...was a requirement to take a pre-requisite class before being able to register for this particular class for different reasons. Student’s performances in class sometimes depend on different major factors that can clearly influence how motivated they are in a particular class. Their motivation for learning and performance can be improved by making a convenient classroom environment that is also determined by the design of various structural characteristics of a course, such as type of task, student evaluation, autonomy given to them and real time feedback. Task/skill variety: One primary reason of being highly motivated and engaged in that particular course was the challenge. The objective in this class was to achieve a goal which was established by not only the professor but also students. The course design provided students a mechanism to learn and improve a variety of skills. Task identity: Other reason for being highly motivated related to course itself. Students were given major assignment to turn in at the end of every week. This type of assignment was comprehensive case analysis, for instance, we were given a real company cases to evaluate their financial performance and make recommendation at the end of paper. This gives you an idea about how you will be dealing with situations in real workplace. The major tasks were...
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...Personal reflection and evaluation of the whole experience through business plan development: Why do people start businesses? According to the Small Business Administration (SBA), a government agency that provides assistance to small businesses, the most common reasons for starting a business are as follows •To be your own boss •To achieve financial independence •To enjoy creative freedom •To use your skills and knowledge Starting a business takes talent, determination, hard work, and persistence. It also requires a lot of research and planning. Before starting your business, you should identify the goals of your proposed company and explains how they will be achieved. Hi-Tech Mobile Apps is a new business venture aimed at designing, developing, and distributing customized mobile applications for business operations and schools. In the current business context, technology is increasingly becoming part of business operations. Internet and website based applications have been used to conduct businesses online for more than a decade. Many existing online technologies have been using desktops and personal computers fixed in the offices and business premises. Through the course of this essay I will be evaluating the issues that I faced when developing my business plan Issues that I faced when developing my business plans I encountered various issues regarding the development of my business plans and it was difficult to overcome these issues...
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...by being able to live and work more independently. The company slogan is “Connecting People, Purpose and Community since 1964”. My role at Pathpoint is that of a Program Coordinator, some of my responsibilities include: the hiring and training of staff, assigning monthly training schedule, approval of community based activities, assist in the management of fiscal operations, setting a staff work schedule and maintaining compliance with licensing regulations, make sure building cleanliness is maintained, communicating important information to staff and clientele. Pathpoint serves a diverse population of persons with disabilities and their families and providing a team of supportive staff to meet their needs is vital to the success of the program and the future of the clients. Factors affecting Teamwork What are the factors involved that prevent an experienced, knowledgeable and valued employee from acting as a “Team Player”? Some of the factors I am looking at in this paper have to do with internal and external factors. Internal factors being derived from ideas of self efficacy. External factors include individual perceptions of management and the organizations support and training of team players. Can methods of communication have a positive or negative affect on an individual performing as a team player? What are the social influences that are either acting as an encouragement or discouragement to team participation? Narrative Description Pathpoint has a very low employee...
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...Independent learning and the expert learner Introduction This resource is intended to: • • describe the characteristics of independent learning draw parallels and differences between the ‘independent’ and the ‘expert’ learner. A definition of independent learning One definition of independent learning or ‘autonomy’ in learning is: “…the ability to take charge of one’s learning” H. Holec, 1981 Independent learning is usually developed throughout a learner’s time at school or college to give learners more responsibility for work or learning. It helps learners to make informed choices and to take responsibility for deciding what they need to do in order to learn. To do this and to have the motivation to learn independently, learners need to: • • • feel confident about taking and acting upon decisions appreciate the value of reflecting on learning decide whether learning has been effective or whether they need to try another approach. If you have explored other parts of Developing the expert learner, you may have already noticed that independent learning, with its emphasis on autonomy, reflection and confidence, sits comfortably within the concept of the expert learner. A focus on learning and not teaching Independent learning means that learners make decisions about their learning rather than relying on their teachers to do it for them. At first, many learners find this challenging. When they are more familiar with it, they realise that it allows them to focus on their...
