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ADMS 2600 Study Guide - Final Guide: Alternative Dispute Resolution, Occupational Safety And Health, Job Evaluation

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ivoryserval793
24 Jan 2016
School
York University
Department
Administrative Studies
Course
ADMS 2600
Professor
Gordon Qi Wang

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Document Summary

Discuss the strategic approach to training and development. The goal of training is to contribute to an organization"s strategic goals. To be effective, training programs need to be developed systematically. This approach consists of four phases: 1) needs assessment 2) program design: implementation and 4) evaluation (needpie) Managers must establish a context for training by deciding where training is needed, how it connects with their firm"s strategic goals and how their companies resources can be used in terms of training. A task analysis is used to identify the ksas employees need. A person analysis is used to identify which people need training. (top) Identify the principles of learning and describe how they facilitate training. In addition, the principles of learning facilitate training by helping employees grasp new material, make sense of it in their own lives and transfer it back to their jobs.

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Related Questions

Calculate the client's target heart rate using the Karvonen formula.

Training Program: Design a full 12-week periodized training program for the client described in the Client Profile. Be very specific as you design the training program. This is an opportunity for you to demonstrate your full comprehension of the information and concepts discussed throughout the course. List the types of exercise, duration, sets, reps, rest intervals, and so on.

Include the following in your case study submission:

A description of your professional responsibilities as discussed in the stages of the drawing-in process (Unit 12)


Discussion of any fitness tests, methods of evaluation, and data collection used to assess and evaluate the client's needs


Specific conditions that you have identified in the client profile


A fully detailed 12-week comprehensive and periodized training program including specific exercises, sets, repetitions, suggested rest times, etc. Use an integrated approach in your program recommendations.


Specific and detailed nutritional strategies and an explanation as to how the strategies will assist the client in meeting energy needs


Explanation for your chosen assessment, programming, and nutritional recommendations. (Be sure to reference course concepts when discussing rationale for your recommendations.


Keep in mind that a client should be able to take your program and put it into practice without having to contact you to clarify what you intended by your recommendations or to explain parts of your program.

Don't forget your explanation for WHY you listed and recommended what you did. Reference the concepts and theories covered in the course. Be sure to address why the program and exercises recommended are appropriate for the specific client given the client's history, current abilities, and intended goal(s). For example: if you are developing a program for a beginner client without any resistance training experience, explain how your program addresses the lack of experience, initial need for foundational development, process by which you would safely progress the client, etc. Tying your program to course concepts is a critical component of your case study.

Review the Client Profile below.

Client Profile: Peter Parker

Age: 28

Gender: Male

Resting Heart Rate: 80 bpm

Height: 6'4"

Weight: 252 lb

Body Fat Percentage: 29%

Background and Goals: Peter is a 28-year-old civil servant with a 9-to-5 desk job. He is 6'4" tall and weighs 252 lb. He played football and basketball in high school and some intramural sports in college, but has not worked out or been very active since. His diet is sporadic and consists of mostly processed and prepackaged foods that are quick and easy to prepare. Peter's goals are to lose weight, tone his body, and lead a healthier lifestyle. Based on Peter's current lifestyle and existing exercise and nutrition habits, design a 12-week progressive training program to help him best achieve his goals.

note: Working managers may complete this exercise based on the practices of their own organizations. Students may complete this exercise based on the practices of a current or previous employer. Instructions 1. Select and describe the boundaries of the system of interest; the term Γ’Β€ΒœorganizationҀ will be used to refer to this selected system. You may select a team, a department, a small organization (e.g., an office practice), or an entire organization. 2. To familiarize yourself with the criteria, review the section called Γ’Β€ΒœCategory and Item DescriptionsҀ in the Baldrige Criteria for Performance Excellence available from: www.nist.gov/baldrige/ publications/hc_criteria.cfm 3. The Organizational Assessment Worksheet provides a general description of the criteria category followed by selected questions from the respective 2011Ҁ“2012 Health Care Criteria for Performance Excellence category. 4. Based on the system selected in question 1, write a brief reply to the selected questions. Briefly describe your organization, including its services; size; geographic community; key patient or customer groups; and current facilities, equipment, and technology, as well as the number of patients or clients it serves. Briefly describe your organizationҀ™s key challenges and your organizationҀ™s current performance improvement system. How do senior leaders deploy your organizationҀ™s vision and values through your leadership system, to the workforce, to key suppliers and partners, and to patients and stakeholders as appropriate? How do senior leaders encourage frank two-way communication throughout the organization? How does your organization conduct strategic planning? Summarize your organizationҀ™s action plans, how they are deployed, and key action plan performance measures or indicators. How do you identify patient, stakeholder, and market requirements for service offerings? How do you build and manage relationships with patients and stakeholders to meet their requirements and exceed their expectations at each stage of their relationship with you? What are your key organizational performance measures? How do you use these data and information to support organizational decision making and innovation? How do you assess your workforce capability and capacity needs, including skills, competencies, and staffing levels? How do you address workplace environmental factors to ensure and improve workplace health, safety, and security? How do you design and innovate your work processes to meet all the key requirements? How do you improve your work processes to improve healthcare outcomes, to achieve better performance, to reduce variability, and to improve healthcare services? Provide data for one key measure or indicator of healthcare outcomes that is important to your patients and stakeholders. Provide data for one key measure or indicator of patient or stakeholder satisfaction. Provide data for one key measure or indicator of financial performance. Provide data for one key measure or indicator related to operational performance. Provide data for one key measure related to achieving legal, regulatory, and accreditation requirements. Prioritizing Improvement Opportunities 1. Review the responses to the organizational assessment questions. 2. Note any questions for which you could not provide a response (i.e., the organization does not have a defined process or approach to address the topic of the question). 3. Review the organizational performance results data. 4. Select one or more measures that demonstrate less than desirable results. 5. Select one item from question 2 or 4 as the performance gap for the performance improvement exercise .

Developing a Product-Positioning Map for McDonald's Purpose Organizations continually monitor how their products and services are positioned relative to competitors. This information is especially useful for marketing managers but is also used by other managers and strategists. Instructions Step 1 On a separate sheet of paper, develop a product-positioning map for McDonald's, Wendy's, Burger King, and Hardee's. Include in your diagram. Step 2 At the chalkboard, diagram your product-positioning map. Step 3 Compare your product-positioning map with those diagrammed by other students. Discuss any major differences. Performing an EPS/EBIT Analysis for McDonald's Purpose An EPS/EBIT analysis is one of the most widely used techniques for determining the extent that debt and/or stock should be used to finance strategies to be implemented. This exercise can give you practice performing EPS/EBIT analysis. Instructions (1-1-10 Data) Let's say McDonald's needs to raise $1 billion to expand into Africa. Determine whether McDonald's should have used all debt, all stock, or a 50-50 combination of debt and stock to finance this market-development strategy. Assume a 38 percent tax rate, 5 percent interest rate, McDonald's stock price of $50 per share, and an annual dividend of $0.30 per share of common stock. The EBIT range for 2010 is between $6.332 billion and $9 billion. A total of 1 billion shares of common stock are outstanding. Develop an EPS/EBIT chart to reflect your analysis. Discuss, in a two-page APA formatted paper, how the product positioning is aligned with McDonald's corporate strategy. Identify potential gaps in the product line or weaknesses in positioning. Describe the relevance of the EPS/EBIT chart and why it is significant with respect to strategy implementation.