Written response to each of the 2 questions. Response to each question should be either a series of bullet points, or a 1 – 2 paragraph response, or a combination of a paragraph with bullet points.
Case Study: “Beroni Group Managing GP-LP Relationships,” INS078
How should Jack Draper deal with the allocation of deal flow between the different funds that had overlapping mandates, and/or between one of his current funds and an eventual successor fund? There are at least 4 optional ways to invest:
Question #2: (4 points)
Regarding the impending “opportunistic” deal that Beroni’s investment committee felt was exceptionally attractive, which Advisory Committee (AC) should Jack Draper approach first, and in order to minimize potential tension among the differently invested LPs, what sort of proposal should Jack make? (your team’s response should be a brief outline of the proposal that should Jack make to the AC)
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Explore the Department of Corrections website for your state.
In your browser of choice, simply type the name of your state and department of corrections. For example: Minnesota Department of Corrections.
Corrections is one potential career option for people studying or working in the criminal justice field. According to the textbook authors, career opportunities exist as many states face a shortage of correctional officers. Likewise, staff turnover is high (Schmalleger, 2021).
Before making such an important decision to pursue this type of career, you’ll want to educate yourself on the major responsibilities required of this role and the challenges these officers face on a daily basis. This assignment will give you the opportunity to do just that by writing a 3–5 page research paper on the roles and challenges of correctional officers.
Instructions
After reviewing this week’s textbook reading and conducting research on the roles and challenges of corrections officers, you are to write a 3–5 page research paper in which you:
Explain the correctional facility staff hierarchy and the four main goals of correctional staff members, including the importance of each goal.
Outline the effectiveness of the five types of power available to correctional staff to manage inmate behavior.
Describe the factors contributing to correctional officer corruption within correctional facilities.
Report on the symptoms of stress for correctional officers and the associated underlying factors.
Summarize the effectiveness of the methods correctional officers use to cope with stress.
Use three sources to support your writing.
Choose sources that are credible, relevant, and appropriate.
Cite each source listed on your source page at least one time within your assignment
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From Understanding and Managing Diversity by Harvey and Allard. An important part of our course is researching information on diversity and multiculturalism and its social, cultural, and ethical impact upon individual citizens, groups of people, and society at large. In the twenty-first century, Web sites are an important channel of communication between organizations and their external stakeholders. If an organization is serious about its commitment to diversity, one would expect that this would be reflected in the design, content, and graphics of the Web site. Potential employees, customers, suppliers, etc., often turn first to a Web site before initiating interaction with an organization. If diversity is really integral to the mission and values of an organization, information on diversity should be easily accessible, informative, and well integrated into the Web site. You will select a specific company in an industry such as healthcare, hospitality, manufacturing government, education, sports, etc. Then, prepare a report on the following: Evaluate how accessible diversity-related material is on this Web site. Is there a direct link from the home page? What type of results does entering the term “diversity” in a search box yield? Or, do you have to explore on your own? Sometimes searching under “careers” or “press releases” may produce some diversity-related results. On some Web sites, you will have to explore deeply into Web pages to find material related to diversity. What does this say about the organization’s commitment to diversity? Evaluate the usefulness of the diversity information to potential employees, customers, and suppliers. Is the diversity material related to the organization’s business case for diversity, core values, mission, etc. the way that the organization does business? How current is the diversity-related material? Evaluate the appropriateness of the photographs and graphic material that relates to diversity. Some Web sites will feature photographs of diverse employees and customers, yet not link this material to the verbal content. Some reuse the same pictures on different pages, etc. Assume that you are a) a potential employee, b) a potential customer and c) a potential supplier or subcontractor. What perceptions might you have about this organization’s commitment to diversity based solely on the Web site? Looking at this Web site, do you think that it encourages or discourages diverse employees to apply for jobs in this organization? Why or why not? What internal management issues can affect the prominence that diversity gets or doesn’t get on an organization’s Web site? Are there any diversity awards listed on the Web site? If so, review the criteria and selection process as presented in the Allard article on awards (from the textbook) or if the award is not mentioned in that article. Evaluate the value of the award through the sponsoring organization’s Web