Rocket Science

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Rocket Science

This task requires you to demonstrate your commitment to professional development and performance improvement. To complete the task, you are asked to undertake some reflection, self-assessment, and consideration of other’s feedback, leading to an identification of your strengths, weaknesses, and development areas. Following this identification, you will formulate a range of formal and/or informal activities to address your development needs and support your continuous development.

Wordcount :1,000 (+/- 10%)

References: Havard Style

2 References each AC- 5 ACs in total. 200 words per AC.

Jargon-free language, easy to read and understand. Try to include real-life examples when required about organizations and employees.

Please focus on the Blue highlighted table to understand what needs to be included in each AC. Hints are provided in the last table.

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Assignment Question Tutor and Learner Guidance Explanation of the command verb Indicative content provided by CIPD
                                                                                               TASK ONE
With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’. (AC 1.1)

 

 There are two parts to this answer:

1) Define what it means to be a professional. (Use a credible source to define this.)

2) Explain what is means to be a people professional. (Use the CIPD Profession Map to describe the knowledge, values and behaviours of people professionals)

Tip: You can refer to your own career and role to explain the areas of the map most relevant to you.

 

 Appraise: examine the term “people professional” to determine its meaning in terms of qualities and characteristics.

 

 Definition of professional; professional specifications and frameworks, professional requirements, CIPD Profession Map, professional values,

personal values (for example fairness, honesty, equality, inclusivity, valuing others, evidence-based decision-making);

concept of ‘professional integrity’. Examples of behaviours and activities of a people professional.
Discuss how ethical values underpin the work of a people professional, including two examples of how ethical values might be applied in a people practice context. (AC 1.2)

 

 There are two parts to this question:

1 – Explain what ethical values are for people professionals.

2 – Identify TWO ethical values that you hold and explain how each of these influences your practice.

 

 Discuss: provide a summary of the significance of ethical values in the work of people professionals.

 

 

 

 

 The importance of knowing one’s own personal values and using these as a framework for behaviour and practice.

Recognising (with examples) how personal values and beliefs shape ways of working and work relationships – and the impact of this for colleagues. Demonstrating professional courage – speaking up for ethical standpoints within the workplace and supporting others to do the same.

 
Consider the importance of people professionals being able to influence others and ensure that the ‘people practice voice’ is heard in an organisation, through informed, clear and confident communication. (AC 1.3)

 

 

 There are four parts to this answer:

1 – Explain two reasons why it is important for people professionals to contribute to discussions.

2 – Use three separate sub-headings to explain ways in which:

2a) Your contribution to discussions is well-informed (by research or data or evidence)

2b) Your contribution to discussions is clear (by clear communication, simple language or visual presentation)

2c) Your contribution to discussions is engaging (by using varied techniques of engagement)

 

 Consider: reflect on the significance of people professionals being able to influence others.

 

 

Explain: Write this in sufficient detail with descriptions. It is not a short bullet list.

 

 

 The need for people professionals to contribute confidently and courageously to discussions to inform and influence others.

Knowing when and how to speak up and contribute expert opinion and information so that the HR/L&D/OD purpose (for

example as defined by the CIPD

Profession Map) is clearly represented and

can be effectively fulfilled.

Techniques for informed, clear and engaging communication, for example:

gaining attention; using volume, tone, and pace; summarising and checking understanding. Using listening skills and questioning to understand different viewpoints and clarify questions. Making an evidence-based argument; using facts and data to support contributions. Using examples to illustrate key points and

enhance engagement. Recognising

context and adapting content to suit the audience.
For each of the situations below (a & b), provide an example of an issue that would cause you to raise the matter to a manager (or other authority) – and describe how you would do this.

a) where you consider something to be unethical (whether or not it is illegal),

b) where you believe something contravenes legislation. (AC 1.4)

 

 There are two parts to this question:

 

1-    Provide one example for each of scenario a) and b) that would cause you to raise the matter to a higher authority; and

2-    Describe the process that you would follow in each case.

 Describe: explain in detail the procedure that you would follow in each case. When and how to raise issues, for example organisational policies and practices, organisational leadership style, personal

relationships, conflict style. Examples of ‘matters which conflict’, for example with

legal matters, with ethical values, with personal values. Concept of

‘whistleblowing’, high-profile examples.
Discuss two theories or models relating to the human and business benefits of people at work feeling included, valued, and fairly treated, concluding your discussion with a summary of your own view of these benefits. (AC 2.1)

 

 This question requires you to focus on inclusion or inclusivity in the workplace. You should discuss two models or theories related to the benefits of inclusion to both the organisation as a whole and employees themselves. Not only should you discuss the theorists’ views but you should also give your views on the human and business benefits of inclusion.

