...the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and assessment of work performancefactors involved in planning the monitoring and...
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...up the ETT4/5 performance assessment and the EIO4/5 objective assessment. Introduction Welcome to Effective Teaching Practices. Effective teaching depends on effective planning. Teachers need to devote systematic thought to what they want students to learn and to how students will best acquire knowledge and skills. You will learn how to select, develop, and evaluate instructional materials as well as strategies to use to accomplish specific learning goals. You will plan for effective instruction, and then implement those plans. Interactive teaching includes appropriately responding to all of the details that emerge during the presentation of lessons. Teaching is a process. Teachers plan lessons and then present them. They use information about the lesson presentation to make appropriate changes to improve both student achievement and lesson presentation. Outcomes and Evaluations There are 10 competencies covered by this course of study; they are listed in the "Competencies for Effective Teaching Practices: Instructional Presentation and Follow-Up (ETT4/5)" page. The list of competencies is a good overview of precisely what you will know and be able to do at the conclusion of this course of study and demonstrate through assessment. Teaching Dispositions Statement Please review the Statement of Teaching Dispositions. You will complete the following assessments as you work through the course of study. Pre-Assessment You will complete the following pre-assessment: PAE4 Objective...
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... |EFSM14 - Manage the performance of teams and individuals to achieve objectives (MCI C13 – amended) | |Element titles: |14.1 Allocate and delegate work to teams and individuals | | |14.2 Agree objectives and work plans with teams and individuals | | |14.3 Assess the performance of teams and individuals | | |14.4 Provide feedback to teams and individuals on their performance | | |14.5 Resolve performance issues with teams and individuals | |Scope of this unit | |This unit is about making the best use of your team and its members so that they can achieve your organisation’s objectives. It covers allocating work, | |agreeing objectives, and setting out plans and methods of working. It also involves monitoring and evaluating the work of your team and its members and | |providing feedback to them on their performance. ...
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...Report of performance appraisal Recruitment, selection and procedures Report of performance appraisal Recruitment, selection and procedures Prepared byNORAINI ASHYIKIN BT ANUAR Human Resource Manager of Company Cadbury Prepared byNORAINI ASHYIKIN BT ANUAR Human Resource Manager of Company Cadbury Submitted to: CEO of Cadbury Submitted to: CEO of Cadbury List of abbreviations and/or glossary Appraisal – “the act of estimating or judging the nature or value of something or someone.” (Dictionary.com, LLC, 2014) Appraisal interview – “A formal discussion held between a manager and his subordinate to discuss the performance of the employee in a specific period.” (Aminuddin, Huaman Resource Management, 2011) Development – “Learning activities designed to help the individual employee grow and improve his knowledge and skills, but which are not necessary in needed in his current ” (Aminuddin, Human resource management, 2011) Performance appraisal – “A technique of formally evaluating an employee’s work over a particular time period.” (Aminuddin, Human Resources management, 2011) Executive summary The Cadbury Company distributed 200 years ago and the name of the company are well known. The Cadbury made to sell variety of sweet chocolates. The taste of the chocolate still remains in tongue where the different taste from other company. The company continues to provide a best quality of the product. In Malaysia, the company supporting to make a decision to...
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...Candidate’s Name | | Candidate’s ID number | | Assessor’s Name | | Due Date | | Assessment Date/s | | Time/s | | Instructions to Students 1. You must accurately complete the Student Assessment Pack. 2. Your Assessor may want to discuss written answers with you to get further evidence of your understanding and to check that it is your original work 3. You need to submit Assessment Cover Sheet for each assessment. 4. You are permitted to use dictionaries and to seek support, as required. 5. Where your work has been deemed as unsatisfactory, you will be permitted to resubmit the assessment. Refer to RGIT reassessment policy and procedure. 6. Unless the assessment task specifically allows pair work or group activities such as brainstorming, you must submit their own original work and are not permitted to copy the work of other students. Plagiarism is never acceptable. 7. Assessments must be submitted on their due dates. 8. Extensions are permitted in consultation with the trainer. Performance objective The candidate will demonstrate the ability to monitor, adjust and review customer service. Assessment description Using the background information on Innovative Widgets from your Student Workbook and from documentation provided throughout the course, you will develop strategies to monitor progress and obtain customer feedback. You will use performance information and customer feedback provided by your assessor to review customer service...
