Business Performance Management Midterm

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Provide two examples of actions management can take that will result in poor performance from their team.  Which of the historical breakthroughs in management theory may address the problems you’ve described? 

What do you anticipate will be the next ‘big thing’ in management theory?  What needs or new developments in business do you propose will lead to the ‘big thing’ you’ve described?

What actions and responsibilities does the human resources department have to contribute to the organization’s performance management efforts?

You’ve learned about incentive programs and the balanced scorecard.  How might you tie incentive programs to the balanced scorecard to enhance organizational performance?

If you were in charge of the accounting department in your organization what actions would you take to ensure the accounting function was used appropriately to maximize their contributions to the organizational performance management effort? 500 words each question

I need a discussion done for week 5 for my Recruit Reward Develop and Retain and a Response to 2 other classmates

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Performance Management

Three by three cardClick for more options

Jack Welch states: “The best performance reviews are frequent, simple, and actionable.” One tool he created for giving feedback on performance is the 3 by 3 card, as shown here. 

Imagine your manager is giving you some quick feedback on a current project. Fill out the 3 by 3 card that he or she might give to you, with three things that are going well and three areas for improvement. Post your 3 by 3 card as an image or simply by posting the two lists in the forum. 

Post your initial response by Wednesday, midnight of your timezone, and reply with ideas of actions they can take to positively impact their performance to at least 2 of your classmates’ initial posts by Sunday, midnight of your timezone.​

1 response

 RE: Week 5 DiscussionCOLLAPSE

Performance Management 

3 by 3 Card

What’s Going Well

Areas of Improvement 

There is open and clear communication 

Resources are not sufficient 

Cooperative relationships 

Diversity is not valued 

Goals are clearly defined 

Conflicts are not well-managed

 Based on the 3 by 3 card for conducting performance review as put forth by Jack Welch, three areas are going well, and three need improvement. There is open and clear communication. Open communication involves listening and giving constructive feedback (Thaning, 2020). There is a cooperative relationship in the project. Project team members are aware of the importance of working together by sharing knowledge, skills, and expertise. A sense of belonging is created, as members are relaxed, comfortable, and focused on the goals. The goals of the project are clearly defined (Thaning, 2020). Everyone in the team is aware of his or her purpose and the overall mission of the project.

 The resources available for the project are insufficient. As a result of this, it can be difficult to determine when the project will be completed on time (Haberfellner et al., 2019). All the necessary resources required at every stage of the project should be provided on time. Diversity is not valued. It is about valuing all the team members’ contributionsto a project (Haberfellner et al., 2019). The majority of the team members in the project are men. Apart from this, the project’s top leadership does not consider some employees’ creativity and ideas. Conflicts are not well-managed. While conflicts might be beneficial in some cases, they can hinder a project (Haberfellner et al., 2019). Conflicts can hinder the decision-making process of team leaders of a project.   

Haberfellner R., de Weck O., Fricke E., Vössner S. (2019). Characteristics of successful project 

management. In Systems engineering. Birkhäuser, Cham

Thaning, J. (2020). Top 10 key attributes of a successful project. Deltek. Retrieved from 

 http://www.projectdirect.se/dokument/Top10-Key-lyckat_projekt.pdf

2nd response

  RE: Week 5 DiscussionCOLLAPSE

Hello Professor and Classmates,

Imagine your manager is giving you some quick feedback on a current project. Fill out the 3 by 3 card that he or she might give to you, with three things that are going well and three areas for improvement. Post your 3 by 3 card as an image or simply by posting the two lists in the forum. 

At my job I have been put in charge of documenting the reconciliation process in our office. I have a team that I work with to help me break down the steps and put it in a reader friendly document. I believe it is going very well. I am nervous to have to be a lead in the team. If my manager was to do a card on me, I believe it would look like this:

3 What’s going well:

  1. Helping others to move the project along. I am great at encouraging others and giving them training to get to the next level of the project. Jack Welch says a team lead should be always looking for their subordinates to train to be better but, they choose to be at that particular company (1).
  2. Great at communicating to the others in the group of what is needed to get to the end goal. Communication is one of the most significant way of building all aspects of the team, including trust (2).
  3. Finding new ways to present materials. I have always had a thing about making sure whatever I do and have to present it sticks to whom ever is reading or listening to it. The wow factor is what grabs your audience attention and keeps it. I believe if you are able to do that in every project meeting, it makes people more interested in working with you (3).

