Tag: Homework Solution

  • [Solved] biology

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    In-depth study guidance and analytical solution covering biology.

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  • [Solved] ES1

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    READ THE ATTACHMENT!!!! – ## Introduction.docx – ## Rubric.docx **## Introduction.docx** Introduction Effective business leadership requires a mastery of group and team dynamics. In order to meet these needs, individuals must learn strategies for group communication, team building, and leadership to…

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    READ THE ATTACHMENT!!!!

    – ## Introduction.docx

    – ## Rubric.docx

    **## Introduction.docx**

    Introduction

    Effective business leadership requires a mastery of group and team dynamics. In order to meet these needs, individuals must learn strategies for group communication, team building, and leadership to assist organizations in meeting goals. Organizational personnel must learn team strategies and appropriately apply them, as organizations increasingly operate with teams and work groups in both collocated and virtual settings.

    In this task, you will write a paper that reviews key concepts related to team development, which will better prepare you for the teamwork required for next TASK.

    Requirements

    Your submission must represent your original work and understanding of the course material. Most performance assessment submissions are automatically scanned through the University similarity checker. Students are strongly encouraged to wait for the similarity report to generate after uploading their work and then review it to ensure Academic Authenticity guidelines are met before submitting the file for evaluation.

    _You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course._

    A.  Write a paper (
    _length 8 pages_) in which you analyze the factors that influence professional team dynamics and group development by doing the following:

    1.  Discuss
    _at least_ **three** factors to consider when creating professional teams or work groups.

    2.  Discuss
    **three** practices that help build trust among team members.

    3.  Explain how team structure can impact team effectiveness.

    4.  Discuss
    _at least_ **two** strategies for clarifying the purpose of a team.

    5.  Discuss how individuals in a team can use power or influence to achieve team objectives.

    6.  Discuss how the strengths of individual team members can be capitalized on to achieve team objectives.

    7.  Discuss
    **three** ways in which technology affects communication in virtual teams.

    B.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.

    C.  Demonstrate professional communication in the content and presentation of your submission.

    **## Rubric.docx**

    Rubric

    **A1:Factors to Consider**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of at least 3 factors to consider when creating professional teams or work groups.

    **A2:Three Practices**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of 3 practices that help build trust among team members.

    **A3:Team Effectiveness**

    **Competent**

    The candidate provides a logical explanation, with sufficient support, of how team structure can impact team effectiveness.

    **A4:Purpose of a Team**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of at least 2 strategies for clarifying the purpose of a team.

    **A5:Power or Influence**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of how individuals in a team can use power or influence to achieve team objectives.

    **A6:Strengths of Team Members**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of how the strengths of individual team members can be capitalized on to achieve team objectives.

    **A7: Technology and Communication:**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of 3 ways in which technology affects communication in virtual teams.

    **B:** [**Sources**](https://www.hippocampus.org/HippoCampus/?user=WritingCenter&playlist=Using+Sources+and+APA)

    **Competent**

    The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

    **C:** [**Professional Communication**](https://lrps.wgu.edu/provision/27641407)

    **Competent**

    This submission includes satisfactory use of grammar, sentence fluency, contextual spelling, and punctuation, which promote accurate interpretation and understanding.

    **## Rubric.docx**

    Rubric

    **A1:Factors to Consider**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of at least 3 factors to consider when creating professional teams or work groups.

    **A2:Three Practices**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of 3 practices that help build trust among team members.

    **A3:Team Effectiveness**

    **Competent**

    The candidate provides a logical explanation, with sufficient support, of how team structure can impact team effectiveness.

    **A4:Purpose of a Team**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of at least 2 strategies for clarifying the purpose of a team.

    **A5:Power or Influence**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of how individuals in a team can use power or influence to achieve team objectives.

    **A6:Strengths of Team Members**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of how the strengths of individual team members can be capitalized on to achieve team objectives.

    **A7: Technology and Communication:**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of 3 ways in which technology affects communication in virtual teams.

