Assignment 2: Designing A Training Program

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Assignment 2: Designing a Training Program
Due Week 8 and worth 300 points

 

Create a written proposal in which you detail the complete design of an employee training program.

 

Write a six to eight (6-8) page paper in which you:

 

  1. Design a two (2) day training program for a group of twenty (20) employees.
  2. Identify two to three (2-3) training needs though a Training Needs Analysis (TNA) and justify an approach for this training.
  3. Develop the training objective for this program based on an analysis of the business.
  4. Determine the training cost for the training program you are proposing. Include a detailed breakdown of time allotted for each piece, the subsequent cost analysis, and the total cost for the project as a whole.
  5. Select key training method (s) to deliver the program to employees, such as an e-Learning module or a one-day face-to-face training program.
  6. Create an agenda of activities for the training program.
  7. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.

 

Your assignment must follow these formatting requirements:

 

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
 
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Rambo Goes Violent

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What are some violence indicators an employee might display?

What are some actions management can take to help prevent workplace violence?

How can employees protect themselves against workplace violence?

 

Provide Answers to the question in the form of an APA Style Template. You will be addressing this case study, answering the questions in conjunction with a paper assignment. Do not provide just the answers only in your attempt. Also, find at least three articles beyond the textbook, two of them connected to Grantham University Library, one from another approved  and websites beyond GU Library, (Wikipedia, not accepted) that supports, refutes, and or provide Best Practices or other alternatives related to the topic. This assignment is to be at least 1000 words and does not include the words in the Title page, Abstract, and Reference page. Assignments less than 1000 words will be graded as not meeting the requirements and will receive a score of 0-50, depending on content.

 

This assignment is to assess the mastery of your ability to critically analyze case studies to promote best practices from the realm of HRM.

 
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MGT 420 Week 14 Assignment CLC – Human Resources And Change

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The major responsibilities of human resources management (HRM) are attracting, developing, and maintaining a quality workforce. Research an organization, with which you are familiar, that is in need of a change and present how you will manage the change process by incorporating the three essential duties of HRM.

Choose one subsystem to change address the following questions that pertain to the major human resource management responsibilities and to change management. Strengthen your recommendations by showing how your proposed changes are working in another similar organization that is successful.

Address the following in your paper:

1. Provide an overview of the organization you have chosen including three subsystems of the organization, three stakeholders of the organization, and the reason for selecting this organization.

2. What one major organizational subsystem needs to be changed in the organization? Justify your choice. How does it compare to a similar successful organization?

3. How will the subsystem change affect the two other subsystems within the organization that you have identified and how will you realign the total system?

4. Identify and explain how you would ensure that the proposed change will satisfy any three stakeholders of the organization?

5. How should the organization attract, develop, and maintain the workforce required to bring about your proposed change?

· Choose at least one of the following in your discussion about attracting a quality workforce to support the change in Questions 2 and 3 above: human resource planning, recruitment, or selection.

 
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Impact Of Health Care Policy And Determinants Worksheet

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Impact of Health Care Policy and Determinants

HCS/455 Version 9

 1

 

University of Phoenix Material

Impact of Health Care Policy and Determinants

 

Part 1

Research health care policy and health care determinants.

Respond to the following prompt using 90 to 175 words:

· Explain the importance of health care policy and its impact on health care determinants.

Part 2

Complete the following chart. Use the weekly textbook readings and other resources you have researched to support your answers:

Identify the four different forms of health care policy. Identify an example of each form identified. Classify the form identified into one of the two categories of the health care policy. Describe why the health care form identified fits in the category identified (15 to 45 words).
1.      
2.      
3.      
4.      

Part 3

Respond to the following prompt using 90 to 175 words:

· Describe how the different forms of health care policy can be used to shape future policies.

References

Cite at least 2 reputable references used to complete your prompts and chart. One reference must be your textbook, Health Policymaking in the United States (6th ed.). Reputable references include trade or industry publications, government or agency websites, scholarly works, the textbook, or other sources of similar quality.

