Kerry Ogden Unit 1 1.1 Explain the use of benchmarks in managing performance Benchmarking is the process of comparing one's business processes and performance metrics to industry bests or best practices from other companies. Benchmarking is used to measure performance using a specific indicator resulting in a metric of performance that is then compared to others. 1.2 Explain a range of quality management techniques to manage team performance There are a large number of techniques that can be used to manage quality. A few examples include Customer surveys Performance measures and standards. Benchmarking Process analysis and re-engineering Continuous improvement Employee involvement People development
BSBMGT515A: Manage Operational Plan ASSESSMENT PART C – Written Q – Monitoring and Reviewing your operational plan AUTHOR: GIANNIS PAGKALINIS DATE OF SUBMISSION: Due week 7 (09. 09. 2014) NAME OF ORGANISATION: TAFE NSW Hunter Institute TO: PATRICIA DAVIES Q1. What performance management systems/checks will you put in place to ensure profitability and productivity progress is monitored within your operational plan developed in Activity 1 Performance management is fundamental to the effectiveness of Coffeeville, dependent as it is on their people for the goods and services that they provide. Three performance review systems that can be used to assess operational-level progress against profit, productivity and
JCT2 Supply Chain Managing Operations: Supply Chain Organization and Operations Management Recommendations. Assessment Code: JCT2 Task 3 Student Name: Dixie Weisgarber Student ID: 197409 Date: March 30, 2014 Mentor Name: Tanya Manning-Ames Table of Contents Task Instructions…..…………………………………………………………………………………………………………………………………3 Strategy Recommendation…………….……………………………………………………………………………………………………....5 Metrics Used to Measure Performance……………..………….……………….…………………………………………….…………6 Three Issues That Could Complicate the Development of an Efficient, Integrated Supply Chain………………7 Methods for Effective Management in an Integrated Supply Chain………………………………………………………...8 Actions that should be taken to Mitigate Possible Risk…………………………………………………………………………...9 Recommended Hierarchical Functional Organizational Structure………………………………………………………....10 Strategic Operations Management Decisions that Support the Implementation of the Company's Mission and Strategy………………………………………………………………………………………………………………………………………….12 Recommended Actions to Improve Cost Effectiveness…………………………………………………………………………..15 References………………………………………………………………………………………………………………………………………..…..16 Task Instructions: SUBDOMAIN 329.4 - MANAGING OPERATIONS Competencies: 329.4.1: Operational Design - The graduate designs capacity, process, layout, and location strategies. 329.4.3: Operating Efficiency - The graduate employs just-in-time, lean systems and constraint management concepts and scheduling methods to improve operating efficiency. 329.4.4: Supply Chain - The graduate organizes the supply chain to create competitive advantage for an organization. 329.4.5: Requirements Planning - The graduate applies operations and requirements planning and inventory management concepts to achieve operating objectives.
EDGAR MUNOZ BUSM 60 MARCH 25 2013 1- What are the 4-p cycle of continuous improvement: PEOPLE, PRODUCTS, PROCESSES & PRODUCTIVITY 2- _____ is the process of working with and through others to achieve organizational objectives in an efficient and ethical manner MANAGEMENT 3- According to wilson’s research, if monica wants to be an effective manager, she should focus on developing_______ 4- In today’s workplace,_____are becoming the primary building block of organizations. ETHICS 5- Which of these is an interdisciplinary field dedicated to better understanding and managing people at work? ORGANIZATIONAL BEHAVIOR 6- Which of these is a theory x assumption about people at work? PEOPLE DON'T LIKE WORK, THEY WILL AVOID WORK, REQUIRE ATTENTION, AVOID RESPONSIBILITY, HAVE LITTLE AMBITION 7- The pioneering work on TQM was done by: DEMING 8- One of Deming’s most enduring lessons for managers is his: 85-15 RULE 9- Which of these is not identified as common tqm principle? FOCUS ON COMPETITORS' WORK PROCESSES.