site. If you were a (female, over 55, racial minority, person with a physical challenge, gay or lesbian, etc.) job applicant and you have read an ad for job opening for which you are fully qualified. Based on your audit of the company web site what perceptions might you have of this company before you even walk in the door? Would you still apply for the job? Why or why not? Primary Dimensions Include: Age Gender Mental/Physical abilities Race Ethnic Heritage Sexual Orientation Secondary Dimensions Include: Geographic Location Military and Work Experience Family Status Income Religion First Language Education Organizational Role Level Communication Work Styles You will submit the report in three sections throughout the course, with a due date for each section. These due dates are posted on the Course Summary. The Course Project should be 6-8 pages in length. Your 4 relevant scholarly/peer reviewed sources may include your textbook and books and articles obtained through the DeVry library. Credible articles from news, government (.gov), or academic (.edu) websites can also be used; acceptable examples include NPR, The Washington Post, The New York Times, and Business Week. Do not use Wikipedia and similar encyclopedia websites, such as about.com or “cheat” websites like coursehero or chegg. Please review the detailed instructions for each phase of the project, which you can find in the Assignment content item for that week. Your project will be graded as follows. Proposal paper: Diversity is one of the elements that many organizations are struggling to make sure their workforce is as inclusive as possible. The top management of these organization have established various strategies that facilitate the implementation of diversity within the organization (Apple Inc., 2016). The main objectives of implementing diversity in the organization is to enable each employee to feel appreciated and recognized within the organization. This proposal focused in the study of Apple Company website. This website was chosen because the company has clearly outlined the recognition of diversity among the employees. The research goals of this proposal is to look at how the Apple Company website was designed to include diversity in the information accessible to the public. This also include how the inclusion of diversity in the website has benefited the company in the quest of innovation and creativity. Upon typing the word diversity in the search bar in Apple website, a menu of series of plans the company has for the diversity pops up (Dike, 2013). In the menu, plans have been highlighted and a person can easily navigate to the plan he/she is interested in. Some of the plans include the policy of the company regarding inclusion and diversity, creation of jobs based on diversity, present and future plans for the workforce in respect to diversity. After navigating through the website, it was clear that Apple Company Website provide the information that captures the needs of diverse workforce and potential employees. Therefore, any employee visiting the side has high probability of applying for the employment regardless of diverse background. Similarly, the consumer will be willing to acquire any product of the company due to the support the company has regarding diversity. In addition, the company’s website clearly indicated that the products of the company are produced by a diverse team, thus satisfying the needs of diverse society. Potential suppliers will be convinced to apply for tenders to supply materials and do business with the company. This is because the company in its website support suppliers from diverse backgrounds. This also follows the commitment of the company to advocate for innovation based on their diverse workforce. The pictorials shown on the webpage is a representation of diverse workforce brought from different regions of the world. These individuals are shown working on various projects and research that improves the products of the company (Apple Inc., 2016). One thing that was noticeable in the pictorials was most individuals displayed seem young in age especially those working on research. Therefore, it will be appropriate to inquire on the age limit before proceeding to apply for the job vacancy. In terms of disability and sexuality, it is not a big deal because the company has clarified in the website that it supports diversity of workforce. Due to diverse cultural background of the employees, the Apple Company has continuously produced competitive products. The diverse workforce brings on board skills, innovation and creativity that drives the productivity of the company (Apple Inc., 2016). It is important to understand that the age variation in the team helps the team to build on experience and improve on areas that the company identified to need improvement. In general, the website of Apple Company has gather for diverse workforce, consumers and suppliers. This is one of the reason that makes Apple products very competitive in the market. References Apple Inc. (2016, January 1). Employee Diversity. Retrieved from Apple Company Website: http://www.apple.com/diversity/ Dike, P. (2013). The Impact of Workplace Diversity on Organization. ARCARDA, 56.
This paper is a report of Apple Inc’s website and activities with regard to diversity. It focuses on the content, design and graphics of the website with regard to the homepage and relevant links such as Search and Diversity pages. In so doing, it explores the suitability of the company for diverse potential employees, customers and suppliers. Further, it looks at the management issues that affect diversity at Apple as well as any awards that the company has got in the areas of diversity.