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...NO. | 1 | WELCOME AND INTRODUCTION | 3 | 2 | MODULE RATIONALE | 3 | 3 | LEARNING OUTCOMES | 3 | 4 | OUTLINE CONTENT | 3 | 5 | TEACHING AND LEARNING APPROACH | 4 | 6 | ASSESSMENT | 5 | | | | 7 | EQUAL OPPORTUNITIES | 9 | 8 | ACADEMIC SUPPORT | 9 | 9 | EVALUATION | 10 | 10 | SCHEME OF WORK | 10 | 11 | READING/LEARNING RESOURCES | 12 | 1 WELCOME AND INTRODUCTION The overall function and direction of an organisation is determined by the nature of its corporate strategy. Strategy provides the goals, objectives and guidelines for the structure and operations of the organisation. It is by means of structure that the purpose and work of the organisation are carried out. Some structure is necessary to make possible the effective performance of key activities and to support the efforts of staff. Structure provides the framework of an organisation and its pattern of management. The manager needs to understand the importance and effects of organisation strategy and structure. The aim of this unit is to provide learners with the understanding and skills to manage their | activities in the business workplace to improve their effectiveness and efficiency. | This unit focuses on the effective and efficient planning and management of business work | activities. It gives learners with understanding and skills needed to design and implement | operational systems to improve their effectiveness and efficiency and achieve the desired...
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...contribute to individual success both at university and later at work? Introduction Intrapersonal and interpersonal perception exert a huge influence on one’s life, which is instrumental in achieving individual success. Those endowed with the ability of understanding themselves and other people are inclined to find the route to success. Before figuring out how intrapersonal and interpersonal perception (understanding yourself and other people) contribute to individual success both at university and later at work, a detailed research and a sequence of experiments are indispensable. This essay is just gives a comprehensive study on intrapersonal and interpersonal perception. Firstly, the essay will analyze in detail how intrapersonal perception contributes to individual success in academic performance and later at work. Secondly, it will explain explicitly how interpersonal perception funtions in interdependent relationship among people. Main Body a. Self-regulating and self awareness Intrapersonal perception means self-regulating involving self-monitoring on the basis of self awareness. Accurate self-monitoring of one’s mastery of material is a necessary skill for student success. Such skill enables students to have the awareness of when to prolong or terminate their studying for an exam and modify their studying strategies. Students who are aware of their own cognitive state are able to adjust their performance when warranted, (Huff &Nietfeld, 2009) which bases on the principle...
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...Development Planning The continuous improvement of job skills is critical. The challenges we face on the job, as well as in the general business environment, are constantly changing. In addition, fundamental changes in the technical industry will continue to accelerate. It does not take long for skills and knowledge to become outdated in this fast-changing world. “Finishing” one’s education is no longer realistic. One effective technique for focusing these development efforts is the use of Individual Development Planning, IDPs. What is development planning? Development planning is an ongoing, evolutionary process rather than a single event. In brief, development planning involves supervisors and employees discussing the work they are doing and documenting strategies to help the employee develop and grow. Achieving this goal requires a team effort. A Shared Commitment Development planning is a responsibility to be shared by the employee and the supervisor. Effective development requires mutual commitment, support, and cooperation from each of these parties. Employees are accountable for showing initiative and actively pursing development options. Supervisors are accountable for establishing the learning environment. Commitment of Employees The most important ingredient in successful skill development is the employee’s own personal accountability. Employees are expected to continuously strive for selfimprovement by assertively taking advantage...
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...Steps to a 29672 ResultsBased Monitoring and Evaluation System Jody Zall Kusek Ray C. Rist THE WORLD BANK A Handbook for Development Practitioners Ten Steps to a Results-Based Monitoring and Evaluation System A Handbook for Development Practitioners Ten Steps to a Results-Based Monitoring and Evaluation System Jody Zall Kusek Ray C. Rist THE WORLD BANK Washington, D.C. © 2004 The International Bank for Reconstruction and Development / The World Bank 1818 H Street, NW Washington, DC 20433 Telephone 202-473-1000 Internet www.worldbank.org E-mail feedback@worldbank.org All rights reserved. 1 2 3 4 07 06 05 04 The findings, interpretations, and conclusions expressed herein are those of the author(s) and do not necessarily reflect the views of the Board of Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of the World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this work is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The World Bank encourages dissemination of its work and will normally grant permission...
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...Assessment Activity 1 Management is the coordination of people and processes with the effective utilisation of human material resources to achieve an organisation's objectives. They draw on supplies, time, money, people and equipment. To ensure that their performance and behaviours fit with the organisation's expectations and that the work they do actively contributes to goal achievement, managers must be very clear about the organisation's goals and must be able to communicate these goals to the employees who will work toward achievement. The difference between leaders and managers can be summarised as managers are people who do things right and leaders are people who do the right thing. To achieve organisational goals those who act in management roles should also be good leaders. Yet leadership and people with strong leadership skills will no only be found in management positions. Many people within an organisation will be leaders and some will take on leadership roles as required, in specific situations. Assessment Activity 2 Staff will not respect the manager and will not cooperate or work as hard as they should be. Credibility, a clear sense of where they are going The ability to delegate effectively and share power, Support for employees while they do important work, Someone who goes further than simply treating people as a means to an end, Clarity of communication and consistency Respect on both a personal and work-based level ...
