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For Prof. Goodman!

 

Global Economic Environment Course Assignments

 

Hello!  Here’s the Unit 1 Assignment 1 (Unit 1 Economic Problems) which is due by Sunday, 1/17/16 by 11:59am CT:

 

In your textbook, please answer the following problems and submit your assignment:

 

Chapter 1: Problem 5, a through d, on page 23.

 

Chapter 3: Problem 7, a through d, on page 74

 

Class,

 

Hello!  Here’s the Unit 2 Assignment 1 (Unit 2 Economic Problems) which is due by Sunday, 1/24/16 by 11:59am CT:

 

In your textbook, please answer the following problems and submit your assignment:

 

Chapter 6, Problem 6 on p.151.

 

Chapter 7, Problem 6 on p.165.

 

Class,

 

Hello!  Here’s the Unit 3 Assignment 1 (Unit 3 Economic Problems) which is due by Sunday, 1/31/16 by 11:59am CT:

 

In your textbook, please answer the following problems and submit your assignment:

 

Chapter 9, Problem 3 on p.219.

 

Chapter 10, Problem 4 on p.238.

 

Chapter 11, Problem 2 on pp.252-253.

 

Class,

 

Hello!  Here’s the Unit 5 Assignment 1 (Unit 5 Economic Problems) which is due by Sunday, 2/14/16 by 11:59am CT:

 

In your textbook, please answer the following problems and submit your assignment:

 

Chapter 25, Problem 4 on pp.566-567.

 

Chapter 27, Problem 4 on p.612.

 

Chapter 29, Problem 8 on pp.657-658.

 

Chapter 30, Problem 3a on p.680.

 

WEEK 1 – Reflection

 

Throughout the course, you have been building toward the achievement of the following competencies:

 

• Analyze contemporary leadership practices from the perspective of innovation in a global environment.
• Evaluate the leadership skills that drive innovation.
• Evaluate what leaders of innovation do to shape organizational culture.
• Communicate in a manner that is professional and consistent with expectations for members of the business professions.

 

For this discussion, reflect on the knowledge and skills you developed over the past six weeks. Address the following in your post:

 

• Select one competency that you feel is the most important to you. How has your ability to perform these skills and apply this knowledge evolved? What concepts, skills, or insights were most relevant to you?
• How have you grown in your academic and professional goals? Have you made progress on any items in the action plan you developed during first course?

 

———————

 

Leading Innovation

 

 

WEEK 2 – The Role of Leaders in Innovation (DUE SAT.@12am)

 

Assignment Overview

 

This course explores the role of leaders in creating organizations that innovate. This requires an understanding of the skills of the leader, as well as the global context of leadership. In this assignment, you will analyze leadership practices in innovative organizations and your own strengths and weaknesses as a leader.

 

Assignment Instructions

 

Review your completed Discovery and Delivery Skills self-assessment from pages 38–40 in The Innovator’s DNA. Use this assessment to generate insight regarding your own discovery and delivery skills. Specifically, summarize the results and reflect on how your own strengths equip you—and how your weaknesses hinder you—in supporting innovation in the global context.

 

For the paper, select and explain at least two leadership practices (see Leslie’s white paper) and how they support innovation in organizations. Explain the relevance of these practices to either one of the case studies for this course (Intuitive Surgical or Procter & Gamble), or to your own work context.

 

You will be evaluated on how well you communicate your insights and analysis. It is expected that you will communicate in a manner that is professional and consistent with expectations for members of the business professions. To aid you in doing this, follow these guidelines:

 

• Carefully organize your paper so that a section is labeled with a heading and devoted to each of the following topics. Make sure that the reader can easily find:

 

• A section that explains how at least two leadership practices support innovation in organizations.
• A section that analyzes the role of discovery skills (see The Innovator’s DNA) for their support of innovation in organizations.
• A section that analyzes the role of delivery skills (see The Innovator’s DNA) for their support of innovation in organizations.
• A section that explores your own strengths and weaknesses in the discovery and delivery skills, and how they help or hinder your ability to support innovation in organizations. (Be sure you address both discovery and delivery skills).

