...Certificate in HR Practice Unit 1 – Developing Yourself as an Effective Human Resources Practitioner Assessment Activity – 4DEP-F301A-(HR) Issued on 12th January 2015 Name: Activity 1 – Understanding the knowledge, skills and behaviours required to be an effective HR practitioner Summary of the CIPD’s HR Professional Map (HRPM) The HR Professional Map (HRPM) was introduced by the CIPD to help HR professionals to find their current levels of professional competence in their HR profession and to help them find their potential and ways to improve in the future. It will do this by asking HR professionals to rate their performance from 1-7 in their specific area of work, for example “Resource and Talent Planning” and also to rate their performances for specific behaviours, for example “Role Model”. Once this is done a report will be produced and will get recommendations for the individual on how to improve in the future. The professional map is made up of 2 core essential professional areas “Insights, strategy and solutions” and “Leading HR”, 10 professional areas for example “Resource and Talent Planning” and “Employee Relations”, these topics deal with the more diverse side of HR, 8 behaviours, which HR professional are expected to show in daily work life, for example, “Curious” and “Role Model”. The map is completed by the use of Bands, 1 – 4. This allows the HR professional select where they are in their current HR profession, Band 1 being the start and Band...
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...Interval to which the report applies, the CPU was executing programs 30% of the time, and was idling 70% of the time. The average power consumption during this period would be (0.30 * rated power) + (0.70 * idle power), which, assuming an idle power equal to 60% of the rated power. The figure 4.12 shows that the number of HTTP requests, made by users to the Web server during each second of the load, is very low and that increasing the load to the server also increases the requests that must be handled per second and raises the chance for bottlenecks which can raise response times and decrease the Hits/s ratio. 4.6 Chapter Summary In this chapter, the detailed set-up of the study is described based on the basic research approach (Chapter 1) and the results from the previous studies (chapter 2) The description comprises a short preface to the study’s design, research methodology, data gathering - analysis methods and a general discussion of case study for implementing the cloud-based E-learning model. The description is followed by the CBEL layers, model usage; cloud based E-learning benefits and the energy consumption shortcomings. Besides the detailed design described in this chapter, Chapter 4 presents and discusses the results of the exploratory analysis. ...
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...Unit 5 Assignment 1: Implementing Comprehensive HR Management Plan In this risk mitigation plan we will be informing the users about all the information they will need to know to be secure in this company. We will also inform you about the Administrative controls, domain controls, and operational controls that will be implemented into the building. We will first off train the users about password security and about data protection. This will ensure that the users will make sure to keep passwords safe and make sure the data off the company doesn’t get stolen or compromised. We will also inform them about the threats of viruses and about no bringing in their own devices to the company (Jump drives, CD/DVD’s). These training sessions will make users more informed and knowledge about their work station and their knowledge in IT to better protect and mitigate any problems in the user domain....
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...Processes 1 Outline Multi-product, multi-flow process analysis – So far: 1 product, 1 flow – Differing process times, yield issues, machine breakdown Big Takeaway: – Product-mix becomes critical in multiple flows – Implications in capital investment, scaling business, and risk management Calculating capacity when you have – Multiple flows • With the same processing time at each resource • With different processing times at a single resource – Yield issues – Machine Breakdown 2 Measure: Implied Utilization Implied Utilization captures the mismatch between the capacity requested from a resource by demand and the capacity currently available at the resource Capacity requsted by demand Implied utilization = Available capacity 3 Ex. 1 : Furniture Factory (I) Chair Assembly Line PC SC Paint Shop Inspection Table Assembly Line PT ST Stain Shop Four Products – Painted Chairs (PC), Stained Chairs (SC), Painted Tables (PT), Stained Tables (ST) Suppose Chair Assembly Line : 2 min / chair Table Assembly Line : 6 min / table Paint Shop : 4 min / unit Stain Shop : 3 min / unit Inspection : 1 min / unit Product Demand (units/hr) % of Demand PC 8 26.67% SC 11 36.67% PT 6 20.00% ST – – – – – 5 16.67% What is capacity/implied utilization of each resource? 4 Capacity/Utilization (Furniture I) Chair Assembly • Capacity =(1/2) unit/min*60...
