Dr Discussion

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1. Watch the video “Massive cyberattack strikes Anthem” below (1 min 43 s).

2. Review the Case Study: Practical Applications of an Information Privacy Plan on page 443 of the textbook. Based on the video, your readings this week, and the case study, please respond to the following questions:

·

. What information privacy principals have been breached?

. How were the information privacy principals breached?

. What would you do to address the situation?

 

 

https://www.nytimes.com/video/multimedia/100000003493507/massive-cyberattack-strikes-anthem.html

 

Case Study: Practical Applications of an Information Privacy Plan

XYZ University is a medium-sized tertiary education provider in the state of Queensland, Australia. In undertaking its normal business of teaching, learning, and research, the university collects, stores, and uses “personal information,” that is, anything that identifies a person’s identity.

With respect to students, this information may include, among other things, records relating to admission, enrollment, course attendance, assessment, and grades; medical records; details of student fees, fines, levies, and payments, including bank details; tax file numbers and declaration forms; student personal history files; qualifications information; completed questionnaire and survey forms; records relating to personal welfare, health, equity, counseling, student and graduate employment, or other support matters; records relating to academic references; and records relating to discipline matters.

The bulk of this information is retained in the student management information systems and in the file registry. Academic and administrative staff, at various levels, have access to these records only as required to carry out their duties. Portions of the information held in university student records are disclosed outside the university to various agencies, such as the Australian Taxation Office; the Department of Education, Employment and Workplace Relations; other universities; consultant student services providers; the Department of Immigration and Citizenship; and overseas sponsorship agencies.

The university has a well-documented information privacy policy in accordance with the community standard for the collection, storage, use, and disclosure of personal information by public agencies in Queensland. The policy relies on the 11 principles developed in the Commonwealth Privacy Act of 1988. These principles broadly state the following:

· Personal information is collected and used only for a lawful purpose that is directly related to the collector’s function.

· Before the information is collected, the individual concerned should be made aware of the purpose, whether it is required by law, and to whom the information will be passed on.

· Files containing personal information should be held securely and protected against loss; unauthorized access, use, modification, or disclosure; or any other misuse.

· Personal information can only be disclosed to another person or agency if the person concerned is aware of it and has consented and the disclosure is authorized or required by law.

· Personal information should not be used without taking reasonable steps to ensure that it is accurate, up to date, and complete.

Presented below are three scenarios in which you need to decide how to apply the privacy policy and principles. The following scenarios were sourced from the Griffith University Privacy Plan (www.griffith.edu.au/about-griffith/plans-publications/griffith-university-privacy-plan/pdf/privacy-training-guide.pdf). The link to the privacy plan itself is www.griffith.edu.au/ua/aa/vc/pp. A complete statement of the relevant privacy principles can be found at www.dva.gov.au/health_and_wellbeing/research/ethics/Documents/ipps.pdf.

Scenario 1

Roger, a photocopier technician, has been asked to repair an office photocopier that just broke down while someone was copying a grievance matter against an employee of the agency. The officer who was copying the file takes the opportunity to grab a cup of coffee and leaves Roger in the photocopy room while the photocopier cools down. While waiting, Roger flips through the file and realizes that the person against whom the grievance was made lives on the same street as he does.

Scenario 2

Tom telephones a student at home about attending a misconduct hearing. The student is not at home; however, the student’s partner, Christine, answers the phone. She states that she knows all about the misconduct hearing but asks for clarification of the allegations. When pressed, Tom provides further details. Tom feels comfortable about providing this information to Christine because she is the student’s partner, and she has already told Tom that she knows all about her partner’s misconduct hearing.

Scenario 3

Brad works in a student administration center, and Janet is a student. They know each other, as they used to attend the same high school. Occasionally, they get together at the university to have coffee and chat about mutual friends. Brad knows that Janet’s birthday is coming up because Janet happened to mention that she’ll be another year older in the near future. Brad decides to access the student information system to find out Janet’s date of birth and home address. A few weeks later, Janet receives a birthday card from Brad sent to her home address.