 

 Discuss: provide a summary of the main points of two theories or models relating to business and individual benefits.

 

 

 

 Human and business benefits: for example job satisfaction, reduced dispute and conflict, corporate reputation; enhanced worker wellbeing, increased retention and

reduced turnover rates, reduced sickness, increased efficiency and effectiveness of work.

 

Relevant theory: theorists and thinkers, for example Maslow, McLelland, Daniel Pink,

David Rock; concepts of ‘worker

engagement’ and ‘worker wellbeing’.
Discuss two ways in which a people professional can build inclusivity into a people practice initiative at the design stage, and two ways of checking inclusivity after a people practice initiative is implemented. (AC 2.2)

 

 For this question, you need to explain – with two examples of methods – how people professionals (i.e. HR) can build inclusivity into the design stage of people initiatives, e.g. processes, policies, practices and two ways in which they can ensure that inclusivity is maintained throughout the implementation of initiatives.

 

 Discuss: provide a summary of the ways in which a people professional can build inclusivity into design and implementation phases of people initiatives.

 

 Enabling others to have a voice when designing and delivering solutions which impact them. Strategies for engaging with

others in the design of people practice initiatives, for example; discussions, email and documentary exchanges, research or consultation activities.

Others: for example those directly

impacted by the solution, those with relative insights or contributions to offer,

partners in joint working, those with authority or responsibility in the area concerned.

Strategies for checking the inclusivity of people practices: for example, informal or formal feedback; consultation re the extent to which the practice reaches and embraces different agendas and needs.
                                                                                               TASK TWO
Reflect on your own approach to working inclusively and building positive working relationships with others. (AC 2.3)

 

 This question focuses on how you go about working inclusively and building positive relationships. Give at least two examples of your own approach/ methods to achieving this.

 

 Reflect: think about and summarise your own approach and the methods you use to work inclusively and build positive relationships at work. Approaches, for example valuing people as individuals and recognising the value and

benefits of diversity; actively seeking and listening to diverse views and opinions; building trust and providing appropriate

support when needed; finding

opportunities to collaborate with wider colleagues; sharing knowledge and expertise to solve problems.
Explore how the role of a people professional (specialist or generalist) is evolving and the implications this has for your CPD. (AC 3.1)

 

 There are two parts to this question:

1.    Explore how the role is evolving – what is causing it to evolve; and

2.    What this means for your own CPD; how it will impact the focus of your CPD

When answering AC 3.1, you can either focus on a generalist HR role or a specialist role such as L&D or Talent Acquisition, or, furthermore, you may wish to focus on the evolving nature of your own role.

 

 Explore: research and provide a summary of how the people professional role is evolving and provide your conclusions on the implications for your CPD. Emerging knowledge and skills required and the implications for CPD, for example business acumen, technology savvy,

specialist expertise, work skills,

collaborative working skills, remote working/working from home, self-management,

communication skills.
With reference to your responses for AC 2.3 and AC 3.1, and feedback on your behaviours or performance obtained from (at least) one other person, assess your current strengths, weaknesses, and development needs.  Your response should include an explanation of the feedback received and how it has informed your self- assessment. (AC 3.2)

 

 In order to answer this question, you should reflect on the discussions in AC 2.3 about working inclusively and building productive relationships at work and 3.1 which talks about the evolving role of the people professional and what that might mean for your CPD. You need to do this as a self-assessment but you should also incorporate at least one other person’s feedback on your strengths and weaknesses / development needs.

 

 Assess: consider your own opinion and feedback from one other person in order to reach a judgement about your strengths and development needs. People and contexts for gaining feedback, formal and informal feedback, regular and ad hoc feedback, feedback methods and

media, feedback as incoming information, triangulation of received feedback, relevance and importance of feedback,

how to structure feedback, self-assessment methods and relevant

frameworks to assess against. Bias issues in self-assessment and others’ feedback.