 

• Graphs or diagrams may be included in appendices, if they are well-explained and applicable.
• Each section of the paper must be supported using the course readings, and additional scholarly resources or reputable industry publications may be used, if needed. One to three supporting resources are recommended.

 

Your assignment will be scored on the following objectives—see the scoring guide for details:

 

• Explain how established leadership practices support innovation in organizations.
• Analyze the role of discovery skills for their support of innovation in organizations.
• Analyze the role of delivery skills for their support of innovation in organizations.
• Assess strengths and weaknesses related to leadership skills and an individual’s ability to support innovation.
• Communicate in a manner that is professional and consistent with expectations for members of the business professions.

 

Submission Requirements

 

• Written communication: Writing should be free of errors that detract from the overall message.
• Paper length: 4–6 pages, excluding appendices, cover page, table of contents (if present), and References page.
• APA formatting: References and citations should follow APA (6th edition) style guidelines.
• Font and font size: Times New Roman, 12-point.

 

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click on the linked resources for helpful writing information.

 

Note: Feedback from your instructors is an important method to understanding where you are excelling, what you need to improve, and to be aware of your progress on course competencies. This feedback goes beyond a score on your assignment. It includes comments about each of the grading criteria and general comments about the assignment. This written feedback will help you know how well you are demonstrating the competencies associated with each assignment. Therefore, it is important to know how to access all of this feedback.

 

 

Describing the DNA of Innovators 250 Words (DUE WED.@12am)

 

In the Hitt, Takacs-Haynes, and Serpa article you read in this unit, the authors made a compelling argument for what will be required of leaders in the future. The future competitive landscape for organizations requires new forms of strategic leadership. Nayar, CEO of HCL Technologies, described his own strategic leadership in preparing his company for the future.

 

For this discussion, discuss how the ideas from these authors are similar to and different from those in The Innovator’s DNA. Compare and contrast the concepts presented by The Innovator’s DNA, Nayar, and Hitt, et al. What insights can a leader of innovation glean from these resources or ideas as a whole? How can these be applied to an organization, or what effect might they have on an organization’s culture?

 

Response Guidelines

 

 

WEEK 3- Discovery and Delivery Skills in Innovation Leadership

 

As a follow-up to your Unit 2 assignment, explore the application of your own discovery and delivery skills. How do these skills contribute to innovation, and what can you do to further develop your skills? Focus your response on 3–5 skills, and provide examples or ideas for possible next-steps in your development.

 

Response Guidelines

 

Post a substantive reply to at least two other learners. As you review your colleagues’ posts, be sure to reconnect your thoughts to the discussion topic and assigned readings. Your replies should demonstrate clear links between the discussion topic, readings, and the content in the posts.

 

———————————–

 

The Role of Global Trends in Innovation

 

In your reading from the Dess, Lumpkin, Eisner, and McNamara text for this unit, the authors explored the concept of global trends. You also saw Rosling’s vivid depiction of historical trends in the video 200 Years, 200 Countries, 4 Minutes.

 

For this discussion, explain why it is important for innovation leaders to understand global trends. What is the connection between global trends and the five discovery skills of disruptive innovators?

 

Response Guidelines

 

 

WEEK 4 – Analysis of Leaders in Innovation

 

Assignment Overview

 

Your readings have introduced you to Vineet Nayar, then-CEO of HCL Technologies. His approach to leading innovation transformed an at-risk IT services company into a global leader. By examining Nayar’s example and that of other leaders like him, we can learn more about the skills and behaviors of such leaders and how they prepare their organizations to be more innovative. It helps to have a model of assessment when studying these leaders. For this assignment, you will use the five discovery skills from your The Innovator’s DNA textbook.

 

Assignment Instructions

 

For this assignment, identify and analyze the global trends that influenced the need for Nayar to create a more innovative organization. Explain the relationship between the global trends and Nayar’s role as a leader of innovation.

 

Evaluate Nayar’s use of the five discovery skills as an innovation leader. Address all five discovery skills, assessing whether each has a role in this situation, as well as the level of Nayar’s effectiveness in using each skill.

 

Make recommendations for Nayar’s improvement on use of the discovery skills. Consider potential opportunities for Nayar to improve his skills or apply them differently.