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...ORGANISATIONS Group 1 | HRM-A ARUNI SINGH (H15012) NAKUL SHARMA (H15035) NISHTHA KHANNA (H15038) PRATIK JAIN (H15041) YASH JAIN (H15059) ACKNOWLEDGEMENT We would like to take this opportunity to gratefully acknowledge the valuable assistance and contributions of the few people, without whom this project could not have been completed. At the outset, we would like to thank Professor M Srimannarayana for providing us with this learning opportunity and for being a constant source of insightful guidance for us in all matters related to the field of Human Resource Management, which we have just been exposed to. We would also like to thank the HR Professionals from various companies, with whom we interacted and were kind enough to spare time from their taxing schedules to fill u our surveys. These surveys have formed the backbone of our study. Thank you all! 1|Page Table of Contents ACKNOWLEDGEMENT .................................................................................................................... 1 INTRODUCTION................................................................................................................................. 3 ORGANISATIONS PROFILE ............................................................................................................ 4 HR STRUCTURE AND SIZE ............................................................................................................. 5 HR SIZE: HR Staff Ratio...........
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...Unit title Level Credit value Unit code Unit review date Understanding Organisations and the Role of Human Resources 31 4 3HRC Sept. 2011 Purpose and aim of unit This core unit provides an introduction to the role of human resources and learning and development (HR/L&D) within an organisation and the environmental context. By the end of this unit the learner will have developed their understanding of how HR activities support an organisation’s strategy and assist the achievement of business objectives and how these are shaped by internal and external factors. This unit is suitable for persons who: are aspiring to, or embarking on, a career in HR/L&D are working in the field of HR/L&D in a support role and wish to develop their knowledge and skills have responsibility for HR/L&D activities and decisions within an organisation without a specialist function are employees or independent consultants within the field of HR/L&D wish to understand the role of HR/L&D in the wider, organisational and environmental context. Learning outcomes On completion of this unit, learners will: 1 Understand the purpose of an organisation and its operating environment. 2 Understand the structure, culture and functions of an organisation. 3 Understand how HR activities support an organisation. 1 Equivalents in Ireland = 5; Scotland = 6 CIPD unit 3HRC - Version 2 - 17.03.10 1 Unit content Indicative content is provided for each of the learning...
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...ITT Technical Institute NT1210 Introduction to Networking Onsite Course SYLLABUS Credit hours: 4.5 Contact/Instructional hours: 56 (34 Theory Hours, 22 Lab Hours) Prerequisite(s) and/or Corequisite(s): Prerequisites: NT1110 Computer Structure and Logic or equivalent Course Description: This course serves as a foundation for the study of computer networking technologies. Concepts in data communications, such as signaling, coding and decoding, multiplexing, circuit switching and packet switching, OSI and TCP/IP models, LAN/WAN protocols, network devices and their functions, topologies and capabilities are discussed. Industry standards and the development of networking technologies are surveyed in conjunction with a basic awareness of software and hardware components used in typical networking and internetworking environments Introduction to Networking Syllabus Where Does This Course Belong? This course is required for the associate program in Network System Administration and the associate program in Electrical Engineering Technology. The following diagrams demonstrate how this course fits in each program. Associate Program in Network Systems Administration NT2799 NSA Capstone Project NT2580 Introduction to Information Security NT2670 Email and Web Services NT2640 IP Networking PT2520 Database Concepts NT1330 Client-Server Networking II NT1230 Client-Server Networking I NT1430 Linux Networking PT1420 Introduction to Programming NT1110...
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...ITT Technical Institute NT1210 Introduction to Networking Onsite Course SYLLABUS Credit hours: 4.5 Contact/Instructional hours: 56 (34 Theory Hours, 22 Lab Hours) Prerequisite(s) and/or Corequisite(s): Prerequisites: NT1110 Computer Structure and Logic or equivalent Course Description: This course serves as a foundation for the study of computer networking technologies. Concepts in data communications, such as signaling, coding and decoding, multiplexing, circuit switching and packet switching, OSI and TCP/IP models, LAN/WAN protocols, network devices and their functions, topologies and capabilities are discussed. Industry standards and the development of networking technologies are surveyed in conjunction with a basic awareness of software and hardware components used in typical networking and internetworking environments Introduction to Networking Syllabus Where Does This Course Belong? This course is required for the associate program in Network System Administration and the associate program in Electrical Engineering Technology. The following diagrams demonstrate how this course fits in each program. Associate Program in Network Systems Administration NT2799 NSA Capstone Project NT2580 Introduction to Information Security NT2670 Email and Web Services NT2640 IP Networking PT2520 Database Concepts NT1330 Client-Server Networking II NT1230 Client-Server Networking I NT1430 Linux Networking PT1420 Introduction to Programming NT1110...
