Plan Summary

***Previous Assignments are attached to help with this one**At this stage, you have a solid understanding of the problem the company is facing and you have provided a solution for your client. Now, you want Larson Property Management to accept your project plan. Mr. Larson and Ms. Johnson like your idea and would like you to present your project plan to the executive board.Use the feedback from any other resources provided in the course to create a professional project plan that you will be hypothetically presenting to the Executive Board of Larson Property Management.InstructionsPlease include the following elements:Table of Contents.Executive Summary.Organizational Plan and Analysis.System Blueprint and Type.Recommendation for an HRIS Vendor.Project Management Roadmap and Cost Justification.Maintenance and Evaluation.Conclusion.Do not simply copy and paste Phases I–V. The previous phases were considered raw data, and now you will be summarizing and finalizing your findings. You want to apply critical thinking to describe the data you have obtained.Write a 4 page proposal in which you:Identify the current issues the business is facing based on the details of the scenario, and provide a plan and analysis for an HRIS based on those issues.Provide a blueprint for the new system, and propose a type of HRIS for the organization that you believe is the most efficient and effective. Discuss the function that the HRIS serves, and identify how that system will solve the business issue.Compare and contrast at least three HRIS vendors. Based on this comparison, make a case for the one vendor that you recommend for your client.Determine how you will implement the HRIS using one of the change models discussed in the textbook.Create a project management roadmap for the client with projected timelines. Discuss the costs associated with the implementation, justifying your claims with a cost benefit analysis.Explain how you will ensure the system is properly maintained and evaluated for continuous improvement.Use at least four quality academic resources in this assignment. Note: Wikipedia and similar websites do not qualify as academic resources.

 
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Option #2: Analyzing a Presentation

Option #2: Analyzing a PresentationIn this critical thinking activity, you are asked to analyze a speech. You can choose any speech that you find on the Internet (please be sure to include the link so your instructor can also view). Please analyze this speech by sharing the strengths and challenges based on the information presented in this module as well as your own experience as a public speaker.Keep in mind this is academic writing. It should be written in third person and should not include unsubstantiated opinions, but rather facts and theories. Your well-written paper must adhere to the following parameters:4 pages in length, not including the title and reference pages.3 scholarly references cited in the assignment. Remember, you must support your thinking/opinions and prior knowledge with in-text citations and references; all facts must be supported; in-text citations used throughout the assignment must be included in an APA-formatted reference list.PLEASE USE RUBIC TO MAKE SURE I GET ALL FULL POINTS!PLEASE NO PLAGIARISM!ADD PLAGIARISM PAGE

 
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I need a discussion for week 6 and a response to 2 Classmate for my Class Leading by change by putting people first es for my Recruit, Develop, Assess, Reward and Retain Class