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...Performance management: Performance management is the integration of performance appraisal systems with broader human resource systems as a means of aligning employees work behaviors with the organization’s goals. This performance management guidance relates to the management of employee performance (i.e., planning, developing, monitoring, rating, and rewarding employee contributions), rather than performance-based or performance-oriented approaches to managing, measuring, and accounting for agency program performance. While these concepts can and should be linked and integrated, they remain distinct in some respects, particularly with regard to establishing individual accountability and dealing with poor performers. Performance Appraisal: Performance Appraisal is the part of the performance assessment and management process in which an employee’s contribution to the organization during a specified period of time is assessed. Performance feedback lets employees know how well they have performed in comparison with the standards of the organization. Delivering and receiving performance feedback can be an emotionally laden process that dramatically affects employees attitudes toward the organization and themselves. Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals. Employee performance management includes: ...
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...& Techniques Outputs Inputs Inputs Project Statement of Work Business Case Contract (when applicable) Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.6 Close Project or Phase Closing Process Group 4.1 Develop Project Charter Initiating Process Group Final Product, Service, or Result Transition Organizational Process Assets Updates Project Charter Reviewing all change requests, approving, and managing changes to deliverables, org process assets, documents, and the PM Plan Project Management Plan Work Performance Information Change Requests Enterprise Environmental Factors Organizational Process Assets Expert Judgment Change Control Meetings Tool & Techniques Inputs Documenting actions necessary to define, prepare, integrate, and coordinate all other plans Project Charter Inputs Outputs from Planning Processes Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.5 Perform Integrated Change Control Monitoring & Controlling Process Group 4.2 Develop Project Management Plan Change Request Status Updates Project Management Plan Updates Project Document Updates Outputs 4. Project Integration Management Planning Process Group Project Management Plan Tracking, reviewing, and regulating progress to meet performance objectives defined in the PM Plan Project Management Plan Performance Reports Enterprise Environmental Factors Organizational...
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...Assessment activity 12 Q:1 What performance and process monitoring activities might be undertaken in a business organization ? Do you consider these procedures to be effective and useful? Explain Ans: We're used to thinking of ongoing performance management for employees, for example, setting goals, monitoring an employee's achievement of those goals, sharing feedback with the employee, evaluating the employee's performance, rewarding the employee's performance or firing the employee. However, performance management applies to teams and organizations, as well. Organizational performance involves the recurring activities to establish organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently. Those recurring activities are much of what leaders and managers inherently do in their organizations -- some of them do it far better than others. (It's useful to think of organizational change in the context of organizational performance, rather than change for the sake of change, so the topic of Organizational Change will be useful to the reader, as well.) When seeking to improve the performance of an organization, it's very helpful to regularly conduct assessments of the current performance of the organization. Assessments might be planned, systematic and explicit (these often are the best kinds of assessments) or unplanned and implicit. Well-done assessments typically use tools, such as comprehensive questionnaires...
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...RESULT BASED MANAGEMENT IN MONITORING DEFINATION OF TERMS Result Based Management (RBM) is a broad management strategy aimed at changing the way institutions operate, by improving performance, programmatic focus and delivery. It reflects the way an organization applies processes and resources to undertake interventions to achieve desired results. UNESCO (1997) Result Based Management (RBM) is an approach to project/programme management based on clearly defined results, and the methodologies and tools to measure and achieve them (International Federation of Red Cross and Red Crescent Societies, Geneva, 2011). Result Based Management (RBM) supports better performance and greater accountability by applying a clear, logical framework to plan, manage and measure an intervention with a focus on the result you want to achieve. By identifying in Advance the intended result of a project/programme and how we can measure their progress, Monitoring is the routine collection and analysis of information to track progress against set plans and check Compliance to established standards (International Federation of Red Cross and Red Crescent Societies, Geneva, 2011). The Organisation for Economic Cooperation and Development (OECD) (2002a:27) defines monitoring as a continuous function that uses the systematic collection of data on specified indicators to provide management and the main stakeholders of an ongoing development intervention with indications of the extent of progress...
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...Version control August 2013 © smallPRINT Aug 2013 Assessment Records BSBPMG522A Undertake project work BSBPMG522A: Undertake project work Unit information Unit code BSBPMG522A Unit title Undertake project work Unit descriptor This unit describes the performance outcomes, skills and knowledge required to undertake a straightforward project or a section of a larger project. This unit addresses the management of projects, including developing a project plan, administering and monitoring the project, finalising the project, and reviewing the project to identify lessons learned for application to future projects. Licensing, legislative, regulatory or certification requirements No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement. Employability skills This unit contains employability skills. Application of the unit The unit focuses on the application of project-management skills and the requirement to meet timelines, quality standards, budgetary limits and other requirements set for the project. The unit does not apply to specialist project managers. For specialist project managers, the other units of competency in the project management field (BSBPMG) will be applicable. Unit sector or competency field None specified. Pre-requisite, co-requisite or interdependent assessment of units None specified. Context of and specific resources for assessment Assessment must ensure: access to workplace project documentation...
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