Format your reference section and references used in your prompts and chart according to APA guidelines.

Click the Assignment Files tab to submit your assignment.

 

Copyright © 2018 by University of Phoenix. All rights reserved.

 
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What Are The Sources Of Dick Fuld’s Power? Activity 3

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Activity 3: Case Study

This Activity is comprised of three (3) parts. Your Activity responses should be both grammatically and mechanically correct, and formatted in the same fashion as the Activity itself. If there is a Part A, your response should identify a Part A, etc. In addition, you must appropriately cite all resources used in your response and document in a bibliography using APA style. (100 points) (A 4-page response is required for the combination of Parts A, B, and C.)

Read “The Last CEO of Lehman Brothers: Richard Fuld,” starting on page 174 of your text. After reading this case, discuss the following.

Part A Discuss five (5) types of leader power. These five types fall into two (2) broader categories: position power and personal power.

a. Define each of the five (5) types of leader power.

b. Discuss how each of the five (5) types of leader power impact and/or motivate followers.

c. Which of the five types of leader power fall into the category of position power, and which fall into the category of personal power?

Part B What are the sources of Dick Fuld’s power?

Part C What elements of power corruption are present in this case?

 
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Organizational Development

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1. What is one of the most critical dimensions preventing organizational effectiveness?

bureaucratic structures
out of date technology
poor communication
government regualtions
centralized organizations

2.5 points   

QUESTION 2

1. A strategic approach to change means ______.

developing a programmed system
developing workable control procedures
developing strong leadership skills
developing a strategy compatible with a culture
all of the above

2.5 points   

QUESTION 3

1. Work groups can have common operating problems such as ________.

maintaining focus on a common objective
interpersonal differences
too many members
all of the above
answers 1 and 2

2.5 points   

QUESTION 4

1. High performance systems require leaders who will _____.

See that excessive layers of structure within the organization are removed
emphasize participation across functional barriers
display energy for the task being worked on
encourage communication across the organization
all of the above

2.5 points   

QUESTION 5

1. Which of the following is a primary measure of the effectiveness of an OD program?

stability of the OD effort
maintenance of innovation within the system
development of quality improvement program within the organization
all of the above
answers 1 and 2

2.5 points   

QUESTION 6

1. The corporate culture reflects the organization’s _____ and is often deeply rooted in the firm’s _____.

past; history, and mythology
strategy; strategic plan
management philosophy; policies and procedures
structure; communication process
success; salaries and benefits

2.5 points   

QUESTION 7

1. Steps in the survey research approach include ______.

involvement of top management in preliminary planning for the survey questionnaire
administration of the survey questionnaire by the human resource staff to organization members
meeting of individual work teams for data feedback
all of the above
answers 1 and 3

2.5 points   

QUESTION 8

1. A central idea of employee empowerment is to _____.

change the flow of work throughout the organization
delegate power and decision making to lower levels
improve the flow of the formal communications throughout the organization
increase the size of an employee’s Johari Window
all of the above

2.5 points   

QUESTION 9

1. Organization _____ refers to drastic changes in how an organization functions and relates to its enviornment.

chaos
development
structure
transformation
disorganization

2.5 points   

QUESTION 10

1. Team development places an emphasis upon _______.

getting members together
exploring the team’s functioning and processes
increasing productivity and profitability
identifying how members can become better managers
identifying new leaders

2.5 points   

QUESTION 11

1. The ______ ego state demonstrates an independent set of feelings, attitudes, and behaviors involving the basis of objective facts.

public
unconditional
We’re OK
parent
adult

2.5 points   

QUESTION 12

1. Groupthink _____.

may occur when members adopt a soft line of criticism to other’s ideas
usually results in improved group decisions
can result from group cohesivness
all of the above
answers 1 and 3

2.5 points   

QUESTION 13

1. Building innovation and commitment to change into the organization’s values requires development of a _______.

client-practitioner relationship
self-renewal capacity
sociotechnical system
feedback loop
answers 1 and 4

