Effective Job Performance Tools

Effective Job Performance Tools Running head: EFFECTIVE PERFORMANCE TOOL1 Obispo, Stacey L. Effective Performance Tool The job performance tool selected for mental health care counselor evaluated performance on core competencies needed to conduct the job effectively and on organizational goals. The competencies were depicted through the US Department of Labor’s job description of mental health care workers and from KSAOs derived from The National Center for O*NET Development on mental health counselors. The formatting of the performance review consists of 4 Parts. Part 1 covers the prior review period and encompasses organizational goals and key responsibilities the mental health care worker was independently in charge of. Part 2 covers core competencies for the job of mental health counselor. These competencies include clinical evaluation, use of counseling theory and techniques, crisis management, law and ethics, billing and insurance and professionalism. Within these competencies evaluation of task focus, trait focus, and competency focus is made. Part 3 encompasses future goals to be compl eted by the next review period for the mental health care worker. These goals are focused on supporting the objectives of the organization and its mission and client needs. Although Part 3 is not scored, it sets expectations for goals to be accomplished along with a timeframe to do so base on the level of priority. These goals are then graded on the next year’s review in Part 1. Part 4 includes developmental goals and opportunities for the mental health care counselor. The goals in Part 4 reference the following: performance advancement, performance enrichment, and career development or professional growth. The performance tool was created to measure performance and productivity through specific job tasks, traits, and competencies needed to perform the job role of mental health counselor. The performance tool was selected because it measured performance based on the job role and also performance based on organizational goals. The author felt the performance tool was comprehensive because it ensured the organizational goals and needs were being met in Part1 while ensuring specific traits, tasks and competencies were being met in Part2. The performance tool guides the employee in understanding where the organization is heading because it gives the mental health counselor specific goals that are tied with those of the organization in Part 3. These goals are measured in the next performance review period as Part 1. Furthermore, Part 3 allows the employee to be a part of setting future goals. Although Part 4 does not measure performance it is a great feature because it gives the employee an opportunity to express what areas they may need developmental support in or express their desires for career progression. Part 4 allows the organization a way to help develop the employee in areas that may need improvement and allows them a way to strategically plan what employees may be willing to fulfill other positions as they become available The performance appraisal of Mental Health Counselor will be evaluated by utilizing a 5 point scale. The value on the scale is to be circled besides the side item that is being rated. The definition of the scale is below. Overall Rating For Parts 1 2 Job performance goals and job achievement factors determined by manager or supervisor. Manager/Supervisor Signature__________________________________________ Employee Signature ___________________________________________________ The performance appraisal consists of two parts. Part 1 covers performance contributions towards organizational goals /key responsibilities. These goals and responsibilities were established at the beginning of the new review period. New goals should be remarked within this section. Part1: Last Review Period’s Organizational Goals (University of California Berkeley, 2015): Part 2: Core Competencies needed to perform the job function of Mental Health counselor. Part: 3 Future Goals: Write performance goals for the current performance period to be evaluated .These separate goals should support those of the organization. The priority will be indicated (i.e. High-Medium-Low) for each goal based on organization goals, mission, and customer need (University of California Berkeley, 2015): Part 4: Development Plan Document developmental goals and opportunities for the Mental Health Care Counselor in the box bellow. Developmental goals should reference the following: performance advancement, performance enrichment, and career development or professional growth (University of California Berkeley, 2015). References National Center for O*NET Development. 