Utilising the CIPD Profession Map.
In follow-up to your self-assessment, identify a range of formal or informal development activities you will undertake to support your ongoing professional development. Your response should include a brief description of your chosen activities and your reasons for selecting them. (AC 3.3)

 

 There are three parts to this question:

1.    Identify a range (at least 3 formal or informal development activities to support your ongoing development; and

2.    Provide a brief description of the activity; and

3.    Give your reasons for selecting those activities.

 Identify: to provide an answer that arrives at a minimum of 3 learning and development activities.

 

 CPD models and theory, CIPD and other sector and professional requirements for CPD, for example formal and informal,

self-directed learning, coaching,

mentoring, work, applying learning as appropriate, shadowing, skills practice, investigation and research, reading, blogs,

webcasts, videos, social media

discussions and forums, conferences, training courses, on-job and off-job learning, characteristics of a good-practice

CPD plan, how to complete a CPD plan.
Reflect on the impact of three previous learning activities (i.e., not the activities planned at Q4 above) on your behaviour and performance.  The selected activities may be any formal/planned or informal/unplanned activities undertaken in the last 12 months, which you consider to have impacted your behaviour and performance.  (AC 3.4)

 

 To answer this question you may present your reflections, attached to your assignment, as either:

•       your own format CPD record, edited to include just the three selected activities, or

•       a report (or reports) from the CIPD ‘My CPD Reflections’ tool.

 

 Reflect: think about and summarise how the three learning activities impacted on your behaviour and performance at work. Concept and theory of reflective practice, outputs of reflection (for example, records, plans), evaluating/measuring behaviour

changes, evaluating/measuring

performance changes, checking changes are positive and meet intended outcomes, impact on own performance and

behaviour.

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ACCOUNTING CHAPTER 3 ASSIGNMENT

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ACCOUNTING CHAPTER 3 ASSIGNMENT

ACC100

ONLINE CLASS: EGCC

 

Chapter 3 Assignment Requirements:

  1. Complete the assessment
  2. Name completed file: Ch3_FirstNameLastName
  3. Attach the completed file
  4. Review the Assignment Video for further instructions on how to complete the assessment.

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Internal Consistency at Customers First Case Study

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Internal Consistency at Customers First Case Study

Write a short paper addressing job analysis and job evaluation as they relate to employee compensation. Begin by thoroughly reading Chapter 6 the case study “Internal Consistency at Customers First” at the end of the chapter.

Internal Consistency at Customers First Case Study :

After 3 months in her new role as Director of Human Resources (HR) at Customers First, Deborah Ketson feels confident she has identified the significant HR issues at the company. She has prioritized the issues and is meeting with company president Joan Bates to make her recommendations. Deborah is prepared to discuss her top priority, which is to conduct an organization-wide job analysis and job evaluation project in order to start building a more internally consistent pay structure.

Customers First is a company that provides customer service for other companies. Small-to-medium-sized companies outsource their customer service function to Customers First, which manages all customer service for their clients through a call center and also via an online customer service center. The company works with a diverse group of clients ranging from small retail stores to larger online retailers. Customers First has grown quickly in the 5 years since Joan started the company, and now employs more than 150 customer service representatives (CSRs) and other support staff.

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The company’s quick growth has led to several problems with its compensation structure. Much of the company’s hiring has occurred in response to a new contract, and pay was set based on the current market rate for CSRs in order to attract the right talent. For example, an early client was a small retail store that needed fairly simple customer support. Four CSRs were hired and their pay was set at just slightly above minimum wage. In comparison, a more recent client required hiring 18 CSRs. The labor market was competitive at the time, and the company hired these 18 new employees at a pay rate well above what others at the company were paid. Such variance has occurred often in the hiring process, resulting in groups of CSRs at much different levels of pay for doing substantially similar work.

Deborah has heard many complaints from the supervisors about inequities in the pay of the CSRs. The supervisors are concerned that the inequities may lead to turnover among some of the staff. Deborah has examined the pay rates of the CSRs across the organization and agrees with the supervisors that there are some concerns. One particular concern is that the lowest paid group of CSRs is primarily female, while the highest paid group includes all male employees. By talking with the supervisors, Deborah has learned that there are some CSRs with different levels of responsibilities and skills, but they all hold the same job title. Deborah believes that an organization-wide job analysis and job evaluation is necessary to build an internally consistent compensation structure.