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...Unit 16: Human Resource Management in Business Unit code: K/502/5445 QCF Level 3: BTEC National Credit value: 10 Guided learning hours: 60 Aim and purpose The aim of this unit is to introduce learners to methods of managing human resources in the workplace. Learners will use their knowledge of relevant human resources management theory and link it with current human resource management practices in organisations. Unit introduction Human resource management is a dynamic activity in any organisation as it takes place against a changing economic, technical, legal and social background. It is important for learners to appreciate that effective human resource management means getting the best out of the people who work for an organisation in order to ensure the organisation fulfils its purposes, whether it is a football club winning the premiership, or a hospital increasing the success rates for medical operations. Many organisations say that their employees are their most valuable resource because of their skills, knowledge and attitudes. As labour is both an expensive and valuable resource, it is important to ensure it is planned and that the best value is obtained from employees contributions. Human resource managers have to plan their human resource requirements against a background of internal and external factors which are dynamic and constantly changing. The first part of this unit introduces learners to the factors that influence human...
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...Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. In the beginning of Nayar's 2010 article "A Maverick CEO Explains How He Persuaded His Team to leap into the Future”, he describes his appointment as President of HLC technologies as a “leap to safety.” (Nayar, 2010) It became apparent that there was something he needed to do to change the interface of this company. He began to create a vision, but knew that it would not take place without some major adjustments. Vineet formulated the” employee first, customer second approach” and took HCL to be one of the most successful IT outsourcing businesses in the world. It worked magic at HCL and the company created 34% percent revenues even at the time of turbulence (sparks.wisdomjobs.com). Key insights from his approach were: 1.) Be transparent – share information, show you have listened, be consultative 2.) Be inclusive – talk with people, ask their opinion and listen and 3.) Look for positive...
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...theory (Karoly, 1993) which explain that motivation is come from a given work environment and how their leader motivate them. It is require skilled manager who can communicate effectively, attend to employee queries, be creative and innovative, plan and delegate task and always follow up with problems solving. This article would be a helpful resource for my research paper because it demonstrates the real and recent research from (Hebda, Vojak, Griffin, & Price, 2007- Motivating technical visionaries in large American Companies) which indicated that the most important motivator was time provided by the management to solve the complex issues. It shows that the leaders need to plan and make fast decision making and create a work environment that bring forth employee motivation. It is reliable as the authors use a lot of reference sources to support the conclusions. This journal article is written by three very experience authors. Ann Gilley is an associate professor of management at Ferris State University where she teaches strategy and management. Her areas of research include change, the organizational immune system, and managerial malpractice. Jerry W. Gilley is a professor and program chair of organizational performance change at Colorado state university and was a principal at William M. Mercer. Heather S. Mcmillan is an assistant professor of management at Southeastern Missouri State with 8 years of progressive human resource management experience, as well as a Professional...
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...Supporting Notes and Technical Specifications including Units for ------------------------------------------------- ILM Level 5 NVQ Diploma in Management (8331) Version 4 20/08/2010 © The Institute of Leadership and Management (ILM) 2012 © The Institute of Leadership and Management (ILM) 2012 Supporting Notes for ILM QCF NVQs | This document is intended for current ILM centres and contains supporting notes for ILM National Vocational Qualifications (NVQs) in the QCF. The main purpose of this document is to act as a refresher to help reacquaint our centres with some of the key sections covered in the ILM Centre Manual and provide guidance to assist a centre in preparing to deliver an ILM NVQ. This a generic document and should always be read in conjunction with the ILM QCF NVQ Qualification Specifications Part 2 Technical Info document and the ILM Centre Manual (www.i-l-m.com/centres). IMPORTANT NOTES: * This document replaces the previous ILM NVQ Level 2, 3, 5, and 7 General Qualification Information for QCF NVQs. * 2011 SCQF SVQs are now standalone products and are no longer S/NVQs. They have separate specifications to meet SQA and SCQF requirements. Please refer to our SVQ webpage’s for detail and SVQ resources section online * Centres should be aware that the specifications for NQF Team Leading and Management NVQs at Levels 2, 3, 4, 5 should continue to be followed for learners who have been registered on this version of the NVQ prior to July 2010...