Suffice to say the diversity policy at Apple has been greatly shaped by its former CEO Steve Cook and the current one Tim Cook. The CEOs identify with the LGBTQ community, one of the minority groups underrepresented in the corporate world. Their support is reflected in that in 2017, the company dedicated a portion of the proceeds from its Pride Edition Apple Watch to the support of various work by LGBTQ organizations such as GLSEN, PFLAG and ILGA (Apple Inc., 2017). Apple has also been recognized as one of the Best Places to Work for LGBTQ Equality.
The diversity policy is further heavily impacted by the current overall senior vice president Katherine Adams who has excelled in an industry where women are generally underrepresented, taking the opportunity to enhance representation of women in the various job categories at Apple in the recent past.
Apple business and homepage
Apple.com is the homepage of Apple Inc., one of the leading technology companies in the world. At the time of visiting the website on 17 December 2017, the homepage featured the latest products that are available to diverse people all over the world. These include the iPhone X and iPhone 8, iMac Pro, Apple Watch Series, Apple TV 4K, and iPad Pro (Apple Inc., 2017).
Among the graphics for these products, only the one for Apple TV 4K featured human figures. The other product profiles had graphics that showed the products themselves. The profile for Apple TV 4K featuring human figures was average in its display of diversity. There was a TV screen with a snapshot of a Caucasian heroine in a popular movie series. The snapshot also had a byline for the movies coming up next on the TV; with most of them having ordinary, female, Caucasian figures. Supplementing these were cartoon characters and nondescript silhouettes. The design of the screen had evidently not considered diversity especially with regard to gender, race and disability (Harvey and Allard, 2014).
The homepage of Apple also featured main and footer menus. The main menu had links to the product pages as well as support and search. The footer had a more detailed menu that included a drop down menu for Apple Values that………………………………………………………………………………………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………… Managing Diversity by Harvey and Allard
research article ‘Competencies for Managing Change’ some qualities ‘competencies’ were identified by the authors. In your own opinion, which of the identified ??
competencies is the most important and why?
Bond UniversityePublications@bondMirvac School of Sustainable Development Institute of Sustainable Development andArchitecture1-1-2010Competencies for managing change Lynn Crawford Bond University, Lynn_Crawford@bond.edu.auAnat H. Nahmias Human Capital Practice, Presence of IT, SydneyFollow this and additional works at:http://epublications.bond.edu.au/sustainable_developmentPart of th eBusiness Administration, Management, and Operations Commons This Journal Article is brought to you by the Institute of Sustainable Development and Architecture atePublications@bond. It has been accepted for inclusion in Mirvac School of Sustainable Development by an authorized administrator of ePublications@bond. For more information, please contactBond University’s Repository Coordinator.Recommended CitationLynn Crawford and Anat H. Nahmias. (2010) “Competencies for managing change”Internationaljournal of project management,28 (4), 405-412.http://epublications.bond.edu.au/sustainable_development/57Crawford, L. H. & Hassner-Nahmias, A.(2009). Competencies for Managing Change. International Journal of Project Management, Submitted for publication.Page | 1Competencies for Managing ChangeProfessor Lynn CrawfordUniv Lille Nord de France, F-59000 Lille, France; LSMRCMirvac School of Sustainable Development, Bond University, AustraliaVisiting Professor, Cranfield University, UKDirector, Human Systems International LimitedandDr Anat Hassner Nahmias Change Management Leader, Human Capital Practice, Presence of ITAbstractOrganisational changes are now recognised as a specific project type that can benefit from the application of project management skills, tools and techniques. Associated with this trend is evidence of a degree of rivalry in the marketplace between Project Managers and Change Managers concerning who should be managing business change. And these are not the only contenders. Corporate executives and senior managers, although they may engage the assistance of both Project Managers and Change Managers, generally see themselves as taking the leading roles in managing major organisational changes and transformations. As such endeavours are most likely to take the form of programs, comprising multiple projects across the organisation, Program Managers are seen by some as being most likely to be responsible for managing organisational change initiatives. This paper reports on research undertaken to explore the differences in approach and practice of Project, Program and Change Managers as a basis for determining the competencies required to effectively manage change initiatives. Crawford, L. H. & Hassner-Nahmias, A.