 

You will also be evaluated on how well you communicate your analysis and insights. It is expected that you will communicate in a manner that is professional and consistent with expectations for members of the business professions. To aid you in doing this, follow these guidelines:

 

• Carefully organize your paper so that a section is labeled and devoted to each of the following topics. Make sure that the reader can easily find:

 

• A section that analyzes factors in the global environment that influenced Nayar’s need to create a more innovative organization.
• A section that assesses how the five discovery skills can be used to impact innovation in organization.
• A section that evaluates Nayar’s use of the discovery skills and includes recommendations for him to improve his use of the skills that encourage and support innovative organizations.

 

• Optionally, graphs or diagrams may be included in appendices, if they are well-explained and applicable.

 

• Each section of the paper must be supported using the course readings, and additional scholarly resources or reputable industry publications may be used, if needed. One to three supporting resources are recommended.

 

Your assignment will be scored on the following objectives—see the scoring guide for details:

 

• Analyze factors in the global environment that influence the need to create innovation within an organization.
• Assess the potential impact of the five discovery skills on an organization.
• Evaluate a leader’s use of discovery skills related to supporting innovation within an organization.
• Recommend leadership improvements and opportunities related to supporting innovation within an organization.
• Communicate in a manner that is professional and consistent with expectations for members of the business professions.

 

Submission Requirements

 

• Written communication: Writing should be free of errors that detract from the overall message.
• Paper length: 5–6 pages, excluding appendices, cover page, table of contents (if present), and References page.
• APA formatting: References and citations should follow APA (6th edition) style guidelines.
• Font and font size: Times New Roman, 12-point.

 

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click on the linked resources for helpful writing information.

 

——

 

Open Innovation and the Role of People

 

In this discussion, you will explore how leaders can be used to support open innovation. Your The Innovator’s DNA text uses Procter & Gamble as an example of an innovative organization in several discussions. You have also examined the Procter & Gamble case study from IBS Research Center.

 

• How can the DNA of innovation leaders be used to support open innovation at Procter & Gamble?
• Also discuss the role of people—pertaining to the DNA of disruptive organizations—in supporting open innovation at the company.

 

Response Guidelines

 

 

WEEK 5 – The DNA of Disruptive Leaders and Organizations

 

Intuitive Surgical, which Dyer, Gregersen, and Christensen (2011) recognize as a highly innovative company, finds itself in a difficult competitive situation. While it produces many of the best robotic surgical devices and controls much of the market, its patents will soon expire, and new competitors are challenging its leadership. How should leaders at Intuitive Surgical apply the five discovery skills of disruptive innovators and the DNA of disruptive organizations (people, processes, and philosophies) to retain their leadership and/or establish leadership in new market segments? While Intuitive Surgical has demonstrated a high innovation premium in the past, can it leverage the DNA of innovation leaders and organizations to remain competitive? For this discussion, select two of the five skills to address.

 

Response Guidelines

 

Post a substantive reply to at least two other learners. For this response, reply to posts that analyzed different skills from the ones you addressed. Your replies should demonstrate clear links between the discussion topic, readings, and the content in the posts.

 

Reference

 

Dyer, J., Gregersen, H., & Christensen, C. M. (2011). The innovator’s DNA: Mastering the five skills of disruptive innovators. Boston, MA: Harvard Business Publishing.

 

———————-

 

Conducting an Initial Analysis

 

The final assignment asks you to conduct an analysis of either Procter & Gamble or Intuitive Surgical. After reviewing both cases and the expectations for the final assignment, make a preliminary determination as to which company you plan to use for your final project. You are not required to stay with this selection for the final assignment.

 

For this discussion, conduct an initial analysis of your chosen company by answering the following:

 

• What is your initial impression of which leadership practice or practices would be appropriate and why?
• How well does the company you have chosen exemplify application of the five discovery skills of innovation leaders?
• How well did the leaders guide the company toward the right people, processes, and philosophies; and which is most important in this situation?

 

Response Guidelines

 

 

WEEK 6 – Innovation Leadership Evaluation

 

Assignment Overview

 

In this course, you have explored three main concepts:

 

• How leadership practices support innovation in the global context.
• The behaviors of leaders that drive innovation and the creation of innovative organizations.
• What innovative leaders do to shape organizational culture and processes.

