...This mapping tool only includes additional training and assessment requirements for each unit. Changes to wording or additional words are highlighted in bold type Unit of competency: CHCECE023 Analyse information to inform learning SupersedesCHCPR509A - Gather, interpret and use information about children Elements of Competency/Performance Criteria 1. Gather and document information about children Changes Gaps to address in transition 1.1 Undertake observations and gather detailed information about children’s learning, using a wide range of approaches Changed wording 1.2 Ensure the assessment methods and tools used to gather information consider assessment principles New criteria 1.3 Gather information and observations over time and in a variety of spaces 1.4 Include the voices of educators, children, peers, families and other professionals where appropriate 2. Monitor children’s learning & development Changed wording New criteria 2.1 Use information and observations to analyse and monitor children’s strengths, interests, relationships and learning in conjunction with the approved framework’s learning outcomes New criteria 2.2 Identify children who may need additional support in order to achieve particular learning outcomes New criteria 2.3 Use summative assessment to reflect on children’s learning over a period of time New criteria 2.4 Collaborate with families and colleagues to support children’s learning ...
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...Foundation Credit value 6 Assessment method Written, Observation Learning outcomes: 1. Be able to explain the link between organisational success, performance management and motivation. 2. Be able to explain the relationship between performance management and reward. 3. Be able to contribute to effective performance and reward management in the workplace. 4. Be able to conduct and reflect upon a performance review. All activities should be completed Activity 1 In pairs or small groups, research and discuss answers to the following. Then provide written individual responses, in your own words, to each question. 1. Explain at least 2 purposes of performance management and its relationship to business objectives. 2. Identify 3 components of performance management systems. 3. Explain the relationship between motivation and performance management, referring to at least 2 motivational theories. 4. Identify 2 purposes of reward within a performance management system. 5. Describe at least 3 components of a total reward system, 1 of which should be non financial. 6. Explain the factors that should be considered when managing good and poor performance. 7. Describe at least 2 items of data, including 1 external to the organisation. 8. Explain the frequency, purpose and process of performance review. Activity 2 You are required to prepare and conduct a performance review meeting based on the scenario below: ‘You are a call centre manager with Botox UK...
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.........p Task 1 ............................................................................................................p 1.1 job description to help with the recruitment and selection......................p 1.2 legislations around equal opportunities..................................................p 1.3 selection process design an interview......................................................p Task 2.............................................................................................................p 2.1 skills and attributes for leadership.............................................................p 2.2 difference between leadership and management..........................................p 2.3 scenarios’ and compare leadership styles...................................................p Task 3.............................................................................................................p 3.1 benefits of team working for an organization..............................................p 3.2 work towards a specific goal ......................................................................p 3.3 effectiveness of the team in achieving the goals............................................p Task 4..............................................................................................................p 4.1 factors in planning the monitoring and assessment of work performance......p 4.2 assessments of the development needs...
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...Making Ethical decisions always involve two things. Firstly, it involves normative judgments and secondly, it the decision has to consist of a question of morality. Morality is referred to as the society’s highest standard of behavior and it is widely accepted (Dessler, 2010). What is Business Ethics? According to various individuals, each has their own meaning of Business Ethics, but generally it is the understanding of knowing what is right and wrong in the workplace in regards to the effects of products, services and the relationship with stakeholders. According to Wallace and Pekel, the attention to business ethics is condemnatory throughout fundamental change, i.e the circumstances that businesses now face both for non-profit and for...
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...A Hostile Workplace John F. Warren PHL/458 November 18, 2013 Dr. Velma Perez A Hostile Workplace Solving problems and issues can be challenging. One must be creative to produce an original idea which solves the problem. There are four stages in the creative process used to solve a problem. I briefly will describe each stage. The first stage is “Searching for Challenges.” In this stage, meeting challenges in an imaginative, original, and effective way is the essence of creativity. This stage of the creative process represents the habit of constantly searching for challenges. It is this fact where creativity hinders on the challenges that one perceives. The second stage is “Expressing the Problem or Issue.” Finding the best expression that will produce the most helpful ideas is the objective in this stage. Consider as many expressions as possible. Each expression produces different avenues of thought. This will help an individual see a problem from many perspectives. The last thing a person wants to do is view a problem form just one perspective. That will limit that individual from many beneficial avenues of creative thought. “Investigating the Problem or Issue” is the third stage. This stage allows you to gather the necessary information to effectively deal with the problem. Research, experiences, and observations will be factors in dealing with the current problem. You can also interview knowledgeable people with expertise in that...