    **B:** [**Sources**](https://www.hippocampus.org/HippoCampus/?user=WritingCenter&playlist=Using+Sources+and+APA)

    **Competent**

    The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

    **C:** [**Professional Communication**](https://lrps.wgu.edu/provision/27641407)

    **Competent**

    This submission includes satisfactory use of grammar, sentence fluency, contextual spelling, and punctuation, which promote accurate interpretation and understanding.

    **## Introduction.docx**

    Introduction

    Effective business leadership requires a mastery of group and team dynamics. In order to meet these needs, individuals must learn strategies for group communication, team building, and leadership to assist organizations in meeting goals. Organizational personnel must learn team strategies and appropriately apply them, as organizations increasingly operate with teams and work groups in both collocated and virtual settings.

    In this task, you will write a paper that reviews key concepts related to team development, which will better prepare you for the teamwork required for next TASK.

    Requirements

    Your submission must represent your original work and understanding of the course material. Most performance assessment submissions are automatically scanned through the University similarity checker. Students are strongly encouraged to wait for the similarity report to generate after uploading their work and then review it to ensure Academic Authenticity guidelines are met before submitting the file for evaluation.

    _You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course._

    A.  Write a paper (
    _length 8 pages_) in which you analyze the factors that influence professional team dynamics and group development by doing the following:

    1.  Discuss
    _at least_ **three** factors to consider when creating professional teams or work groups.

    2.  Discuss
    **three** practices that help build trust among team members.

    3.  Explain how team structure can impact team effectiveness.

    4.  Discuss
    _at least_ **two** strategies for clarifying the purpose of a team.

    5.  Discuss how individuals in a team can use power or influence to achieve team objectives.

    6.  Discuss how the strengths of individual team members can be capitalized on to achieve team objectives.

    7.  Discuss
    **three** ways in which technology affects communication in virtual teams.

    B.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.

    C.  Demonstrate professional communication in the content and presentation of your submission.

    **## Rubric.docx**

    Rubric

    **A1:Factors to Consider**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of at least 3 factors to consider when creating professional teams or work groups.

    **A2:Three Practices**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of 3 practices that help build trust among team members.

    **A3:Team Effectiveness**

    **Competent**

    The candidate provides a logical explanation, with sufficient support, of how team structure can impact team effectiveness.

    **A4:Purpose of a Team**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of at least 2 strategies for clarifying the purpose of a team.

    **A5:Power or Influence**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of how individuals in a team can use power or influence to achieve team objectives.

    **A6:Strengths of Team Members**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of how the strengths of individual team members can be capitalized on to achieve team objectives.

    **A7: Technology and Communication:**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of 3 ways in which technology affects communication in virtual teams.

    **B:** [**Sources**](https://www.hippocampus.org/HippoCampus/?user=WritingCenter&playlist=Using+Sources+and+APA)

    **Competent**

    The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

    **C:** [**Professional Communication**](https://lrps.wgu.edu/provision/27641407)

    **Competent**

    This submission includes satisfactory use of grammar, sentence fluency, contextual spelling, and punctuation, which promote accurate interpretation and understanding.

    **## Introduction.docx**

    Introduction

    Effective business leadership requires a mastery of group and team dynamics. In order to meet these needs, individuals must learn strategies for group communication, team building, and leadership to assist organizations in meeting goals. Organizational personnel must learn team strategies and appropriately apply them, as organizations increasingly operate with teams and work groups in both collocated and virtual settings.

    In this task, you will write a paper that reviews key concepts related to team development, which will better prepare you for the teamwork required for next TASK.

    Requirements

    Your submission must represent your original work and understanding of the course material. Most performance assessment submissions are automatically scanned through the University similarity checker. Students are strongly encouraged to wait for the similarity report to generate after uploading their work and then review it to ensure Academic Authenticity guidelines are met before submitting the file for evaluation.