Unit 16: Human Resource Management in Business (10 Credits) Assessment Sheet Name: ……………………………………………………………………………… Assessment Criteria Achieved Pass 1 Describe the internal and external factors to consider when planning the human resource requirements of an organisation Pass 2 Describe how the skills that employees require to carry out jobs in an organisation are identified Pass 3 Outline how an organisation motivates it’s employees Pass 4 Explain how organisations obtain the cooperation of their employees Pass 5 Explain how employee performance is measured and managed Merit 1 Explain why human resource planning is important to an organisation Merit 2 Compare the use of motivation theories in an organisation Merit 3 Explain how the results from measuring and managing performance inform employee development Distinction 1 Suggest, with justification, ways of improving motivation in an organisational setting Distinction 2 Assess the importance of measuring and managing employee performance at work P1 M1 D1 Points per credit (x credits) P2 M2 D2 P3 Pass Merit Distinction P4 P5 Level 3 P6 Final Grade Conversion Table: Pass Merit Distinction Distinction* Overall Grade: Pass / Merit / Distinction In submitting your work for assessment, you are confirming that the work is your own. On completion of this unit, this document must be signed as a declaration that the work submitted is your own: Assessor Signature: ………………… Date: ………… Student Signature: …………………………… Date: ………… Scenario One You work for a HR consultancy firm that has just taken on some new
Week Four Learning Team Reflection Team E MGT/311 October 7, 2013 Week four focused on a number of concepts that will prove beneficial moving forward with our time here at Phoenix and beyond into the workplace. The major concepts covered in week four included the effect of organization structure on behavior, the effect of organizational culture on individuals within the organization, and the effects of power and politics on behavior within the organization. The effects of organizational structure on behavior are predicated on relationships and performance. This all depends on who makes the decisions. Rewards and promotions are dictated on the organizational structure.
Improving Organizational Performance April 29, 2013 Psy 428 Professor Catherine Floyd-Jennings Improving Organizational Performance Job satisfaction and productive work performance are essential factors in an organization. Ensuring that employees are satisfied and capable of exhibiting quality work performance can be challenging. This report will explore the four major phases of the simulation and the solutions recommended for improving work performance. I will discuss the way motivational theories can increase productivity and ways to reduce stress in the workplace in relation to the simulation. I will also examine how human behavior, cognition and affect can enhance relationships within an organization.
Unit 16: Human Resource Management in Business (10 Credits) Assessment Sheet Name: ……………………………………………………………………………… | | | | | |Assessment Criteria |Achieved | | | | | |Pass 1 |Describe the internal and external factors to consider when planning the human resource | | | |requirements of an organisation | | | | | | |Pass 2 |Describe how the skills that employees require to carry out jobs in an organisation are | | | |identified | | | | | | |Pass 3 |Outline how an organisation motivates it’s employees | | | | | | |Pass 4 |Explain how organisations obtain the cooperation of their employees | | | | | | |Pass 5 |Explain how employee performance is measured and managed
Unit No: 4DEP F3203A (HR) Title of unit: Developing Yourself as an Effective Human Resources Practitioner Activity 1 - Briefly summarise the HRPM (i.e. the 2 core professional areas, the specialist professional areas, the bands and the behaviours) The Human Resources Profession Map was developed by the Chartered Institute of Personnel and Development (CIPD) to aid the HR industry and its professionals to adapt to the growing and future demands, setting out the foundation for global standards of competency for the HR Profession. It recognises that people could enter the HR profession from a diverse range of backgrounds. Speaking at the 2009 CIPD Conference Chief Executive Jackie Orme added: "The map will allow us to maintain rigour while improving flexibility: the flexibility to meet the needs of generalists and specialists and to support professionals at all levels, and the rigour to ensure HR professionals and employees alike can be confident that a CIPD qualification delivers not just the capabilities needed for today, but the capacity to adapt to the growing demands that will be placed on the profession in the future." The map is an online, interactive tool located on the CIPD website for all HR professionals to use, it explains the specialist functions, behavioural skills and knowledge required in order for HR personnel to deliver effective support to any organisation.
Contents 1.1 Compare different management styles 3 1.2 Discuss leadership characteristics 4 1.3 Evaluate communication processes within selected businesses 4 1.4 Analyse organisational culture and change in selected business 5 Task 2 5 2.1 Assess own management skills performance 5 2.2 Swot analysis 8 2.3 Set and prioritise objectives and targets to develop own potential 9 Task 3 9 3.1 Lead and motivate a team to achieve an agreed goal or objective 9 3.2 Justify managerial decisions made to support achievement of agreed goal or objective and recommendations for improvements 9 Task 4 10 References 10 Organisations need a certain direction in order to develop their businesses. The most important role for this objective belongs to managers. They are those who provide directions of development for companies. People who work within management positions need certain skills as the ability to make decisions, run the business and be responsible about their work and also about the people that they manage. Also, organisations need to make sure that they provide possibility to develop certain managerial skills for people working within key positions.