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...interesting, as I saw this concept illustrated through my personal experience as well as through that of other interns in other professional disciplines. Having spent five months at Versace, I can confidently advise future interns to focus on the overall benefit they can bring to the organization, rather than focusing on the mundaneness of some assigned tasks. In retrospect, however, perhaps I should have observed the organization more before attempting to analyze my observations. Future interns may also avoid allowing their expectations to cloud their perceptions of the organization; they should seek to understand the interpersonal dynamics before forming an opinion. In order to be successful, an intern should be proactive and be unafraid to communicate lucidly with his/her supervisors. A social-organizational psychology student preparing to enter an internship should consider the suggestions to be observant and flexible in changing situations and environments. Observation of others’ behaviors and norms in the workplace serve as a good example to follow and pays off in person-organizational fit. I was once assigned a task to assist in the reorganization of the office space which the Marketing intern refused to complete. The task was to take a bag of keys and match the correct key to the door lock on each office. Although this was not the most stimulating assignment, I made light of it and used the opportunity to chat with employees with whom I otherwise would not have the opportunity...
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...|Candidate |Alan West |Assessor |Carolyn Baker | |Date |17th October 2010 |Workplace |Taylor Hobson | |Observation ( |Witness discussion |Professional discussion Product Reflective Account | | | | |It is a busy time in Alan West’s department. I am observing Alan during this period. | | | | | |During my observation, Alan’s phone rang. He answered in accordance with company guidelines, announcing who he is and the department | | |he works in. He answered in a very polite assertive way, using the telephone correctly. Alan greeted his internal customer in an open | | |and friendly manner. He quickly checked the AS400 to see what the lady likes to be called – Alan said this makes customer service more | ...
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...attributes, they understand how to be” on top of their game.” He encourages finding common ground with his potential customers by requesting his sales team find out what’s going on locally. Mr. Salatino allows the salesmen to observe the other sales people in action and gives them motivation to sell, by offering sales promotions to potential or current clients. He keeps the workplace vibrant and full of energy. This energy allures other sales reps to respond by attempting to make more sales. The environment, along with winning personalities, attributes to the achievements of the individual, as well as the company. The perception the employees have, is success must be earned and it will be rewarded Learning Theory In Operant Conditioning, people learn behavior on their own. Many times it is through observation, that an idea is then repeated. In this environment, everyone understands the bottom line, whether it be good or bad. Joe uses the Operant Conditioning learning theory at Great Northern American. He does this by allowing his team to mimic each other by making sales in a fast paced, positive workplace. He presents antecedents, such as, develop great customer service skills, build relationships, and sell the products. With these goals, he,...
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...Gabrielle February 2011 Sentence Outline Thesis Statement: Although, most College of Business Administration teachers prefer to use the conventional way of teaching, management students would learn best through the learning-by-doing/Constructivist approach because it provides first had experience in the business world and it challenges students way of thinking. Introduction: Business education and learning has become challenging over the last few years. The knowledge gained in university education is met until they write and pass their examinations (Gill &Lashine, 2003). Transferring knowledge from the classroom to the workplace has become one of the most important goals of business education. Basic skill development along with sound knowledge of workplace environment has become crucial in the education scenario. Whilst the most important skills needed for the business graduate in this era of globalization are technical skills, analytical skills, communication skills, multi-disciplinary and inter-disciplinary skills (Gill & Lashine, 2003) and whereby universities are educating and training students for the labour market to be professionals and business specialists, academicians still face a great challenge in making students comprehend business concepts and theories at the initial levels. I. Only a small number of College of Business Administration teachers favour to use the learning-by-doing/constructivist approach way of teaching. Some are still...
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...priority both equally. This report has examined an organisation, ABC Institute Pty Ltd, where the attaining organisational goals were given highly important by manager and employees’ needs were badly ignored. This report has indentified the high staff turnover problem in the organisation. The symptoms and causes of the problem have been discussed and analysed the problem in terms of two topics: the manager’s poor leadership skills and lack of motivation among staffs, studied as a part of course. At last, intervention programs have been proposed to improve the existing situation from the problem. INTRODUCTION It has been necessary for managers to bring changes in leading style according to demand of current business scenario. The current business scenario requires managers’ emphasis in achieving organisation goals and employees’...