21-1014.00. O*NET OnLine. Retrieved February 3, 2015, from http://www.onetonline.org/link/summary/21-1014.00 University of California Berkeley. (2015). Annual performance review: Professional staff. Retrieved from http://hrweb.berkeley.edu/performance-management/forms University of Toledo. (n.d.). Clinical mental health counselor final evaluation: Department of counselor education and school psychology. Retrieved from http://https://www.utoledo.edu//Intern_Clinical_Evaluati... US Department of Labor. (2014, January 8). Mental health counselors and marriage and family therapist. Retrieved from http://www.bls.gov/ooh/community-and-social-service/mental-health-counselors-and-marriage-and-family-therapists.htm#tab-1 Appendix The following is the job description of Mental Health Counselor as described by the US Department of Labor (2014): Help individuals manage and overcome emotional disorders and problems with their family relationships. Ask questions and listen to clients in order to help identify clients problems so that strategies can be developed to improve clients lives. Evaluate, diagnose and treat emotional and mental disorders. Inspire clients to talk about their experiences and emotions Aid clients in adjusting to changes in life and processing reactions Guide clients in creating strategies and skills to cope and change behavior Support clients in making decisions about their future Synchronize treatment with psychiatrist and social workers Refer clients to other services and resourced within the community that the mental health counselor cannot treat. Use counseling theory and techniques to help clients Help clients overcome disorders and help those that cannot overcome disorders manage them. Work with insurance companies for payment Address issues of self- esteem addiction, and substance abuse The following is KSAOs are defined for mental health counselors by The National Center for O*NET Development’s site: Knowledge required for the position was defined by knowing: psychology, therapy and counseling, English knowledge, customer and personal service, sociology and anthropology, clerical, education and training, philosophy and theology, law and government, and administration and management. Skills were defined as active listening, social perceptiveness, speaking, critical thinking, judgment and decision making, monitoring, writing, reading comprehension, and persuasion. Abilities included: oral comprehension, oral expression, problem sensitivity, inductive reasoning, written comprehension, written expression, deductive reasoning, speech clarity, speech recognition, and fluency of ideas. Other characteristics needed for the job role include: education which requires the completion of graduate school such as a maters’ degree, Ph.D., M.D., or J.D. The job role requires extensive skill, knowledge, and at least 5 years of experience. Individuals that are social, artistic and investigative are a good fit for the position. The following includes tasks defined for mental health counselors by The National Center for O*NET Development’s site: Maintain privacy of records linking to clients treatment, inspires clientele to talk about their feelings and converse about what is occurring in their lives Aid clients in developing insight into themselves and their relationships Gather facts regarding clients over discussions, surveillance or assessments Evaluate patients for risk of suicide attempts, document and maintain client-related paperwork such as patient diagnostic accounts, and notes regarding progress Record ,report, and maintain all mandatory treatment reports and reports Advise clients independently or in group sessions, to support overcoming dependencies, modifying to life, or making changes Chaperone clients in the development of strategies or skills so they can deal with their problems Execute crisis interventions with clients. Create and implement treatment plans founded on knowledge and clinical experience.

Al Capone Biography :: Biography

