1. Imagine that you are the manager of a small business computing center. List at least three techniques that you would use to convince a busy, reluctant night operator to perform regular backups.
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- What tools and techniques would you use to motivate your staff if you were the head of a nursing home? Would your tools and techniques differ if you were the head of a hospital? Why do you think those tools and techniques would work or not work given your specific environment?
- In your safety inspection of the worksite, you notice in the carpenter shop that the radial saw's guard has been removed. The shop foreman states that the guard is preventing him from cutting lumber for a special project that must be completed before the end of the week. The foreman assures you that only a qualified operator will use the saw without the guard, and the saw will be locked out when not in use so that no one else can operate it. As the safety manager, can you support this action and condition? Why, or why not?
- Read Painter’s (2014) article on authentic vs. artificial leadership. Reflect on the three components (humility, respect, and partnership) in the self-check list for authentic leadership. Using this article write a three- to four-page essay that discusses your current status in these three components and write one or two specific goals for improvement in each.
- Read Painter’s (2014) article on authentic vs. artificial leadership. Reflect on the three components (humility, respect, and partnership) in the self-check list for authentic leadership. Using this article write a three- to four-page essay that discusses your current status in these three components and write one or two specific goals for improvement in each.
- Which metric does a project manager have most control over: cost variance, schedule variance, cost performance index, and schedule performance index? Explain how so. Which one does a project manager have least control over?
- Write a 1,050- to 1,400-word strategic objectives summary. Include your balanced scorecard and its impact on all stakeholders, and the communication plan. Identify key trends, assumptions, and risks in the context of your final business model. Develop the strategic objectives for your new division of the existing business in a balanced scorecard format in the context of key trends, assumptions, and risks. The strategic objectives are measures of attaining your vision and mission. As you develop them, consider the vision, mission, and values for your business and the outcomes of your SWOT analysis and supply chain analysis. Consider the following four quadrants of the balanced scorecard when developing your strategic objectives: Shareholder Value or Financial Perspective, which includes strategic objectives in areas such as: Market share Revenues and costs Profitability Competitive position Customer Value Perspective, which includes strategic objectives in areas such as: Customer retention or turnover Customer satisfaction Customer value Process or Internal Operations Perspective, which includes strategic objectives in areas such as: Measure of process performance Productivity or productivity improvement Operations metrics Impact of change on the organization Learning and Growth (Employee) Perspective, which includes strategic objectives in areas such as: Employee satisfaction Employee turnover or retention Level of organizational capability Nature of organizational culture or climate Technological innovation Evaluate potential alternatives to the issues and/or opportunities identified in the SWOT Analysis paper and table you completed in Week 3. Create at least three strategic objectives for each of the four balanced scorecard areas. Base your solutions on a ranking of alternative solutions that includes the following: Identify potential risks and mitigation plans Analyze a stakeholder and include mitigation and contingency strategies. Incorporate ethical implications Develop a metric and target for each strategic objective using a balanced scorecard format. Example: a strategic objective in the shareholder or financial perspective is to increase market share. A metric to actually measure this strategic objective of market share increase is, "The percentage of increase in market share." The target is the specific number to be achieved in a particular time period. The target for the metric of "Increase market share" could be "Increase market share by 2% for each of the next 3 years" of an increase of 2% per year for 3 years.) Outline a brief communication plan discussing how you will communicate the company's strategic objectives that includes the following: Define the purpose. Define the audience. Identify the channel(s) of communication and why you selected that channel. Format paper consistent with APA guidelines. Attachments Screen Shot 2016-04-05 at 9.17.03 PM.png Screen Shot 2016-04-05 at 9.17.08 PM.png
- Imagine that your school or center has adopted performance assessment to measure student growth. Your principal or director has asked you to create a letter for your students’ parents explaining performance assessment.
- Writing Memo: announce upcoming construction work at the office. ask cooperation from the staff during the upheaval. detail some procedures to follow while the workmen are busy in the office area.
- Clinical teaching & simulation techniques: Very Important: Be sure to Identify nursing education concepts, material presentation, tools & techniques