However, when she shared her recommendation with Joan, she did not receive the response she expected. Joan is resistant of the job analysis and job evaluation process as she thinks that having such a structured compensation system will limit the company’s ability to be flexible in the marketplace. Often hiring happens quickly in response to a new client contract, and they must hire the right skill set, which might vary based on the current market rates. Further, Joan suggested the entire project would be too time-consuming for Deborah and the other staff that would need to be involved. She felt their time would be better spent on other concerns such as recruiting new staff.

Then write a short paper that adequately answers the following questions:

  1. Do you think that job analysis and job evaluation will benefit Customers First? Why or why not?
  2. What is your opinion of Joan’s view on job analysis and job evaluation?
  3. What do you recommend that the compensation professionals at Customers First do? Why?

Guidelines for Submission: Your paper must be submitted as a 2- to 3-page Microsoft Word document (in addition to a cover page and references) with double spacing, 12-point Times New Roman font, and one-inch margins. Use at least three sources, which should be cited according to APA style.

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Internal Consistency at Customers First Case Study

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Internal Consistency at Customers First Case Study

Write a short paper addressing job analysis and job evaluation as they relate to employee compensation. Begin by thoroughly reading Chapter 6 the case study “Internal Consistency at Customers First” at the end of the chapter.

Internal Consistency at Customers First Case Study :

After 3 months in her new role as Director of Human Resources (HR) at Customers First, Deborah Ketson feels confident she has identified the significant HR issues at the company. She has prioritized the issues and is meeting with company president Joan Bates to make her recommendations. Deborah is prepared to discuss her top priority, which is to conduct an organization-wide job analysis and job evaluation project in order to start building a more internally consistent pay structure.

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Customers First is a company that provides customer service for other companies. Small-to-medium-sized companies outsource their customer service function to Customers First, which manages all customer service for their clients through a call center and also via an online customer service center. The company works with a diverse group of clients ranging from small retail stores to larger online retailers. Customers First has grown quickly in the 5 years since Joan started the company, and now employs more than 150 customer service representatives (CSRs) and other support staff.

The company’s quick growth has led to several problems with its compensation structure. Much of the company’s hiring has occurred in response to a new contract, and pay was set based on the current market rate for CSRs in order to attract the right talent. For example, an early client was a small retail store that needed fairly simple customer support. Four CSRs were hired and their pay was set at just slightly above minimum wage. In comparison, a more recent client required hiring 18 CSRs. The labor market was competitive at the time, and the company hired these 18 new employees at a pay rate well above what others at the company were paid. Such variance has occurred often in the hiring process, resulting in groups of CSRs at much different levels of pay for doing substantially similar work.

Deborah has heard many complaints from the supervisors about inequities in the pay of the CSRs. The supervisors are concerned that the inequities may lead to turnover among some of the staff. Deborah has examined the pay rates of the CSRs across the organization and agrees with the supervisors that there are some concerns. One particular concern is that the lowest paid group of CSRs is primarily female, while the highest paid group includes all male employees. By talking with the supervisors, Deborah has learned that there are some CSRs with different levels of responsibilities and skills, but they all hold the same job title. Deborah believes that an organization-wide job analysis and job evaluation is necessary to build an internally consistent compensation structure.

However, when she shared her recommendation with Joan, she did not receive the response she expected. Joan is resistant of the job analysis and job evaluation process as she thinks that having such a structured compensation system will limit the company’s ability to be flexible in the marketplace. Often hiring happens quickly in response to a new client contract, and they must hire the right skill set, which might vary based on the current market rates. Further, Joan suggested the entire project would be too time-consuming for Deborah and the other staff that would need to be involved. She felt their time would be better spent on other concerns such as recruiting new staff.

Then write a short paper that adequately answers the following questions:

  1. Do you think that job analysis and job evaluation will benefit Customers First? Why or why not?
  2. What is your opinion of Joan’s view on job analysis and job evaluation?
  3. What do you recommend that the compensation professionals at Customers First do? Why?

Guidelines for Submission: Your paper must be submitted as a 2- to 3-page Microsoft Word document (in addition to a cover page and references) with double spacing, 12-point Times New Roman font, and one-inch margins. Use at least three sources, which should be cited according to APA style.

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CHAPTER 7-8 CRITICAL THINKING QUESTIONS

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CHAPTER 7-8 CRITICAL THINKING QUESTIONS

COURSE:  ACC100

Chapter 7-8 Critical Thinking Questions

Read the following case study and answer the questions that follow.

