...TRAINING SUPER USERS IN LARGE HEALTH CARE FACILITIES Journal of Information Technology Management ISSN #1042-1319 A Publication of the Association of Management TRAINING SUPER USERS IN LARGE HEALTH CARE FACILITIES CORINNE M. KARUPPAN SOUTHWEST MISSOURI STATE UNIVERSITY ABSTRACT Training users to learn a new computer application can be a daunting task in large organizations. One solution involves selecting super users who will receive more extensive training and will serve later as the primary source of help to other users in their work unit. Tailored rather than generic training programs seem better suited to providing these super users with the required knowledge base. This article focuses on learning styles as a basis for tailoring training to super users’ needs. Results of a study conducted in a large health care organization suggest that the popular hands-on approach favors individuals with certain learning styles, as indicated by their higher test scores. Implications for providing effective training more uniformly across all super users are made. INTRODUCTION In order to remain competitive, health care organizations have made huge investments in new computer systems and applications. As a result, it is estimated that, in 1999, 95% of organizations involved in health services had their users trained in new computer applications [6]. Hospitals present a unique opportunity to study the training process under the most taxing conditions: number of employees to...
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...Global Journals Inc. (USA) Print ISSN: 0975-5853 Impact of Training and Development on Organizational Performance By Raja Abdul Ghafoor Khan, Furqan Ahmed Khan, Dr. Muhammad Aslam Khan University of Lahore, Islamabad Pakistan Abstracts - Training and Development, On the Job Training, Training Design and Delivery style are four of the most important aspects in organizational studies. The focus of current study is to understand the affect of Training and Development, On the Job Training, Training Design and Delivery style on Organizational performance. The back bone of this study is the secondary data comprised of comprehensive literature review. Four Hypotheses are developed to see the Impact of all the independent variables on the overall Organizational Performance. The Hypotheses show that all these have significant affect on Organizational Performance. These Hypotheses came from the literature review and we have also proved them with the help of literature review. Results show that Training and Development, On the Job Training, Training Design and Delivery style have significant affect on Organizational Performance and all these have positively affect the Organizational Performance. It means it increases the overall organizational performance. We also prove our Hypothesis through empirical data. However, results are strongly based on the literature review. Keywords : Training and Development, On the Job Training, Training Design, Delivery style, Organizational Performance...
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...CAREER DEVELOPMENT PLAN (Non-Manager Band 1-5 & Manager Band 3-5) Experience areas requiring further development in present role OR prior to being able to take your next career step. * costomer serivce to archieve their demand. * problem solving and trouble shooting * * * | List development objectives to be achieved: * high accuracy at work * build up storng communication and writing skill * continous learning at traning centre. * develop my leadership skill to become a MSL * | Describe how each development objective will be achieved (SMART Goals): * I have developed a system that can help me to concentrate on detailed work. For example, I am handing writing down member's requests to his/her account. When I finish the transaction, I would double check the requests on my note to make sure I have accomplish member's request correctly. * I have registered a communication and relational skill class at SAIT starts in September this year to improve my communication and interpersonal skills. * I will submit my application to attend more training programs that First Calgary provides to each one of employ. * Since I want to become an Member Support Administrator in the next three years, I will start from now on to paying more attentions on learning leadership skills. I will develop this by providing assistances to the co-workers and training to new employees. * | FOLLOW-UP COACHING: | Identify any development...
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...plant. Problems 1. Decentralized structure and new methods and process to implement (structure never tried and processes entirely new to employees and Pierce); 2. Administrative reporting issues (all head of departments used to report to their functional VP, now they have to report to Pierce); Dotted-lined relationship (if executive insist on maintaining relationship with functional counterparts at the Jackson plant, problems will arise). Solutions Solutions prob 1 | Pros | Cons | Fair process | * Develop healthy relationship; * | | | | | Traning and coaching | | * Rise of costs. | Solutions prob 2 | Pros | Cons | Employees maintain dotted-line relationship with functional VP as prior to change | * Communication is easy (prior habit); * Functional VP might be more effective than Pierce with experience accumulated through years of practice. | * Block of development of relationship between Pierce and new subordinates; * Conflicts arising questioning who is the real leader. | No relationship outside plant...