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...Products Co. Case Write-up 1. Use the Overhead Cost Activity Analysis in Exhibit 5 and other data on manufacturing costs to estimate product costs for valves, pumps, and flow controllers. | Total | Valves | Pumps | Flow Controllers | Manufacturing Costs: | | | | | Material Cost/Unit | | $16 | $20 | $22 | Units/Month | | 7,500 | 12,500 | 4,000 | Material Cost/Month | | $120,000 | $250,000 | $88,000 | Labor Costs: | | | | | Production Runs/Month | | 1 run | 5 runs | 10 runs | Set-up Labor Hours/Prod. Run | | 8 hrs | 8 hrs | 12 hrs | Run Labor Hours/Unit | | .25 hrs | .50 hrs | .40 hrs | | | | | | Set-up Labor Hours/Month | | 8 hrs(1 run*8 hrs) | 40 hrs(5 runs*8 hrs) | 120 hrs(10 runs*12 hrs) | Run Labor Hours/Month | | 1,875 hrs(7,500 units*.25 hrs) | 6,250 hrs(12,500 units*.5 hrs) | 1,600 hrs(4,000 units*.4 hrs) | Labor Cost/Hour | $16 | | | | Set-up Cost/Month | | $128($16*8 hrs) | $640($16*40 hrs) | $1,920($16*120 hrs) | Run Labor Cost/Month | | $30,000($16*1,875 hrs) | $100,000($16*6,250 hrs) | $25,600($16*1,600 hrs) | Machine Usage Costs: | | | | | Machine Usage Hours/Unit | | .5 hrs | .5 hrs | .2 hrs | Machine Usage Hours/Month | 10,800 hrs | 3,750 hrs | 6250 hrs | 800 hrs | Machining Usage Cost/Month | $25 (machine depreciation/hr) | $93,750(3750 hrs*$25) | $156,250(6,250 hrs*$25) | $20,000(800 hrs*$25) | Overhead Costs: | | ...
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...College of Economics and Management 85 COLLEGE OF ECONOMICS AND MANAGEMENT Libornio S. Cabanilla, Dean Jose V. Camacho, Jr., Associate Dean Agnes T. Banzon, College Secretary Reynaldo L. Tan, Chair, Dept. of Agribusiness Management Cesar B. Quicoy, Chair, Dept. of Agricultural Economics Amelia L. Bello, Chair, Dept. of Economics The College of Economics and Management (CEM) was formally created in the 996th UP-BOR meeting, February 1987. However, the College traces its roots to the Institute of Agricultural Development and Administration (IADA)which was established in 1975, with three departments – Agricultural Economics (DAE), Economics (DE), and Management (DM), and was elevated to the College of Economics and Management from the merger of IADA with the Agricultural Credit and Cooperative Studies and the Agrarian Reform Institute in 1978. At present, CEM is composed of three departments – the Department of Agricultural Economics, the Department of Economics and the Department of Agribusiness Management. The college sees itself as a center of excellence in undergraduate and graduate instruction, research and extension in economics, agricultural and applied economics, and agribusiness management in Asia. It envisions to be an institution of higher learning that can serve as an active catalyst for economic and social transformation. Its two-fold mission is to produce graduates and future leaders with strong training in economics, agricultural and applied economics, and in agribusiness...
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...average is looking at a specific flow unit’s flow time, and the inventory status and instantaneous flow rate at a specific point in time. Because flow times change from flow unit to flow unit, it is better to look at the average over all flow units during a period of time. Similar for inventory and throughput. [pic] Discussion Question 3.2 In practice, one often tracks inventory status periodically (each day, week, or month). Flow rate is typically also tracked periodically (even more frequently than inventory status because it directly relates to sales). It then is easy to calculate the average of those numbers to obtain average inventory and throughput during a period. In contrast, few companies track the flow time of each flow unit, which must be done to calculate the average flow time (over all flow units during a given period). [pic] Discussion Question 3.3 First, draw a process flow chart. Second, calculate all operational flows: throughput, inventory, and flow time for each activity. Third, calculate the financial flow associated with each activity. If the activity incurs a cost (or earns a revenue), the cost or revenue rate is simply the throughput times the unit cost or revenue. If the inventory incurs a holding cost, the inventory cost rate is simply the average inventory times the unit holding cost. Fourth, summing all revenue rates and deducting all cost rates yields the profit rate, directly broken down in terms of the relevant throughputs and inventory...