 

The final assignment for this course challenges you to integrate these concepts while focusing on a particular organization. You will integrate what you have learned from the course studies, discussions, and previous assignments to demonstrate your mastery of the course competencies.

 

Effective leaders of innovation must consider three levels of thinking and action by:

 

• Considering the global context in which their organization competes.
• Strategizing their personal actions for innovation.
• Shaping their organization’s culture and processes to enable innovation.

 

All of the leaders and organizations that we have explored in this class have strengths and weaknesses in each of these levels. Your final assignment is an opportunity to explore and analyze all three levels regarding the organization you have chosen (either Procter & Gamble or Intuitive Surgical).

 

Assignment Instructions

 

For this assignment, you will write a 5–6 page paper with a focus on either the Procter & Gamble or Intuitive Surgical case studies. Choose one case, and focus your efforts on that organization. Both Procter & Gamble and Intuitive Surgical are also profiled in various discussions throughout The Innovator’s DNA. You must integrate that information, as well as any other research regarding innovation in these organizations, into your work too.

 

You will be evaluated on how well you communicate your insights and analysis. It is expected that you will communicate in a manner that is professional and consistent with expectations for members of the business professions. To aid you in doing this, follow these guidelines:

 

• Carefully organize your paper so that a balanced amount of text covers each item below, and label each section with a heading so that it is clear which of the following topics the section covers. You want your reader to be able to easily find:

 

• A section that analyzes which leadership practices would encourage innovation, considering the global context of the organization in your chosen case. Explain why you chose these practices and how they will help the leaders in their responsibilities as leaders of innovation.
• A section that evaluates how the chosen case exemplifies—or does not exemplify—the five discovery skills of innovation leaders.
• A section that analyzes the actions the leaders of the organization in your chosen case took to shape culture and processes to be more innovative.

 

• Present an argument for which one of the three organizational DNA factors is most important for this organization’s future success.
• Graphs or diagrams may be included in appendices, if they are well-explained and applicable.
• Each section of the paper must be supported using the course readings, and additional scholarly resources or reputable industry publications may be used, if needed. One to three supporting resources are recommended.

 

Your assignment will be scored on the following objectives—see the scoring guide for details:

 

• Analyze leadership practices that encourage innovation in the organization’s global context.
• Evaluate the application of the five discovery skills of innovation leaders.
• Analyze the effect of leadership on an organization’s culture and processes.
• Argue which organizational factor is most important for an organization’s future success.
• Communicate in a manner that is professional and consistent with expectations for members of the business professions.

 

Submission Requirements

 

• Written communication: Writing should be free of errors that detract from the overall message.
• Paper length: 5–6 pages, excluding appendices, cover page, table of contents (if present), and References page.
• APA formatting: References and citations should follow APA (6th edition) style guidelines.
• Font and font size: Times New Roman, 12-point.

 

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click on the linked resources for helpful writing information.

 

——————-

 

Becoming a Leader of Innovation

 

Review your post from the first discussion in Unit 1, and evaluate your initial understanding of innovation compared with what you know today. For this discussion, describe how your knowledge of innovation has changed. Also explain how your perception of your own role in leading innovation has changed. Going forward, what one thing will you do differently to be a leader of innovation?

 

Response Guidelines

 

Post a substantive reply to at least two other learners. As you review your colleagues’ posts, be sure to reconnect your thoughts to the discussion topic and assigned readings. Your replies should demonstrate clear links between the discussion topic, readings, and the content in the posts.

 

————————–

 

Reflection

 

Throughout the course, you have been building toward the achievement of the following competencies:

 

• Analyze contemporary leadership practices from the perspective of innovation in a global environment.
• Evaluate the leadership skills that drive innovation.
• Evaluate what leaders of innovation do to shape organizational culture.
• Communicate in a manner that is professional and consistent with expectations for members of the business professions.

 

For this discussion, reflect on the knowledge and skills you developed over the past six weeks. Address the following in your post:

 

• Select one competency that you feel is the most important to you. How has your ability to perform these skills and apply this knowledge evolved? What concepts, skills, or insights were most relevant to you?
• How have you grown in your academic and professional goals? Have you made progress on any items in the action plan you developed during first course?