  Ã‚  Ã‚  Ã‚  Ã‚  Al Capone was possibly the largest and most feared mofia boss America has ever seen. This 1920’s gangster made his mark on the world through organized crime during the Prohibition era. He is solely attributed with Chicago’s reputation as a lawless city.   Ã‚  Ã‚  Ã‚  Ã‚  Alphonsus Capone was born on January 17, 1899 in Brooklyn, New York. As a child he was a member of the Brooklyn Rippers and the Forty Thieves Juniors â€Å"kid gangs.† Capone quit school at age fourteen in the sixth grade. He worked a few odd jobs in Manhattan in a bowling alley and a candy store. Then Capone took a position as a bouncer in Frankie Yale’s Brooklyn dive and the Harvard Inn. While working at the Inn he was attacked by a man and received the facial scars that would give him the byname â€Å"Scarface.†   Ã‚  Ã‚  Ã‚  Ã‚  Capone met Anne â€Å"Mae† Coughlin at a dance in 1918. Later that year on December 4, 1918 she gave birth to their son, Albert â€Å"Sonny† Francis. Less than a month later they were married.   Ã‚  Ã‚  Ã‚  Ã‚  Capone became a member of the Five Points gang in Manhattan. During this time he hospitalized a rival gang member in a fight. Feeling the heat from the conflicting group, he moved his family to Chicago. He began to work for John Torrio, an old partner and mentor of Yale. Capone was soon helping to manage Torrio’s bootlegging business. He quickly gained the respect of Torrio and became his number two man. After being shot by an opposing gang member, Torrio left Chicago. Capone became boss of the â€Å"outfit.† Torrio’s men respected Capone and trusted his business decisions. They referred to Capone as â€Å"the big man.† In the next five years he expanded his industry of crime. Capone controlled speakeasies, nightclubs, brothels, gambling houses, and much more. His bootlegging provided the city of Chicago with alcohol during prohibition. Capone had a reported income of $100,000,000 a year.   Ã‚  Ã‚  Ã‚  Ã‚  Capone had an intricate spy network throughout Chicago. Crooked police men let him prepare for liquor raids and some of his other men made him aware of assassination plots. He would use hotels as his headquarters and front businesses for a hideout. Capone was always good at successfully knocking off his enemies when they became too powerful. Although he killed men himself, it was much safer for his henchmen to do his dirty work. Capone’s men would rent an apartment across the street from their target and gun him down when he stepped outside. These operations were quick and precise, and Capone always had an alibi.   Ã‚  Ã‚  Ã‚  Ã‚  On St. Valentines Day, 1929, four of Capone’s cohorts entered the

Ms2 Course Review

2013 Exam Review Session CGA MS2 Information Systems’ Strategy 1 Agenda Agenda will change as needed to suit your needs †¢ 2 pm Start. †¢ Introduction & Feedback Solicitation †¢ 2:10 – 2:30: Fundamentals of Business Case Analysis †¢ 2:30 – 3:45. Business Case Example/s †¢ Break 10 mins †¢ 3:55 – 5pm Review of key items from all modules †¢ 5pm Finish. 2 Nine-step approach to case analysis Spend about 40% of your time on the case – 90 minutes. 1. 2. 3. 4. 5. 6. 7. 8. 9. Skim the case. Read the case closely. Identify problems, threats, and opportunities. Analyze the data. Generate alternatives.Select the decision criteria. Analyze and evaluate the alternatives. Make a recommendation or decision. Determine Implementation steps & associated Risks. 3 Executive Summary (3 marks) †¢ †¢ †¢ †¢ Objective of the report Key problems/threats/opportunities identified State Alternatives (briefly) Recommendation s – Include completion date & Implementation strategy – Key Risk and mitigation (briefly) †¢ It should suffice as a Stand alone report REVIEW YOUR CASE†¦ 4 Current Situation (10 marks) †¢ List some of the strengths/ Strategic advantages †¢ Is there an existing system? What is wrong? – – – – – List & briefly explain the problems Categorize them if possible Determine Root cause, if there is one single cause? Business fundamental shortcomings? Conflicts? †¢ Does the technology used align / support the business model? †¢ Organizational misfits? †¢ Strategic misfits? 