(2009). Competencies for Managing Change. International Journal of Project Management, Submitted for publication.Page | 2Competencies for Managing ChangeIntroduction In the project management field, organisational changes have become recognised as a distinct type of project or program (Partington, 1996) that has generated a growing research interest (Levene and Braganza, 1996; Crawford et al. 2003; Pellegrinelli, 1997; Leybourne, 2006; Bresnen, 2006; Lehtonen and Martinsuo, 2008; Nieminen and Lehtonen, 2008). In the field of change management, organisational change initiatives are often described as projects or programs and reference is made to use of project management skills, tools and techniques (Dover, 2003; Leybourne, 2006; Biedenbach and Söderholm, 2008; Oswick and Robertson, 2009). In the marketplace, there is evidence of a degree of rivalry between Project Managers and Change Managers concerning who should be managing business change. And these are not the only contenders. Corporate executives and senior managers, are generally the change owners, and although they may engage the assistance of both Project Managers and Change Managers, generally see themselves as taking the leading roles in major organisational changes and transformations. As such endeavours are most likely to take the form of programs, comprising multiple projects across the organisation, Program Managers are seen by some as being most likely to be responsible for managing organisational change initiatives (Pellegrinelli et al. 2007). There is a popular view in the project management community that Project Managers are managers of change or change agents (Turner et al., 1996), but others (Partington et al. 2005) consider that projects or programs that require significant amounts of behavioural and organisational change, particularly those that might be characterised as involving 2nd order change (Levy & Merry, 1986; Gareis, 2009) demand high levels of interpersonal skill, astuteness and sensitivity and a fundamentally different approach to the candid, direct, and rational style valued in competent project managers. They also suggest that Project Managers, or Project Managers promoted to Program Manager roles are not always suited to the demands of organisational change Crawford, L. H. & Hassner-Nahmias, A.(2009). Competencies for Managing Change. International Journal of Project Management, Submitted for publication.Page | 3projects. They need to learn skills and capabilities beyond those required to manage a typical project in order to drive change. In practice the role of the Change Manager has emerged from a different disciplinary background to that of Project Managers. Project management can be seen as having its origins in engineering with a focus on planning and control while organisational change as a discipline has grown from the Organisational Development field (Vaill, 1989) and places significant emphasis on the behavioral aspects of managing change. This leads to the recognition that there are two distinct bodies of knowledge underpinning the practices of the Project Manager and the Change Manager. The project management body of knowledge is well defined in standards and guides produced by the project management professional associations. The field of organisational change and development is less well served in terms of professional and representative bodies (Hughes, 2007, p. 47) and practice standards but arguably much richer in terms of theoretical foundations. Consideration of both fields suggests that Change Managers coming from organisational development backgrounds may lack the technical and administrative discipline of project management, while Project Management qualifications offered by the professional associations and even the majority of academic institutions do not require Project Managers to demonstrate practice or underpinning knowledge in organisational development or behavioural aspects of change (Pellegrinelli, 2002). There is certainly evidence that poor management of human factors is associated with failure of organizational change projects (Buchanan and Boddy, 1992; Todnem, 2005; Luo et al. 2006; Maguire and Redman, 2007). The role and professional background of the person best suited to manage change is atopic of often-impassioned debate in the literature and in practice. There are many who believe that this role should be performed by the Project or Program Manager(Obeng, 1994; Turner et al., 1996; Pellegrinelli, 1997; Kliem et al., 1997). Other authors believe that the person managing change should come from a background which is less technical or project-based and more focused on behavioral science such as human resources, organizational development, and/or psychology (Kanter et al., 1992; Connor and Lake, 1994; French and Bell, 1999; Cummings and Worley, 2001; Crawford, L. H. & Hassner-Nahmias, A.(2009). Competencies for Managing Change. International Journal of Project Management, Submitted for publication.Page | 4Caluwé and Vermaak, 2003). The OGC’s Managing Successful Programmes (Office of Government Commerce (OGC), 2007) envisages that roles of both Programme Manager and Business Change Manager will be involved in the management of change initiatives. As mentioned earlier, Project and Program Managers’ roles are well-established in literature, in practice, in academia and by professional bodies such as the Project Management Institute (PMI) and the International Project Management Association (IPMA). Change Management roles are not as clearly articulated. Job sites such as “My Career,” “Monster,” and “Seek” provide evidence of consistent demand for Change Managers, but role definition and support is considerably less well developed than it is in the project management field. Although a Change Management Institute (CMI), with global aspirations, was formed