    _You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course._

    A.  Write a paper (
    _length 8 pages_) in which you analyze the factors that influence professional team dynamics and group development by doing the following:

    1.  Discuss
    _at least_ **three** factors to consider when creating professional teams or work groups.

    2.  Discuss
    **three** practices that help build trust among team members.

    3.  Explain how team structure can impact team effectiveness.

    4.  Discuss
    _at least_ **two** strategies for clarifying the purpose of a team.

    5.  Discuss how individuals in a team can use power or influence to achieve team objectives.

    6.  Discuss how the strengths of individual team members can be capitalized on to achieve team objectives.

    7.  Discuss
    **three** ways in which technology affects communication in virtual teams.

    B.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.

    C.  Demonstrate professional communication in the content and presentation of your submission.

    **## Rubric.docx**

    Rubric

    **A1:Factors to Consider**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of at least 3 factors to consider when creating professional teams or work groups.

    **A2:Three Practices**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of 3 practices that help build trust among team members.

    **A3:Team Effectiveness**

    **Competent**

    The candidate provides a logical explanation, with sufficient support, of how team structure can impact team effectiveness.

    **A4:Purpose of a Team**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of at least 2 strategies for clarifying the purpose of a team.

    **A5:Power or Influence**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of how individuals in a team can use power or influence to achieve team objectives.

    **A6:Strengths of Team Members**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of how the strengths of individual team members can be capitalized on to achieve team objectives.

    **A7: Technology and Communication:**

    **Competent**

    The candidate provides a logical discussion, with sufficient detail, of 3 ways in which technology affects communication in virtual teams.

    **B:** [**Sources**](https://www.hippocampus.org/HippoCampus/?user=WritingCenter&playlist=Using+Sources+and+APA)

    **Competent**

    The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

    **C:** [**Professional Communication**](https://lrps.wgu.edu/provision/27641407)

    **Competent**

    This submission includes satisfactory use of grammar, sentence fluency, contextual spelling, and punctuation, which promote accurate interpretation and understanding.

    – 1
    – 2

  • [Solved] Chat GPT en de Toekomst van Slimme Probleemoplossing

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    Executive Solution Overview

    In de moderne wereld spelen technologie en kunstmatige intelligentie (AI) een steeds grotere rol in zowel educatie als dagelijkse werkzaamheden. Chat GPT, een geavanceerd taalmodel, helpt mensen bij het begrijpen, analyseren en oplossen van complexe problemen. Van creatieve ideeën tot wiskundige ber…

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    Assignment Prompt & Instructions

    In de moderne wereld spelen technologie en kunstmatige intelligentie (AI) een steeds grotere rol in zowel educatie als dagelijkse werkzaamheden. Chat GPT, een geavanceerd taalmodel, helpt mensen bij het begrijpen, analyseren en oplossen van complexe problemen. Van creatieve ideeën tot wiskundige berekeningen, AI maakt kennis toegankelijker en processen efficiënter.
    ## AI als Ondersteuning in Leren en Onderzoek
    Chat GPT kan studenten en professionals helpen om complexe concepten te begrijpen en toe te passen. Door natuurlijke taalverwerking kan AI vragen beantwoorden, uitleg geven en zelfs stapsgewijze oplossingen presenteren. Dit opent nieuwe mogelijkheden voor interactief leren en persoonlijke begeleiding, waarbij gebruikers direct inzicht krijgen in hun vragen en uitdagingen.
    Een belangrijk aspect van deze ondersteuning is het oplossen van wiskundige problemen. Met hulpmiddelen zoals [**Math Solver**](https://chatnederlands.org/ai-math-solver/) kunnen gebruikers snel formules berekenen, vergelijkingen oplossen en wiskundige concepten visualiseren. Dit bespaart tijd en maakt leren efficiënter, vooral bij complexe vraagstukken die anders veel oefening en begeleiding zouden vereisen.
    ## Praktische Toepassingen in Diverse Sectoren
    – **Onderwijs**: Studenten kunnen AI gebruiken om huiswerkopgaven te begrijpen en hun probleemoplossend vermogen te verbeteren.
    – **Wetenschappelijk onderzoek**: Onderzoekers kunnen berekeningen versnellen en data-analyse automatiseren, waardoor nieuwe inzichten sneller beschikbaar komen.
    – **Bedrijfsleven**: Professionals kunnen financiële, statistische of technische berekeningen uitvoeren zonder uitgebreide expertise, dankzij AI-ondersteuning.
    – **Dagelijks gebruik**: Van budgetplanning tot technische puzzels, AI kan helpen om sneller tot een oplossing te komen.
    Door AI te combineren met traditionele methoden, kunnen zowel leerlingen als professionals hun productiviteit verhogen en complexe taken sneller afronden.
    ## Uitdagingen en Verantwoord Gebruik
    Hoewel AI krachtige ondersteuning biedt, blijft kritisch denken essentieel. Het is belangrijk om de resultaten van AI te controleren en waar nodig te verifiëren. Gebruikers moeten ook aandacht besteden aan ethiek en transparantie, vooral wanneer AI-berekeningen gebruikt worden voor belangrijke beslissingen of publieke informatie.
    ## Conclusie: Samenwerken met AI voor Slimmere Resultaten
    Chat GPT en tools zoals ChatGPT transformeren de manier waarop we problemen benaderen en oplossen. Door AI als partner te gebruiken, kunnen gebruikers sneller leren, beter analyseren en creatieve oplossingen ontwikkelen. De toekomst van probleemoplossing ligt in de samenwerking tussen menselijke intelligentie en AI, waarbij efficiëntie, precisie en toegankelijkheid hand in hand gaan.
    \
    ChatNederlands16.png](https://www.sweetstudy.com/files/chatnederlands16-png "ChatNederlands16.png")

