Identify the proactive and reactive strategies that are used within own work role. 2.3 - . Explain the importance of identifying patterns of behaviour or triggers to challenging behaviour when establishing proactive or reactive strategies to be used. 2.4 - . Explain the importance of maintaining a person or child centred approach when establishing proactive strategies.
The following are the phases that will take place: First Phase: Installation of the network Second Phase: Testing and Security Checks Third Phase: Observation of the network (includes the information when the network goes up; elimination of the old network; and distribution of documentation to the owners and network teams) First Phase: Del Mar site is the first store to be upgraded since it will be treated as the backbone or the mainline support of the entire network operation. Del Mar site will contain the POS (Point of Sale) server, Inventory Database, File Integrity Checker, Security Console for monitoring and the T1 line(s). This Del Mar store upgrade will take five weeks to be completed. After completion, it is La Jolla’s site turn to be upgraded next. With all the possible irregularities that may come in while doing the upgrade and integration of this site, though it is expected to operate smoothly, completion time is expected to be five weeks also.
Individuals who want to obtain one of the FCSP certifications must first earn a Federal IT Security Institute (FITSP) Operator credential to demonstrate their ability to understand and apply appropriate federal IT security standards. The FITSP is a certification body focuses on helping the Federal government certify workforce members in appropriate cyber and IT security knowledge, skills and abilities. The entire FCSP exams are highly technical and having the FITSP-Operator credential will benefit the examinee. Each one of the FCSP certifications is valid for only five years. After the five year period, recertification is required.
Don is an intrinsic part of a 5-member team who built the Gene One out of a 2 million-dollar investment. Don’s goal is to position Gene One as an industry leader. In order to acquire large amounts of capital for advanced research and superior product development to meet consumer demand and a grow by 40% per year, Gene One board of directors have decided on an initial public offering (IPO) within a 36 month deadline. Describe the Situation Issue and Opportunity Identification Gene One has several opportunities within the organizations. These opportunities are organizational culture, teamwork, and leadership.
BSBCUS501C Activity 4 1. Set Goals - break larger goals into small achievable, measurable steps List the goals of the department/ organisation with measureable KPIs against each goal to enable measurement of these monthly/ Quarterly/ annually 2. Clarify actions team members need to take Each team member needs to be aware of the part they play in the process – and how their work impacts on the achievement of the goals 3. Define and clarify customer service goals, objectives and standards Ensure staff are aware of the KPIs and how they will be measured so they are able to manage their work 4. Define targets Develop a set of KPIs for each goal 5.
SHUZWORLD MEMORANDUM TO: Alistair Wu, Operating Director FROM: SUBJECT: Recommendation – Production and Assembly Line DATE: CC: Cynthia Crowninshield, Hetty Tarbox, Catherine Pang, Dieter Handel A. Shuzworld Plant Workflow Recommendation Management should re-organize the production process to five work cells with suitable tasks in each work cell to produce the desired work boot. A1. Justification Using Assembly Line Balancing the 8 tasks can be organized into 5 work cells. The cycle time for the longest task is 10 minutes with several tasks taking less than 5 minutes there is a lot of idle time, which equals inefficient operations. Looking at the assembly tasks, tasks B & C can be combined into a work cell as well as tasks E, F, and G combined into a work cell.
All activities should be completed Activity 1 Produce a report in which you identify and assess 4 factors that affect an organisation’s approach to both attracting talent and recruitment and selection. Identify and explain 3 organisational benefits of attracting and retaining a diverse workforce. Describe 3 methods of recruitment and 3 methods of selection. Activity 2 A vacancy of HR Officer has come up in your department and you are required to carry out the recruitment activity for the role from producing the job description to interviewing the applicants and informing all applicants of the outcome. The interview should last no longer than 15 minutes and will be observed and assessed by your tutor using the attached observation record.
Each students must present the assignment case during the laboratory session. The mark will be rewarded based on each student presentation content and quality. Each team will be giving 20 minutes to present the case study. Each student will be assessed individually based on the assignment analysis, completeness, thoroughness, presentation quality, and communication skill by each individual presenter. Any student who is absent during the presentation will require to make a full presentation of the team assignment again.
It was suggested that service time should be reduced to at least 2.0 minutes and ideally 1.5 minutes whereas the charts describes that it has come down to 2.0 but doesn’t have the ideal service time. So there should be improvement in the drive-through service. To improve the service quality and speed it should have some other services such as debit or credit card machines, giving incentives to employees who work
These stages are essential components of the change process if they are to be successful and will be presented to management within my unit, the RAAF Security and Fire School, as a comprehensive report in an attempt to assist the current re-organising and changes which need to be implemented within the next twelve months. In addition, the information contained within will be used to develop and implement awareness training for senior executives, line managers and staff. IMPLEMENTATION STAGE Cummings and Worley (1997) suggest a number of strategies to be undertaken in order to implement the change process. In fact, they highlight five important activities which need to be utilised during the implementation stage and are as follows: 1. motivating Change, 2. creating Vision, 3. developing political support, 4. managing the transition, and 5. sustaining momentum. Motivating Change There are two related tasks which need attention for this process to be successful.