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...Connections Transport route: route to configure change requests when released in the dev flow through qa and them to prd. Transport Layer: This is assigned to dev work and determines the target system for the objects to be transported. Exporting and importing of transport requests using SAP transport control program(tp) Directory : as/usr/sap/trans Transport subdirectory: bin,buffer,cofiles,data,EPS,log,sapnames,tmp Tables: TRBAT , TRJOB ABAP Program : RDDIMPDP Report: RDDNEWPP Two types of transports - Configuration and development transports(Transport naming convention - <SID>K900000 ) SE01 - create transport request SE09 / SE10 to release tasks Solution manager - SOLAR02 - Configuration - System role - Access SE09/SE10 Transport log - SE03 , SE10 , SE09 - table TPLOG Return codes : '0' - successful '4' -warning '8' - error Example: - Transport route - DEV system development - ZTST Transport layer for M Phase project - QAT Quality system - PRD Production system Working with TMS: The standard 3 system landscape contains DEV Client - where configuring client settings and creating new...
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...users to the new disk. Then the investigation process can be performed on the data in the new disk without worry will contaminate the original daya. But it’s different way with cellphone. Investogators can copy the file in the phone, but not directly. They have to use some tools to prevent utaration. If errors occur in data processing, doubling can be done again and reprocessing, and it cannot be done if we do in traditional forensic, the investigators can only do once processing. One of the challange in digital forensic faces is a the development of science and digital techonologies are so unpredictedable. In 2009, Indonesia has not yet entered into the twitter usage statistics. Four years later, Indonesia alreasy occupied ranked number five in the world from number twitter users with 30 million users. Mobile devices and tablets are also increase rapidly. Many users with various operating such as Android, Windows, And IoS varied. This development of technologies are challage for digital and law enforcement investigators. The efforts to increase the understanding and the ability have to improve continously. The other challange of digital forensic is cybercrime. This is a big challange, why ? because with this crime, the law enforcer have to face it even they did not want, because it is already happened. This thing is not out of the growth of group “skilled techinicians” who take advantage of the ability and knowledge in information technology to transform conventional crime into...
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...Selection 9 2.9 Hiring and Induction. 10 2.10 Performance Elevations. 12 2.11 Reward Management 13 2.12 Training and Development 14 2.13 Employee welfare Management 15 2.14 Employee Movements 16 2.15 Employee Discipline Management 18 2.16 Labor Management Relations 19 3 Human resource practice in selected organization. 20 3.1 Job Design 20 3.2 Job Analyze 20 3.3 Human Resource planning 21 3.4 Recruitment 22 3.5 Selection 22 3.6 Hiring and Induction 23 3.7 Performance elevation 24 3.8 Reward Management. 24 3.9 Training and Development 25 3.10 Employee welfare Management. 25 3.11 Employee Movements 26 3.12 Labor Management Relations. 26 4 Comments on Theory and Practice. 27 4.1 Job design, 27 4.2 Job analyze 27 4.3 Human resource planning. 27 4.4 Recruitment 27 4.5 Selection 27 4.6 Hiring and induction 27 4.7 Performance Elevation 28 4.8 Reward Management 28 4.9 Training and development 28 4.10 Employee welfare managements 28 4.11 Employee Movements 28 4.12 Employee Discipline Management 28 4.13 Labor Management relations 28 5 Conclusion 29 6 References 30 Introduction According to given assignment I selected a government cooperation which is related to “Construction Field” Name of the construction company is Sri lanka land reclamation and Development corporation .An introduction about this corporation have been given below, Sri...
