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Instructions

Review the following lectures:

• Performance Management, Employee Performance, and Reward Systems
• Employee Performance and Measurement Approach
• Organizational Performance and Strategic Planning
• The Performance Management System and Employee Development Plan

Introduction

In Week 1 and Week 2, you conducted some preliminary work in order to gain a better understanding of performance management. Now, it is time for you to put your knowledge into action so the production department, sales department, and quality assurance department can unify their vision for the organization. In this week, you will develop a plan to link the performance management system with the organization’s strategic goals.

Tasks

• Evaluate the purpose of a performance management system.
• Analyze the benefits of implementing a well-defined performance management system.
• Create a vision statement, mission statement, and goals for the organization.
• Analyze one of the approaches to measure performance.
• Develop a performance management system that will align with the organization’s strategic plan.

To support your work, use your course and text readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Submission Details:

• Create a 4-5 page Microsoft word document.
• Name your file as SU_HRM5050_W3_Project_LastName_FirstName.

Write a paper of 20–25 pages that demonstrates the ability to design a large-scale transformative change initiative utilizing the theories and methods explored in the course (including theories supporting the open systems model). Your paper should describe the qualitative (character) measures and the quantitative (performance) measures of a real life or fictional organization of at least 5,000 employees. Your paper should include the following information:

• Introduction: Give a  brief description of the organization, including an organization chart,  industry position, and financial information. 
• Diagnosis of the problem: Why is a transformation needed? Possibilities include technology changes, loss of market share, or decreasing profits. In this section of the paper, you will describe the internal and external      environment of the organization that you are in charge of transforming. 
• Transformation strategies: What transformation strategy or strategies do you plan to employ based on your diagnosis? Include qualitative and  quantitative measures for any strategy that you decide to employ. Also include roles and responsibilities for each element of your transformation  strategy. 
• Summary: Provide a summary of the expected output from your transformation strategy,  including a before-and-after comparison of organization performance.  Include time frames for all performance improvements. 

• Week 6 Assignment 2: New Supervisor Training – Click Here to Submit
  Assignment 2: New Supervisor Training on Performance Evaluations
  Due in Week 6 and worth 300 points
  Now that the position has been created, you’ve taken the opportunity to create a PowerPoint presentation to train new supervisors on how to conduct performance evaluations.
  Whether you use an annual evaluation, real-time feedback, or quarterly evaluations, it is important that new supervisors understand:
  • the rationale for a performance evaluation in general,
  • the rationale for the specific one in use,
  • the instrument used, and,
  • the process for the evaluation.
  • The PowerPoint presentation should be a minimum of 10 slides with graphics and Notes Pages.
    NOTE: One of the positions the new supervisors will be conducting performance evaluations on is the job in your description from Week 3. Find creative ways to incorporate your work from that assignment into this one.
    Your assignment must follow these formatting requirements:
  • You must include the Notes Pages. This is where you explain in detail the thoughts you want to convey in each slide, only in more depth.
  • Visually appealing: graphics (required) should be appropriate for the environment and audience. Text should be visible from 18 feet away (generally considered 18 pt. font or larger).

·   Identify, contact, and engage a real-life group or team that you can work with in two sessions to conduct a team development exercise. Then, write a team development plan and post-session summary based on your first completed team session.

Assessments 1 and 3 in this course will allow you to:

·  Demonstrate your ability to facilitate a team in building capacity towards becoming a learning organization.

·  Analyze the use of specific change management learning disciplines in a team setting.

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These two assessments will be based on a pair of team development sessions that you will facilitate with a real-world group of about five individuals.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

·  Competency 1: Apply change management interventions. 

o  Describe a team development exercise used with a team, based on a relevant learning discipline.

o  Describe a team development experience based on a relevant learning discipline.

o  Explain lessons learned for chosen discipline and group dynamics.

·  Competency 2: Analyze applications of change management principles. 

o  Define change management and change management principles.

o  Explain the learning disciplines of personal mastery, mental models, and shared vision.

o  Explain the process used to select a learning discipline and the rationale for its selection.

o  Explain successful and unsuccessful aspects of team development.

o  Explain lessons learned for planned and unplanned team facilitation journeys.

