Information Technology VCE Unit 2 Outcome 3 Outcome: “On completion of this unit the student should be able to demonstrate their ability to work collaboratively and apply the problem-solving methodology to create an ICT solution, taking into account client feedback.” Week beginning: Task Description U2O3 Assessment Task focuses on working collaboratively (in a team) to use information technology to design and create a solution to a client’s information problem. Client feedback will be sought during the design stage and upon creation of the product, an evaluation must take place against the client’s original needs. Evidence of project management skills must be demonstrated. You are required to follow the four stages of the problem solving methodology (PSM) 21/10/2013 Number of Lessons: 6 Case Study: Western District Cricket Association Overview The Western District Cricket Association was founded in 1924 and is the major cricket competition in the Warnnambool region of south-western Victoria. Greg Michael, the president of the association, is concerned that numbers of participants have been decreasing over the last fifteen years and several teams have languished due to their inability to attract players.
You will read how Six Sigma methodology is being used in my running project, as-well-as new techniques, tools or methods I have learned during my research that can and will be applied to my project before I finish with a conclusion. The Five Steps (DMAIC) Define The first action in Six Sigma methodology is to put together a Six Sigma project team that can define problem areas. “The team identifies CTQs (critical to quality characteristics) that have the most impact on quality - separating the “vital few” from the “trivial many”- and creates a map of the process to be improved.” (Six, 2011 Define para. 1). Other aspects of the defining stage
So we can already see that the Forming stage, took longer than it probably should have, which helped to cause much uncertainty in the team. Following the Forming stage, the Storming stage also contained much uncertainty. The Storming stage ends when there is a hierarchy of leadership established within the team. We can easily say that the MGI team never got past the Storming stage, as each person in the team had a different perception of the group’s hierarchy. Dana and Henry saw themselves as strategic contributors to the business strategy of MGI, whereas Sasha perceived them as interns and business plan writers, while Igor saw them as helping with vision and strategy.
Situational/Scenario Interview Questions Situational/ Scenario interviews- are situations or scenarios the interviewer will provide the interviewee to see how they would respond to that situation. This allows the respondent to provide a hypothetical response even if they do not have experience in the field. 1) You are in a meeting. Your manager blames you for not doing well on a task, in front of all your peers and managers from other divisions. You believe that your manager is wrong in his critique, and that he might have come to this conclusion hastily without knowing all the information.
Final Research Project RES/341 Final Research Project Using the real estate data set the team will identify a research problem, describe the problem, and provide a definition using quantifiable measures. The team will also identify the research hypothesis, the operational definitions for each variable, the levels of measurement as well as the scales for each variable. The next step involves a summary of the literature review, identifies the data collection and analysis process, and shows the associated calculations regarding the measure of central tendency, dispersion, and skew of the data. The last step consists of calculating and displaying the confidence intervals along with discussing the conclusions of the project. Problem
Potential solutions, based on organizational behaviour and management theory, are then identified. These potential solutions are discussed and evaluated for practicality of implementation. Finally, several recommendations are presented based on the evaluation. Table of Contents Executive Summary 3 1 Introduction 5 1.1 Management and Leadership 6 1.2 Motivation 7 1.3 Team Building 7 2 Diagnosis of major problems in the case with theoretical analysis 8 2.1 Management and Leadership 8 2.1.1 Organisational Management 8 2.1.2 Level 5 Leadership 9 2.1.3 Situational Leadership 9 2.1.4 Action Learning 10 2.1.5 Path Goal Theory 11 2.1.6 Communication 11 2.1.7 Training 12 2.1.8 Leadership Style 12 2.1.9 Coaching 13 2.1.10 Performance Measures 13 2.2 Motivation 14 2.2.1 Performance Measures 14 2.2.2 Benefits 14 2.2.3 Development 14 2.2.4 Job Design 14 2.2.5 Culture 14 2.3 Team Building 15 2.3.1 Training 15 2.3.2 Recruitment 15 2.3.3 Performance Measures 15 2.3.4 Human Resources 15 3 Recommendations with theoretical and practical support 27 3.1 Management and Leadership 27 3.2 Motivation 27 3.3 Team Building 28 4 Conclusion 29 References 30 Introduction Outline the problems / issues in this case, justify by analysing and linking the issues / causes of the problems. Consider both internal and external factors affecting the organisation.
This is yet another factor that can put a relationship to the test. If the main source of communication in a relationship is texting, and they take a long time to reply it can get exceptionally old. Questions start pending such as, are you ignoring me, are you busy, or why have you not replied? Once they find out their significant other was just busy they ask, “Why didn’t you tell me you were going to be busy, instead of making me wait thirty minutes for your response?” This puts most people in a foul mood when they have to wait that long for a text back, which will make them both frustrated. In order to keep a relationship healthy there need to be physical conversing, or at least over the phone to hear the significant others
7 Ways to Overcome the Fear of Failure The fear of failure is perhaps the strongest force holding people below their potential. In a world full of uncertainty, a delicate economy, and countless misfortunes that could happen to anyone, it’s easy to see why most people are inclined to play it safe. But playing it safe has risk as well. If you never dare to fail your success will have a low ceiling. Most people underestimate their merit and ability to recover from failure, leading them to pass up valuable opportunities.
Though hiring competent people for the job is essential but retention is still more important than hiring. There is no dearth of opportunities for talented and high performing employees and rather many organizations will be in race with each other looking for and poaching such employees. High rate of employee attrition is a warning signal for the management that something is wrong with the organization. In the present day of fierce global competitive environment it becomes very important for organizations to retain their high performing employees. The management should try to retain such employees because employee turnover involves huge costs.
Really efficient people know that concentrated effort with few distractions leads to better work product in faster times. Otherwise the work may not be up to par, which means wasting even more time and energy going back to fix the mistakes. 2. Delegate So much productivity is lost when people take on more than they can accomplish. Don’t be inspired by CEOs and leaders who overload their schedules and burn the midnight oil.