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...RAILWAY SAFETY REPORT – SOUTH AFRICA (RAILWAY SAFETY REGULATORY ACT, 2002 (ACT No. 16 OF 2002) The mine Colliery is an opencast mine committed to an objective of applying the principles of sustainable development in its business activities. (Refer HSEC Policy) Every person on the mine has the right to an environment that is not harmful to their health, safety or well-being. The mine ensures the protection of employees who refuse to do work which could have a detrimental affect on their health, safety, well-being or the environment by ensuring that no employee will be held civilly or criminally liable or be dismissed, prejudiced, or harassed on account of refusal to do work if he reasonably believe his/her work would cause a hazard to the environment or other employees. Our VISION To be the world’s leading coal mining company. Our VALUES * Zero Harm – ensure a safe working environment; compliance to rules is absolute; prevent harm to people, environment and equipment; zero harm is achievable and is everyone’s responsibility. * Respect – treat people fairly; recognize that people make the difference; accept accountability for our behaviour; value and leverage the strength in diversity. * Teamwork – encourage participation; pursue common goals; ensure consistent and transparent communication. * Excellence – develop people to their full potential; ensure predictable continuous improvement; stretch our capabilities to benchmark...
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... Many years of hard work paid off and he earned his degree in electrical engineering from The City University of New York. He joined the United States Patent and Trademark Office (USPTO) after graduation and obtained a job as a patent examiner. He worked his way through the examiner ranks and eventually became a primary patent examiner and most recently, a supervisory patent examiner. He currently oversees the work of over ten employees, trains newly hired examiners, and acts as the senior head of his workgroup. Wadu’s twenty-plus years of as an employee at the USPTO has brought large amounts of information pertaining to leading employees, promoting the views of the agency, and guiding employees towards a path of success. From observation, Dawu exhibits certain daily behaviors that separate him from other supervisors. One behavior I...
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...In today's global work environment, it's a given that companies need culturally diverse teams to succeed. Both scientific studies and common sense tell us that having people with different viewpoints onboard increases the creativity that teams will employ in solving problems. Of course, that's assuming all members of the team are pulling in the same direction. But what if they aren't? Can being exposed to intercultural conflicts and tensions have an impact even on observers who are not directly involved in these disharmonies? Harvard Business School Assistant Professor Roy Y. J. Chua started asking those questions a few years ago, when writing a case about a Chinese luxury apparel company. The firm had members from China, Hong Kong, Germany, and France, who were all working together to meld Chinese elements with Western fashion. As he observed them, however, Chua saw tension and miscommunication based on cultural differences. "Even though, when you asked them, they didn't think it was a problem, I wondered if it could have an indirect impact on people observing these tensions," he says. Chua compares it to the kind of "hostile work environment" that occurs in cases of sexual harassment or racial discrimination—in which coworkers' morale or performance suffers even when they are not the direct targets of abuse. He coined a term for the phenomenon, "ambient cultural disharmony," which he discusses in depth in The Costs of Ambient Cultural Disharmony: Indirect Intercultural...
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...Mini-Case: Reaching An Agreement on Flex Time The primary causes of workplace conflict are seen as personality clashes and warring egos (49%), followed by stress (34%) and heavy workloads (33%). Culture also plays a part in the perception of causes. —CPP, Workplace Conflict\ Although each organization is unique in its structure and culture, there are still commonalities when it comes to conflict. As you have discovered in the Learning Resources, regardless of the type or location of an organization, personality differences and job-related stress can result in conflict.As you review the Learning Resources for this week and prepare to write your Discussion posting, contemplate the following: Consider the above quote. Do you feel it adequately describes your workplace and causes of conflict? Reflect on the most common types of conflict and why they occur. Note: You do not need to directly answer these points in your discussion post as they serve only to begin your thinking process.Step 1: Prepare for the week’s discussion by reading the following perspectives of two members of an organization involved in a conflict.Norm's Family ProblemsFor 10 years, Norm has been a front-line infantryman in the marketing wars. He has worked his share of 14-hour days and contributed well to his company's bottom line. Three years ago, Norm got married. At first, it seemed his wife was very accommodating of his busy schedule. She did not seem to mind him coming home late or having to bear...
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...ILM Level 3 Award in First Line Management Understanding training and coaching in the workplace. Understand how to provide training appropriate to the workplace. Identifying training needs. A training need may arise for many reasons this could include the maintenance of existing competencies, a change in procedures, the acquisition of new equipment, a change of roll and responsibilities, the identification of unsafe practices etc. Xxxxxxxxxxxxxxxxxxxxxxxxxxxxx use two systems for recording the maintenance of existing competencies these being Terian that is used to ensure that front line personnel meet the requirement to attend risk critical assessments within specified time periods, and PDRPro which is an electronic personal development recording system. An annual training plan is developed for each station based on the risk profile for that station and identifies topics to be covered during weekly training sessions . A review of relevant Standard Operating Procedures is incorporated within these training sessions to make sure all personnel are familiar with the correct procedure and are aware of any changes. Safety issues that have arisen within the service are also briefed to personnel using Operational Procedural Alerts. Training techniques. Dependant on the training required various techniques are available. Most commonly used are practical scenarios and simulations that allow personnel to gain experience in following standard procedures and gain familiarisation...
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