5 Current Situation contd†¦ †¢ What is the Impact? – Cost: quantified in $$ – Does it meet current or future business needs? – Intangible impacts – Strategic †¢ Threats †¢ Opportunities – Competitive – Technological 6 Criteria (5 marks) †¢ What is Criteria?What is it used for? †¢ State it at a high level where you can †¢ Prioritize the criteria – and show that you have done so. †¢ Explain why you chose each criterion †¢ Measuring each criterion? ($, market share/Sales, other goals) – Does it meet current or future business needs? – $ savings – Intangible benefits – Strategic †¢ Threats †¢ Opportunities – Competitive – Technological 7 Alternatives & Recommendation (15 marks) †¢ †¢ †¢ †¢ Improvise & use your imagination (just be logical). Each alternative should be a mostly complete Solution. Each alternative should be feasible.Assess each alternative based upon the criteria – show this analysis in your work. †¢ Other pros & cons (other than in the criteria) †¢ Alternatives don’t have to be mutually exclusive. They can be a combination of the options identified. †¢ Why did you choose the recommended alternative/s? – Benefit s – Explain how it achieves the objective/resolves the problem – Limitations / risks 8 Alternatives & Recommendation (Continued†¦) †¢ Make a recommendation (use a positive voice! ) – Do not just suggest something – Do not say it weakly or ambiguously †¢ I believe†¦ / In my opinion†¦ / My thoughts are†¦ Clearly recommend an action and explain †¢ what it is and †¢ why it fits the criteria. (if you have not already in the analysis). 9 Risk Management Plan (15 marks) Read Carefully the requirements of this section. Does it require an Implementation / Action plan as well? †¢ Narrative explanation – Implementation Strategy/Approach (at a high level)? – Assumptions / Requirements †¢ High level Risks, Ethical, Privacy issues? (Probability & Impact) †¢ Mitigation Strategies †¢ Plan ‘B’ †¢ Actual implementation steps and, within each step – Step Risk if any and mitiga tion plan if any †¢ †¢ †¢ Time Lines / Time Frame / Schedule Detail Costs Responsibilities Project Phases, if any†¦ short term, long term 10 Exam Review Session †¢ Go over Business Case – Tony’s Auto Services Inc. from 2010 June exam 11 Some multiple choice tips†¦ †¢ When answering a true and false question on the Exam simply break down complex sentences into smaller phrases. Each phrase has to be true or the entire sentence is false. †¢ And, for multiple choice questions try to answer the question before looking at the answer choices. Remember that a perfect answer may not be given as a choice.Choose the best answer. – Source Certified Fraud Examiners (CFE) Exam Coach. 12 Strategic Alignment †¢ Look for IT Strategy to support Business strategy. †¢ IT to differentiate from competition †¢ IT to reduce costs †¢ IT to bring business â€Å"Quick to market† †¢ IT to create new markets / products †¢ IT to tie suppliers and customers 13 Porter's five forces †¢ †¢ †¢ †¢ †¢ threat of new entrants bargaining power of customers bargaining power of suppliers threat of substitute products or services rivalry among existing competitors 14 Threat of New Entrants Mitigation Strategies: – High entry cost. Equipment, buildings, infrastructure, etc. – Mature Information Systems – Expertise & Knowledge – Compete aggressively on Price – Lock in partners for a competitive edge – Brand recognition. Product Differentiation. – Focus on a Market niche – Operating Efficiencies Pace of change – IT 16 Moore’s Law & Metcalfe’s Law †¢ †¢ †¢ †¢ Dropping price of computer Storage Dropping cost of processing (â€Å"mips†) Double the power every 18 months Metcalfe’s Law – The value of the network is the square of the sum of the nodes. Therefore stick with po pular technology 17 Strategic Planning for IS †¢ How is Planning done? – Top Down / Strategic Analysis – Bottom Up / Enterprise Analysis – Scenario Planning / â€Å"What if’† Analysis †¢ When is Planning done? – – – – – – Short Term Long Term Mergers & Acquistions Economic downturns As part of a Budgeting Exercise After a major disaster. 18 Planning Issues †¢ †¢ †¢ †¢ Scalability Capacity planning Standardization vs. differentiation Legacy systems – Upgrade to new system or integrate with new technology but old core. 9 Total Cost of Ownership †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Hardware Software Installation Training Support Ongoing Maintenance & S/W Upgrades Infrastructure costs Data Backups, Business Continuity, Insurance Downtime Space, Energy, Security 20 Six IT Decisions – IT should not make 1. 