Analyze at least two reasons why job analysis is often described as the foundation of human resources management. Provide specific examples to support your rationale.

Complete worksheet attached

Throughout the week, identify 3 to 5 examples of the HR competencies-in-action by HR professionals or by others in your everyday life. Journal about each example below. In each entry, complete the following:

· Identify which of the 9 competencies you observed in action

· Describe who was doing what

· Explain how that behavior is an example of the identified competency. 

Look for examples of any of the following competencies:

· Relationship management

· Consultation

· Organizational leadership and navigation

· Communications

· Global and cultural effectiveness

· Ethical practice

· Critical evaluation

· Business acumen

Journal

HR Competency

Observed Behavior

How the   behavior demonstrates the competency

1. There is a brief 1 page discussion needed by Tuesday NLT noon 1Sept.

2. There is a Case Paper assignment due Friday, 4 Sept NLT 5PM.

3. SLP Paper NLT Friday, 4 Sept, 5 PM

No Plagiarism of any kind, no paraphrase or word for word….

These papers must be done on time and according to requirements.  You must read the instruction and use the proper formats and references.  At least 3 references must be cited…

I have already done the quiz and have the certificate.

I need a very professional paper and will have more for the right tutor.

Respond to the following in a minimum of 250 words: 

• This week, we learn about the Fair Labor Standards Act (FSLA). Discuss an element of the FSLA, and give an example of how it is enforced. Include who is and who is not exempt from this element’s regulation. Should the Federal law setting the minimum wage be increased to a living wage amount?

Servant leadership is a valuable theory to enact change within society. From Gandhi to Martin Luther King, Jr., servant leadership highlights that a leader’s greatness may depend upon the way in which the leader serves his or her subordinates. With servant leadership, a leader transforms into a guide or teacher for subordinates, in turn creating subordinate autonomy and ownership in work. As a leader, empowering your subordinates and cultivating a vested interest in work might be the most essential components to develop for effective, servant leadership.

For this Discussion, select an event, not previously used in the course, which highlights techniques of servant leadership. For the event, consider whether or not the leadership techniques were effective. Also, consider the possibility of applying another leadership theory to the selected event. How may the outcomes change in relation to the application of a different leadership theory?

By Day 3

Post a brief description of the event you selected. Then, explain whether servant leadership was the most effective leadership perspective in the event you selected. Justify your response. Finally, explain how event outcomes might have been different with another leadership perspective.

Support your postings and responses with specific references to the Learning Resources and the current literature.

• One of the problems with non-verbal language is that it is difficult to interpret. You are giving a presentation to your associates at work (or classmates in class) and you observe the following non-verbal behavior in your audience members.
  • One associate/student is writing the entire time you are talking.
  • One associate/student is smiling although you are talking about a serious issue.
  • One associate/student has his/her eyes closed.
• Discuss three possible interpretations of each non-verbal behavior and analyze how each interpretation would influence the speaker’s evaluation of audience feedback/change.

Presenting to financers, your management team, client, or a work group is a skill that professionals need to master. Multimedia presentations are the norm today.

You’ll take on the role of champion for the product/service you have been applying throughout class. Let your upper management audience know why it should back the project with company resources. Be persuasive and professional.

Presentation Script

• Create a script to accompany the presentation. It should be persuasive and targeted to the group chosen for this presentation. It can be written in a conversational style, but since you are engaging in research be sure to cite in the script and add a reference list in APA format.

PowerPoint Presentation

• Create a professional PowerPoint. You will be assessed on the design of the presentation (including colors, backgrounds, professionalism, font, graphics). Optional content: Sound, videos, animation.
• Wording on slides should be bullet points or short overviews of what you will discuss when each slide is shown. You want your audience to pay attention to you and not read along on the slide.

This part of the Case should be at least 15 slides.

Assignment Expectations

Please submit your assignment.

Two files will need to be uploaded.

1. SCRIPT: A Word document using the attached template (MKT301 Case4).

2. POWERPOINT Presentation

What does “white anti-racist” mean? How can guilt get in the way? And what’s all this talk about being “colorblind”? Teaching Tolerance asked community activists to share their thoughts on these questions, and others. Their answers shine light on the concepts of comfort, power, privilege and identity.

Read the following panel discussion on race and social justice, and then address the following discussion questions.

1.  Guilt and white privilege, these activists say, can sometimes get in the way of white people being effective allies in the struggle against racism. What qualities or actions can help white people be effective allies?

