HRE 2001 Chapter : Leadership Development Plan Template

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azuremammoth471

15 Mar 2019

School

LSU

Department

Human Resource Education

Course

HRE 2001

Professor

All

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HRE 2723 Leadership Development Plan Template

Instructions:

Please read the instructions in the syllabus carefully, and answer all the following

questions. Click on the blank line below each question to type your response.

1. What is your definition of leadership after completing this course?

2. For this section, you are to set a specific leadership goal for yourself in the next 12

months. This could be a position of leadership, a leadership role, or a leadership

initiative you want to undertake. It can be in any context—your work, community,

student organization, sports team, etc.

3. How will you utilize your strengths identified in the StrengthsFinder Assessment in

achieving the specific leadership goal you have set in #2? You must discuss how you

will use ALL strengths identified in the assessment.

4. What strengths from the StrengthsFinder assessment will you need other people

working with you to have in order to be successful in the leadership role you defined

in #2?

5. Given your answers to questions 3 and 4, formulate specific action steps you will

take next semester to realize your goal defined in #2. You must develop and

describe at least 3 but no more than 6 S.M.A.R.T. action steps based on an analysis

of your strengths and the strengths you need from other people as defined by the

StrengthsFinder assessment. You must describe each component of S.M.A.R.T. for

each action.

6. How will your 360 Refined Leadership strengths help you achieve your goal in #2?

You must discuss your top three areas identified by the assessment.

7. How will your 360 Refined Leadership weaknesses hinder you from achieving your

goal in #2? You must discuss your three weakest areas identified by the assessment.

8. Given your answers to questions 6 and 7 formulate specific action steps you will take

next semester to realize your goal defined in #2. You must develop and describe at

least 3 but no more than 6 specific S.M.A.R.T. action steps based on your 360

Refined Leadership test results. You must describe each component of S.M.A.R.T.

for each action.

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Document Summary

Please read the instructions in the syllabus carefully, and answer all the following questions. This could be a position of leadership, a leadership role, or a leadership initiative you want to undertake. You must develop and describe at least 3 but no more than 6 s. m. a. r. t. action steps based on an analysis of your strengths and the strengths you need from other people as defined by the. You must discuss your three weakest areas identified by the assessment: given your answers to questions 6 and 7 formulate specific action steps you will take next semester to realize your goal defined in #2. You must develop and describe at least 3 but no more than 6 specific s. m. a. r. t. action steps based on your 360. Hre 2723 leadership development plan template: how will you utilize the competencies in which you have strength(s) identified by.

Related Questions

note: Working managers may complete this exercise based on the practices of their own organizations. Students may complete this exercise based on the practices of a current or previous employer. Instructions 1. Select and describe the boundaries of the system of interest; the term âorganizationâ will be used to refer to this selected system. You may select a team, a department, a small organization (e.g., an office practice), or an entire organization. 2. To familiarize yourself with the criteria, review the section called âCategory and Item Descriptionsâ in the Baldrige Criteria for Performance Excellence available from: www.nist.gov/baldrige/ publications/hc_criteria.cfm 3. The Organizational Assessment Worksheet provides a general description of the criteria category followed by selected questions from the respective 2011â2012 Health Care Criteria for Performance Excellence category. 4. Based on the system selected in question 1, write a brief reply to the selected questions. Briefly describe your organization, including its services; size; geographic community; key patient or customer groups; and current facilities, equipment, and technology, as well as the number of patients or clients it serves. Briefly describe your organizationâs key challenges and your organizationâs current performance improvement system. How do senior leaders deploy your organizationâs vision and values through your leadership system, to the workforce, to key suppliers and partners, and to patients and stakeholders as appropriate? How do senior leaders encourage frank two-way communication throughout the organization? How does your organization conduct strategic planning? Summarize your organizationâs action plans, how they are deployed, and key action plan performance measures or indicators. How do you identify patient, stakeholder, and market requirements for service offerings? How do you build and manage relationships with patients and stakeholders to meet their requirements and exceed their expectations at each stage of their relationship with you? What are your key organizational performance measures? How do you use these data and information to support organizational decision making and innovation? How do you assess your workforce capability and capacity needs, including skills, competencies, and staffing levels? How do you address workplace environmental factors to ensure and improve workplace health, safety, and security? How do you design and innovate your work processes to meet all the key requirements? How do you improve your work processes to improve healthcare outcomes, to achieve better performance, to reduce variability, and to improve healthcare services? Provide data for one key measure or indicator of healthcare outcomes that is important to your patients and stakeholders. Provide data for one key measure or indicator of patient or stakeholder satisfaction. Provide data for one key measure or indicator of financial performance. Provide data for one key measure or indicator related to operational performance. Provide data for one key measure related to achieving legal, regulatory, and accreditation requirements. Prioritizing Improvement Opportunities 1. Review the responses to the organizational assessment questions. 2. Note any questions for which you could not provide a response (i.e., the organization does not have a defined process or approach to address the topic of the question). 3. Review the organizational performance results data. 4. Select one or more measures that demonstrate less than desirable results. 5. Select one item from question 2 or 4 as the performance gap for the performance improvement exercise .