3 Areas for improvement:

  1. Celebrating the small wins. I have read that Jack Welch says you should always celebrate the little wins as much as the big wins (1). I always feel that work needs to be done and if you celebrate then you will start slacking off. I need to work on this.
  2. Communicating to upper management what is needed and the progress going on. I am great with working with the team but, horrible with reporting out the status of a current project I am working on. I feel like if you are completing a project and you report out that it is not complete then, it is a bad thing. So, I do have a fear of reporting out.  
  3. Telling people when their idea is bad for the project and the goal. I have added things in the project because I did not want to say no.  

Tiara Collins

  1. Jack Welch. (2005). Winning.
  2. http://www.officecurry.com/role-of-effective-communication-in-team-building/#:~:text=Effective%20communication%20plays%20an%20important,team%20members%20complete%20their%20tasks.
  3. http://www.infinitebusinesssolutions.com/2014/07/six-tips-to-add-the-wow-factor-to-your-presentations/

Essay

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Due Thursday, 11/5/20 at noon, (12pm Dallas time) for the readings Off-Roads and On-Ramps: Keeping Talented Women on the Road to Success and Let’s Hear it for B Players. Provide me with a brief synopsis of the articles and then address this issue: Some students think these two articles are about completely different dynamics. Other students believe that they are really about the same issue. What do you think? And of course, why?

  

  • Length of each written assignment must be equivalent to three full & complete typed pages,      double spaced and no cover page needed.
  • One inch margins all around and a #12 font, no cover sheet or folder
  • You don’t have to agree with everything/anything presented in the article.

hr discussion

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 https://www.youtube.com/watch?v=tmPR585RTsU

Based on your review, please respond to the following:

Specifically focus on the elements of performance tools (there are 6 noted). Select any 3 of the elements as being the absolute elements that must be part of your performance tools if you are in charge of developing the performance management strategy. Be sure to explain why you selected your choices.

Note: Your response to the discussion must be informative, be supported with research,  and follow the requirements set by this course.

Please Help with a Problem Solving Discussion

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I need help with a Health management Problem Solving Discussion Question..I will provide login info

Communication and Collaboration IP2

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Your work with UWEAR and PALEDENIM is coming to a close.

As you reflect on the following final deliverable, you realize that the new values-driven culture, including the code of conduct, represents just part of the change faced by the organizations. Other areas of change include work roles, reporting structure, and key business processes.

The CEOs would like you to recommend a change strategy and process for Theresa and Mike to follow.

Review the scenario for this course, revise Part 1 of the Key Assignment based on your instructor’s feedback, and add an additional 200–500 words to the executive report that addresses the following:

  • What change management model (such as Lewin’s, Kotter’s, or ADKAR) should be used, and why?
  • What are the set of steps used in the model you chose?
  • What can the CEO’ do to address resistance to change during the merger?

Leading Change

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Primary Task Response: Within the Discussion Board area, write 400-600 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas.

Summative Discussion Board

Review and reflect on the knowledge you have gained from this course. Based on your review and reflection, write at least 600-1000 words on the following:

  • What were the most compelling topics learned in this course?
  • How did participating in discussions help your understanding of the subject matter?  Is anything still unclear that could be clarified?
  • What approaches could have yielded additional valuable information?

jornal question

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Select 2-3 of the journal questions 

Make sure your submitted word document has a heading at the top including your name, course number, and date. Your journal entry should be no less than one page (as measured by Microsoft Word, Times New Roman 12 point font.) You are required to keep a copy of this journal entry. 

Management

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Why don’t teams work like they’re supposed to?

case study

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 Assignment 1 Please read ALL directions below before starting your final assignment.  

INSTRUCTIONS:

 1. Read the entire case study carefully and then respond to the four Discussion Questions on page 5. Answer all questions and all parts of each question.

 2. Develop each answer to the fullest extent possible, including evidence from the case and citations from course resources, where applicable, to support your arguments. 

3. Submit your assignment as a separate MS Word document in your assignments folder. Do not type your answers into the case study document. 

4. Include a Cover Page with Name, Date, and Title of Assignment.

 5. Do not include the original question. Use the following format: Question 1, Question 2, etc.

 6. Each response should be written in complete sentences, doublespaced and spell-checked. Use 12-point Times New Roman font with 1-inch margins on all sides.

 7. Include page numbers according to APA formatting guidelines. 8. Include citations in APA format at the end of each answer.

 9. You must submit to the assignment link by the due date. A missing assignment will be assigned a grade of 0. © 2008 Society for Human Resource Management.