• To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

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• What are the pros and cons of Senge’s five disciplines of a learning organization (personal mastery, mental models, shared vision, team learning, and systems thinking) as an approach to change management?
• Have you experienced the learning organization elements found in Senge’s deep learning cycle(skills and capabilities, awareness and sensibilities, attitudes and beliefs) and the organizational architecture (guiding ideas, innovations in infrastructure, theory, methods, and tools)? Would any of your professional experiences exemplify the use of deep learning cycle and organizational architecture? Consider examples from your experience when these elements were not used, but might have benefited the organization.
• Consider Senge’s wheel of learning (reflecting, connecting, deciding, doing) as applied to an incident in your life. What do you notice about the dynamic of planned and unplanned change?
• Define your personal vision; what do you really want? What would having that vision bring you? As a leader of a team, why might it be important for the people you are leading to understand your personal vision, and vice versa?
• What are your top five values, and how do they support or detract from your personal vision? Why might it be important as a leader to share your personal values, or to create a conversation about values to highlight a change from where we are now to where we want to be? How does where we want to be relate to what we value? How can articulating a vision and values help build trust in a team and what obstacles exist to that articulation?
• When considering an issue or problem, the more stakeholders’ perspectives you consider, the more possibilities can be discovered to act upon. When considering each perspective, reflect on the four factors of time, expectation, examination, and understanding, to better understand each stakeholder’s position on an issue.
• After you have completed your first team development session, reflect on how it felt to be the change agent. What did you do that helped or hindered change?
• Consider an experience from your past in which you were involved in setting a vision with a group. At what level were you asked to engage, and how did that affect the success of achieving the vision? What is your preferred level of engagement as a leader? What are the risks and opportunities in increased participation in vision setting?

·  assessment is based upon the first of a pair of team development sessions that you will facilitate with a real-world group of about five individuals. For each session, conduct an exercise based on one of Peter Senge’s five disciplines for team development.

Preparation

Selecting the Team

Identify, contact, and engage a real-life group or team that you can work with in two sessions, to conduct two team development exercises. Select a problem or issue within the group that the team can work on, using the exercise you have chosen. The goal of each session is to bring team perspectives to this problem or issue, rather than to solve the specific identified problem.

Ideally, your team should consist of individuals from your workplace, or with whom you have a professional relationship. If this is difficult to arrange, there is flexibility as to both group composition and mode of communication. You can simulate an organizational team with members drawn from a social organization to which you belong; a church, community, or civic group; a private club; or a group of personal friends, acquaintances, neighbors, or even family members. As part of your final assessment, you will make hypothetical recommendations to a specific audience, based on the results of your two sessions. Ideally, this audience would be the larger organization in which the team functions, but it could also be to the session team itself, members of an educational symposium, or another relevant group.

If necessary, different team members may attend each meeting. Moreover, team members do not have to reside in the same town. The meetings may be held virtually (for example, by phone, e-mail, or Web conference).

The size of your team should (preferably) be about five people, including you. It can be larger, although more than 10 can make facilitating the exercise challenging. It can be smaller, but should not be less than three people, with you included. A very small group can present facilitation challenges, in terms of generating participation and a range of views.

Selecting the Exercise

In each team change management session, you will conduct an exercise based on one of the concepts and tools from Peter Senge’s five disciplines. Choose the disciplines your team will focus on from the following options:

·  For your first session, lead your group through a team exercise based on the personal mastery discipline, the mental models discipline, or the shared visions discipline.

·  For your second session, lead your group through a team exercise based on the team learning discipline or the systems thinking discipline.

Use your judgment in choosing each exercise, based on the suitability of its goals to the nature of the team.

Recruiting the Team

When recruiting your team for each session, introduce yourself (if necessary). Briefly explain the nature of your task, the time commitment required (two one-hour sessions), and that you will be reporting your results on the experience. Indicate that you will protect all team members’ personal information and their identities. (You may also want to repeat this information at the start of each session.) In your explanation of the task, include a brief overview of both sessions. Schedule each session to last at least an hour.

Directions

Submit your first team exercise plan and post-session summary based on your completed team session.

Plan your first team exercise and write a team development plan for your first session. Your exercise for this session should be based on one of the following three disciplines identified by Senge:

·  Personal mastery.

·  Mental models.

·  Shared vision.

Facilitate the first team development session, addressing the following:

·  Define change management and the first three disciplines: personal mastery, mental models, and shared vision.

·  Explain the learning discipline you have chosen and why it is important.

·  Explain how you will use the organizational team development material (the exercise) during the session.

·  Briefly introduce the problem or issue the team will work through, using the exercise.

·  While conducting the exercise, take copious notes. Record the session, if possible.

Write a post-session summary based on the completed experience. Include the following in your assessment:

11.  Define change management and change management principles.

12.  Explain the three learning disciplines that you examined for this assessment: personal mastery, mental models, and shared vision.

13.  Describe the organization of the team you have selected for your assessment and identify the sector of the organization (non-profit, government, business, or industry). If you will not be working with employees of an organization, please indicate the nature of your group.

14.  Team exercise plan: 

o  Outline the schedule for your first team development session. Include the job titles or roles of the team members participating in the session. List the scheduled meeting date and time.

o  Describe the problem or issue you chose as the intended purpose for your team development session.

o  Identify the learning discipline that you chose to focus on for your team exercise. Explain the process used to select that learning discipline, the rationale for its selection, and the team development exercise that you used with your team.

15.  Post-session summary: 

o  Describe your team development experience in a narrative format.

o  Explain the successful and unsuccessful aspects of the team development exercise.

o  Explain the lessons learned for team facilitation, including both planned and unplanned journeys that resulted.

o  Explain the lessons learned for your chosen discipline, and its potential for helping a group examine itself, choose new direction, and commit to that direction.