Week 6 DiscussionCOLLAPSEWhat Else Is Going On Out There?Using the Wall Street Journal, or another reputable news source, locate and post an article published in the last 12 months about an organization undertaking a change initiative.What was the driver for the change?What was the nature and scale of the change initiative?Was it a change in leadership? Strategy? Structure?Did it impact the entire organization, or was it primarily focused on one region or business?Was the change initiative undertaken with a “people first” agenda? How can you tell?Is there any mention of steps taken during the change that indicate the use of a particular change model to support the initiative? Explain.What stage is the change at now? What wins have been secured so far, and what still needs to be dPost your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.  Please include references1st responseNat SimmonsWhat Else is Going on out There?Uber has changed its UK-based operational model to reclassify drivers as workers. The decision was made after a Supreme Court ruling was made in favor of 35 drivers who had challenged the ride-hailing firm concerning their independent employment status. Since the last week of March 2021, the drivers would start receiving holiday benefits, a workplace pension, and a minimum wages guarantee (Strauss et al., 2021). The change is significant not only for Uber but for the entire industry, given that it put other brands that utilize self-employed models under pressure to follow suit. In addition, the change was only enacted in the UK, yet Uber is a global firm. Such a move is likely to cause drivers from other regions to demand similar treatment, affecting the entire operational model.The change in structure and strategy implies that the firm must employ new terms and conditions for the drivers to facilitate business practices. Previously, the drivers worked at their convenience time, depending on their earning goals. However, if Uber is to offer employee privileges, a new structure in terms of working hours and shifts must be formulated to implement the strategy. The initiative was taken with a people-first agenda, given that it concerns the rights of the employees. The brand will be offering holiday benefits and minimum earning allowances.The firm has already made steps to initiate the change. The holiday benefits will be based on 12.07 percent of the driver’s earnings, and Uber would be making pension contributions amounting to 3 percent of the earnings. According to Welch (n.d), one of the barriers to transformational organizational efforts is loss of focus and allowing business-as-usual to extend the time frame to get the initiative done. Uber countered the challenge by implementing the change immediately after the decision was communicated to the affected stakeholders. The change is in the actualization stage, given that it has been executed.Strauss, D., Bradshaw, T., & Dempsey, H. (2021). Uber’s UK concessions change game for gig economy. Financial Times. https://www.ft.com/content/68718de3-b25f-47d6-8f51-4df1f66d8b1eWelch, J. (n.d). Leading change by putting people first.  Jack Welch Management Institute.2nd responseMaryAs we learned this week, the larger the change initiatives, the more can go wrong (Kotter, 1). This week, the article I found was about Sara Greenstein of Lydell Incorporated:This CEO Invested Millions to Increase N95 Face-Mask Supplies.The article is from a series the WSJ highlights entitled “Personal Board of Directors.” The series focuses on CEOs and the other leaders they turn to for guidance and advice. As we have been discussing having guiding coalitions for change initiatives, the series brings light to the importance of having a personal coalition.In 2020, the pandemic rapidly grew worldwide, spreading disease and death with it. Sara Greenstein was only months into her first CEO role when the world needed high levels of filtering products that only a few companies were producing. The company produced products for a wide variety of industries, including medical and automotive. Like many companies, Lydell began furloughing employees in less demanding areas and finding a way to survive. For Greenstein, the demand for the oil-derived textile nonwoven polypropylene increased, as it was a core component of N95 masks. After rolling old machines back onto the floor, the team did what they could to keep up with orders. By April, Greenstein knew change had to happen in the company to fulfill her professional and ethical obligations. Besides the furloughs, there were no major leadership changes to speak of, but the operational processes had to.Without knowing how long the pandemic would last or how bad things would get, she knew that it was her duty to shift the company’s focus 100% to PPE and filtering materials. Although an internal need for change wasn’t the driver, but the company put “people first” in the truest sense (the public and its health). After securing a 40 million dollar investment, Greenstein had to convince the board that the change must happen. Lydell expanded its New Hampshire and French production locations. This means workers had to be hired and retrained if they worked in other facets of the business.There is no mention that I can find so far regarding her specific change steps; however, the sense of urgency and vision were made clear from the beginning. With thousands of people dying globally, workers likely knew the gravity of the power they held. From there, it was making sure the right people were in the right places to grow accordingly. The HR team would need to work closely with her to make sure onboarding processes would be informative and get new workers up and running immediately.The change efforts have proved successful so far. As of last June, the company was positioned to produce enough material for 125 million N95 masks per month. Today, Greenstein works with President Biden on producing enough PPE to have stockpiles for future medical crises (Clifford). Greenstein depended on her advisors to guide her decisions, making sure she was considering more than just profitability. During times of duress, it’s important to have your own group of guides to keep you on track to see challenges clearly, with people at the center.Resources:Kotter, J. (2012) Leading Change. Harvard Business Review Press.Hufford, A. (2021)This CEO Invested Millions to Increase N95 Face-Mask Supplies.Wall Street JournalClifford, T. (2021). Lydall CEO expects demand boom for filtration material used in N95 masks and indoor systems beyond the pandemic. Mad Money.