2.5 points   

QUESTION 14

1. Which of the following is NOT a core characteristic of culture?

individual autonomgy
benefit plans
support
risk behavior
all of the above are core characteristics of culture

2.5 points   

QUESTION 15

1. The effectiveness of an organization is a function of _____.

the skills of the individual members
how effectively the needs of individual members are integrated with overall objectives
the manager’s leadership style
the integration of its sociotechnical system with that of the individual members
the relationship of a manager’s motivation to the overt communication patterns of his/her subordinates

2.5 points   

QUESTION 16

1. The two underlying purposes of implementing management by objectives in an organization is to ______.

evaluate and control employees’ goals
administer organization goals and to reward performance
clarify organization goals at all levels and to gain increased motivation among employees
serve as a check and balance on employees and to build support for the OD program
reward employees who meet their objectives and reprimand employees who do not

2.5 points   

QUESTION 17

1. Self-managed work teams normally reward members _____.

in a way similar to reward systems in traditional organizations
based on an hourly rate
based on skills, gain sharing, and employee ownership
based on evaluations of supervisors
answers 1 and 4

2.5 points   

QUESTION 18

1. OD techniques for dealing with intergroup problems include ______.

third-party consultation
organization mirror
intergroup team building
all of the above
none of the above

2.5 points   

QUESTION 19

1. Each organization is a system formed of subsystems. For the purpose of intergroup development, which of the following is not a subsystem?

division
work team
department
group
corporation

2.5 points   

QUESTION 20

1. Moving to a learning organization means the organization must ______.

redesign the formal structures of the organization but allow the informal and less obvious interactions of people to develop without interference
redesign the patterns of interaction between people and processess
incorporate transactional thinking and learning
all of the above
answers 1 and 3

2.5 points   

QUESTION 21

1. ________ is a complex dilemma in values that are facing OD practitioners at this time.

Organization diagnosis
The professionalism of OD
Intergroup team building
Force field analysis
The learning laboratory

2.5 points   

QUESTION 22

1. The key to a successful survey is for management to ______.

select and OD practitioner whose values fit those of the organization
clearly define the purpose of the survey and what will be done with the results
delegate process responsibilities to the human resource department
make sure that every person in the organization completes a survey
funnel data to top management for sue in strategic planning

2.5 points   

QUESTION 23

1. Team interdependence is ______.

unimportant in organizations
dysfunctional energy
intentional sabotage
mutual dependence between groups
noncompliance of work rules

2.5 points   

QUESTION 24

1. The leadership style of top management in combination with the norms, values, and beliefs of the organization’s members combine to form the ________.

strategic change model
corporate culture
strategy-culture fit
corporate dynamic for change
customer service strategy

2.5 points   

QUESTION 25

1. Teamwork in a group is important when ______.

interdependence exists between members
all members have common personal objectives
members are from different areas of the organization
mind guards are present in the team
none of the above

2.5 points   

QUESTION 26

1. The goal-setting process in an OD program ______.

typically does not begin until after intergroup development has taken place
is the last intervention activity to take place in the program
is usually used at the team and not individual level
is an integral part of the program and typically occurs early in the program
answers 3 and 4

2.5 points   

QUESTION 27

1. A group of individuals depending on each other for the accomplishment of a common goal is __________.

dependent iterations
independence
normally not desired in an organization since each individual should be technically qualified for their job
a team
a natural and automatic process of a team

2.5 points   

QUESTION 28

1. How are objectives set between managers and subordinates under management by objectives?

separately
mutually
through confrontation
through competition
none of the above

2.5 points   

QUESTION 29

1. What is it called when the goals of operating divisions promote a division’s self interest at the expense of the larger organization?

intergroup conflict
intergroup competition
role ambiguity
intergroup development
suboptimization

2.5 points   

QUESTION 30

1. ________ often determines organization effectiveness.