Since this is the final course in your journey through the PPA program, it is worth reflecting on what you are learning and how it connects with work you have done up to this point. In a short paragraph, identify one or more projects or topics that have shaped your approach to public policy. Answer these questions in your reflection:

• What was this topic or project?
• How has it shaped your thinking on public policy?
• How does it inform your choice of a topic for the project in this course?

200 Words in Microsoft Word Format.  No References needed.

Assignment 8

Overview

As we learned this week, the strategic management process has five steps: 1) Establish the mission and the vision; 2) Assess the current reality; 3) Formulate the grand strategy; 4) Implement the strategy; and 5) Maintain strategic control.

Below is a 6-minute video where Professor Donald Sull discusses recommendations for translating strategy into results.

Harvard Business Review video Why So Few Managers Understand Their Company’s Strategy. (Links to an external site.) (06:15)

Link= https://hbr.org/video/4013635003001/why-so-few-managers-understand-their-companys-strategy

Discuss

After watching the video, choose one of the questions below to answer:

1. Describe how you, or someone you know, used some of the recommendations in the video to implement either new ideas or strategies at work. What are the lessons learned?
2. Identify a current or previous supervisor, or someone you know, that used any of the recommendations in the video and discuss how effective the recommendations were. What are the lessons learned?

Option #1: Future of the Workplace

As we have learned, the nature of the workplace is changing rapidly. The rise in the use of robots and artificial intelligence has decimated the employment prospects for many employees in many industries. It has also changed the nature of the role of human resource professionals. With that as a background, compose a paper that addresses the following:

• Provide a general overview on the rise in the use of robots and artificial intelligence in the workplace. Present evidence that the use of robots and artificial intelligence is increasingly taking the employment opportunities to which humans have traditionally performed, including the level and scope of this trend.
• Assess how this trend has affected the promise and security of continued employment for some/many in the United States economy, including an assessment on how the nature and type of employment is changing for the typical US worker (e.g., more part-time employment or static wages).
• Present the criteria a human resource professional should review before determining whether a position should be filled by a robot or through artificial intelligence.
• Discuss how these trends will affect the role of human resources, including the typical human resource functions such as recruitment, compensation, labor relations, risk and liability management, and organizational effectiveness.
• Finally, discuss the role and duty a human resource professional has to ensure full employment for employees and, most importantly, the responsibility human resources should assume for those workers displaced by a world where robots and artificial intelligence are increasingly performing.

Your paper should be:

• 12-15 pages APA format

Health Communication

Jean is a health care administrator for a hospital that serves an urban population. Jean is promoting a recent initiative to install a free clinic to provide minor urgent care. Before the hospital can begin allocating resources to install the free clinic, the hospital directors are asking that Jean establish a community meeting to allow community members to provide feedback on what type of medical services the free clinic should provide. Jean would like to announce the community meeting to generate interest.

What considerations should Jean keep in mind when announcing the community meetings? How might Jean integrate the feedback from community members to ensure that the free clinic’s health care services marketing campaign effectively communicates the types of services offered by the free clinic?

For this Discussion, review the resources for this week and reflect on elements of health communication essentials for the role of a health care administrator. Then, consider how trends in health communication might impact your role as a health care administrator and reflect on how health communication influences future health care services marketing campaigns.

By Day 3

Post by a brief explanation of two key elements of health communication that are most essential for a health care administrator and why. Then, explain how one key trend in health communication may affect your role as a health care administrator. Finally, describe one way you might use health communication in a future health care services marketing campaign and explain why.

 Overview: It is important for you as a healthcare provider to advocate for populations through policy. Assessing the needs of a vulnerable population and identifying the policies affecting them to ensure positive outcomes is part of the advocacy process. Understanding U.S. health policy is a crucial component of developing a global perspective. A global perspective also requires considering the Millennium Development Goals in relation to U.S. policy; this allows advocates and decision makers to clarify the direction necessary to ensure health globally. Prompt: After reviewing the Final Project Two Guidelines and Rubric document, develop a paper summarizing the policy approved for your project, and analyze the effectiveness of the policy. In addition to your research, incorporate the information gathered during your interview to provide additional support for your policy assessment. Specifically, the following critical elements must be addressed: I. Introduction A. Summarize the policy that is the focus of your evaluation. Include in your summary the purpose of the policy, its scope and main points, its stakeholders and constituents, and its relation to other policies (if applicable). B. Explain the development of the policy, considering policymakers and their political standing, timelines, and budget restrictions. C. Explain your rationale for choosing the policy, using your research as support for your choice. II. Evaluation A. Determine the policy’s strengths and weaknesses in its ability to provide positive and/or negative change for its target population. Support your response with examples. B. Assess the extent to which the policy meets the needs of its target population, using data to support your claims. C. Explain any unintended impacts as a result of the policy. Consider populations, economics, and social or cultural factors in your response.