 
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HRMT homework Forum 7

Chapter 15 Video Title: Managing Diversity: Mitchell Gold + Bob Williams ->> I worked for a large furniture manufacturer down in North Carolina, who had plants in several states. It became clear to me that there was a glass ceiling and I can only go so high. And I didn’t know if that was because I was gay or because I was Jewish. >> I’m Mitchell Gold, Chairman and Cofounder of Mitchell Gold and Bob Williams Company. I thought that you know, basically being a white guy, I’m going to be at the top of the pyramid as far as job opportunities and a lot of other things. >> Hi, I’m Bob Williams. I’m President of design of Mitchell Gold and Bob Williams. As a gay man growing up and all of a sudden realizing that you are a minority and that there are people out there that will discriminate against you because of who you are. And it kind of changes your whole perspective of what’s out there. >> One time the president of the company was coming to town to visit and had invited me to dinner along with several other executives and their spouses. And I told him, I said, “Scott I want to be clear that I am bringing Bob with me.” And he cringed and said, “Oh, no I don’t think that would be a good idea. My wife really doesn’t get that and doesn’t approve of that.” And I will admit that I was just speechless and went to dinner without Bob. But it was the last time. >> What I find interesting is when you have a company that is not diverse, that is not open to people, that’s just a small symptom of the way they treat everybody. When we were building our new factory, the one thing that I was really wanting and Mitchell and I both felt strongly about was having a factory that maybe on the outside wasn’t a big fancy, brick, glass building but a place where people, when they drove by would say, “That’s a place where I want to work.” Because it’s a great place to work, and that was really our bigger priority was making sure that it was well lit, that had great benefits for our people and that it would be a place where they would want to come and work and actually do the best job that they possibly could. That they wouldn’t be discriminated against because they were a male or a female, that they wouldn’t be discriminated against because if they were gay or straight. But a place where they would be judged on how good of the job they could do. >> I think that we need to even expand what we even talk about adversity. I mean everybody’s got something. We have people that smoke. We have people that eat too much. I had an employee who had a hearing problem and didn’t want to wear his hearing aid and I said it’s no big deal, put your hearing aid on, let people know that you can’t hear. At least then they’ll speak louder or speak more clearly. Each type of person has to feel comfortable in the company. I don’t want the gay people in our company to feel special. I don’t them to feel separate. And it’s important to Bob and I that straight people don’t feel threatened because the company is run by two gay guys. I want it to be, everything should just be a smooth flow and again I think that’s how we can set the best possible example. >>You know in terms of recognition, I grew up in a family where we didn’t start off doing something because it was going to get us recognition. It really was about doing the right thing. I think I’ve become a lot more open minded towards rural North Carolina, as an example for me. And I live in New York City. I grew up in New York City’s suburbs. And I think we have a perception of what things might be like outside of New York. >> Hi, I’m Ed Custer, the Hospitality Account Director for Mitchell Gold Bob Williams. You know when I get down to North Carolina and I’m visiting the factory and interacting with my colleagues there I think I’ve open my mind to people who are incredibly passionate about their religious beliefs or just different backgrounds you know. Working with Mitchell and Bob who are so involved with so many different types of organizations out there, whether it be for gay rights, or for women’s issues or being more environmentally conscious, we’re very environmentally conscious as a company. We do things differently than a lot of other people do it. You know, anything out there. We’re so involved with so many different social issues. Really has opened my mind to be more active as well myself. Yeah, as a woman working for this company, I don’t feel that my gender has any correlation to my performance, my evaluations, my relationships with other coworkers. And that’s something that is very different in other organizations. Something I didn’t realize, it’s subtle, but important. >> My name is Maria Thompson and I am the store manager for the Soho store in Manhattan. Our customers really appreciate that we’re a brand with depth. Those things play a big role in a customer’s decision to go with Mitchell Gold and Bob Williams, I think. In addition to great quality and delivery and all of those things. Our customers are diverse. So if we don’t understand the diversity of our customers and understand their needs and how they live, it makes it very hard to be successful. Yeah, I know it was great. We sent that letter out to everybody telling them how we’re going to get married… Are you still gonna do it but maybe in Massachusetts or Connecticut? Yeah, were still talking about it. You know we were really looking forward to doing it in Californiabeing Christopher’s family is there and Chris always really wanted the beach type of wedding so we’ll have to think about doing it in the Berkshires now. Or doing it in Massachusetts, in Provincetown, ya. Growing up in the south, the one rule that was always pounded into me was you know, treat others the way you want to be treated. And I think that sometimes in the workplace we forget that especially as adults as we get older. And I think that’s important. It really should be the golden rule that every corporation, every company, every factory should do. I don’t think that LGBT issues are the final frontier of diversity. I’m hoping that it will be the thing that really says to America that we have to stop discriminating against people. Part of the American dream is if you work really hard, you can be all that you can be. But unfortunately I think immigrants in America will be the next frontier that we have to cross. I don’t think we’re done. I don’t think we ever will be done. I think the diversity is one of those things that’s going to change through time. It’s one of those things that there’s always going to be something new and different in the workplace, that people may not normally have been exposed to. So, yeah I think it’s really important to continue to speak about diversity.Overview: Discrimination is behavior based on prejudiced attitudes. Mitchel Gold and Bob Williams encountered obstacles and challenges as gay men in business. They began their own company with a focus on embracing diversity in the workplaceSuggested Use: This video focuses on diversity issues in business and possible consequences and solutions.Discussion Questions:How can dimensions of diversity impact a business?How does diversity coordinate with “doing what is right”?Instructions:  Your initial post should be at least 250 words.  Finally, be sure that all forum discussions are answered in full, in order to ensure the best possible grade based on the work submitted.