Competition between work groups
Collaboration between work groups
Technical training
A win-lose strategy
answers 1 and 4

2.5 points   

QUESTION 31

1. Methods of identifying and counteracting stress are _____.

biofeedback and meditation
diet and exercise
wellness programs
training programs in stress management
all of the above

2.5 points   

QUESTION 32

1. In organizations of the future, it will be necessary to simultaneously ______ and ______ functions, structure, and governance.

inhibit; share
centralize; decentralize
reconfigure; disengage
trust; innovate
merge; downsize

2.5 points   

QUESTION 33

1. The problem of goals becoming too difficult is that __________.

the goal may not be accepted by people
individuals involved may become discouraged
the goal may be abandoned
all of the above
answers 1 and 3

2.5 points   

QUESTION 34

1. Learning organizations have the following characteristics:

People feel that they are doing something that matters
Visions of the direction of the enterprise are developed at the top management level
People treat each other as colleagues
all of the above
answers 1 and 3

2.5 points   

QUESTION 35

1. Customer complaints being sent directly to the production floor is an example of ______ in job characteristics theory.

work commitment
job feedback
task creativity
work ownership
skill improvement

2.5 points   

QUESTION 36

1. Change can be stabilized and fade-out eliminated or reduced by ________.

ascribing status to the change effort
demonstrating effectiveness of the change
integration into structure, norms, and culture
all of the above
answers 1 and 2

2.5 points   

QUESTION 37

1. A criticism of management by objective is that it _____.

is questionable if joint goal-setting among unequals, such as a manager and subordinate, is possible
if often difficult to state goals explicitly and quantifiable for all facets of a job
requires large quantities of time, money, and effort to be successful
all of the above
none of the above

2.5 points   

QUESTION 38

1. Current changes in work design include ______.

brining top management down to the lowest level within the workplace by doing away with formal organization structure
creating clear and distinct lines of authority and responsibility
designing the work of employees so as to improve productivity and employees’ job satisfaction
redesigning jobs so that each person has explicit job descriptions
answers 2 and 4

2.5 points   

QUESTION 39

1. _________ is NOT one of the five core job dimensions of the job characteristics theory.

Skill variety
Task identity
Autonomy
Motivating potential
Feedback

2.5 points   

QUESTION 40

1. Which of the following is a characteristic of total quality management?

partnership with customers and suppliers
small work teams meeting together where they make suggestions for quality improvement to upper management
upper management identifying and implementing new ways to improve customer satisfaction
middle managers developing new and improved production techniques
all of the above

2.5 points   

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2500 Word Paper On Samsung Cross-Cultural Management.

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Outline

Cross-Cultural Management

Samsung’s Cross-cultural Management

 

General Purpose: To persuade
Specific Purpose: To persuade my listeners that the foundation of global business relations is cross-cultural management.
Central Idea: Cross-cultural management by Samsung will prove to be a blueprint for other multinational companies with the continuity of the learning community and the extension of cultural instruction to the entire workforce.

 

INTRODUCTION

I. Attention Material

A. Samsung

1. In many ways, Samsung is a world pioneer and most of its advancement could be attributed to its organizational culture.

2. Samsung joined the electronics arena in 1968 and by numerous mergers until 1977, when it eventually became Samsung Electronics Industry Corporation Ltd. (Samsung, 2020).

3. This international expansion forced Samsung to expand its focus from local culture to international culture. Training was needed for expatriates, management in particular, in cross-cultural management.

B. Samsung’s cross-cultural management to expand globally

1. Samsung has grown internationally quite rapidly, needing a large knowledge base in local and global culture to ensure its continued growth.

2. Samsung not only recognized the value of culture, but also concentrated on the consistency of the organization and its goods.

3. This involves ongoing cross-cultural training for staff and managers, family cultural training and a mentorship program.