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...Organization Management and Leadership Professor Carrie Noah March 1st, 2015 Table of contents I. Introduction / Definition 3 II. A Company That Demonstrates Paradoxical Thinking 5 III. Can Paradoxical Thinking be learned 7 IV. Paradoxical Thinking, One of Eight Skills Related to Intelligence 8 V. Summary 9 VI. References 10 I. Introduction / Definition The main purpose of this paper is to define paradoxical thinking and explain its importance and applicability within organizations. After indicating the traditionally utilized cause-and-effect thinking, it will be evident cause-and-effect thinking may not be the best approach to solving managerial problems. After defining and explaining cause-and-effect thinking and posturing the idea cause-and-effect thinking can actually hinder mastery, the idea of paradoxical thinking will be defined and introduced as an alternative approach to solving managerial problems and promoting mastery. Next it will be further explained by examples of organization success from the application of paradoxical thinking and how it has...
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...INTERNATIONAL COLLEGE OF BUSINESS AND TECHNOLOGY BTEC HND DIPLOMA IN BUSINESS (MANAGEMENT & HUMAN RESOURCES) ASSIGNMENT COVER SHEET 2014 INTERNATIONAL COLLEGE OF BUSINESS AND TECHNOLOGY BTEC HND DIPLOMA IN BUSINESS (MANAGEMENT & HUMAN RESOURCES) ASSIGNMENT COVER SHEET 2014 UNIT TITLE & CODE | Y/601/0563_ Aspects of Contract and Negligence for Business | LEVEL | 5 | | | CREDITS | 15 | STUDENT NAME | | STUDENT ID | | ASSESSOR | Mr. H.M.K.Herath | IV by | Mr. Mafas Raheem | ASSESSMENT | Individual Assignment | Word Count | 4000 | ASSIGNMENTISSUE DATE | 11.06.2015 | ASSIGNMENT SUBMISSION DATE | To be informed | ASSIGNMENT DISCUSSION DATE(s) | | | ASSIGNMENT RESUBMISSION DATE | | | | | | | | | FINAL GRADE | ORIGINAL SUBMISSION | | RESUBMISSION | | ASSESSMENT CRITERIA TO BE ASSESSED IN THIS ASSIGNMENT (Identify all criteria to be assessed in this assignment) Achieved Pass Criteria | LO1 | LO2 | LO3 | LO4 | | 1.1 | 1.2 | 1.3 | 2.1 | 2.2 | 2.3 | 3.1 | 3.2 | 3.3 | 4.1 | 4.2 | Original Submission | | | | | | | | | | | | Re submission | | | | | | | | | | | | Grade Achieved | Merit Criteria | Distinction Criteria | | M1 | M2 | M3 | D1 | D2 | D3 | Original Submission | | | | | | | On resubmission | | | | | | | AUTHENTICITY STATEMENT I certify that the attached material is my original work. No other person’s work or ideas have been used without acknowledgement. Except where...
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...CHAPTER 10 - MOTIVATING AND REWARDING EMPLOYEES LEARNING OUTCOMES After reading this chapter, students should be able to: 1. Define and explain motivation. 2. Compare and contrast early theories of motivation. 3. Compare and contrast contemporary theories of motivation. 4. Discuss current issues in motivating employees. 5. |Opening Vignette – Best Practices at Best Buy | |SUMMARY | |Do traditional workplaces reward long hours instead of efficient hours? Wouldn’t it make more sense to have a workplace in which “people can | |do whatever they want, whenever they want, as long as the work gets done?” Well, that’s the approach that Best Buy is taking.1 And this | |radical workplace experiment, which obviously has many implications for employee motivation, has been an interesting and enlightening journey | |for the company. | |In 2002, then-CEO Brad Anderson (now the company’s vice chairman) introduced a carefully crafted program called ROWE (Results-Only Work | |Environment). ROWE was the inspiration of two HRM managers at Best Buy, Cali Ressler and Jody Thompson, who had been given the...