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...|Unit title |Developing professional practice | |Level |5[1] | |Credit value |4 | |Unit code |5DPP | |Unit review date |Sept. 2011 | Purpose and aim of unit This unit is designed to enable the learner to develop a sound understanding of the knowledge, skills and behaviours required by human resources (HR) professionals, whether in a generalist or specialist role, and as described in the CIPD HR Profession Map (HRPM). The unit embraces the ‘thinking performer’ perspective and covers the competencies needed by the HR professional in a personal capacity, when collaborating and working with others, and when functioning efficiently and effectively in an organisational context. It will enable learners to assess their own strengths and identify a continuing professional development (CPD) plan, based on the capabilities required for ethical, business-focused and interpersonal professional conduct. This unit is suitable for...
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...Chapter 12 Standard Costs and Variance Analysis Solutions to Questions 12-1 A quantity standard indicates how much of an input should be used to make a unit of output. The quantity might be measured either in terms of units of direct materials or hours of direct labour time. A price standard indicates what the cost of the input should be. 12-2 Ideal standards do not allow for any imperfections or inefficiencies. Thus, ideal standards are rarely, if ever, attained. Practical standards allow for normal inefficiency, machine breakdown time, etc., and can be attained by employees working at a reasonable, though highly efficient pace. 12-3 Inability to meet a standard is likely to be demoralising to employees, and may result in decreased productivity. 12-4 A budget is a total concept, whereas a standard is a unit concept. A standard might be viewed as the budgeted cost for one unit of product. 12-5 A variance is the difference between what was planned or expected and what was actually accomplished. In a standard cost system, there are at least two types of variances. The price variance focuses on the difference between standard and actual prices. The quantity variance is concerned with the difference between the standard quantity of input allowed for the actual output and the actual amount of the input used. 12-6 Under the management by exception approach, managers focus their attention on operating results that deviate from expectations. It is assumed that the ...
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...Homework #1: Kristen’s Cookie Company Case 1 6+2+1+9+5+2+1 = 26 mins Resources Activities where needed Time required per unit of work Number of each resource Capacity Kristen Wash and Mix Dish up to trays 6 min 2 min 1 7.5 dozen/hr Bowl Wash and Mix 6 min 1 10 dozen/hr Trays Dish up to trays 2 min Infinite Infinite dozens/hr Roommate Load & Set Timer Packing Payment 1 min 2 min 1 min 1 15 dozen/hr Oven Load & Set Timer Baking 1 min 9 min 1 6 dozen/hr Empty space Cooling 5 min Infinite Infinite dozens/hr The oven is the bottleneck resource. Its capacity is 6 dozen cookies per hour. Because the process’s hourly capacity is 6 dozen, the process’s cycle time is 10 min. Therefore the maximum number of dozens that the process can produce can be given with the help of the following formula: 16 + 10x = 240 x = 22.4 The maximum number of dozens that the process can produce in four hours is 22. 16 + 10x = 60 x = 4.4 λ = 4.4 dozen/hr W = flow time = 26 min = 26/60 hr L = λ W = 1.91 Case 2 Resources Activities where needed Time required per unit of work Number of each resource Capacity Kristen Wash and Mix Dish up to trays 6 min 4 min 1 6 orders/hr Bowl Wash and Mix 6 min 1 10 orders/hr Trays Dish up to trays 4 min Infinite Infinite orders/hr Roommate Load & Set Timer Packing Payment 2 min 4 min 1 min 1 8.57 orders/hr Oven Load & Set Timer Baking 2 min 18 min 1 3 orders/hr Empty space Cooling...
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... Direct labor 48,300 Manufacturing overhead 34,600 Selling expenses 29,800 Administrative expenses 36,700 Interest expense 8,500 During the month, 6,400 units of product were manufactured and 5,900 units of product were sold at $ 35 each. On January 1, East of the Border carried no inventories. a. Cost of goods manufactured: Current period manufacturing costs - Raw materials $ 45,100 Direct labor 48,300 Manufacturing overhead 34,600 Total $128,000 Cost per unit = $128,000 / 6,400 = $20 b. Cost of goods sold = $20 * 5,900 = $118,000 c. The difference between cost of goods manufactured and cost of goods sold is in the finished goods inventory account on the balance sheet. In this case, since more units were produced (6,400) than sold (5,900), the finished goods account will increase by $10,000 ($20 per unit * 500 units). Ch 5 High Low Method – TCO E | |Week 1 Chapter 5 Exercise 6 Data | | | | | | | | | | | | | | |1.) | | |Units Shipped | |Costs | | | | |High Activity Level | |8 | | ...
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