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...effect of social interventions (social learning theory). This theory refers that social factors , circumstances and prototypes are responsible for the development of an aggressive behavior. (Bandura, 1973;Zacharis,2003) It is important to mention that aggressiveness is categorized into three classes (Hunt, 1993; Bushman & Anderson, 2001;Walker, 2010;Del Vecchio, 2001). a) Impulsive aggressiveness. It does not have frequency and the elements of expediency. b)...
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...When Radiation therapy Kills? Case Study Mar, 5, 2012 Submitted To: DR. Hassan M. Selim Prepared by: Group 4 Khaled Al Qubaisi Waleed Al Zaabi Ali Al Tamimi Mohamed Al Jefri Summary The new radiation therapy comes with high expected from manufacturers, doctors and technicians a long with the hospitals and state oversight agencies to cure people illness from cancers; however, what if these complex machines show the negative impact of technology and its power to kill people and steal the hope of having a healthy life! Also, in many cases, low software design, poor human – machine interfaces and lack proper training are other reasons of hospital failing to cure people who have cancer. This case study illustrates how bad radiation therapy machines are and the carelessness of technicians using these machines; both cause people death. Some examples regarding the awry of radiation treatment are the death of Scott Jerome-Parks and Jn-Charles. Jerome-Parks has tongue cancer and after getting dosages of radiation, his illness becomes worse. This is because of machine malfunctions and technicians error in using it. What has happened to him is that his brain and neck has exposed to a big amount of the radiation because of a computer error as technician uses the new multi-leaf collimator. As a result, he has deafness, near blindness, teeth falling out and difficulty in breathing and eventually he died. The other patient, Jn-Charles, was having aggressive breast cancer and...
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...Abstract Midwestern training Company- LDC (Leadership Development Centre) is a company that contributed in the training and have been very well known for its success in running-training mid-level manager. Pam is a director at LDC. He entrusted the responsibility of new programs in LDCs. Preparations were carried out running according to plan even faster than expected. However, a few weeks before the training program began, there was a problem. Introduction Pam was a director of training at a large, Midwestern training company-Leadership development center (LDC). One the Pam’s responsibilities was to plan the launch of LDC's new training programs. The company had a reputation for excellent programs targeted at mid-level managers. Pam determined that the program's success would be measured in three ways, First, the number of participants taking the first program would be monitored. Second, she would survey all participants regarding their satisfication with the program, it's content, material, facilities, administration, and instructor. Finally, LDC would track the number of mid-level managers from the companies of those attending the senior executive program to determine if there was an increased participation level over time. She estimated that the program design would require about three weeks and that development of the brochures would take an additional two weeks. Printing the brochures would require four day, and assembling them for mailing would take another three...
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... But we also envision the future. Thus, there lies the utmost importance of Training and Development programs. Any organization’s strength lies in the human resource. But if this precious resource is not taken care properly, then in due course of time, becomes obsolete because of the drastic change taking place in almost every sphere of work and related aspects such as knowledge base, or skill base, or be in technical aspects. Keeping this in mind every organization must promote learning. The training and development department must prepare such training modules, workshops, seminars and conferences, which helps the employees to inculcate or acquire or upgrade their knowledge, and skills, which will help them in smooth delivery of the tasks. None of the training programmers can be considered successful and effective without its evaluation. Training evaluation helps in knowing the loopholes of the programs or “why was the program not as effective as it was predicted to be?” Training evaluation can be done at any of the different time span ranging from start of the training program or when the training is half way through or when the training has just ended or even after few months of completion. This can be done with or without control groups. There are generally four parties which are interested in evaluation of training effectiveness. These are trainer, trainees, Training and Development department and the managers of the trainees. Any of the evaluation methods like benefit Analysis...
