication problems, pre established organisation’s cultural environment and lack of sufficient team work. Given the f knowledge and experience that the new general manager, Gareth Jenkins, has on organisation and management, and its accompanying features on the importance of communication, culture and teamwork, he sets on a path to change the tide. Gareth Jenkins must confront a number of communication, cultural and team work challenges bedeviling the company at the moment. Underlying the influence of organisational culture on a firm’s communication and team dynamics is the fundamental leadership function. The function of a leader within the organisation is to steer the body towards realisation of a cooperative goal, but within a system of social authority and incentive framework (Schein, 2010). Carmarthen Building Supplies ltd, as...
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...Q1. Based on research of the company, identify the range of decisions made by the company. Evaluate the effectiveness of the decisions (Criteria 1.1, Grading Criteria M1). Strategic Planning Decisions: Strategic planning decisions are those decisions in which the decision-maker develops objectives and allocates resources to achieve these objectives. Such decisions are taken by strategic planning level (top level) managers. Example: pizza hut might have the objective of increasing sales and decide to implement a strategy of offering lower prices on certain products during off hours to attract more customers. After a month of pursuing the new strategy, managers can look at sales data for the month and evaluate whether the strategy resulted in increasing sales and then choose to keep the new price scheme or alter their strategy. Management Control Decisions: Management control decisions are taken by management control level (middle level) managers and deal with the use of resources in the organization. Example : The system installed at each Pizza Hut delivery outlet, restaurant and area managers office includes password‐controlled access to an enterprise information portal, mymicros.net. This content‐rich and secure Internet portal enables area and store managers and staff costs, with real‐timer reports obtained via a Web browser at any time. This enables ,managers to react immediately to any emerging issues and run their...
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...Chapter 1 Evolution of Human REsouRcE managEmEnt and Human REsouRcE infoRmation systEms The Role of InfoRmaTIon Technology Mohan ThiTe, Michael J. Kavanagh, and RichaRd d. Johnson EDITORS’ NOTE The purpose of this chapter is to provide an introduction to the fields of human resource management (HRM) and information technology (IT) and to the combination of these two fields into human resource information systems (HRIS). The history of the field of HRM and the impact of computer technology on HRM will be covered, as well as the advent of using a human resource information system and the subsequent effects on both HR and IT professionals. The different types of HR activities will be discussed as well as the different types of information systems used in HRIS. A central focus of this chapter is the use in managerial decision making of results and reports from an HRIS. The development of the HRIS field has been seen to have a significant impact on the emergence of strategic human resource management (Strategic HRM), as is discussed in this chapter. This first chapter will lay the groundwork for the remainder of this book, and, consequently, it is important to understand thoroughly the concepts and ideas it presents. This chapter contains definitions for a number of terms in common use in the HRM, IT, and HRIS fields. (Note that a glossary defining these terms is also provided at the back of this book.) The central themes 2 Chapter 1 Evolution of Human Resource Management...
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...cover next page > Page iii THE McGRAW-HILL HANDBOOK OF MORE BUSINESS LETTERS Ann Poe McGraw-Hill New York San Francisco Washington, D.C. Auckland Bogotá Caracas Lisbon London Madrid Mexico City Milan Montreal New Delhi San Juan Singapore Sydney Tokyo Toronto title: author: publisher: isbn10 | asin: print isbn13: ebook isbn13: language: subject publication date: lcc: ddc: subject: The McGraw-Hill Handbook of More Business Letters Poe, Ann. McGraw-Hill Professional 0070505179 9780070505179 9780071368780 English Commercial correspondence--Handbooks, manuals, etc. 1998 HF5726.P545 1998eb 651.7/5 Commercial correspondence--Handbooks, manuals, etc. cover If you like this book, buy it! next page > < previous page page_iv next page > Page iv Library of Congress Cataloging-in-Publication Data Poe, Ann The McGraw-Hill handbook of more business letters / Ann Poe. p. cm. Includes index. ISBN 0-07-050517-9 (alk. paper) 1. Commercial correspondenceHandbooks, manuals, etc. I. Title. HF5726.P545 1998 651.7'5dc21 98-24855 CIP Copyright © 1998 by Ann Poe. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a data base or retrieval system, without the prior written permission of the publisher. 2 3 4 5 6 7 8 9 0 DOC/DOC 9 0 3 2 1 0 9 8 ISBN 0-07-050517-9 The sponsoring editor for this book...