  • [Solved] Case Study

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    Executive Solution Overview

    ## **Case Study** – ## Week4Casestudy.docx **## Week4Casestudy.docx** **Week 4: Case Study** Week 4 Week 4 Case Study Instructions This is an individually completed assignment that includes collaboration with three or four class colleagues to review the case study questions (see below). Collaboratio…

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    ## **Case Study**

    – ## Week4Casestudy.docx

    **## Week4Casestudy.docx**

    **Week 4: Case Study**

    Week 4

    Week 4 Case Study

    Instructions

    This is an individually completed assignment that includes collaboration with three or four class colleagues to review the case study questions (see below). Collaboration among class colleagues will be facilitated by the instructor, as needed.

    After reviewing the case study, create an audio-narrated PowerPoint Presentation that answers the case study questions. Be sure to review the rubric to ensure that all the elements of the assignment have been addressed within the presentation.

    Introduction

    This case study introduces a new human resources director responsible for developing a more strategic human resources function. As she begins in the role and starts to implement changes, she faces many challenges and much resistance. The case study showcases the need for strong communication and change management when introducing both small and large changes within an organization. It also deepens the understanding of change management, the implementation process, and the behaviors and organizational factors required for success.

    Case Study

    The Grant Corporation is a financial services firm based in Chicago, Illinois. Its revenue exceeded $1 billion last year, producing a net income of $530 million. It has just over 1,000 employees. Although the organization has been in business for almost 10 years, it has experienced rapid expansion in the past two years due to tremendous business growth and a merger with the Enelrad Group, another local firm. Managers have had difficulty keeping up with this growth, especially in the HR department, which has been stretched thin to keep up with staffing needs and other, mainly administrative, duties.

    Six months ago, the CEO, Todd Jackson, recognized the need to expand the size and functionality of the HR department and hired Julia Woodland to be its director, reporting directly to him. This was a newly created position. Its incumbent would replace the HR administrator, who had previously reported to the VP of Finance and decided to retire when the new HR position was announced.

    When Woodland was hired, Jackson told her she would have "full reign" to create a more strategically focused HR department that would be better equipped to handle the organization's needs. She had quite a bit of experience at her previous company and was eager to take on the task.