 
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4 Assignment Human Resource Strategies

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Performance Management System

Chapter 8-Case Study 2-Performance Management System Helps Freeport-McMoRan Switch Strategic Gears

Answer the following questions:

  • Why did Freeport-McMoRan need a performance management system? How might it have helped the company adjust its strategy?
  • Do you think a pen-and-paper performance management system could have been as effective as the web-based system Freeport-McMoRan adopted? Why or why not?

The following requirements must be met:

  • Write between 1,000 – 1,500 words using Microsoft Word in APA 6th edition style.
  • Use an appropriate number of references to support your position, and defend your arguments. The following are examples of primary and secondary sources that may be used, and non-credible and opinion based sources that may not be used.
    1. Primary sources such as government websites (United States Department of Labor – Bureau of Labor Statistics, United States Census Bureau, The World Bank), peer reviewed and scholarly journals in EBSCOhost (Grantham University Online Library) and Google Scholar.
    2. Secondary and credible sources such as CNN Money, The Wall Street Journal, trade journals, and publications in EBSCOhost (Grantham University Online Library).
    3. Non-credible and opinion based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used.
  • Cite all reference material (data, dates, graphs, quotes, paraphrased statements, information, etc.) in the paper and list each source on a reference page using APA style. An overview of APA 6th edition in-text citations, formatting, reference list, and style is provided here.

 

Case Study 2Performance Management System Helps Freeport-McMoRan Switch Strategic Gears

What do you do when your organization needs to completely turn around its strategy due to a changing marketplace or for competitive reasons? Situations such as these are common in today’s fast-paced business environment. How does a firm manage drastic changes like this? A good performance management system can help.

Freeport-McMoRan Copper & Gold is a case in point. The company, which is based in Phoenix, is the second-largest copper mining company in the world. It employs approximately 35,000 workers and has mining operations that span five different continents. But it wasn’t a poor market condition that caused Freeport-McMoRan to shift gears. It was a booming one. During much of the 1990s and 2000s, the price of copper was low—only about 75 cents per pound—making mining less profitable than it had been in the past. Mining a large amount of copper therefore became less of a priority than keeping costs low for Freeport-McMoRan.

However, after the price of copper jumped sharply upward and hit $4.50 a pound, Freeport-McMoRan realized it needed to change its strategy—and fast. It needed to ramp up production and invest in new people and equipment in order to mine as much copper as possible while its price was high. The question became how to implement the change. Compounding the task was the fact that each mine was run separately. The firm’s top managers did not even know how its employees were organized at the separate mines, let alone what their goals were or the metrics they were expected to achieve. The company had also acquired a rival mining company twice its size—Phelps Dodge—which made coordinating the performance of its people and operations even more difficult. In 2013, Freeport-McMoRan went to into a completely new line of business—oil and gas—making the coordination even more difficult.

To align the goals of everyone in the company and get all of its various mines performing at top capacity, Freeport-McMoRan needed a new performance management system. The system would hopefully enable the company to quickly implement and monitor the changes needed, while giving it the agility to change strategies again if or when the price of copper dropped.

Many of the employees who work in its mines and oilfields do not use computers regularly on the job, so Freeport-McMoRan needed a system that was easy to use. For this reason, the company adopted a web-based performance management system that employees could use at home. Initially, the firm rolled out the system to 500 employees as a pilot program. When it proved to be successful, the entire company began to use the system.

The software keeps everyone in an organization focused on a company’s most important goals, which can have a strong impact on the firm’s financial performance. It also helps organizations measure the contributions of its employees and to nurture, motivate, and reward employees based on their achievements. “Managers need reliable real-time data and pragmatic e-tools to measure, identify, analyze, and understand their organization’s people capability—and what capability is needed to compete in the future,” explains Jonathon Hogg, with PA Consulting Group, an IT and management consulting firm. The performance system, along with the company’s strategic move into oil and gas seems to be working for Freeport-McMoRan. In 2013, the company posted a 19 percent return to shareholders, despite copper prices plummeting again.

Questions

  1. Why did Freeport-McMoRan need a performance management system? How might it have helped the company adjust its strategy?
  2. Do you think a pen-and-paper performance management system could have been as effective as the web-based system Freeport-McMoRan adopted? Why or why not?
 