in Sydney in 2005 to meet “the professional development needs of Change Managers through the provision of networking, education and accreditation” (Change Management Institute, 2009), professional bodies for change management are not as well established as they are for project management and there is very little literature support for specific change management roles. The change management literature focuses more on theories and processes of change than on the definition of roles of those involved in its implementation. Many actors, at different levels of the corporate hierarchy, are seen as involved in effecting organisational change. Reference is made to change leaders, change agents, change managers, change drivers, interim managers (Smid et al. 2006), organisational development consultants (French and Bell, 1999; Caluwé and Vermaak, 2003), as well as an “external consultant or internal project leader” (Jarrett, 2004, p.246; Jarrett, 2004). Although the use of projects to implement change (Biedenbach and Söderholm, 2008) and the need for project management skills (Nikolaou et al. 2007) are mentioned, the change management literature does not specifically identify a need for Project or Program Managers. This paper reports on research that aims to contribute to the emerging and very practical debate about choice of managers of change projects by examining the competencies required to manage change.
Of the competencies identified by the authors, the most important ones are required to implement change in organizations, regardless whether the change is implemented by project/program managers or change managers and regardless whether the change is first or second order. The competencies exhibit both leadership and management skills, knowledge and attitudes. They demonstrate technical and administrative discipline as well as knowledge of organizational development and people’s behavior.
Hence the major competencies advocated for by the authors are leadership, team selection and development, communication skills and stakeholder management. Other important competencies are cultural awareness,decision-making, quality management and general management skills (planning, monitoring and controlling)………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….
Read ”Managing Transformation at National Computer Operations” at the end of Chapter 3 of your textbook. Read at least two scholarly articles that address organization redesign generally, or at NCO specifically. Write a paper of approximately 750 words that answers the following questions: What changes in functions or technical activities are needed in order for NCO to achieve its change design? What changes in responsiveness to the market are needed? How are these two issues related to one another in this company? Would you characterize the current organization of the company as functional or divisional or a matrix of both? Support your answer with evidence from the case study. How will this structure need to shift in order to support the desired changes? What positive and negative effects on employee behavior do you perceive given the current organizational structure? What specific changes to employee behavior do you expect to see as the structure changes, and why? Draft a proposed pay-for-performance compensation for a mid-level manager in the sales division of NCO. Be specific about what types of compensation will be used (base, commission, bonus, stock options, awards, etc.), in what percentages, and when they will be awarded. What specific behaviors do you expect to reinforce via this payment plan? Include a minimum of two sources, which may consist of readings from the University Library, your text, or other selections
The National Computer organization will have to undergo specific organizational change if they intent to remain relevant computer service providers to the banks in the next two years. The introduction of competition in a market that has been majorly monopolistic for them will require them to introduce major technological, professionalism and competitive policy changes to the company in order to survive in a now more volatile and competitive business environment.
There are several changes both in functional as well as technical activities that the national computer operation will have to adopt if they wish to be competitive in the new arena of business and attain their change design. To begin with, the company will have to invest greatly in the growth of the relevant scientific and technical knowledge regarding their service provision. There are several instances where the customers have complained about the NCO’s systems frequent break downs as well as the unreliability of their systems. If the company intends to remain competitive in the new business environment dispensation, then the company must invest in learning better technical knowledge regarding better and reliable system provisions (PriceWaterhouseCoopers, 2009. This aspect has never been apriority to the national computer operations since the company had no competitor a…………………………………………………………………………………………………………………………………………………………………………………………………………………………………. Managing Transformation at National Computer Operations ………
Locate an article in the CSU Online Library that focuses on managing conflict in an organization through communication. The article must be clearly related to the course content and have the potential to contribute significant analysis and substantial engagement with the course topic.