2. 3. 4. 5. 6. How mu ch to spend Allocation amongst Business Processes Firm-wide IT capabilities How much IT Security & Privacy issues Blame over failure 21 IT Governance 22 10. 3 OVERVIEW OF SYSTEMS DEVELOPMENT 23 Achieving Success in IS Projects †¢ †¢ †¢ †¢ †¢ clearly defined goals excellent communication management involvement definitive timelines Project management skills S. M. A. R. T Objectives. Why do they Fail? †¢ lack of understanding of the desired results (imprecise targets) †¢ poor estimating techniques for budgeting and scheduling †¢ small, unadjusted schedule slippage, which cumulatively results in a major delivery delay †¢ lack of project management skills or leadership †¢ poorly trained analysts and programmers †¢ conflicting goals and objectives among the project team members and users use of inappropriate software or hardware tools 25 Make Vs. Buy – Issues – – – – – – – â€⠀œ – Cost Specialized functionality Ability to integrate with other existing Systems Ability to change the s/w Maintenance / Service Contract Update / Upgrade Speed of delivery KNOWLEDGE – Business vs. Industry vs. Functional Responsibility vs. Control vs. Risk Conversion 27 Parallel †¢ Pros †¢ †¢ †¢ †¢ Least risk of not meeting objectives Compare results to ensure correctness Gentle weaning off of the ‘old’ system Resilient to errors. Cons †¢ Duplication of effort †¢ Requires additional computing resources †¢ Not possible in every situation 28 Pilot †¢ Pros – – – – Allows for a small, low risk, controlled test bed Allows for a Go-NoGo decision w/o large investment Limits disruption & harm Helps overcome user resistance †¢ Cons – Still Costly to run 2 systems – even if scaled down – Results may not extrapolate to ‘full install’ – Choice of Pilot site is critical 29 Phased †¢ Pros – – – Incremental approach with functional Phase-in Allows for Phased Systems’ Development Allows time for orientation of the new technology Usually easier to manage the change †¢ Cons – Still running 2 systems, – Longer disruption 30 Direct Cutover †¢ Pros – Quick – Easy on resource utilization (only 1 system running) – Low cost †¢ Cons – – – – – – Risky Requires full training & preparation Requires ‘all hands’ on deck for Implementation Causes spike in Help desk calls Creates disruption, uncertainty, confusion Errors can cause Business Loss / interruption 31Internet as a business tool Advantages †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Wider Market exposure New ways to communicate (text, voice, video) Economical (ISP, programming, Shipping) 24x7x365 Anywhere, Anytime Off loads work to the customer Convenient for the customer if well designed. Quick & Easy to update / Change – Real time Consistent Information / Prices 32 Internet as a business tool Disadvantages †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Not everybody has access & high speed Impersonal & not so interactive No touch & feel of the goods Replacement for good business practice?Lack of consumer trust Legal challenges Socio-economic factors (availability of access) Privacy Challenges Groupware & Collaborative s/w †¢ †¢ †¢ †¢ †¢ MS NetMeeting / Communicator / Remote PC support Rolling out s/w updates and self healing s/w IBM Lotus Notes & Domino EMC Documentum Virtual Meeting, avatars , e-Rooms (SDLC Project Mgmt) Private Cloud computing – – – – VPN Storage space Applications Virtualization †¢ Data Warehousing †¢ Data Mining †¢ Business Intelligence s/w Strategic use of the Internet †¢ †¢ †¢ †¢ †¢ Cost Reduction Strategic Alliances Differentiation of products & services Customer Loyalty (custom mass production) Value Chains To take advantage of Internet Technologies: – Keep focused on Business Strategy (Internet doesn’t compensate for bad or missing strategy) – Simplify & Integrate your customer facing processes – to enable self service – Adhere to evolving IT standards Rationale for E-Business †¢ Diminished Information Asymmetry †¢ Richness vs. Reach †¢ Reduced transaction costs Ways to Reduce Costs Customer Self serve – Eliminate middle person – Customer data entry – Self research and reduced consultation time †¢ †¢ †¢ †¢ Reduced Staffing levels Reduced Re-work Streamlined communication Faster 37 Securing online transactions The key issues in a transaction processing environment are †¢ identification (Who are you? ) †¢ authentication (How can I be