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Case Study

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Carefully read the case study-The Best Intentions.

Answer the following questions about the case study. Note that there is no need to write a formal essay for these questions, but rather record the main ideas of your responses in a “readable” manner (please do so in a separate document).

Questions:

Is there evidence of discrimination here? Why or why not?

Who are the key stakeholders in this situation?

What assumptions is Peter making about AgFund’s customer base?

Should Cynthia hire Steve? What role should perceived customer preferences play in selection?

What is the most ethical thing to do in this situation?

 
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Human Resource Paper

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Below are each of the Core learning outcomes (CLOs) for the course. You are to show evidence of your knowledge of each CLO by providing research of at least three resources per topic.  Only one resource can be the text.  In addition, you will need to provide two organizational examples through your research for each core learning objective. Please be sure your resources and research include the following information related to each topic. ALL Topics must be included in the research work.

Directions

Topic: Include all 5 topics/learning objectives to research.

Length and format:

· The paper should be approximately 7-10 pages in length excluding the cover page.

· Each new topic/core learning objective should be clearly noted.  For example, you might bold and underline a new topic you begin to discuss.

· References should be listed at the end of each topic and all 5 topics should be 1.5 to 2 pages in length with 12 point font, double-spaced with one-inch margins. Use the APA format for all references.

Originality: At least 75% of the verbiage in your offering for each topic must be in your own words. Up to 25% can be the words of others taken from either the text or from the articles you used in support of your offering. You may paraphrase (which is taking the words of others and restating them in your own words – see Online Writing Lab (OWL) (Links to an external site.), or you may quote the words of others as long as you give proper credit (see APA link below). Be careful not to plagiarize which is using the words of others and presenting them as your own. Any verbiage presented in your offering that is not properly cited or given appropriate credit will be deemed as you presenting those words as your own.

Late Assignments: I want to make sure we are absolutely clear on this, so there are no misunderstandings down the line. Last minute emergencies, technological problems (computer crashes), etc. will not be grounds for any more time than the time you have now to get the assignment uploaded. Be sure to back up and save a copy of your Assignment in case you or we experience technical problems.

Submission: Assignments must be uploaded as a single file attachment (no multiple files will be accepted). I will be able to accept any file saved in Rich Text Format (.rtf) format or Word doc format. This is a 300-level (junior level) class ~~ I expect at least 300-level (junior level) work. You will be graded on what you submit (see grading rubric).

References: Each topic/core learning objective review should contain at least two to three appropriate quotes and citations and two examples from organizations that support the 5 core learning objectives and topics individually.  This requires research and I ask that you utilize the Park Online Library and reference these examples of industries performing these functions. If you need support on using the APA style, please visit the following websites.

·

· Online Writing Lab  (Links to an external site.)

Content: When writing your papers, be sure to include applicable excerpts from the article (in quotes and referenced) that you use in support of your statements.  Do not forget to include the organizational/industrial examples for each section and CLO.

Grading

See the Schedule page for the rubric.

Due Date

· by 11:59 p.m., Sunday, CT

Research Topics (Complete all 5)

1. CLO#1: Develop human resource strategies to support a competitive advantage and deal with change, unions, technology, diversity, globalization, and HR legislation. List and discuss three of these topics in depth using two organizational examples of successful implementation of HR strategies for each topic. For example, you may choose unions, diversity, and globalization.  This will require 2 organizational examples for topic and a total of 3 references.  Only one can be the text. This should be at least a page and a half using the font and margin criteria mentioned under Notes in the following section.

2. CLO#2: Examine methodologies on how a firm’s human resources influence organizational performance improvement and success. Here you will discuss how human resources interacts with the entire organization to assure there is performance success. For example, you may want to discuss appraisal and performance drivers, designing competitive advantages, performance in a global market, and human resource strategies designed to align human resource skills with current and future needs.  Do not forget your two required organizational examples and the three references. One can be the text. This should be at least a page and a half using the font and margin criteria mentioned under Notes in the following section.