Respond to at least two of your peers with meaningful content.

Gore’s Flat Structure Works Well

Imagine an organization with more than 10,000 employees working in 30 countries around the world—with no hierarchy structure. W. L. Gore & Associates, headquartered in Newark, Delaware, is a model of unusual business practices. Wilbert Gore, who left Dupont to explore new uses for Teflon, started the company in 1958. Best known for its breathable, weatherproof Gore-Tex fabric, Glide dental floss, and Elixir guitar strings, the company has no bosses, no titles, no departments, and no formal job descriptions. There is a managerial hierarchy at Gore, and top management treats employees, called associates, as peers.

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In 2005, the company named 22-year associate Terri Kelly as its new chief executive officer. Unlike large public corporations, Gore’s announcement was made without much fanfare. Today, more than 12 years later, Kelly continues as chief executive but is the first to admit that it’s not about the CEO at Gore—it’s about the people who work there and their relationships with one another.

The company focuses on its products and company values rather than on individuals. Committees, comprised of employees, make major decisions such as hiring, firing, and compensation. They even set top executives’ compensation. Employees work on teams, which are switched around every few years. In fact, all employees are expected to make minor decisions instead of relying on the “boss” to make them. “We’re committed to how we get things done,” Kelly says. “That puts a tremendous burden on leaders because it’s easier to say ‘Just do it’ than to explain the rationale. But in the long run, you’ll get much better results because people are making a commitment.”

Because no formal lines of authority exist, employees can speak to anyone in the company at any time. This arrangement also forces employees to spend considerable time developing relationships. As one employee described it, instead of trying to please just one “boss,” you have to please everyone. Several years ago the company underwent a “strategy refresh,” conducting surveys and discussions with employees about how they fit into the organization’s culture. Not surprisingly, there was a cultural divide based on multiple generations of workers and length of service stature, which Kelly and her associates have worked hard to overcome. She realizes that not everyone will become a “lifer” at Gore, but recognizes the importance of younger employees who have helped the company become more tech-savvy in communications and stay well-connected in a fast-moving business world.

The informal organizational structure continues to work well. With revenues of $3 billion, the company produces thousands of advanced technology products for the electronics, industrial, fabrics, and medical markets. Its corporate structure fosters innovation and has been a significant contributor to associate satisfaction. Employee turnover is a low 3 percent a year, and the company can choose new associates from the thousands of job applications it receives annually. In 2017, Gore was named one of the 12 legends on Fortune’s “100 Best Companies to Work For.” These companies have made Fortune’s list for all 20 years the magazine has published its annual “Best” rankings.

Critical Thinking Questions

  1. Given the lack of formal structure, how important do you think Gore’s informal structure becomes?
  2. Is L. Gore a mechanistic or an organic organization? Support your answer with examples from the case.
  3. How do you think Gore’s flat organizational structure affects innovation at the company?

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Answer the following questions after reading the passage:

 

CHAPTER 7 – 8

 

Critical Thinking Questions

  1. Given the lack of formal structure, how important do you think Gore’s informal structure becomes?
  2. Is L. Gore a mechanistic or an organic organization? Support your answer with examples from the case.
  3. How do you think Gore’s flat organizational structure affects innovation at the company?

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PowerPoint Assignment

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PowerPoint Assignment

For this project, you will be given a scenario in which you will need to conduct research, suggest a course of action, and develop a 12- to 15-slide PowerPoint presentation of your charts and graphs.

Scenario

You have been asked to present your data findings and decision-making modeling to the leadership panel for feedback prior to the stakeholder meeting presentation. The panel wants to preview the charts and graphs that will be included in your presentation based on the research you have conducted. They would like to see how you will use the data to inform your recommendation and how you will tell the story of that data.

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Goals

Here are your main goals for this project:

  • Prepare a PowerPoint presentation highlighting the charts and graphs you will use to persuade stakeholders that your diversification plan will solve the problem your industry is facing.
  • Choose and explain the decision-making process your company will use to implement your diversification strategy.

Instructions for Part 1

In Part 1, you will create a PowerPoint presentation that does the following:

  1. Presents graphs and charts describing the current state of and emerging trends within both the automotive manufacturing industry and the new industry.
  2. Discusses what each graph or chart tells us about these industries.
  3. Summarizes the collective data about both industries as a whole and what the data in the charts and graphs does and does not tell us about these industries and the problem you are trying to solve through diversification.