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Evaluate the financial performance of Coca-Cola; (KO) and Pepsi (PEP) for the year ended December 31, 2016. Follow the instructions below to access each companyâs information and perform a financial analysis based on the financial measures we have learned in this course.

Select Http://www.yahoo.com/ and then select Finance. In the Search section at the top of the screen select KO for Coca-Cola and PEP for Pepsi

Select âFinancialsâ and select Income Statement when accessing the Income Statement

Select âFinancialsâ and select Balance Sheet when accessing the Balance Sheet

Do the following for KO and PEP for the year ended 12/31/16 only

Perform a vertical analysis of the Income Statement for KO and PEP for the year ended 12/31/16.

Include in your vertical analysis all of following as a % of total revenue:

Cost of Revenue as a % of Total Revenue

Gross Profit as a % of Total Revenue

Selling, gen and administrative expenses as a % of Total Revenue

Operating Income as a % of Total Revenue

Net Income as a % of Total Revenue

Current Ratio

Accounts Receivable turnover. Assume the total revenue on the income statement represents all sales on account for the year

Average collection period

Merchandise Inventory turnover. Assume the Cost of Revenue on the Income Statement is the same as the Cost of Goods Sold

Debt to Asset Ratio

Return on Assets Ratio

Asset Turnover

In preparing the vertical analysis and other financial analysis above; define each measure and identify the strengths and weaknesses of KO and PEP as related to each other. Below is an example of you should set it up.

Working Capital	KO	PEP
Current Assets	$ 34,010,000	$ 27,089,000
- Current Liabilities	$ 26,532,000	$ 21,135,000
Net Working Capital =	$ 7,478,000	$ 5,954,000

Strength or Weakness

Working Capital measures the ability of a company to meet its short-term obligations with current assets. Pepsi is and Coke are performing at about the same level. Cokes working capital is a little higher because they have higher current assets and current liabilities.

Requirements for Each Group

1.The vertical analysis prepared in 4 A above.

2.All of your computations for the financial analysis. (4 B through 4 H)

3.Identification of strengths and weaknesses. (Include a definition of each financial measure, a description of which company is doing better in each financial measure including the vertical analysis and explain why)

4.All group members must submit the Report Project Team Assessment

5.If the requirements above are not met, points will be deducted from Parts of the group projects.

Enter all requirements on the Group Project Problem 4 Tab.

Submit one set of answers per group for all four problems. Make sure to include each group members name at the top of each spreadsheet.

Each group member should download the Group Team Assessment and evaluate themselves and everyone else in their group. This evaluation should be submitted anonymously.