3. CLO#3: Demonstrate knowledge of staffing and human resource analysis. This can include topics that assure the right people are hired for the various jobs.  Discuss two to three topics such as job analysis and design, employee recruitment and selection, human resource management systems and show two organizational examples of successful HR implementation for these topics.  Remember to include 3 references (one can be the text).  This should be at least a page and a half using the font and margin criteria mentioned under Notes in the following section

4. CLO#4: Critique the factors influencing worker motivation that are under management control. Discuss two to three topics such as the reward system, organizational climate and cultures, how work & jobs are designed and structured and leadership styles.  Do not forget your two required organizational examples and the three references per topic. One can be the text. This should be at least a page and a half using the font and margin criteria mentioned under Notes in the following section.

5. CLO#5: Investigate the role of management succession and employee career development. Discuss two to three topics such as training and development, talent management, developing leadership talent, succession planning, and employee retention.  This will require 2 organizational examples for topic and a total of 3 references.  Only one can be the text. This should be at least a page and a half using the font and margin criteria mentioned under Notes in the following section.

 
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1 Problem Question

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1. The management of ethical behavior is one area where national culture can rub up against corporate culture. Discuss some differences in how individualist and collectivist cultures might view the difference in the management of ethical behavior in relation to corporate culture.

The assignment is to answer the question provided above in essay form. This is to be in narrative form. Bullet points should not to be used. The paper should be at least 1.5 – 2 pages in length, Times New Roman 12-pt font, double-spaced, 1 inch margins and utilizing at least one outside scholarly or professional source related to organizational behavior. This does not mean blogs or websites. This source should be a published article in a scholarly journal. This source should provide substance and not just be mentioned briefly to fulfill this criteria. The textbook should also be utilized. Do not use quotes. Do not insert excess line spacing. APA formatting and citation should be used.

 
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HRMN 400 Assignment – Recruiting Case Study Paper

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***Please see assignment directions below and actual assignment details attached. You must use the attached course resources and module 1 case study. ***

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 4-5. 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, double spaced 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.

 
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Compensation

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XYT1: Compensation Strategy

XYT1: Compensation Strategy Brand Manager Job Description

PAGE 1

PAGE 2

Product Sales Representative Job Description

 

TITLE: Product sales representative

REPORTS TO: Partners

JOB PURPOSE: The product sales representative cultivates new client relationships and expands existing relationships.

 

Responsibilities:

· Develops new streams of consulting revenue through new and existing sales channels

· Converts existing transactional business into long-term contract business

· Contributes to marketing efforts

· Builds and manages a sales funnel

· Works with marketing department on developing marketing plans specific to consulting services

· Represents company at industry trade shows and conferences

· Networks to develop new leads

· Effectively communicates verbally and in writing

· Possesses the ability to execute on initiatives

· Demonstrates proven track record of business development skills

· Demonstrates proven track record of successful account management

· Exhibits sound decision-making skills in high-pressure situations

· Possesses excellent follow-up and closing skills

· Effectively collaborates with other departments on key initiatives

 

Minimum Qualifications:

· Bachelor’s degree in business management or business administration

· 3+ years’ product sales experience

· 1+ years’ sales management experience

· Working knowledge of MS Office and associated applications required

· Ability to travel up to 50% of the year

 
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CIPD LEVEL5 (5CO01)

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5CO01

Organisational performance and culture in practice

Learner Assessment Brief

Version 2021. 1 February 2021

 

Level 5 Associate Diploma in

People Management

Organisational Learning and Development

5CO01

Organisational performance and culture in practice

This unit assignment explores the connections between organisational structure and the wider world of work in a commercial context. It highlights the factors and trends, including the digital environment, that impact on business strategy and workforce planning, recognising the influence of culture, employee wellbeing and behaviour in delivering change and organisational performance.

C insight

 

Workplace technology: the employee experience (July 2020)

Our research looks at technology adoption and use at work, in addition to role in supporting organisations and their workforce.

The COVID-19 pandemic has thrown a spotlight on technology as an enabler of work with many organisations turning to its use for flexible and remote working. However, these circumstances have also revealed other issues such as productivity, work life balance, workforce engagement and wellbeing which must all be considered when new technology use is introduced in the workplace.