 
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7-1 Final Project Milestone Three: Revisions (Section II) Assignment

Based on the case study analyses, discussions, and textbook readings up to this point in the course, you should have gathered enough information to make recommendations and revisions to the current benefits and compensation package to address concerns and gaps previously identified from theEmerging Pharmaceuticals Case Studyand the 2018 Medtronic Benefits data. You will not be answering the questions in the case study; however, you will address the prompts in Section II of the Final Project Guidelines and Rubric document and the Milestone Three Guidelines and Rubric document.

 
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Assessment 2

Choose an organisation which you currently work in, or have worked in, or have access to in-depth knowledge.Should meet 3000 wordsNo plagiarismAPA format

 
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MIS WK 6 PPT.

discuss how you might use a simulator like this in real-life if, for example, you were running a business like this.5. Refer to chapter 2 of the book: If you were setting up a new business like this, what kind of systems would you use? MIS, DSS, EIS, ERP, Cloud?6. Refer to chapter 3 of the book: How might you use Data Analytics, BI, etc. in this business. 7. Any closing comments

 
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I need a discussion done for 9 and a response to 2 other classmates for my Leading Change by Putting People First

Why Can’t We All Just Get Along?Change initiatives, by their very nature, generate some form of conflict. Some conflicts may be a natural expression of resistance to new circumstances that take people out of their comfort zone. Other conflicts arise when employees feel alienated, threatened, or unsupported in what they are being asked to do. In some situations, the conflict may become so serious that it poses a larger threat, as stakeholders compete for positions or even plot to sabotage the entire change initiative.What can HR leaders do to identify and address potential conflicts before they occur?How can HR leaders support and encourage employees to push forward with change, even if it may lead to a loss or change of their own jobs?In merger situations, what can be done to minimize tensions between old competitors, and get people aligned with the new vision and mission?Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.1st responseHello Professor Bodam and Classmates,Experienced HR leaders who have been working to build a culture of truth, trust, and honest dialogue are able to surface an issue and face it head on (Welch, 2005). HR professionals must be particularly active and sensitive in anticipating where conflicts are mostly to occur in order to minimize it (Kotter, 2012).HR faces many challenges during times of acquisition and mergers. HR leaders must identify and communicate the reasons for the M&A to employees, form a M&A team and choose a M&A leader. The team will assess the corporate cultures of the two companies and begin to make decisions of who stays and who goes. Although it’s never an easy tasks most successful mergers are the ones where the leadership of both companies have been involved in upfront planning that focuses on the requirements for success, defining the team needed to achieve them and how they would intersect. Transparency about the new vision and consistent communication with employees should be a major part of the planning. When employees see that HR is upfront about the process, they may feel more inclined to be on board with the changes that are about to occur. Once the organizational design and structure are defined it should be clear to HR leaders who fits into the new vision and who does not. When I worked for the utility company there was one HR manager who made the decision to take the early retirement package offered and I believe that helped her to be encouraging to others when it came time to make their decisions on how to move forward. The company worked the change initiative in stages leaving employees enough time to apply for new positions which was highly recommended, or to decide on taking the severance package and leave the company.The key to minimizing tensions between old companies is for executives to demonstrate commitment to the vision. Employees must be able to witness positive behaviors by key executives. In other words, there must be no inconsistencies between what is said and what is done. If key executives lose the trust of employees on either side, there will be a problem. In