 

Response Guidelines

 

When responding to at least two other learners, provide encouraging feedback about how they have grown over the past six weeks. If applicable, provide recommendations for how they may continue to develop their skills and knowledge, or suggest additional strategies for leveraging the knowledge gained in the course.

 

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CASE STUDY 9: Brookhaven National Laboratory

Hal G. Rainey

 

I am involved in a study under a grant from the U.S. Department of Energy (DOE), a federal agency that, among other duties, supervises the national scientific and weapons laboratories, such as Los Alamos, Scandia, Oak Ridge, and Brookhaven. As part of the team doing this study, I am responsible for Brookhaven National Laboratory (BNL) on Long Island, New York. We are assessing the management of the laboratories, which is always handled by private sector contractors who have contracts from DOE to provide the management of the labs. The labs are called GOCOs, for “government-owned, contractor operated.” We have to assess whether this contracting-out of management is a good idea.

 

Brookhaven is a major scientific activity, on a five-thousand-acre compound. It has a distinguished history, with several Nobel laureates who have won their prizes on the basis of their work at BNL. There is a huge particle accelerator there, called the RHIC, that is the most important facility in the world for research by physicists on the nature of matter and of subatomic particles. The are also some major management and morale issues.

 

Now, switch to the Democratic National Convention of 2000, because something very relevant occurred there. Christy Brinkley, the supermodel, was a convention delegate from New York. She lives on Long Island, and has been part of a prominent outcry over nuclear radiation on Long Island. Interviewed on national television at the convention, she declared to the nation that her primary goal for becoming involved in politics is to shut down the nuclear reactors on Long Island.

 

What does this have to do with BNL? BNL used to have a nuclear reactor for research purposes, and it has already been shut down, due to protests and public criticisms from Ms. Brinkley, other celebrities who live on Long Island such as Alex Baldwin, national environmental protection activists, and citizens from the area. The scientists at BNL feel the reactor was safe. They feel that closing it was a sudden, unjustified response by DOE executives to the political heat from the public controversy.

 

In addition, several years ago, there was a small leak of tritium, a radioactive substance, discovered at BNL. The scientists feel that it was completely harmless, but when the news came out, the public—celebrities, activists, and citizens—reacted with a virtual hysteria. Many of the scientists at the lab were drawn into public meetings and controversies, trying to explain that conditions were safe at BNL. Their efforts were to no avail, and the controversy raged. Abruptly, the Secretary of Energy (the head of DOE) cancelled the contract for management of BNL that the former management group had held, and after some bidding brought in a new management group that currently manages BNL. Again, the scientists were concerned about the suddenness and lack of clear justification for this decision.

 

The new management group came in under pressure from DOE to do a lot to show the public that conditions at the lab are safe and will remain so. DOE also wanted the new management group to do a lot to increase attention to environmental protection and to health and safety at the lab. Examine the two attached organization charts. Look at the first major horizontal level below the director, where the associate and assistant directors are. Can you see changes from 1996 (Director Samios) to 1998 (Director Marburger) in the offices and positions, that reflect the pressures from the DOE (and the public) on the new management team? As part of these changes, the new management team put in a lot of rules and procedures about safety and environmental protection with which the scientists have to comply.

 

Many of the scientists feel very worried and upset about these changes and the turmoil that led to them. Some feel that they were already running a safe, secure, environmentally protective facility, and while they agree with the new rules, they consider a lot of them unnecessary red tape. Some also worry that many people at BNL feel insecure about its future, and good scientists are either leaving or refusing to accept employment there. Many BNL employees feel that they cannot really trust the leadership of DOE to make sound decisions about the lab, and that the future of the lab may be in jeopardy. A major challenge that the new management team has been trying to address involves reassuring the scientists and keeping the operations of the lab running smoothly.

 

Source: This case was written by Hal G. Rainey, Alumni Foundation Distinguished Professor, Department of Public Administration and Policy, University of Georgia

 

Discussion Questions

 

1. What changes do you identify on the two organization charts? Just from what you know from the preceding description, how would you interpret them—why did the new team make these changes, and what were they trying to do?