Taken together with the broader theme of increasing digitisation and technical advancement, organisations and people professionals need to understand how workplace technology is impacting their workforce if they are to drive and support the best outcomes for their people and business.

https:// www.cipd.co.uk/knowledge/work/technology/workplace-technology-employee

 

 

Technology and the future of work (January 2021)

How artificial intelligence (AI), robots and automation are shaping the world of work, the ethical considerations and the role of people professionals.

Much has been said about the potential impact of AI, robots and automation on jobs and the future of work. A common view is that many jobs are at risk of being taken over by machines, potentially leading to large-scale job losses. Our research shows that while there are risks, there are at least as many opportunities to increase the number and quality of jobs. No doubt these technologies will change the nature of work as we know it. This change needs a proper people strategy led by people professionals.

This factsheet describes some of the technologies that are having an impact on the world of work. It looks at the ethical implications of using these technologies in the workplace and considers the role of people professionals in shaping the future of work for humans.

 

Level 5 Associate Diploma

 

https:// www.cipd.co.uk/knowledge/work/technology/emerging-future-work-factsheet

PAGE 3

Workforce planning (November 2020)

 

Explores the benefits of workforce planning, the activities involved and the stages of the workforce planning process.

 

Workforce planning is a core business process which aligns changing organisation needs with people strategy. It can be the most effec

to be complicated and can be adjusted to suit the size and maturity of any organisation. It can provide market and industry intelligence to help organisations focus on a range of challenges and issues and prepare for initiatives to support longer term business goals.

 

This factsheet examines the concept of workforce planning. It distinguishes between strategic and operational workforce planning, ‘hard’ and ‘soft’ workforce planning, which work together to generate and analyse information before planning actions. It also explores the stages of the workforce planning process and highlights key issues and action points for implementation.

 

https:// www.cipd.co.uk/knowledge/strategy/organisational-development/workforce- planning-factsheet

Case study

You are a member of the People Practice team for a company, BMC that has recently purchased a large contemporary city centre licenced food premises in Manchester adding to its growing portfolio of acquisitions in Leeds, London, Nottingham and Glasgow. You have been asked to assist in preparing the managers for their forthcoming Strategic Management Planning meeting on implementing the new business strategy, by providing them with a presentation and a written report.

Currently the company operates a strict centralised policy to all its premises but during the COVID- 19 lockdown the CEO considers that the previous business strategy needs addressing and is open to new ideas and approaches to improve the business once trading resumes.

The CEO of BMC is also fully aware that the focus of the business has all too often neglected the people side of the business and is conscious that BMC has a legacy of high staff turnover and low employee satisfaction. Previously, response to this has  and the CEO is keen for the management team to appreciate the connections between organisational structure, strategy and the wider business environment and gain an understanding of organisational culture, behaviour and how people practices support the achievement of business goals and objectives.

 

Preparation for the Tasks:

At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.

 

Refer to the indicative content in the unit to guide and support your evidence.

 

Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task.

 

Ensure that the evidence generated for this assessment remains your own work.

 

You will also benefit from:

Acting on formative feedback from your Assessor.

 

Reflecting on your own experiences of learning opportunities and training and continuing professional development

Level 5 Associate Diploma

Reading the CIPD Insight, Fact Sheets and related online material on these topics.

 

PAGE 5

Task One Strategic planning meeting report

As your report is being prepared for a formal senior management meeting, it should be written in formal business report format and style.

Your report is to be provided to  where the main priority is to discuss implementing the new business strategy. The team is made up of mainly operational managers who have limited knowledge and understanding of the

connections between organisational structure, strategy, and the wider business environment so the CEO has asked that your report should include an understanding of the connections between organisational structure, strategy, and the business operating environment.