For this assignment, you will need to accurately identify the article’s premise, significant points in support of the premise, and the significance of those points to the course and/or the field. You need to present an insightful and thorough analysis of the article with strong arguments and evidence. Your interpretation will need to be both reasonable and compelling. You will need to apply course concepts in your analysis.
As you write the review, be certain to analyze the type of conflict discussed in the article. Use the classifications discussed in the Unit III Lesson (Rahim’s functional outcomes and Rahim’s dysfunctional outcomes) inyour analysis. Be certain to suggest communication techniques to managefunctional conflict or, alternately, communication techniques to resolvedysfunctional conflict.
Along with the article being reviewed, you will need to reference at least two peer-reviewed sources. Use the standard five-paragraph format (introduction/body/conclusion). APA format should be used. The criticalreview should be a minimum of two pages in length. Content, organization, and grammar/mechanics will be evaluated
Also read more about Managing conflict in an organization through communication
Communication is essential in solving conflicts in the workplace and it is the responsibility of the management to develop effective communication channels that aids in conflict resolutions. This paper located an article about communication as a means of solving conflicts in the organizations. The premise of this article was the importance of communication as the channel of solving conflicts within the organization(Bomba, et al., 2011). The article analyzed both the positive and the negative impacts of conflicts within the organization based on the severity and the nature of argument. To enhance benefits from the conflict, the positive impacts must be optimized and this is achievable only where the effective communication is in place. According to this article, lack of effective communication during conflicts is a recipe of endless problems and tension among the employees within the organization.
Discussion
Conflict arises when two parties trade claims over each other and it escalates when the company lacks proper conflict resolution methods which include effective communication strategies. It is important to understand that conflicts are inevitable within the organization and it is the responsibility of the human resource management to develop effective communication aimed at addressing arising conflicts. The conflict……………………………………
Managing an operating system involves performing installation and configuration tasks for a whole assortment of devices including storage, input/output (I/O) devices, and even printers. Once you have completed the LabSim tasks, prepare a Word document that summarizes one of the Lab activities for managing devices, monitors, etc.. Select one of the hands-on activities, such as connecting devices, installing USB adapters, connecting monitors, selecting and installing a printer, configuring virtual memory, etc. and discuss the process that you used to complete the task.
Describe your thoughts about whether the processes that you followed to complete the activities would influence your choice of operating systems. Consider if you thought the process was complicated and if you think it might be easier using a different operating system. Explain why. Discuss any insights regarding the various tasks. Prepare a Word document of 2–3 pages that includes the information as defined above.
………
Computer Science: Managing the Operating System
(Course Instructor)
(University Affiliation)
(Student’s Name)
(Date)
Selecting and Installing a Printer
Running a complete operating system may require other output devices such as printers, monitors and keyboards to allow various tasks to be completed. However, having only a functional operating system may not be enough for a computer system to function, but may need other output devices to allow its users to print and input some information into a computer system. The device installation allows the system configuration, which enables the output or any other device to run in the installed operating system. The following describes the process that was adopted for the selection and installation of a printer in the operating system configuration. Since the installation was to be carried out in a Linux operating system, a printer with its software was obtained. According to (Campbell, Freund, & Frydenberg, 2015), it is imperative that the printer software be obtained as they enable the operating system to run the printer. However, the device was checked for compatibility with the installed operating system. Once the software and the printer was obtained, the installation…………………………………………………………………………………………………………………………………………………………………………………………………………………….