    Although the organization used advanced technology for its business applications. The HR department was still using a basic payroll processing software program and Excel spreadsheets to track various categories of employee information, including personal data, benefits enrollments, performance evaluation schedules, and compensation. All payroll and benefits information was manually entered into these respective systems. Most of the information had to be entered into multiple spreadsheets when there was a change. The department could not keep up with the information needs— new hires were getting paid incorrectly or not at all. Benefits enrollments were delayed or contained mistakes, and performance evaluations and pay raises were late. The printed employee handbook benefits binder and orientation materials were in serious need updating. In addition, the company had 16 open positions and stacks of resumes everywhere. It was no wonder that the HR administrator had decided to retire!

    Julia Woodland spent long hours trying to determine what she could do to address her new department's immediate and long-term concerns. She brought in a temporary employee to help her staff file, process paperwork, and enter data. She focused on hiring two higher-level HR representatives and a payroll clerk. She turned to a staffing agency to help the firm identify candidates for open positions, including those in HR. Finally, she proposed the purchase of an integrated payroll/HRIS capable of integrating with the finance department's system and the organization's benefit and 401(k) providers' systems. The proposed software solution also offered a Web-based employee portal, which would allow employees to view information online and change their data. Jackson responded favorably and told her to "go ahead and do whatever she needed to do to fix the mess." The next day, Woodland contracted with the HRIS provider.

    Woodland spent the next week meeting with her new HRIS vendor representative to discuss the installation and implementation of the system. Because she was so overwhelmed and wanted to get the new system in as quickly as possible, she did not have time to discuss the project with her staff immediately . However, she knew that employees would be excited about the new system and the opportunities it would open up for them as the burden of administrative tasks eased. She closed her door during the meetings so that participants could concentrate. She wanted to implement the system by January 1 so that the company's year-end payroll data were accurate and managers could track other data on an annual basis with a full year of data. Since she had been through the process in the past and was familiar with such systems. She figured that she could manage the implementation with the help of IT and her staff as needed. She would make all critical decisions to move the project along and meet her deadline.

    The current HR staff consisted of an HR assistant and two generalists who seemed to function as clerks and recruiters. They had all been hired at the same time more than five years ago when the HR administrator was the sole member of the department. They were very proud of how they had worked so hard together to build HR and keep up with the increasing demand. They were getting used to working with Woodland but thought she was very nice and had high hopes for the improvements and new strategic focus she would help them implement. Day by day, the staff watched the vendor representative come and go, along with a parade of candidates sent over by the staffing agency to apply for the new HR positions. They soon began to wonder about all the changes their new boss was making and what these changes would mean for them. They started making assumptions that had them very concerned.

    Woodland contacted the IT director to tell him about the project. He expressed concern over the ability of the server to handle the new system and wondered how they would address firewall issues with the portal. Furthermore, all his staff members were involved with a critical upgrade to the customer service system, which had caused more than its share of problems. He demanded to know why he and his staff had not been involved sooner and told her that it would be unlikely they would be able to participate in the implementation or help her meet her deadline. Upset, she called Todd Jackson, who advised her not to worry about it— he would tell them to get it done.

    When she contacted Finance to obtain information that the HRIS vendor needed to link the HRIS to that department's system. The finance manager was more than willing to help— but she did not know where to get the system information and did not understand how the information would flow from one system to another. She asked why they could not just keep the systems separate and enter the necessary data into the finance system from reports provided by HR. "That is the way we have always done it," she said. "It does not take long, and it will be much simpler that way."

    In the meantime, morale was declining in HR. Whenever Woodland asked HR employees for information about payroll or their Excel spreadsheets, they seemed uneasy and never provided her with exactly what she was looking for to resolve the situation. She did not understand their antiquated forms or backward processes but decided she could fix those after the new system was installed. Also, it felt like the rest of the company was suddenly treating her differently.

    They had all made her feel so welcome six months ago when she came on board. Now, employees approached her with caution, and managers always seemed abrupt.

    Julia Woodland began to wonder if this was the proper role for her. Why were things so complicated? She thought that everyone would be thrilled about the new system and its efficiencies and would be eager to help. Was it her problem or theirs?