 

II. Orienting Material

 

A. It is important to know the culture of the region or country in which business is conducted for a positive outcome.

B. From its creation, Samsung has retained a cultural importance on consistency that has evolved over time.

C. The Samsung focused on the quality of three things, its products, persons, and management (Shin & Kim, 2015).

D. Dialog takes place only after the sides agree to exchange information to ensure that the transmission of information takes place.

 

(Transition: Over the years, as national cultural values shifted, the corporate culture of Samsung changed with it.)

BODY

I. During the 1990s, Samsung launched what it called “new management” (Samsung, 2020).

A. The focus of this cultural change was to establish a new management that held the same ideals and the same vision of corporate culture.

1. Samsung was expanding internationally at this period, and management was forced to travel to locations around the world.

2. The Samsung system enables workers to stay in a different country for up to two years in order to study the region and history, making them experts in the region’s language, cultures, and business.

3. Samsung sent more than 5,000 foreigners to more than 170 locations in more than 80 countries from 1990 and 2014.

 

(Transition: Each organization has training plans, but the nature of the training differs between companies.)

II. Better approaches for the effective implementation of the change

 

A. Global organizations need extra preparation for expatriates, and cross-cultural management should be protected by a specific starting point. Dialog can minimize tension in cross-culture problems.

B. A number of expatriates have been at the managerial level and cultural training is necessary when planning to move to a foreign country with a culture other than one’s own.

C. As a multinational player, Samsung has done business successfully in 61 countries so setting up a new guideline to assess the success of the employee is key.

 

(Transition: Ask for feedback.)

 

III. Recommendation and possible outcome.

 

A. Consultation with stakeholders, due to opposition to reform, is necessary to minimize confrontation.

B. Offer small benefits to boost productivity of jobs. Bagels will show staff that they are valued by the organization without having a dent in the end result on Friday, a quarterly team picnic, or even a basic t-shirt. Best of all, ask them what they will really desire.

 

(Transition: Conclusion.)

CONCLUSION

I. Summary

A. Cross-cultural management is a crucial component of a competitive organization.

B. It is a field of study that has been heavily researched, and companies, particularly global enterprises, attach importance to it.

C. In particular, Samsung’s need for cross-cultural management training of expatriates continues to grow in order to appreciate and honor the culture of the host country.

 

REFERNCES

Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-level culture research in international business since 2006. Journal of International Business Studies, 48(1), 30–47. https://doi.org/10.1057/s41267-016-0038-8

Burris, M. (2020, February 03). The History of Samsung (1938-Present). Retrieved May 17, 2020, from https://www.lifewire.com/history-of-samsung-818809

History: Company: Samsung US (2020). Retrieved May 17, 2020, from https://www.samsung.com /us/aboutsamsung/company/history/

Matthews, L. C., & Thakkar, B. (2012). The Impact of Globalization on Cross-Cultural

Communication. Globalization – Education and Management Agendas, 325-340.

doi:10.5772/45816

Shin, W., & Kim, C. (2015). Samsung’s journey to excellence in quality. International Journal of Quality and Service Sciences, 7(2/3), 312–320. https://doi.org/10.1108/IJQSS-03-2015-0036

 
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CIPD- 4DEP- Note: Please Send Hand Shake If You Realy Understand

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Learning outcomes: 1. Understand the knowledge, skills and behaviours required to be an effective HR or L&D practitioner. 2. Know how to deliver timely and effective HR services to meet users’ needs. 3. Be able to reflect on own practice and development needs and maintain a plan for personal development.
All activities below should be undertaken:
Activity A – 600 Words (Note: The CIPD HR Profession Map can be accessed at: www.cipd.co.uk/cipd-hr-profession/hr-profession– map/explore-map.aspx )
Write a report in which you:  briefly summarise the HR Professional Map (i.e. the 2 core professional areas, the remaining professional areas, the bands and the behaviours)  comment on the activities and knowledge specified within any 1 professional area, at either band 1 or band 2, identifying those you consider most essential to your own (or other identified) HR role.