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...Recruitment Advertising & Recruiting Strategy In a time when many companies are cutting costs across their operations, a growing number of HR departments are changing the ways they recruit. Their goal: to boost recruiting efficiency (reducing recruiting costs per hire). Their means: innovative recruiting approaches that bring imagination and aggressiveness to a company's overall recruiting function. Innovations are occuring in several elements of the recruiting process. Here is a look at innovations in several areas. Recruitment Advertising An increasing number of companies are supplementing and even replacing the traditional classified ad with creative, clever, eye-catching ads. These ads are essentially a company's resume and cover letter, designed to send a unique and memorable message about the company to sought-after prospective applicants. Recently, Personnel Journal reviewed several hundred ads submitted by subscribers and reported some trends in this type of advertising. They include: 1. Use of Employees in Ads Instead of the traditional testimonials, more company ads are spotlighting employees, talking about their skills, jobs, and accomplishments. For example, General Dynamics has run a series of ads that, by comparisons with great inventors, compliments profiled employees and their colleagues. For example, one ad hadline in the series proclaims, "We're looking for another Newton ...And another Newman: (Howard Newman, one of General Dynamic's senior project engineers)...
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...for HRM to be adopted into the business strategy as organisations were unwilling to accept or change their ways. Their focus was on economic growth for the company. However researchers such as Hezberg, Maslow and Lewin revealed that employee performance was influenced by their social and emotional needs and their desire for interesting work. This is when the shift began for companies to not only focus on economic growth, but to satisfy the needs of their employees in order to improve performance and productivity which will bring greater success to the company. Human resource management has a number of key policy areas including recruitment and selection, job analysis and design, workforce planning, performance management, training and development and career planning. It is through these policies that we can understand the concept of strategic human resource management (SHRM). SHRM explicitly links these policies, practices and systems to enable the achievements of an organisations strategy and goals. In my understanding, SHRM represents an attempt to methodically manage employees in a proactive manner with a clear view to the future as well as the present. The main principles that tie this definition together include; organisational strategy, visions of the organisation, organisational culture, ensuring employees have the relevant skills, abilities and attitudes, viewing employees as an investment and not a cost and evaluating and assessing HR practices. These...
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...A report on Managing across Cultures By Kifaa Submitted To Kaddafi Bin Sultan TABLE OF CONTENTS EXECUTIVE SUMMARY - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3rd INTRODUCTION- - - - - - - - - - - - - - - - - - - - - - -- - - - - - -- - - - - - - - - - - - - 3rd INFUENCE OF CULTURE ON WORKING STYLES - - - - - - - - - - - - - - - - - 4th IMPORTANCE OF TRANING TO MANAGERS- - - - - - - - - - - - - - - - - - - - - 4th DIFFERENT MANAGEMENT STYLES - - - - - - - - - - - - - - - - - - - - - - - - - - -5th i. Collaborative - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6th ii. Compromising - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6th iii. Accommodating - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -6th RECOMMANDAION - - - - - - - - - - - - -- -- - - - -- - - - - - - - - - - - - - - - - - - - -6th CONCLUSION - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -7th REFRENCES- - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - 8th Executive Summary The Purpose of this report is to make a study on “Managing across Cultures”, and problems faced by the managers working with different cultural employees. This report will also discuss about some methods that could be use by the managers to accomplish cultural diversified staff. Cross Cultural simply...
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...To : HR Director From : HR Manager Date : 19.06.2012 Subject : Human resource management strategy plan 1.1 The word strategy means a long term planning or aim to achieve the specific purpose. Human resource management is based in the efficent use of employees. The main purpose of human resource management is to use of skills and abilities of employee in such a way to achieve the desired result of operational objectives that are utmost aim of organisation. Strategic human resource management is an approach that defines how the organisation goals will be achieved through people by mean of HR strategies and integerated HR policies and practices. SHRM may also be defined as, "strategic HRM focuses on actions that differniate the firm from its competitors" ( Purcell, 1999). Hill and jones take a similar view they define strategy as " an action a company takes to attian superior performance". the SHRM means the decision of a business organisation about what to do and what not to do when learning, training developing and organizing human resource. for example samsung recent decision to make a samsung note featuring all the function very similar to computer and ipad.was a strategic decision according to current need of consumer. SHRM focus on peformance of whole organisation instead of individual performance. 1.2 One of the most essential part of organisation is its employees and is obligatory...
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