ASSESSMENT 2 – Project Your Tasks: Part A – Setting managing and communicating Key Performance Indicators For this assessment you are required to consider a scenario from your industry and then set key performance indicators (KPIs) based on this scenario. You will need to consider the business reasons for the KPIs, look at what the current KPIs are and set target KPIs to be achieved. You will then need to: 1. Set and measure KPIs. 2. Use new or innovative approaches to meet the KPIs. 3. Define constraints to meeting KPIs. 4. Know what to do if KPIs are not met. 5. Use appropriate methods of communication. If more space is required for any answer you can attach a separate page containing name, assessment date, unit title unit code and the assessment task number and attach this page with the current assessment task before submission. Please choose ONE of the following scenarios which most closely resembles your industry. Hospitality Scenario: You are the supervisor of the Food and Beverage Service Team and have just returned from your monthly management meeting. Mr. McElm, the new GM has reviewed the Sales and Customer service history from the past 12 months and accordingly developed and set new targets to improve the organisation’s customer service provisions and sales targets. The following aspects will need to be addressed in the F&B section: Current Targeted EXAMPLE ONLY: The average per head spend currently sits at $23.00. EXAMPLE ONLY: Increase average spend to $26.50 The feedback received per 5000 customers shows 250 (5%) customers were dissatisfied with product and service provisions Improve product and service provisions proactively with a target of 98% within 9 months. There have been 37 errors or discrepancies with customer accounts/wrong orders during the past 12 months which resulted in $3,950.00 of losses Maximum discrepancies must not exceed $100.00 per month – F&B manager must be informed immediately There have been 16 complaints related to cleanliness of glassware/crockery during the past 5 months No complaints related to cleanliness of glassware/crockery are acceptable – procedures must be implemented to ensure this. Tourism Scenario: As the team leader at Bulga Bulga adventure tours you are responsible for overseeing the promotion, booking and tour guide teams of guided bus tours in outback Australia. The managing director has set business targets he would like to see achieved over the next 12 months. They are: Current Targeted On average, only 50 of our 320 customers per month are repeat customers. Increase number of repeat customers to 70 per month. In customer feedback surveys only 45% of people say they are happy with the catering on the tours. Increase percentage of positive customer surveys to 75% Commissions from bookings through our partner agencies made up $15,000 on average per month. Increase partner agency commissions to $20,000 per month. Events Scenario: You are the Team Leader of the Events Management team and have received an email from your Managing Director. Part of the email reads: Good Morning, I need to draw your attention to some problems that have recently come to my attention. On the eventmanagement.com website, our company has received 14 poor reviews out of 22. This means only 37% of people are giving positive reviews. In my opinion anything less than 80% of positive reviews is unacceptable. The 2 most common reasons given for the poor reviews are the poor quality of catering, and that events did not run on time. We know from our own customer feedback that our customers are generally very happy with our service, so I believe getting more of our happy customers to post would be a great advantage and boost our ranking on the site. As we have almost 50 customers per month I would like to see at least half of these encouraged to post positive reviews online. Also, our repeat customer figures show that only 5 of our 50 customers last month were from repeat business. I would like to see this increase from 10% to the industry average of 20%. As team leader, I am relying on you to make the team aware of the problems, set targets for improvement, and see that they are achieved over the next 6 months. Regards, Ed Ventura, MD. From this email the goals are: Current Targeted 37% of people are giving positive reviews on eventmanagement.com Increase percentage of positive reviews to 80% Unknown Get 25 new reviews posted per month on eventmanagement.com 10% of customers come from repeat business. Increase percentage of repeat customers to 20%. 1. Set and measure KPIs NOTE: Please choose ONE of the previous scenarios which most closely resembles your industry to set the following KPIs. Based on the chosen scenario, create 3 KPIs to help you monitor and manage the department. Model Hospitality KPIs KPI 1: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? KPI 2: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? KPI 3: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? Model Tourism KPIs KPI 1: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? KPI 2: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? KPI 3: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? Model Events KPIs KPI 1: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? KPI 2: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? KPI 3: KPI Name: KPI Description: Current: KPI Target: How you will measure this KPI? Over what time frame? 2. New or innovative approaches to meet the KPIs For each KPI, outline the steps that you think need to be taken to achieve the KPI. You might need to employ innovative approaches (procedures, processes, systems, technology, etc) to make sure that you and your team achieve each KPI. KPI Target Steps involved to achieve this KPI. Increase total sales per head from $23 to $26.50 per head. Selling drinks is key to increasing sales per customer. Wait staff need be proactive. Knowledge of specials and menus. Employing suggestive selling methods. KPI Target 1 KPI Target 2 KPI Target 3