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...CHAPTER 10 - MOTIVATING AND REWARDING EMPLOYEES LEARNING OUTCOMES After reading this chapter, students should be able to: 1. Define and explain motivation. 2. Compare and contrast early theories of motivation. 3. Compare and contrast contemporary theories of motivation. 4. Discuss current issues in motivating employees. 5. |Opening Vignette – Best Practices at Best Buy | |SUMMARY | |Do traditional workplaces reward long hours instead of efficient hours? Wouldn’t it make more sense to have a workplace in which “people can | |do whatever they want, whenever they want, as long as the work gets done?” Well, that’s the approach that Best Buy is taking.1 And this | |radical workplace experiment, which obviously has many implications for employee motivation, has been an interesting and enlightening journey | |for the company. | |In 2002, then-CEO Brad Anderson (now the company’s vice chairman) introduced a carefully crafted program called ROWE (Results-Only Work | |Environment). ROWE was the inspiration of two HRM managers at Best Buy, Cali Ressler and Jody Thompson, who had been given the...
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...Journal of Service Research http://jsr.sagepub.com/ Job Characteristics and the Creativity of Frontline Service Employees Filipe Coelho and Mário Augusto Journal of Service Research 2010 13: 426 originally published online 21 May 2010 DOI: 10.1177/1094670510369379 The online version of this article can be found at: http://jsr.sagepub.com/content/13/4/426 Published by: http://www.sagepublications.com On behalf of: Center for Excellence in Service, University of Maryland Additional services and information for Journal of Service Research can be found at: Email Alerts: http://jsr.sagepub.com/cgi/alerts Subscriptions: http://jsr.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://jsr.sagepub.com/content/13/4/426.refs.html >> Version of Record - Oct 24, 2010 OnlineFirst Version of Record - May 21, 2010 What is This? Downloaded from jsr.sagepub.com by guest on May 7, 2012 Job Characteristics and the Creativity of Frontline Service Employees ´rio Augusto1 Filipe Coelho1 and Ma Journal of Service Research 13(4) 426-438 ª The Author(s) 2010 Reprints and permission: sagepub.com/journalsPermissions.nav DOI: 10.1177/1094670510369379 http://jsr.sagepub.com Abstract This study investigates the main and interactive effects of job characteristics on the creativity of frontline service employees. Past research investigates the link between job complexity, an...
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...| |Academic & Professional Qualifications: | | |BSc (Eng), MPhil (H.K.); MBA (C.U.H.K.); PhD[PolyU (H.K.)], MemACM; MemASME; MemIEEE | | | | | |Research Interests: | | |Mechatronics; computational intelligence; computer vision. | | | | | |FG638 | | |Tel: 2766-6659 | | |E-mail: mmdwyuen@polyu.edu.hk | | | | |PROJECT BASED LEARNING | | | |David YUEN | |Department of Mechanical Engineering, The Hong Kong Polytechnic University ...
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...Training Package | BSB07 - Business Services Training Package | Course Name: | BSB40507 Certificate IV in Business Administration | Unit Name: | BSBHRM405A Support the recruitment, selection and induction of staff (2015) | Student Number | | Student Name | Johanna Maria Gil Beleno | Current Address | 105 Crown St, Darlinghurst, Sydney, NSW, 2010 | Email | johana_gb@hotmail.es | Assessor Name: | | Result | Individual Assessments result | Assessment 1 | S NS | Final Result | C | | | Assessment 2 | S NS | | | | | Assessment 3 | S NS | | NC | Assessor Signature | | Date | | Feedback to Student | | I have received the Assessment Feedback on _________________________(Date) | Students Signature | | Assessor Signature | | Date | | Result to Wisenet by: | | Date | | Assessment Task 1: Human resources lifecycle test Submission details Student’s Name | | Assessor’s Name | | Performance objective Students will be able to identify the key phases of the ‘human resources lifecycle’, and the place of recruitment and selection in that process. Assessment description For this Assessment Task, you are required to complete the questions below that have been provided by the assessor. Procedure 1. Complete the written test. Specifications Assessors will be looking for a minimum of three HR activities for each of the five stages of the lifecycle. You are required to complete a written questionnaire, demonstrating...
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