 Alan Cabelly, Ph.D. 2 Case Overview Part A In August, Jason Hubbs submitted a résumé to the human resource department of Big Time Computers Inc. in response to an advertisement in the local newspaper for a senior technical writer. The résumé was forwarded to Big Time’s Manager of Technical Publications, Lisa Cavanaugh, for her consideration. Big Time Computers is a local high-tech firm with sales offices throughout the United States and Europe. At the time of the senior technical writer job advertisement, Big Time employed about 1,200 people. Big Time designs and manufactures high-end computer systems that sell in the $500,000 to $6,000,000 range. Big Time’s products are sophisticated and complex, and the working atmosphere is highly technical. The engineering department is the largest and most dominant department. Engineers are in management positions throughout the company, including top-level management. Due to the sophistication and complexity of their products, employees in marketing, customer service, and technical publications are required to have strong technical backgrounds; many have engineering or computer science degrees. The technical publications department employed 14 people. This included the manager, two senior writers (Mark Samson and Chris Murray), seven writers, one technical editor (Colton Hamrick), and three editorial assistants. The manager had a business degree and had been working in the technical publications field for 12 years. The senior writers had four-year engineering degrees; the other seven writers had engineering degrees, computer science degrees, or two-year associate’s degrees in a technical field. The technical editor had an English degree and an associate’s degree in electronics, and the editorial assistants had English or liberal arts degrees. The department had a well-established set of procedures for new manuals and manual revisions. When given a writing assignment, the writer would do the necessary research by reading product specifications and interviewing the engineers involved with the product. The writer would then develop an outline which was reviewed by the appropriate engineers and the technical publications project leader responsible for that product. The writer then wrote a first draft which was edited by the technical editor and reviewed company-wide. The reviewer list included key people from each area of the company. After making necessary changes, the writer submitted the manual for a brief second review and made additional changes. An editorial assistant did proofreading and formatting before each review, and when the two reviews were complete, the editorial assistant did the final proofing and formatting. The manual was then printed. This extensive review procedure gave the writers a great deal of exposure throughout the company. © 2008 Society for Human Resource Management. Alan Cabelly, Ph.D. 3 The current job opening was a new position at Big Time that was necessitated by an increased workload. Although some internal people wanted to apply for the job, Cavanaugh believed that no internal candidates had the necessary skills for the position; besides, she thought it would be good to bring in new blood at the top. She found one strong résumé and began the hiring process. In considering Jason Hubbs’s résumé, Cavanaugh noted that Hubbs had a computer science degree, was working toward a Doctoral degree, and had three years’ experience as a technical writer in a local high-tech firm. Cavanaugh was impressed with Hubbs’s credentials and scheduled an interview date. Cavanaugh included herself, the technical editor and the two senior writers on Hubbs’s interview schedule. Cavanaugh’s interview was general, focusing on background, goals and work habits. Hamrick, the technical editor, asked questions regarding writing skills and techniques, while Samson and Murray, the senior writers, focused on Hubbs’s technical skills. Cavanaugh then met with the interviewers to determine if Hubbs was qualified for the senior technical writer job. Cavanaugh was pleased with Hubbs’s responses to her general questions and liked the writing samples he had given her. Hamrick felt that Hubbs had answered the interview questions well, but had reservations about his interpersonal skills and ability to integrate into the department. He also had some concerns about one of the writing samples. Samson and Murray thought his technical skills were excellent and had no strong feelings either way about his interpersonal skills. Cavanaugh, Samson, and Murray all felt that Hubbs should be hired; Hamrick disagreed. Cavanaugh checked two of Hubbs’s three references and got good reports on his skills and work habits. She hired him. © 2008 Society for Human Resource Management. Alan Cabelly, Ph.D. 4 Big Time Computers inc. Technical Publications Department © 2008 Society for Human Resource Management. Alan Cabelly, Ph.D. Lisa Cavanaugh Mark Samson 5

 Answer the following:

 1. Evaluate the recruiting strategy and methods used by the hiring manager and identify and discuss any gaps or limitations. Explain and defend your answers. •

 Do you agree or disagree with the recruiting strategy? •

 Do you agree or disagree with the decision to not consider internal candidates? •

 Discuss the advantages and disadvantages of internal vs. external recruiting methods as they apply to this case. •

 Discuss 3 additional recruiting sources that could have been used to find potential candidates and discuss the advantages and disadvantages of each as they apply to this case

 2. A) Evaluate the selection methods, including the interviewing process used by the hiring manager. Do you believe they were effective? Discuss any limitations or challenges that may exist with the selection methods and the interview process used.

 B) Discuss 3 other selection methods that could have been used and discuss the advantages and disadvantages of each as they apply to this case.

3. Evaluate the decision of the hiring manager to make the candidate an offer despite the concerns of Hamrick. Do you agree or disagree that a hiring decision should have been made without consensus among all three team members? Are there any additional steps or considerations the hiring manager could have taken with Hamrick?

 4. Based on the recruiting and selection processes used, do you believe the hiring manager was prepared to make a hiring decision? Why or why not?