Slide 1: Title/Introduction

  • Create a title for your presentation and add notes about what you’ll say out loud when this slide appears.
  • Speaker Notes should answer questions: Why are you making this presentation? What do you hope to accomplish?

 

Slide 2: Sales by Region-Auto Industry

In Slide 2, you will tell the story of your data visualization on sales by region. Start by finding the graph or chart you want to use on this slide. Then consider what is the main point that you want to emphasize about this visualization. For example, looking at the chart or graph, does one region clearly dominate sales? If so, do you want to emphasize that in the title? Is this dominance potentially problematic due to new state-level regulations? If so, you might describe the new regulations in the speaker notes. If no region dominates, describe that trend in the speaker notes and its consequences for the industry or your proposal.

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Draft Slides 3 through 11, which will present your data visualizations

For each slide:

  1. Find the graph or chart you will use to cover the topic.
  2. Draft a title for the slide.
  3. Draft your speaker notes. Be sure to describe the main trend you want your audience to notice in the visualization (the graph or chart you’ll be including on the slide), then explain the significance for your company’s future growth and your diversification plan.

Slide 3- Sales by Motor Type-Auto Industry

  • Create a Title
  • describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide.

Slide 4: Sales Over Time -Auto Industry

  • Create a title
  • describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide.

Slide 5: Sales by Motor Type Over Time-Auto Industry

  • Create a Title
  • describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide.

 

Slide 6: Sales by Body Type over time- Auto Industry

  • Create a title
  • describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide.

 

Slide 7: Customer Demands-Auto Industry

  • Create a Title
  • Describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide.

 

Slide 8: Sales Over Time- New Industry

  • Create a Title
  • Describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide

 

Slide 9: Sales by Type of Product/Service over Time-New Industry

  • Create a Title
  • Describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide.

Slide 10: Customer Demands- New Industry

  • Create a Title
  • Describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide.

Slide 11: Expected Growth-New Industry

  • Create a Title
  • Describe the important information that you want to communicate to the stakeholders about the visual you’ll put on this slide.

 

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Slide 12: Summary of Data

  • Describe the 3–5 most important points you would like to summarize about the data you’ve presented.
  • Speaker Notes: What are the most important points these visuals communicate? What do they say about the problem that you are trying to address in the automotive industry? What do they convey about the new industry? What does the data you present suggest about whether diversification would help solve the problem you hope to address?

 

Part two

In Part 2, you will analyze three decision-making models and select the one you think is best suited to guide your company as it decides whether and how to adopt your diversification plan.

Study three decision-making models to determine which best suits your company. You can use the resources below and conduct your own research online. Then use this information to complete Slide 13 in the template below.

  • Rational Decision Making: The 7-step Process for Making Logical Decisions

https://blog.hubspot.com/marketing/rational-decision-making

  • Intuitive Decision Making

https://blog.hubspot.com/marketing/rational-decision-making

  • The Recognition Primed Decision Model

http://www.free-management-ebooks.com/news/recognition-primed-decision-model/

 

Slide 13: Decision Making Model

  • Create a title
  • describe the decision-making model that your company should adopt when it implements its diversification plan and why that model is the best choice.

Speaker Notes: Briefly describe the decision-making models and identify which one your company should adopt when implementing your diversification plan. Answer these questions: Why do you think your company should adopt this model? Is there anything about your plan, your company, or diversification strategies in general that best suit this model?

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7-1 Project

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7-1 Project

This assignment is the last part of the project. I have attached the previous assignment in which should go with the additional information needed. I have also attached the directors for the assignment as well.

Steps 1-2 are already complete on the other attachment. You will have to ONLY complete step 3 (Highlighted in yellow)

Course Outcomes

In this project, you will demonstrate your mastery of the following course outcomes:

  • Utilize appropriate information literacy skills when researching topics using library resources
  • Articulate the characteristics of various liberal arts lenses in determining their commonalities and differences
  • Demonstrate how individual topics are represented through the application of various liberal arts lenses

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Overview

As you move forward in your academic and professional careers, you will encounter many different perspectives around topics you are engaged in. One of the hallmarks of an open-minded person is the ability to recognize and appreciate the value of looking through different lenses to arrive at informed views. In this course, you have begun examining the world through the four lenses of the liberal arts.