 

1. The leaders of BNL face the challenge of organizing the lab. There is already an organization, but they have to try to better organize it. Thinking about this example, consider what it means to be “organized” and “better organized.” Make a list of at least five important characteristics or dimensions of an organization that managers need to focus on, when trying to decide how well they are organized and how to get better organized.

 

Discussion Questions for Later Chapters

 

1. Review the BNL material, and suggest the ways in which concepts of organizational structure, such as centralization, formalization, and others, apply to the case. For example, are formalization, centralization, complexity, and other dimensions increasing or decreasing, and in what apparent ways? See if you can find applications for other structural concepts as well, such as integrating devices, and general organizational forms, such as functional, divisional, hybrid, and matrix forms.

 

1. What concepts of technology and information technology can you apply?

 

1. The background materials that you have been provided do indicate that structural changes have been occurring at BNL. Why? How would you explain the influences on the structure from the environment, the tasks and technology, and other factors that influence organizational structure? Can you identify opposing pressures on the structure from some of these sources that are creating problems?

 

BNL: Facts and Important Information

 

• The U.S. Department of Energy has authority over Brookhaven National Laboratory (BNL).

 

• The DOE contracts out the management of BNL.

 

—BNL is a “GOCO.”

 

—The DOE contracts with another organization, such as a university or aerospace firm, to provide management for BNL.

 

• There is a public outcry over BNL.

 

—Celebrities (a supermodel and a popular actor), environmental groups, and local citizens worry about dangers from BNL.

 

—There are concerns over nuclear contamination (for example, a tritium leak).

 

• The DOE seeks to tighten control over BNL.

 

—It shuts down the nuclear reactor at BNL.

 

—It fires management at BNL, then contracts with a new group for new management.

 

—It pressures the new contractor to strengthen procedures for nuclear safety, environmental protection and safety, public relations, and security of information and access to the lab.

 

• Looking at the two organization charts, can you see the influence of the changes?

 

• Why are the scientists concerned? What are the challenges for the new leadership of the lab?

 

• The two organization charts that follow on the next pages are the chart for 1996 prior to the reorganization, and the chart for 1998 after the reorganization. How has the structure changed? Why?

 

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Question 1

What did the authors describe as a cornerstone in examining IT value?

IT project proposal

Formal financial analysis

Strategic plan discussions

Industry research publications

Question 2

Which of the following is a standard of the HIPAA Security Administrative Safeguards?

Device and media controls

Facility access controls

Workstation security

Workforce security

Question 3

Who oversees the licensure of health care facilities?

Accrediting organizations

Federal government

State government

CMS

Question 4

Which is a nonprofit organization with board members from both private and public sectors that maintains a large, searchable database of performance measures?

AHRQ

NQF

CMS

HRSA

Question 5

ìMaking an effort to materially improve the process that the system is designed to supportî describes which observation of realizing value?

IT value requires innovation in business practices.

Economic value comes from incremental innovations rather than ìbig bangî initiatives.

Strategic value comes from the cumulative effect of sustained initiatives to innovate business practices.

Sustainable value requires that the leaders understand that change is an aspect of organization life rather than something to be endured every couple of years.

Question 6

__________ is an individualís constitutional right to be left alone and to limit access to his or her health care information.

Privacy

Security

Confidentiality

Protection

Question 7

Which of the following was NOT discussed by the authors as a step to ensuring the delivery of value?

Require proposals

Increase accountability

Manage outcomes

Invest more resources

Question 8

Which of the following is NOT one of the three broad aims of the National Quality Strategy?

Innovative care

Healthy people and communities

Affordable care

All of the above are aims

Question 9

Data center management is a subgroup of which of the four core functions of an IT department?

Operations and technical support

Applications management

IT administration

Project proposals

Question 10

Which law was written specifically to protect patient confidentiality only in federally operated health care facilities, such as Veterans Administration hospitals, Indian Health service facilities, and military health care organizations?

HIPAA

Privacy Act of 1974

Freedom of Information Act

Federal Trade Commission Act

Question 11

__________ is a general term for software that is written to ìinfectî and subsequently harm a computer system.

Spyware

Malware

Ransomware

Virus

Question 12

Which IT staff member plans, designs, coordinates, and coordinates system security measures?