2.  The activists all reject the idea of “colorblindness.” Many people contribute the “goal” of colorblindness to a quote from Dr. Martin Luther King, Jr.: “I have a dream that my four children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.” Was Dr. King advocating that people ignore color? Ignore racism? Why?

  Respond to Jerry Darby  post 

Directions

Consider this case study of Fremont, California featured in your textbook and answer the following questions:

When Jan Perkins became city manager of Fremont, California, in 1992, Fremont like many other California cities, was suffering from both economic difficulties and the state’s efforts to pull back the property tax as a source of local government revenue. Yet while city employees were being laid off and services were being reduced, citizen demand for quality public services remained high. More important in Perkins’ mind was the fact that citizens had lost confidence in their government. For both of these reasons, Perkins and other city officials in Fremont recognized that something dramatically different had to be done.

The change process started early in Perkins’ tenure, as one of her council members proposed bringing in an outside consultant (at a cost of $500,000) to diagnose what might be done. Especially because a neighboring city had just done the same thing and failed to adopt a single recommendation, Perkins believed that greater benefits could be obtained by working with those within the city to figure out how the quality and productivity of the city might be improved. A facilitated workshop session involving top elected and appointed officials was devoted to understanding “what we do, how we do it, and why we do it.” From there, the question became, “How can we do it better and how can we become fast and flexible, customer oriented, focused on results, and engaged in important partnerships internally and externally?”

During the 5 years following the workshop, Perkins led a dramatic change in Fremont’s city government – a change built around delivering high-quality services to citizens, creating an internal culture built around continuous and employee-driven improvement, using a highly collaborative approach to decision-making and problem-solving, and building partnerships within the city and with surrounding communities.

The city’s interest in customer service was given initial priority as complaints regarding service quality were heard loud and clear. Perkins and her senior staff began to concentrate on developing a serious philosophical and practical commitment to service quality. The message to employees was that if they saw a way in which the citizens of Fremont could be better served by city government, then they should take action. In addition, the city’s capacity to innovate was aided by a much more collaborative approach to decision-making and problem-solving which cut across traditional organizational boundaries. Whatever their positions, employees were encouraged to think of themselves as representatives of the city and to do what was necessary to provide citizens with the answers they need. This attitude was also supported by a strong emphasis on partnerships and collaborations at many different levels in the organization. Early in the process of labor negotiation, Perkins created joint labor-management committees to consider “quality of work life” issues through a structured problem-solving process known as interest-based bargaining. This collaborative process encourages participants to identify their basic interests (before jumping to solutions) and then to engage in collaborative problem-solving to find a way of accommodating the varied interests represented. Interest-based bargaining was so highly successful in labor-management relations that the same approach has been encouraged throughout city government. Training in the process has been offered to all employees of the city, and interest-based bargaining has become a standard way of doing business in Fremont.

The same approach to building partnerships through collaborative efforts is used as the city relates to citizens and to other nearby governmental entities. City employees do not just inform citizens about what is going to be done to them. They also go out and ask citizens what they want and then balance those interests with those of the city. Beyond that, city employees and citizens engage in interest-based problem-solving even around issues of how to design a process to involve the public. The city engineer commented, “We do more than tell them what we are going to do. We go out now and involve them in the design of the process itself. The process is laid out by the people involved.”

1. What apprehensions or resistance to change do you find present in this case example? Provide specific examples from the textbook and case study.
2. Of the approaches to bringing about change discussed in our assigned textbook reading, analyze the leadership strategies and techniques that Perkins employed in bringing about successful organizational change. Provide specific examples from the textbook and case study.
3. Reflecting on the differences between not for profit and for profit organizations, do you think that Perkins would have been as successful in creating a highly collaborative, employee-driven change if the organization was a private, for profit entity? Why or why not?
4. Complete the attached self-quiz for your own records and reflection, Orientation Toward Change Self-Quiz. What did you discover about your own orientation to change? How will you use what you have learned about yourself to effectively lead others toward change?

Format

Students should use the following format for their written assignment.

• Your paper must include three to four pages of written content.
• Use APA format and cite sources, as necessary.
• In addition to the 2 to 3 pages of written content, please include:
  1. Title Page
  2. Appropriate Headings and Sub-Headings
  3. Reference Page (minimum of 2 scholarly references)
• Use a minimum of 2 scholarly references—scholarly references can include peer-reviewed articles, textbook, journals, and included supplemental resources.