For this project, you will go through the process of finding information on a topic of interest to you and viewing this topic through different lenses to get a more complete picture of the topic and its impact on you. This project will be based on one of the following topics and its provided resources in the library guide, which you chose in Module Three:

  • Voting rights
  • Climate change
  • Justice

Directions

Read these directions and the rubric criteria. Check to make sure that you understand each requirement and reach out to your instructor if you have any questions before you begin.

Note: Your grade will be based more on the quality of your responses than on the number of examples you provide.

Introduction: The Four Lenses

  1. Using the resources from this course, identify the characteristics of each of the four liberal arts lenses, the types of evidence they use, and the similarities and differences among them.
    • Identify the key characteristicsof each of the four lenses: social science, natural science, history, and the humanities.
      • Be sure to include relevant points that help explain the characteristics.
    • Identify the types of evidenceused when looking through each lens.
    • Determine similarities and differencesamong the lenses, based on the characteristics you have identified.

Researching Your Topic

  1. For the topic you selected from the list above, determine what you know, what you want to know, and what you have learned about the topic from the provided resources in the library guide. You will need to use each of the four lenses in your responses.
    • Know (K):Draw on previous and personal experiences to provide information about what you already know about your topic in relation to each lens.
    • Want to know (W):Determine what you want to know about your topic in relation to the lenses.
      • Be sure to phrase this information in the form of questions.
      • What keywords would be helpful in exploring your topic?
    • Learned (L):Answer the questions you posed about your topic using the provided resources in the library guide. If they are not answered by the resources, explain what steps you will take to answer them.

Applying the Lenses to Your Topic

  1. Choose two of the four lenses you applied when researching your topic and examine the topic in greater detail.
    • Topic and first lens: Examine your topic through your first lens.
      • Be sure to identify the lens you selected.
      • Write about what you learned in your examination. Use details and examples relevant to that lens from the resources in the library guide and the course.
    • Topic and second lens: Examine your topic through your second lens.
      • Be sure to identify the lens you selected.
      • Write about what you learned in your examination. Use details and examples relevant to that lens from the resources in the library guide and the course.
    • Similarities and differences: Explain the similarities and differences in how the lenses relate to your topic.
      • Focus on the view you get when looking at your topic through both lenses.
    • Further exploration: Determine the next steps for further exploration of the topic you have chosen.
      • Determine questions to ask for further exploration of this topic. Would you continue to explore through the lenses you’ve chosen, or take another approach?

Characteristics of the four lenses of Arts

Social Science

The main characteristic of social science is the study of human societies. The use of scientific techniques to carry out research is another main evidence of justifying the characteristic of the social science discipline. In this context, social scientists use scientific methods to gather data and make conclusions about various issues much easier than researchers do in the hard sciences. Alternatively, the other distinguishing characteristic of social science is that researchers collaborate with colleagues to gather information and publish their findings. The researchers also rely on raw data such as statistics, survey results, observations, and interviews to make conclusions on matters.

Natural Science

Natural science refers to a branch of science concerned with explaining, understanding, and predicting natural occurrences based on experiential evidence from observations and experimentation (Karp, 2019). One of the main characteristics of natural science is that it involves mechanisms such as peer review and repeatability of findings to ensure the rationality of logical advancement. The main evidence of justifying natural science is that it can be broken down into three major categories: biology, chemistry, and physics.

History

The main characteristic of history is the historians’ ability to regularly support, evaluate and challenge their views. Historians mainly use detailed, appropriate, and accurate historical proofs derived from numerous sources. The main evidence of determining evidence is that historians can think, reflect, discuss the past remains one of the most prominent characteristics of the historical lens. Through history, historians can formulate and refine questions and lines of enquiry.

Humanities

The primary characteristic of humanities is that they are the disciplines concerned with studying distinctively human actions and works. Key evidence of justifying humanities is that it includes but is not limited to studying and interpreting archaeology, philosophy, ethics, and religion.

Similarities and Differences of the four liberal lenses of Arts

According to Nicholas (2018), the main difference between the four lenses is that each focus on a particular issue. History focuses on studying past events, whereas humanities mainly aim to study and compare cultures. On the other hand, natural science focuses on explaining, understanding, and predicting natural occurrences, whereas natural science focuses on studying human societies. In the long run, the major similarity is that each lens educates society about a particular concept.