Project leader

Systems analyst

Programmer

Database administrator

Question 13

Which of the following is NOT a strategy to shorten the deliverables cycle?

ìBig bangî implementation

Staged rollouts

Pilots

All of the above are strategies to shorten the deliverables cycle

Question 14

Which of the following is NOT one of the four major categories of quality measures?

Structure

Process

Outcome

All of the above are categories

Question 15

__________ is a desirable approach in assessing IT services that brings a level of objectivity to the assessment process.

Auditing

Benchmarking

Consulting

Reviewing

Question 16

Which IT leadership role is a relatively new position and emerged as a result of the growing interest in adopting clinical information systems and leveraging those systems to improve care?

Chief technology officer (CTO)

Chief information security officer (CISO)

Chief information officer (CIO)

Chief medical information officer (CMIO)

Question 17

Which of the following is an action taken to limit network access?

Keep machines in locked rooms.

Manage keys to facilities.

Restrict removal of devices from secure areas.

Set up wireless routers to operate only in encrypted mode?

Question 18

Which of the following is NOT characteristic of IT-enabled value?

IT value is both tangible and intangible.

IT value is not variable across organizations.

A single IT investment can have a diverse value proposition.

Different IT investments have different objectives, value propositions, and value assessment techniques.

Question 19

Which of the following original CMS value-based programs determines whether or not an acute care hospital should be paid a reduced amount based on performance across health-acquired infections and unacceptable adverse events?

Hospital value-based purchasing

Hospital readmissions reduction

Hospital-acquired conditions

None of the above

Question 20

Of the eight core IT processes that must be managed for an effective IT department, which competency involves development of IT staff skills and retention of IT talent?

Human capital management

Relationship management

Platform management

Value management

 

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T-1.8.1

Details of Assessment
Term and Year	4, 2017	Time allowed	Weeks 1- 8
Assessment No	2	Assessment Weighting	50%
Assessment Type	Employee Relations Strategy Report
Due Date	Week 8	Room	TBA

 

Details of Subject
Qualification	BSB61015 Advanced Diploma of Leadership and Management
Subject Name	Human Resources
Details of Unit(s) of competency
Unit Code (s) and Names	BSBHRM602 Manage Human resource strategic planning
	BSBHRM604 Manage Employee Relations

 

 

Details of Student
Student Name
College		Student ID
Student Declaration: I declare that the work submitted is my own, and has not been copied or plagiarised from any person or source.	Signature: ___________________________ Date: _______/________/_______________

 

 

Details of Assessor
Assessor’s Name	Robert Cutuli
Assessment Outcome
Results	|_| Competent |_| Not Yet Competent	Marks	/ 50

 

 

FEEDBACK TO STUDENT Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Student Declaration: I declare that I have been assessed in this unit, and I have been advised of my result. I am also aware of my right to appeal and the reassessment procedure.   Signature: ____________________________ Date: ____/_____/_____	Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback   |_| Student did not attend the feedback session. Feedback provided on assessment.   Signature: ____________________________ Date: ____/_____/_____

 

 

Purpose of the Assessment
The purpose of this assessment is to assess the student in the following learning outcomes:	Competent (C)	Not Yet Competent (NYC)
consult with relevant stakeholders to develop, implement, monitor and review employee relations strategies and policies in regard to diversity, recruitment, induction, training and development, work life balance, performance management and termination
manage conflict and early intervention in respect to employee grievances and problems
determine key result areas of the organisation
develop an employee relations risk management strategy
describe the principles of relevant industrial agreements
negotiate employment awards, agreements and contracts
maintain high standards of performance in respect to equal opportunity and the management of diversity
Review organisational support services for employees
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
1. Computer with relevant software applications and access to internet 1. Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully · This assessment has to be completed |X| In class |X| At home · The assessment is to be completed according to the instructions given by your assessor. · Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term. · Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency. · If you are not sure about any aspects of this assessment, please ask for clarification from your assessor. · Please refer to the College re-assessment for more information (Student Handbook).

 

 

 

 

 

EMPLOYEE RELATIONS STRATEGY REPORT

BRIEF

The Employee Relations unit of competency has focussed on key issues in employee relations. In this you are required to review, develop and recommend some components of employee relations strategy and report it to your manager (who in this case is your trainer).