summary there must be upfront planning with leaders from both sides. A well- planned integration with cohesive culture as the focus; constant communication and commitment to the transition of both words and actions, and organizational structure defined by what is best for the customer will go a long way toward positioning the new organization for success (Fondrevay, 2018).PaulaResources:JWI556-Leading Change by Putting People First-Week-9-Lecture-notesJennifer J. Fondrevay, (May 21, 2018). Change Management: After a Merger, Don’t Let “Us Vs. Them” Thinking Ruin the Company. Harvard Business Review2nd responseHello Dr. Bodam and class,What can HR leaders do to identify and address potential conflicts before they occur?There are several steps HR leaders can take in these situations. Two from this week’s lecture notes that I find to be very effective are as follows (1):· Being aware of the most common types of conflicts that surface during change initiatives will help keep you from being blindsided.· Taking preemptive actions based on early warning signals makes it a lot easier to manage a potential conflict rather than fix a problem that has escalated into an all-out battle.By taking these steps you are not only identifying potential conflicts, but actively taking steps to get ahead of the curve before they happen. Ultimately, there are always going to be mishaps and conflicts in business, but the true mark of an HR professional is how they prepare and react when the rubber needs to hit the road.How can HR leaders support and encourage employees to push forward with change, even if it may lead to a loss or change of their own jobs?There are a lot of things that you can do, including calling out the potential of others, making failure a learning process, focusing on effort not just skills, and actively working against complacency (2). The contingency of losing your job or having it changed always exist in business. One of the most important aspects of HR is being able to drive change while simultaneously having employees overcome those fears. In companies where that fear is prevalent and dominating there is ultimately going to be a stall in the efficiency, productivity, and growth of the company. This down to the road ultimately leads to failure.In merger situations, what can be done to minimize tensions between old competitors, and get people aligned with the new vision and mission?One of the most effective ways to minimize tensions between old competitors is to reinforce the idea of “our company” versus “their company”. The “us” versus “them” mentality can make an integration extremely difficult to navigate and pull off effectively if not resolved (3). Executives are responsible for crafting that vision and laying the groundwork for pulling everyone together as one team, but I feel like the real work here is done by the mid-level management. The mid-level management are going to be the ones with the boots on the ground and are going to have the best opportunity to minimize the tensions and foster a culture of togetherness.Thank you,Blake BryantReferences:1. Week 9 Lecture Notes.2.https://www.forbes.com/sites/work-in-progress/2015/02/19/four-ways-to-challenge-employees-to-reach-their-potential/?sh=11c692b928893. https://services.hbsp.harvard.edu/lti/links/content-launch

 
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discussion 678

Please read attached copy. I put the three discussions and the findings. separate sheet for each one 300 words with 2 cited references with the one book name I attached.

 
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unit III questions

1.List and briefly describe the most important areas of the healthcare revenue cycle.Your response must be at least 200 words in length.2. Explain how to calculate the allowance for contractual adjustments in a hospital.Your response must be at least 200 words in length.3. Explain how to calculate the allowance for doubtful accounts and the bad-debt expense in a hospital.Your response must be at least 200 words in length.4. A key aspect of the Patient Protection and Affordable Care Act is rewarding hospitals for strong performance and penalizing them for quality issues, such as high infection rates and high readmission rates to the facility. Explain the details of how PPACA rewards and punishes hospitals for their performance.Your response must be at least 200 words in length.Berger, S. (2014). Fundamentals of health care financial management: A practical guide to fiscal issues and activities (4th ed.). San Francisco, CA: Jossey-Bass.

 
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