    She thought that perhaps people did not realize the impact she was making in the organization. She decided to announce the exciting new system that would help make things more effective and efficient in HR and help the employees simplify their lives. She sent out a company-wide e-mail announcing the new payroll/HRIS and outlining its ability to interface with other systems and its Web-portal capabilities. To her disappointment, no one seemed to understand the significance or even pay attention. A few employees asked her if their paychecks would be delayed as a result.

    She wondered how she would ever get through this project and what she needed to do to get everyone on board.

    Case Study Questions

    1. Overall, what did Julia Woodland do right? What could she have done differently?

    2. Were the correct people involved in the process? Who would you have included and why?

    3. What errors did Woodland make with her own staff? What impact might these errors have had on the success of the implementation? What should have been done?

    4. If you were in Julia Woodland's position, what would you include in your communication plan for the implementation?

    5. How can the Grant Corporation increase user acceptance of the system?

    6. After the implementation, what steps should the HR department take to ensure proper maintenance and support of the system?

    7. What can Julia Woodland do now to "get everyone on board" and increase the likelihood that this implementation will be successful?

    PowerPoint Presentation Set Up

    Slide 1: Title Slide

    Slides 2 through 8: Should address questions one through seven.

    Slide 9: Should be titled
    **"Collaborators”** and list the names of the three or four class colleagues you spoke with about your resolution to the case study questions.

    Slide 10: This should be the "References" slide that follows APA formatting guidelines.

    Note: You must include audio narration on every slide except the “References” slide.

    **Rubric**

    **Case Study Rubric HRM530**

    | | | |
    | — | — | — |
    | Case Study Rubric HRM530 |
    | **Criteria** | **Ratings** | **Pts** |
    | This criterion is linked to a Learning OutcomeCase Study Mechanics<br>Strategic analysis and relevant consideration of the concepts related to the future of organizations and human resource management are presented and discussed. The seven questions listed are completely presented and addressed in a succinct and clear manner. | **75 ptsFull Marks**<br>**30 ptsPartial Marks** | 75 pts |
    | This criterion is linked to a Learning OutcomeGrammar/Spelling/Technical Details/Diction<br>Grammar, spelling, and the technical details of the presentation are at a graduate level of expertise. | **20 ptsFull Marks**<br>**10 ptsPartial Marks** | 20 pts |
    | This criterion is linked to a Learning OutcomeCollaboration<br>Collaboration with the group either online or via another channel. Documented the collaborators in the presentation. | **20 ptsFull Marks**<br>**10 ptsPartial Marks** | 20 pts |
    | This criterion is linked to a Learning OutcomeAPA Ethical Scholarship<br>Sources and references support the presentation.<br>Sources are cited and used correctly (e.g., in-text citations and references are matched up exactly; links are not embedded within the presentation).<br>Uses original language and direct quotes when necessary and/or appropriate.<br>Provides information about a source when citing or paraphrasing it. | **10 ptsFull Marks**<br>**5 ptsPartial Marks** | 10 pts |

    Total Points: 125

    [Top](https://devryu.instructure.com/courses/129840/assignments/4188721?module_item_id=17009156)

    **## Week4Casestudy.docx**

    **Week 4: Case Study**

    Week 4

    Week 4 Case Study

    Instructions

    This is an individually completed assignment that includes collaboration with three or four class colleagues to review the case study questions (see below). Collaboration among class colleagues will be facilitated by the instructor, as needed.

    After reviewing the case study, create an audio-narrated PowerPoint Presentation that answers the case study questions. Be sure to review the rubric to ensure that all the elements of the assignment have been addressed within the presentation.

    Introduction

    This case study introduces a new human resources director responsible for developing a more strategic human resources function. As she begins in the role and starts to implement changes, she faces many challenges and much resistance. The case study showcases the need for strong communication and change management when introducing both small and large changes within an organization. It also deepens the understanding of change management, the implementation process, and the behaviors and organizational factors required for success.