 

 

Activity B – 900 Words With reference to your own (or other identified) HR role, outline how an HR practitioner should ensure the services they provide are timely and effective. You should include:  understanding customer needs (include examples of 3 different customers and 1 need for each, and explain how you would prioritise conflicting needs)  effective communication (include examples of 3 different communication methods and the advantages and disadvantages of each)  effective service delivery (include: delivering service on time, delivering service on budget, dealing with difficult customers, handling and resolving complaints)

 

Activity C – No Word Limit (Note: CIPD Associate Membership Criteria can be downloaded at www.cipd.co.uk/Membership/transformingmembership/New-membership-criteria/about-associate– member.htm)
At the beginning of the course you are required to undertake a self-assessment of capabilities as an HR or L&D practitioner against the CIPD Associate Membership requirements. Produce a report that shows:
 Explain what you understand by continuing professional development  Undertake a self-assessment against the CIPD Associate Membership criteria, identifying any areas you need to develop in order to meet them.  Evaluate at least two development options for meeting needs  Using a template, such as http://www.cipd.co.uk/binaries/CPD-record-plan-student– example.pdf devise a plan to meet your development needs, including those identified above, and the achievement of your CIPD qualification. The plan should be for a minimum of 6 months.
At the end of the course you will be required to: 1.  Reflect on performance against the plan, 2.  Identify learning points for the future and, 3.  Revise the plan by reviewing what you have learnt from each unit against the plan and adjusting development needs accordingly.
Please note: You will need to submit a draft of Activity C to be marked at the beginning of the course. The deadline for this is the same as the one set for Activity A and Activity B. Furthermore, at the end of the
Version 3 20 November 2015

course you will receive a second deadline in order to submit your final version of Activity C. Please discuss this with your tutor if you have any questions.
Please Note the Following Instruction
Tutors can insist that students base and use illustrations from the organisation that they are currently employed in for the completion of ANY or ALL assignments.  Students can be referred, if they do not follow this instruction.
Students whom have recently changed roles or are not employed should discuss the options available with their tutor prior to commencing work on their assignments.

 

 
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Case Study-Leading Strategic Change At Davita

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Respond completely to the corresponding questions. Use examples of techniques, tools, analysis, and strategies presented in this course. Please review the 5 parts attached to answer these questions. Use APA format and cite references properly. I have attached the case study as well as the rubric on what is necessary in this paper. Please include an introduction and conclusion. This is for an organizational development class.

 

Leading Strategic Change at Davita

 

1. What was the situation facing Kent Thiry when he took over as CEO of Total Renal Care?

 

2. Is Davita Built to Change? Why or Why Not?

 

3. How will Gambro learn about Davita’s culture, values, rewards, decision making practices?

 

4.Why focus so heavily on values and culture in the turnaround?

 

5. What would you list as the integration objectives?

 

6. What was the Davita’s strategy and what did they do to reinforce that strategy in their culture and values?

 

7. What would be included in your “first 100 days” action plan?

 
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Week 4

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Question 1 Why do you suppose the five categories of classroom training are so popular in HRD?      Identify two types of training programs a manager might not want to conduct in using a classroom format.

 

Some aspects of self-paced training would not be effective in a classroom setting. On the job training is generally conducted at the worksite and consists of “training and coaching” in real-time computer-aided instruction is considered to be a part of the self-paced learning method. This method of training consists of electronic workbooks and software

 

Question 2 Even though most HRD professionals agree that HRD evaluation is valuable, in your opinion what are the most important reasons why it isn’t practiced more frequently by organizations?  How can these objections to evaluation be overcome?

 

The objections to evaluation can be overcome in the following manner:

• The top management should realize about the importance of the training activities of the employees and its impact on the success of the organization.

• Since many training program transform into failures, it is very important to take feedback and collect data related to the training program so that the necessary changes can be incorporated in the next training programs.

This point should be realized by the top management.

 

Reference

Werner, J. M. (2017). Human Resource Development, Talent Development, Seventh Edition. Mason: Cengage Learning.

 
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