 

ORGANISATIONAL CONTEXT

The organisation in this context is an Australian electricity company named ENERGEX. The company website is at https://www.energex.com.au/. Using their current strategy documents linked below, you are required to review and report on their employee relations.

Download the following files before conducting the review and reporting:

· ENERGEX Organisational Information – https://www.energex.com.au/about-us/we-are-energex

· ENERGEX Annual report – https://www.energex.com.au/__data/assets/pdf_file/0009/283680/Annual-Report-2014-15.pdf

· ENERGEX Employee Relations Strategy – http://careers.energex.com.au/getdoc/69023c90-625a-4aa7-87af-e23aaf58bb74/2-2_employee_relations_strategy.aspx

· ENERGEX Selection process – http://careers.energex.com.au/apply-today/selection-process.aspx

· ENERGEX Safety policy – http://careers.energex.com.au/about-us/ENERGEX-Values/Health-Safety—Wellbeing.aspx

· ENERGEX People Committee Charter Summary – https://www.energex.com.au/__data/assets/pdf_file/0009/266346/People-Committee-Charter-Summary.pdf

· ENERGEX employee benefits – http://careers.energex.com.au/your-career/ENERGEX-advantage—benefits.aspx

· ENERGEX Diversity policy – http://careers.energex.com.au/getdoc/ce4be0aa-2569-4c90-92a6-e46188a28fb2/EEO–Diversity-Policy.aspx

· ENERGEX Employment Agreement – http://careers.energex.com.au/getdoc/08fc19be-6f58-410e-a83a-a5adcc63baed/EUCA-2011.aspx

 

ASSESSMENT INSTUCTIONS

The review should follow the structure below (although some sections may not be applicable and some sections may need to be broken down into further sections):

1. Provides a Company introduction, overview and description

1. Company’s mission statement

 

1. A brief on the company’s employee relations strategy

1. Brief on Recruitment and Selection strategy

1. Brief on Employee Benefits of the organisation

1. Employee Safety and well being

1. Performance development and training

1. Discuss strategies for collective employment agreements, contracts and Awards

1. Highlight on conflict and negotiation

1. Review of diversity policy with recommendations

1. Highlight on work-life balance practices or otherwise suggest

1. Develop an employee relations risk management strategy. Use risk analysis.

1. Review of organizational HR services to employees

1. Termination and disciplinary issues. Include processes for unfair dismissal rules

1. Overall recommendations

 

 

REPORTING INSTRUCTIONS

1. The research report must address each of the above listed components or areas of employee relations for the case organisation.

2. If a component was not addressed, explain the reasons why it was not addressed. For example, you may say that the organisation did not have a “selection policy” and thus it could not be reviewed.

3. The report must provide an employee relations risk management strategy

4. The report is to be approximately 2,000 words in length however this benchmark is only a guide and is not mandatory in the overall context of the assessment

5. The analysis and strategy demonstrates a knowledge and understanding of relevant Human Resource Management principles, Risk Management, business, management or industry theory.

6. Evidence of review of organisational employee relations such as recruitment, selection, work health & safety, performance, union agreement, EEO & diversity, employee benefits and termination.

7. The strategy critically discusses and analyses the topic, performance and knowledge evidence of the unit descriptor

8. All sources are referenced consistently and comprehensively if

9. Overall presentation is professional including spell and grammar checked judicious use of headings, font size, layout etc.

 

 

 

ASSESSMENT CRTIERIA (For Trainer use only)

 

Assessment Criteria	Competent (C)	Not Yet Competent (NYC)
consult with relevant stakeholders to develop, implement, monitor and review employee relations strategies and policies in regard to diversity, recruitment, induction, training and development, work life balance, performance management and termination
manage conflict and early intervention in respect to employee grievances and problems
determine key result areas of the organisation
develop an employee relations risk management strategy
describe the principles of relevant industrial agreements
negotiate employment awards, agreements and contracts
maintain high standards of performance in respect to equal opportunity and the management of diversity
Review organisational support services for employees
Assessor comments

 

 

Human Resources, Assessment No.2 Page 1 v1.1, Last updated on 10/10/2017 by MM

 

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