    Case Study

    The Grant Corporation is a financial services firm based in Chicago, Illinois. Its revenue exceeded $1 billion last year, producing a net income of $530 million. It has just over 1,000 employees. Although the organization has been in business for almost 10 years, it has experienced rapid expansion in the past two years due to tremendous business growth and a merger with the Enelrad Group, another local firm. Managers have had difficulty keeping up with this growth, especially in the HR department, which has been stretched thin to keep up with staffing needs and other, mainly administrative, duties.

    Six months ago, the CEO, Todd Jackson, recognized the need to expand the size and functionality of the HR department and hired Julia Woodland to be its director, reporting directly to him. This was a newly created position. Its incumbent would replace the HR administrator, who had previously reported to the VP of Finance and decided to retire when the new HR position was announced.

    When Woodland was hired, Jackson told her she would have "full reign" to create a more strategically focused HR department that would be better equipped to handle the organization's needs. She had quite a bit of experience at her previous company and was eager to take on the task.

    Although the organization used advanced technology for its business applications. The HR department was still using a basic payroll processing software program and Excel spreadsheets to track various categories of employee information, including personal data, benefits enrollments, performance evaluation schedules, and compensation. All payroll and benefits information was manually entered into these respective systems. Most of the information had to be entered into multiple spreadsheets when there was a change. The department could not keep up with the information needs— new hires were getting paid incorrectly or not at all. Benefits enrollments were delayed or contained mistakes, and performance evaluations and pay raises were late. The printed employee handbook benefits binder and orientation materials were in serious need updating. In addition, the company had 16 open positions and stacks of resumes everywhere. It was no wonder that the HR administrator had decided to retire!

    Julia Woodland spent long hours trying to determine what she could do to address her new department's immediate and long-term concerns. She brought in a temporary employee to help her staff file, process paperwork, and enter data. She focused on hiring two higher-level HR representatives and a payroll clerk. She turned to a staffing agency to help the firm identify candidates for open positions, including those in HR. Finally, she proposed the purchase of an integrated payroll/HRIS capable of integrating with the finance department's system and the organization's benefit and 401(k) providers' systems. The proposed software solution also offered a Web-based employee portal, which would allow employees to view information online and change their data. Jackson responded favorably and told her to "go ahead and do whatever she needed to do to fix the mess." The next day, Woodland contracted with the HRIS provider.

    Woodland spent the next week meeting with her new HRIS vendor representative to discuss the installation and implementation of the system. Because she was so overwhelmed and wanted to get the new system in as quickly as possible, she did not have time to discuss the project with her staff immediately . However, she knew that employees would be excited about the new system and the opportunities it would open up for them as the burden of administrative tasks eased. She closed her door during the meetings so that participants could concentrate. She wanted to implement the system by January 1 so that the company's year-end payroll data were accurate and managers could track other data on an annual basis with a full year of data. Since she had been through the process in the past and was familiar with such systems. She figured that she could manage the implementation with the help of IT and her staff as needed. She would make all critical decisions to move the project along and meet her deadline.

    The current HR staff consisted of an HR assistant and two generalists who seemed to function as clerks and recruiters. They had all been hired at the same time more than five years ago when the HR administrator was the sole member of the department. They were very proud of how they had worked so hard together to build HR and keep up with the increasing demand. They were getting used to working with Woodland but thought she was very nice and had high hopes for the improvements and new strategic focus she would help them implement. Day by day, the staff watched the vendor representative come and go, along with a parade of candidates sent over by the staffing agency to apply for the new HR positions. They soon began to wonder about all the changes their new boss was making and what these changes would mean for them. They started making assumptions that had them very concerned.

    Woodland contacted the IT director to tell him about the project. He expressed concern over the ability of the server to handle the new system and wondered how they would address firewall issues with the portal. Furthermore, all his staff members were involved with a critical upgrade to the customer service system, which had caused more than its share of problems. He demanded to know why he and his staff had not been involved sooner and told her that it would be unlikely they would be able to participate in the implementation or help her meet her deadline. Upset, she called Todd Jackson, who advised her not to worry about it— he would tell them to get it done.