3. Constraints to meeting KPIs. What could prevent you (organisational constraints) from implementing these new techniques? What needs to be considered? 4. What to do if KPIs are not met. What will you do if you identify that staff members struggle or do not achieve the set targets? Think about the technique you would use to find where the problem lies, who you would communicate with and the steps involved in finding a solution. 5. Methods of communication. What methods of communication will you use to communicate the KPIs to your team? Part B – Performance Review Performance reviews are used by managers and supervisors to give and receive feedback from staff. In this part of the assessment you will create a set of evaluation criteria to monitor and evaluate your staff. You will need to: a. Set Job Responsibilities and Tasks b. Relate job responsibilities to specific performance indicators c. Employee Feedback d. Professional Development e. Bonus and Reward Systems f. Provide employees with feedback g. Delegating tasks a. Set Job Responsibilities and Tasks Choose one Job Role within your department and document the responsibilities for that job role. Use the following example as a guide: EXAMPLE: Roles and responsibilities JOB TITLE Responsibilities Head waiter • Provide table service to tables. • Abide by responsible service of alcohol laws. • Comply with all workplace health and safety guidelines. • Train junior staff on customer service and upselling techniques. • Act as a positive role model by offering excellent customer service. • Supervise junior staff during table service. • Monitor billing and payments of orders during service. • Delegate job tasks to other waiting staff. JOB TITLE: Responsibilities b. Relate job responsibilities to specific performance indicators Using the job responsibilities, you listed in part A, create specific performance indicators. You will need to: • State what the indicator is • Document how the indicator will be measured Example: Performance Indicator: How this will be measured: Delegate job tasks to other waiting staff. All waiting staff to know their own role and tasks for each shift. Performance Indicator: How this will be measured: Performance Indicator: How this will be measured: Performance Indicator: How this will be measured: c. Employee Feedback List 3 methods you can employ to encourage employees to give you open and honest feedback, and give an example of each: EXAMPLE: Method: Example: Staff meetings During each staff meeting devote time to asking for ideas or contributions from staff. Acknowledge staff who have given feedback. Method 1-3: Example: 1. 2. 1. 2. 3. 3. d. Professional Development Training and development should help solve problems or skill shortages in the department and improve both the staff member and the business. List 3 techniques which you can use to identify problems or skills shortages in your department, which will help you determine training needs. EXAMPLE: TECHNIQUE TO IDENTIFY PROBLEMS OR SKILLS SHORTAGES: Using customer feedback surveys. Customers making complaints might point you to a problem with products or service, which may highlight gaps in an individual’s knowledge or skills. e. Bonus and Reward Systems What is the purpose of a reward system? List 3 different ways you can reward your employees. For each reward type list any positive or negative aspects associated with the type of reward. Reward Positive Negative 1. 2. 3. 1. 2. 3. 1. 2. 3. f. Provide employees with feedback You should provide feedback to your staff on a regular basis. The method you use to provide feedback might depend on the time the employee has worked for you, and the context of the feedback you need to provide. For each of the following, give an example of a method of feedback (continuous, public, private) you could use to provide feedback to the employee. EXAMPLE: Work Scenario Feedback Method Training a new employee. Continuous positive feedback is needed as each task is learned and completed. New employees can feel anxious if they are not clearly shown what to do and given praise as they learn the ropes. Work Scenario 1 Feedback Method Indicating the progress of the team in relation to meeting KPIs. Work Scenario 2 Feedback Method The worker needs to be spoken to after a period of poor performance. Work Scenario 3 Feedback Method Yearly review process. g. Delegating tasks List 3 tasks you must delegate as a manager/supervisor in your department. For each task, define the benefits to delegating this task: EXAMPLE: Task Benefits of delegation Supervision of waiting stuff during table service Saves my time during service. Increases morale of head waiter. Creates professional growth for head waiter. Task 1 Benefits of delegation Task 2 Benefits of delegation Task 3 Benefits of delegation