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...North Borneo University College Assignment 1 Principles of Management Course Code : MGT 1401 1.1 Introduction Management is an organization and coordination of the activities of a business in order to achieve defined objectives.Management is often included as a factor of production such as machines , materials or money. Besides that, basic task includes both marketing and innovation.Management consists of the interlocking functions such as organizing,planning,controlling and leading an organizations resources in order to achieve the objectives of that policy. The person who is responsible for running an organization is a manager or director. They make decisions,allocate resources , directing the work or activities of others and taking corrective action when necessary.It is more important for the manager to know how to manage the workers than to know how to do their work well. Furthermore, the managers must manage the organization effectively , so that they will be able to detect and locate problems to be solved.In the other way , manager will be enable to asses future and make plans for it to attain its goal. 1.2 What do Managers do ? * Interaction A manager should be able know how to interact well with others.Interaction through business means transaction between employees, customers, partners, and suppliers. It is to improve their leadership skills...
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...Marketing Management 14 PHILIP KOTLER Northwestern University KEVIN LANE KELLER Dartmouth College Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Melissa Sabella Development Editor: Elisa Adams Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elizabeth Scarpa Director of Marketing: Patrice Lumuba Jones Senior Marketing Manager: Anne Fahlgren Senior Managing Editor: Judy Leale Production Project Manager: Ann Pulido Senior Operations Supervisor: Arnold Vila Creative Director: John Christiano Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Lead Media Project Manager: Lisa Rinaldi Editorial Media Project Manager: Denise Vaughn Full-Service Project Management: Sharon Anderson/BookMasters, Inc. Composition: Integra Printer/Binder: Courier/Kendallville Cover Printer: Lehigh-Phoenix Color/Hagerstown Text Font: 9.5/11.5, Minion Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Copyright © 2012, 2009, 2006, 2003, 2000 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All...
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...Technical Report CMU/SEI-90-TR-24 ESD-90-TR-225 Software Engineering Process Group Guide Priscilla Fowler Stan Rifkin September 1990 Technical Report CMU/SEI-90-TR-24 ESD-90-TR-225 September 1990 Software Engineering Process Group Guide Priscilla Fowler Technology Applications Project Stan Rifkin Software Process Development Project with an appendix by David M. Card Computer Sciences Corporation Approved for public release. Distribution unlimited. JPO approval signature on file. Software Engineering Institute Carnegie Mellon University Pittsburgh, Pennsylvania 15213 Table of Contents Preface Introduction Part I — Starting a Process Group 1. The Process Group 1.1. Costs and Benefits 1.1.1. Costs 1.1.2. Benefits 1.2. Organizing for Process Improvement: The Collaborators 1.2.1. The Steering Committee 1.2.2. Technical Working Groups 2. Assessments 2.1. Example of an Assessment Method 2.2. Principles 2.3. Phases of an Assessment 3. Action Plan 3.1. Structure 3.2. Development 3.3. Ownership 3.4. Action Plans With Multiple Assessments 3.5. Action Plans Without Assessment 4. Describing and Defining the Software Process 4.1. Describing the Existing Process 4.1.1. Documenting the Process: One Approach 4.2. Defining the Desired Process 4.3. Process Definition and CASE Technology 5. The Process Database 5.1. Measurement 5.1.1. Visibility 5.1.2. Types of Measurement 5.1.3. Definition of Measures 5.1.4. Suggestions 5.2. The Database 5.3. Defect Prevention...
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...MARK: ………. % FACULTY OF ENGINEERING AND THE BUILT ENVIRONMENT DEPARTMENT OF QUALITY AND OPERATIONS MANAGEMENT OPERATIONS MANAGEMENT 3 (BPJ 33A3) Subject notes COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEMS “CMMS” Table of Contents Enterprise resource planning 5 ERP is short for enterprise resource planning 6 ERP Software Modules 6 Origin of "ERP” 7 Functional areas covered in “ERP” 7 Integrations 8 What is the basic structure of a good ERP solution? 9 Need for Enterprise Resource Planning - Why ERP? 11 ERP Overview 12 Why ERP 14 Selection Criteria of ERP 14 Implementation of ERP 15 CMMS 16 Work orders and CMMS 16 Inventory control and CMMS 17 Functions of CMMS 19 CMMS process flow 19 The maintenance processes 20 Stores Requisitioning, Stock Control and Purchasing 24 WARRANTY MANAGEMENT 25 What is Warranty? 25 STORES 27 What is a corporate store? 27 Stock classification 28 ABC 28 Disadvantage of ABC classification 29 XYZ 29 Criticality analysis 30 Consignment stock 32 STORES MODULES 32 REPORTING 34 Maintenance Reporting Requirements 35 OPEN APPLICATION INTERFACE 35 OPEN APPLICATION INTERFACE DIAGRAM 36 CUSTOMER MIGRATION 38 Computerized maintenance management or CMMS 39 Old methods provide limited benefits 46 Safety FACTORS Plans 49 ISO FACTOR 50 The Productivity Factor 51 The Cost Factor 52 7 Cost factors to CMMS Configurability 53 Areas of saving 54 Maintenance Efficiency 54 Increased...
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