sure you a re who you say you are? ) †¢ authorization (What authority do you have to make whatever transaction you seek? ) †¢ privacy (How can we be sure our transaction is private? †¢ nonrepudiation (How can we each be assured that the other will not later deny the transaction? ). Benefits / Limitations of Networking †¢ Sharing – Printers, Drives, Scanners, etc †¢ e-mail †¢ Centralized Administration – Distribution of S/W, Policies, Patches, A/V – Tracking, monitoring, Backing up data – Remote repair & Support †¢ Groupware †¢ Limitations – Cost, Security, Vulnerability 39 Client – Server Computing †¢ Centralized Computing †¢ Distributed Computing †¢ Advantages – Data Security & Centralization – Administration – Off Loads processing to Clients Disadvantages – extra complexity – Cost 40 Advantages of Outsourcing †¢ cost savings through economies of scale and s cope †¢ infusion of cash through liquidation of computer assets †¢ facilitate transition of data centre from cost centre to profit/loss centre †¢ ability to rapidly introduce new technology and access IT talent †¢ Better Scalability †¢ focus on core competencies †¢ Allows an objective look at process improvement by O/S 41 Limitations of Outsourcing loss of direct managerial control †¢ difficulty in reversing decision †¢ outsourcer’s viability (financial strength, responsiveness, service, and so on) †¢ dilutes the strength of in-house staff – Unique, one of a kind application support? – Will key staff stay permanent or be rotated? †¢ †¢ †¢ †¢ †¢ †¢ †¢ vendor doesn’t know your business lack of flexibility untenable long-term contracts; fixed price versus service trade-off requires skills in partnership management strategic factors Privacy issues Monitoring / Managing Outsourcers 42 Risk Mitigation Strategies †¢ Risk Assessment †¢ Restrict Physical access Log all visitors – in/out †¢ †¢ †¢ †¢ †¢ †¢ Cameras, Card Readers, Security Guards Alarms & monitoring Intrusion Detection Systems (network) Firewalls Restricted Network access Policies, signoff, and Security Awareness training 43 Risk Mitigation Strategies Cont†¦ †¢ Authentication (know, have, and are) – Password Strategies, Single Sign-on, Pass Phrase †¢ Authorization (Open / need to know) †¢ Access invocation / revocation procedures – Hiring / Firing / Promotion †¢ Segregation of Duties †¢ Adequate Supervision & Sign offs †¢ Monitoring, Logging, Reporting, and Acting on Information. 44 Good Luck!! 45

ESL Shopping Vocabulary Exercise to Fill in the Gap

ESL Shopping Vocabulary Exercise to Fill in the Gap Put each of the following words or phrases in the correct gap. tag, label, cashier, bargain, receipt, exchange, take back, try on, fit, advice, shop assistant, credit card, check, select, cash, refund, size, sale If you want to go shopping there are a number of things you have to consider. If you would like to find a _____ you should make sure to go to a _____. The only problem with a sale is that it is sometimes hard to _____ something once you buy it. Many stores also refuse to give a _____ on anything you have bought. If you are looking for clothes, make sure to _____, check the _____ to make sure that it is a good _____. Another good idea is to look at the _____ and _____ to see instructions for washing, etc. Its always a good idea to also ask the _____ for _____. Finally, when you go to the _____ you can usually pay by _____ or _____ if you dont have the _____. Never forget to get the _____! Answers tag, label, cashier, bargain, receipt, exchange, take back, try on, fit, advice,  shop assistant, credit card, check, select, cash, refund, size, sale If you want to go shopping there are a number of things you have to consider. If you would like to find a  bargain  you should make sure to go to a  sale.  The only problem with a sale is that it is sometimes hard to  exchange  something once you buy it. Many stores also refuse to give a  refund  on anything you have bought. If you are looking for clothes, make sure to  try them on,  check the  size  to make sure that it is a good  fit.  Another good idea is to look at the  tag  and  label  to see instructions for washing, etc. Its always a good idea to also ask the  shop assistant  for  advice.  Finally, when you go to the  cashier  you can usually pay by  credit card  or  check  if you dont have the  cash. Never forget to get the  receipt!