The report must therefore include:

 

an evaluation of the advantages and disadvantages of two different types of organisational structures in different types of organisations, the range of products, services and customers associated with each, and how they link to organisational purpose. (AC 1.1)

 

an analysis of the way in which organisational strategy should be linked to products, services, customers and revenue (AC 1.2)

 

an analysis of the current and ongoing impact on organisations of the range of external factors and trends. (AC 1.3)

 

an assessment of two current issues and causes that identify key priorities within organisations that will affect product/service delivery, and the impact this may have on people practice and solutions. (AC 1.4 & AC 3.3)

 

an explanation of the ways in which people practices can impact on organisational systems and structures, and therefore affect the effective employment, management and development of people (AC1.5)

 

an exploration of the impact that technology has on people, work and working practices, and the current and emerging scale of the use of technology within organisations. (AC 1.6)

 

Your evidence must consist of:

Formal business report (approximately 2500 words) refer to CIPD wordcount policy

 

Task Two Presentation pack

The CEO has also asked you to prepare a presentation to the managers prior to their formal Strategic Management Planning meeting to position them for their meeting. The focus is to give theoretical understanding of organisational culture and workplace behaviour and how people practices should support the achievement of business goals and objectives. The presentation pack needs to include presentation slides and supporting notes.

The presentation must include:

an explanation of the principles of different approaches, theories and models of organisational and human behaviour that illustrate the factors that can influence how individuals, groups and teams contribute to organisational success. (AC 2.1)

an identification of the main drivers of change in organisations, and using at least two established models, an explanation of how people might experience change (AC 2.2)

 

an explanation of the steps that can be taken to increase diversity and inclusion in your work, and the implications for a positive and inclusive culture of not taking these steps (AC 2.3)

using examples from your experience and current good practice concepts, an explanation of the positive and negative ways in which people practices can affect organisational culture and behaviours. (AC 2.4)

an assessment of the importance of wellbeing in the workplace and identification of the different factors affecting wellbeing that can impact physically and psychologically and upon relationships, affecting health, commitment and performance. (AC 2.5)

 

a critical evaluation of your experience of work and how this illustrates and supports the concept and principles of employee lifecycle (AC 3.1)

 

explains both the strategic and operational links and support between people practice and other organisational functions. (AC 3.2)

 

explores the principles of different approaches for engaging with internal customers to establish their needs (AC 3.4)

 

explains the key components of project planning strategies that can be used for ensuring projects are delivered in line with customer requirements. (AC 3.5)

 

It is essential that you refer to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

 

Level 5 Associate Diploma

 

Your evidence must consist of:

Slide deck and presenter notes (approximately 2000 words, refer to CIPD word count policy)

PAGE 7

 

Assessment Criteria Evidence Checklist

Use this as a checklist to make sure that you have included the required evidence to meet the task. Please enter the evidence title and where it can be referred to. An example has been provided for you.

 

Task 1 Strategic planning meeting report Assessment criteria  

Evidenced Y/N

  

Evidence reference
1.1 Evaluate the advantages and disadvantages of different types of organisation structures including the reasons underpinning them.   Strategic planning meeting report.
1.2 Analyse connections between organisational strategy, revenue generation, products, services and customers.    
1.3 Analyse external factors and trends impacting organisations.    
1.4 Assess current organisational priorities and the associated issues and causes.    
1.5 Explain how people practices impact on organisational systems and structures.    
1.6 Evaluate the scale of technology within organisations and how it impacts work.    
3.3 Discuss key themes that currently shape the work of an area of people practice and how these impact on the provision of people solutions.    

 

Level 5 Associate Diploma

PAGE 8

 

Task 2 Presentation Pack Assessment criteria  

Evidenced Y/N

  

Evidence reference
2.1 Interpret theories and models which examine organisational and human behaviour.   Presentation pack.
2.2 Evaluate the drivers for change and basic models for how these changes are experienced.    
2.3 Explain how to build diversity and inclusion into your work in order to build a positive culture.    
2.4 Assess how people practices impact on organisational culture and behaviour.    
2.5 Assess the importance of well-being at work and the different factors which impact well-being.    
3.1 Critically evaluate the relationship between the employee lifecycle and your work.    
3.2 Assess how people practice connects with other areas of an organisation and supports wider people and organisational strategies.    
3.4 Discuss processes for consulting and engaging with internal customers to understand their needs.