    When she contacted Finance to obtain information that the HRIS vendor needed to link the HRIS to that department's system. The finance manager was more than willing to help— but she did not know where to get the system information and did not understand how the information would flow from one system to another. She asked why they could not just keep the systems separate and enter the necessary data into the finance system from reports provided by HR. "That is the way we have always done it," she said. "It does not take long, and it will be much simpler that way."

    In the meantime, morale was declining in HR. Whenever Woodland asked HR employees for information about payroll or their Excel spreadsheets, they seemed uneasy and never provided her with exactly what she was looking for to resolve the situation. She did not understand their antiquated forms or backward processes but decided she could fix those after the new system was installed. Also, it felt like the rest of the company was suddenly treating her differently.

    They had all made her feel so welcome six months ago when she came on board. Now, employees approached her with caution, and managers always seemed abrupt.

    Julia Woodland began to wonder if this was the proper role for her. Why were things so complicated? She thought that everyone would be thrilled about the new system and its efficiencies and would be eager to help. Was it her problem or theirs?

    She thought that perhaps people did not realize the impact she was making in the organization. She decided to announce the exciting new system that would help make things more effective and efficient in HR and help the employees simplify their lives. She sent out a company-wide e-mail announcing the new payroll/HRIS and outlining its ability to interface with other systems and its Web-portal capabilities. To her disappointment, no one seemed to understand the significance or even pay attention. A few employees asked her if their paychecks would be delayed as a result.

    She wondered how she would ever get through this project and what she needed to do to get everyone on board.

    Case Study Questions

    1. Overall, what did Julia Woodland do right? What could she have done differently?

    2. Were the correct people involved in the process? Who would you have included and why?

    3. What errors did Woodland make with her own staff? What impact might these errors have had on the success of the implementation? What should have been done?

    4. If you were in Julia Woodland's position, what would you include in your communication plan for the implementation?

    5. How can the Grant Corporation increase user acceptance of the system?

    6. After the implementation, what steps should the HR department take to ensure proper maintenance and support of the system?

    7. What can Julia Woodland do now to "get everyone on board" and increase the likelihood that this implementation will be successful?

    PowerPoint Presentation Set Up

    Slide 1: Title Slide

    Slides 2 through 8: Should address questions one through seven.

    Slide 9: Should be titled
    **"Collaborators”** and list the names of the three or four class colleagues you spoke with about your resolution to the case study questions.

    Slide 10: This should be the "References" slide that follows APA formatting guidelines.

    Note: You must include audio narration on every slide except the “References” slide.

    **Rubric**

    **Case Study Rubric HRM530**

    | | | |
    | — | — | — |
    | Case Study Rubric HRM530 |
    | **Criteria** | **Ratings** | **Pts** |
    | This criterion is linked to a Learning OutcomeCase Study Mechanics<br>Strategic analysis and relevant consideration of the concepts related to the future of organizations and human resource management are presented and discussed. The seven questions listed are completely presented and addressed in a succinct and clear manner. | **75 ptsFull Marks**<br>**30 ptsPartial Marks** | 75 pts |
    | This criterion is linked to a Learning OutcomeGrammar/Spelling/Technical Details/Diction<br>Grammar, spelling, and the technical details of the presentation are at a graduate level of expertise. | **20 ptsFull Marks**<br>**10 ptsPartial Marks** | 20 pts |
    | This criterion is linked to a Learning OutcomeCollaboration<br>Collaboration with the group either online or via another channel. Documented the collaborators in the presentation. | **20 ptsFull Marks**<br>**10 ptsPartial Marks** | 20 pts |
    | This criterion is linked to a Learning OutcomeAPA Ethical Scholarship<br>Sources and references support the presentation.<br>Sources are cited and used correctly (e.g., in-text citations and references are matched up exactly; links are not embedded within the presentation).<br>Uses original language and direct quotes when necessary and/or appropriate.<br>Provides information about a source when citing or paraphrasing it. | **10 ptsFull Marks**<br>**5 ptsPartial Marks** | 10 pts |

    Total Points: 125

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