Part 2: Topic Proposal

Climatic Change

According to Murakami et al., (2020), climate change refers to the periodical shifts in temperatures and weather patterns that defines the earth’s local, regional, and global climates. Understanding climate change is important because it helps people predict and prepare for the future. In this topic, I would like to know more about the impacts of climate change on society.

 

 

Know (K)

Drawing on the past individual’s experiences, the information that I know concerning this topic is that people have been provided or offered their rights to vote but this is not essentially the ideal case. Despite having been provided with the voting rights, there are other individuals especially the superior and those in the senior ranks that tend to deny people of such entitlements. Therefore, as per this lens, I am aware that people have been provided with their rights to vote but they may end up not exercising it due to certain reasons.

What I want to know

As for the concerned topic, the information that I would like to know is that what leads to people being restricted to vote despite that they are entitled to do so as per the law? The keywords in this case include the voting rights, denial, alienation, and misuse of power(s). the above words are highly important when it comes to the exploration of this topic. Therefore, the above question is important in examining what is preventing or hindering people from voting despite that they are entitled to do so.

What has been learned

As far as this topic is concerned, an essential information has been learned and the ideal thing that has been studied is that people are entitled to vote (voting rights) but this is not always the case, (Johnson, 2014). The ideal reason is that there is other characterization of individuals such as race, age, groups and educational levels or even the influence from the senior and prominent individuals. As these people or other influences try to influence the outcome of the elections, then there arises the possibility of denying people their rights to vote

 

References

Karp, R. M. (2019, May 2). Understanding science through the computational lens. Journal of

Computer Science and Technology, 26(4), 569-577. https://link.springer.com/article/10.1007/s11390-011-1157-0

 

Murakami, H., Delworth, T. L., Cooke, W. F., Zhao, M., Xiang, B., & Hsu, P. C. (2020). Detected climatic change in the global distribution of tropical cyclones. Proceedings of the National Academy of Sciences, 117(20), 10706-10714. https://www.pnas.org/content/117/20/10706.short

 

Nicholas, J. M. (2018). Marketable selves: Making sense of employability as a liberal art undergraduate. Journal of Vocational Behavior, 109, 1-13. https://www.sciencedirect.com/science/article/pii/S0001879118301027

 

Johnson, P. C. (2014). Voting rights and Civil Rights Era Cold Cases: Section Five and the Five Cities’ Project. Berkeley J. Aft.-Am. L. & Pol’y, 16, 377.

Retrieved from

https://heinonline.org/HOL/Landingpage?handle=hein.journal/glj108&div=16&id=$page=

Forsyth D. R. (2018). The essential functions that are played by attributions of work.

Retrieved from

https://www.jstor.org>stable

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HRIS

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HRIS

Based on your thorough reading of Chapters 13 and 15 ,Answer the following questions.

Question 1: Explain the four steps in the  systems model of T&D? Discuss how HRIS applications can assist is carrying out the steps on the systems model.  

Question 2: What factors contribute to the complexity of international HR management?

Question 3: Discuss potential solutions for IHRM-HRIS administrative issues.

Guidelines:

1-Further research may be used to answer the questions however it must be guided by your reading of the chapter

2.List of References are required.

3.Plagiarism will NOT be tolerated.

4.Format your paper as follows:

• Font: Times New Roman

• Font Size:§ 12

• Margins: Normal

• Line Spacing: 1.5

• Min length: 2 pages

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Healthcare Compliance Case Study

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Healthcare Compliance Case Study

Module 5 Case Study

Managing the Healthcare Profession.

***see attachments for book and case study directions***

Assignment

See the attached Case Study and the tutorials for assistance with APA.

Review the scenarios in the case study attachment.  Chose 3 scenarios.  Answer the given objectives for each scenario you chose.

Use a minimum of 3 scholarly sources listed in APA format.

Submit the completed assignment to the designated DropBox by the due date.

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Healthcare Compliance Case Study

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Healthcare Compliance Case Study

Module 5 Case Study

Managing the Healthcare Profession.

***see attachments for book and case study directions***

Assignment

See the attached Case Study and the tutorials for assistance with APA.

Review the scenarios in the case study attachment.  Chose 3 scenarios.  Answer the given objectives for each scenario you chose.

Use a minimum of 3 scholarly sources listed in APA format.

Submit the completed assignment to the designated DropBox by the due date.

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