 

Explain the key components of planning strategies for ensuring that projects are delivered in line with customer requirements

    
3.5      

5CO01

Organisational performance and culture in practice

 

Assessment Criteria marking descriptors.

 

Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC .

Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions.

The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria.

To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.

The overall result achieved will dictate the outcome the learner receives for the unit, provided

NONE of the assessment criteria have been failed or referred.

Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral

grades can be used internally by the centre.

 

Overall mark Unit result
0 to 31 Fail
32 to 41 Low Pass
42 to 52 Pass
53 to 64 High Pass

Level 5 Associate Diploma

PAGE 11

Marking Descriptors

 

Mark Range Descriptor
 

 

 

1 Fail

 Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC.

Insufficient examples included, where required, to support answers.

Presentation and structure of assignment is not appropriate and does not meet the assessment brief.
2 Low Pass Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC.

Sufficient and acceptable examples included, where required, to support answers.

Required format adopted but some improvement required to the structure and presentation of the assignment.

Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way.
3 Pass Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC.

Includes confident use of examples, where required, to support each answer.

Presentation and structure of assignment is appropriate for the assessment brief.

Answers are clear and well expressed.
4 High Pass Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate).

Includes strong examples that illustrate the point being made, that link and support the answer well.

Answers are applied to the case organisation or an alternative organisation.

Answers are clear, concise and well argued, directly respond to what has been asked.

The presentation of the assignment is well structured, coherent and focusses on the need of the questions.

Includes clear evidence of the use of references to wider reading to help inform answer.

Marking grid

 

Task Two Assessment criteria Mark (1-4)

 

Task One Assessment criteria Mark (1-4)

 

1.1 Evaluate the advantages and disadvantages of different types of organisation structures including the reasons underpinning them.  
1.2 Analyse connections between organisational strategy, revenue generation, products, services and customers.  
1.3 Analyse external factors and trends impacting organisations.  
1.4 Assess current organisational priorities and the associated issues and causes.  
1.5 Explain how people practices impact on organisational systems and structures.  
1.6 Evaluate the scale of technology within organisations and how it impacts work.  
3.3 Discuss key themes that currently shape the work of an area of people practice and how these impact on the provision of people solutions.  
Total for this task  
2.1 Interpret theories and models which examine organisational and human behaviour. .
2.2 Evaluate the drivers for change and basic models for how these changes are experienced.  
2.3 Explain how to build diversity and inclusion into your work in order to build a positive culture.  
2.4 Assess how people practices impact on organisational culture and behaviour.  
2.5 Assess the importance of well-being at work and the different factors which impact well-being.  
3.1 Critically evaluate the relationship between the employee lifecycle and your work.  
3.2 Assess how people practice connects with other areas of an organisation and supports wider people and organisational strategies.  

Level 5 Associate Diploma

PAGE 13

 

Task Two Assessment criteria Mark (1-4)

3.4 Discuss processes for consulting and engaging with internal customers to understand their needs.  
3.5 Explain the key components of planning strategies for ensuring that projects are delivered in line with customer requirements  
Total for this task  
Total marks for unit  
 
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OM005 Operational Resources And Productivity

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Scenario: You have been hired as a consultant to increase productivity in United General Hospital’s emergency department. Your consulting engagement entails evaluating productivity metrics for the emergency room (ER), creating a balanced scorecard to measure the department’s performance, and then presenting recommendations to the leaders of the emergency department.

This Assessment has three-parts. Click each of the items below to complete this Assessment.

Part I: Productivity Metrics (Word Document)

As a first step in your consulting engagement, you review Ron’s experience in the ER. Using information from the case study, evaluate Ron’s experience and summarize your findings against national standards as follows (4-5 pages):

· Identify 6-8 activities or processes carried out during Ron’s visit to United General. Enter the 6-8 activities or processes and their duration in the “Productivity Metrics Dashboard.” (attachment in the instructions)

· Each of the 6 to 8 activities in the chart need to have completed data for the Observed Time, National Average and Differential OT vs NA. (You will complete the Acceptable differential data for the 5 activities or processes you will discuss below.)

· Include the sources for all data in the sources tab in the “Productivity Metrics Dashboard.”