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HOME CARE Scenario Type of care provided Scenario Question 1 Question 2 Care in this capacity can range from a short-term to long-term based upon the changing needs of the patient. Patient age can range from pediatric to elderly. Care can be provided in the patientâs private home, group home, or assisted living setting. Medical homes fall into this category and are a new focus of Accountable Care Organizations through the Affordable Care Act of 2010. Review your current budget. Taking this information into account, what are some strategies you would use to identify resources to focus on improving efficiency and meeting customer expectations during this time? What do you see as the biggest financial issues of your organization? Hint: You are a nonprofit organizationâso look at your means of funding and the relationship this has on your ability to treat patients and hire new staff. How will you address this financial issue? In home care, a patient is visited at home by a nurse or nursing assistants with activities of daily living (ADL), wound care, IV therapy, etc. These organizations can be nonprofit or for-profit. A physician supervises the care with the assistance of RNs or LPNs and certified nursing assistants (CNAs). You are a new administrator for a home health agency that is a national nonprofit organization that serves the surrounding Phoenix community. The agency has been recognized for the delivery of on-time quality services for a number of years. It is known to employ only the top staff within the community, but in recent months staffing numbers have dropped dramatically and you, as the agencyâs administrator, have found yourself in a position where your facility is short staffed. You are unable to admit any additional patients unless you are able to have your staff work over time. Budget Considerations Operational Budget â This budget focuses on a broader view of the total operations of the organization in which all departments are reviewed for both their income potential and the costs associated with the work activities used to generate projected revenues. Each department will have its own budget for the managers to follow and on which to base the activities of the department in order to meet its contribution to the total revenues and the associated costs of the organization. Dietary Services â This is a departmental budget focused on the costs and potential reimbursement for the organization. The operation is overseen by a dietitian or nutritionist who is responsible for supplying the nutritional needs of the patients within their care. This department may utilize the services of several consultants or contract this service to an outside organization. Medical Supplies â This budget is focused specifically on the requirement-based services being delivered by the hospital professional, which are often referred to as nondurable disposable items. This budget includes specific items for the surgeon or professional performing the services. These may include such things as oxygen supplies, diabetic supplies, ostomy supplies, bandages, and related supportive items. These items are generally manufactured for one-time use. They are not reused due the inability to sterilize them. The items that are reusable are classified under capital assets and have a use-time identified with the specific piece of equipment. Human Resources â This budget indicates the finances needed to support the organizationâs objectives, from a personnel perspective. Full-time equivalent (FTE) calculations are used to project the personnel budget. These individuals could include nonskilled labors to professional licensed physicians and various job descriptions within the categories. In addition to listing the FTEs, the associated benefits of the FTEs would be projected within this department for each FTE within the organization. This will generally include line items for consultants and temporary positions based on the needs of the organization. Departmental Costs â This budget focuses on the specific department and its overall needs, costs, and potential revenue in relation to the overall goals of the organizationâs strategic plan. The managerâs primary responsibility is to monitor the operational efficiency of the department, including all areas that directly impact and support the generating of revenue for the organization. Managers may be required to present an analysis of the weekly or monthly operational analysis to the Chief Financial Officer of the organization or a lead manager. Vendor/External Suppliers â Health service organizations have special needs and may require certain external items and/or services. Most organizations have projected budgets to include the purchase of supplies and services for outside contractors (vendors) who specialize in installation, monitoring, and the repair of specialized equipment or technology being utilized by the specific health care delivery system. Maintenance/Facility Operations â This departmental budget focuses on the overall upkeep of the building and the related equipment and machines to provide a safe and comfortable environment for both the patients and workers. This budget includes all FTEs and may also include line items for consultants and outside sources based on needs of the facility.

Revenue 2011 2012 2013

Donations 50,000 55,000 75,200

Grants and Foundations 100,000 80,500 125,780

Government Grants 947,280 878,000 695,120

Interest Expense 6,050 8,000 10,000

Total 1,103,330 1,021,500 906,100

Expenses 2011 2012 2013

Health Center 2,482,845 2,558,265 2,668,951

Administrative Staff 100,000 110,000 125,000

Professional Staff 80,000 100,000 150,000

Family/Youth Services 214,888 210,987 230,985

General Management/Admin140,000 152,000 159,000

Total 3,017,733 3,131,252 3,333,936

Budget Spreadsheet

HRE 2001 Chapter : Leadership Development Plan Template

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