· Write an analysis of activities and processes that create inefficiency as follows:

· Identify five of the activities or processes from the case study/ included in your dashboard that create inefficiency in the emergency department.

· Provide a rationale for your selection of the five activities or processes. Include cited material and References to support your assertions.

· Identify any discrepancies and outline reasons why discrepancies exist.

· Write an analysis of acceptable differentials for the five activities or processes as follows:

· Using benchmarks determined by the Centers for Medicare and Medicaid Services, identify the national averages/benchmarks for five activities or processes you selected.

· Enter the national averages/benchmarks in the “Productivity Metrics Dashboard.”

· Determine an acceptable differential to the national benchmark for each of the 5 activities or processes and enter the differentials into the “Productivity Metrics Dashboard.”

· Explain the methodology you used to determine acceptable differentials for each of the metrics for these five activities.

Part II: Balanced Scorecard Methodology (Slide Presentation)

The next step in your consulting engagement is creating a balanced scorecard but, first, you must convince the executive committee that the balanced scorecard method is effective. Several members of the executive committee are not familiar with the process. An important part of your role is to educate them. You decide to show them a sample balanced scorecard for an emergency department.

· Create a 5 to 7-slide presentation that explains the balanced scorecard methodology, including at least two strengths and two limitations, and the benefits of using the balanced scorecard methodology in United General Hospital’s emergency department.

· Include a critique of the hospital’s productivity metrics results and any limitations of the current data collection process and/or metrics being used for the scorecard.

Part III: Balanced Scorecard Creation (Word Document)

After you explain the balanced scorecard methodology, the board and chief executive officer (CEO) wants you to create a balanced scorecard for the emergency department at United General.

· Create a balanced scorecard for United General’s emergency department. Can be completed in an image or graphic type display. (up to 2 pages)

· Include both quantitative and qualitative metrics.

· Explain why you selected these metrics for United General and how you identified the targets. (4-6 pages)

· A defense of best practices used for productivity metrics dashboard data collection, analysis/interpretation, and action planning.

· Recommend a high-level process to collect, track, and measure data for the emergency department’s productivity metrics.

 
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ORGANIZATION DEVELOPMENT ISSUES’ QUIZ : 10 M/C QUESTIONS :

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OD TEST LEVEL QUIZ : 10 M/C QUESTIONS :

 

1. What factors did Warren Bennis believe led to the emergence of OD? (Points : 1)

increased social awareness and a desire to implement an interdisciplinary approach to management

increased social awareness and a focus on cultural change within the organization

the need for a new organizational form

answers a and c

answers b and c

 

2. The main thought underlying the systems approach is that _____. (Points : 1)

all parts are interrelated

some parts are related

it allows us to look at the internal organization

some parts belong to the external environment

none of the above

 

3. A corporate culture must achieve goals as well as satisfy the needs of_____ if the

organization is to be effective. (Points : 1)

stockholders

the strategic plan

top management

members

systems

 

4. A system is a set of interrelated parts designed to achieve some goal. (Points : 1)

True

False

 

5. An. OD professional retains the right of autonomy, has a commitment to the discipline of OD, has a responsibility to society, and has knowledge and skill of OD. (Points : 1)

True

False

 

6. A renewing/transformational management system is characterized by _____. (Points : 1)

a stable environment

a formal structure

futuristic orientation

centralized decision making

all of the above

 

7. Rapid technological change in the environment forces an organization to develop a

_____ orientation. (Points : 1)

satisficing

conservative

renewing

monitoring

sluggish

 

8. Which of the following is an indicator of an underlying cultural value? (Points : 1)

a company dress code

verbal and written history such as “The H-P Way”

quarterly award ceremonies

stories about Walt Disney and Sam Walton at Disney and Wal-Mart respectively

all of the above

 

9. Characteristics of OD include a collaborative approach to change and an emphasis on performance. (Points : 1)

True

False

 

10. The idea that organization change may have substantial effects extending far beyond the

area in which the change actually takes place relates to _____. (Points : 1)

interdependency

contingency theory

process observation

information overload

a hyperturbulent environment

 
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