WHSmith Channel Strategy

WHSmith Channel Strategy

WHSmith is a multi-chain high street retailer also operating railway station, port, airport, and railway station. The firm also operates hospitals and motorway service station shop that deals with magazines, books, stationery, entertainment products, and newspapers. WHSmith was established in 1792 as a new vendor in London by Henry Walton Smith and later diversified into other markets (Bloomberg 2018). The firm is largely known to be the first retail chain in the world and the creation of the ISBN book identifier. The overall corporation employs approximately 14000 employees, primarily in the United Kingdom (“History of WHSmith”, 2018).

The corporation is divided into two such as Travel and High Street operated by different management. The firm currently operates more than 1300 stores located in the United Kingdom, comprising 790 travel airport outlets, hospitals, motorway service area, workplaces, hospitals, and 630 high street stores (Bloomberg 2018).

The firm’s mission is to improve profitability and generate cash flow while delivering sustainable returns to shareholders. The two divisions in the firm have different strategies and goals although they share the brand and some services. The Travel’s goal is to lead in the retail industry in providing convenience, books, and news for all travelling customers globally. The High Street’s main objective is to be the best street stationery dealer, bookseller, and newsagent in the United Kingdom. WHSmith supply chain and ensures careful distribution of goods and services while merchandizing keeps all the stores well stocked at all times.

WHSmith Operating Divisions

The firm operates in various models some of which are directly run, joint ventures, franchise and online business (Grewal et al., 2015). The firm embraces a multi-channel shopping strategy integrating the site fully into the organization’s high street retailing arm. Multi-channeling allows consumers select the most appropriate mode of purchasing the variety of products offered by the firm. Consumers choose from a wide range of multi-channel shopping, WAP, in-store kiosks, interactive TV, and internet. The firm’s internet policy is convenient to consumers and allows goods purchased online be returned to any of high-street store in case consumers receive a different taste. The firm’s retail sites with offline stores allow consumers to return their goods in physical stores.

Travel Stores

WHSmith travel stores are located in a variety of places at railway and bus stations, motorway services, hospitals, and airports offering a wide range of products that suit customer needs at the right time (Grewal et al., 2015). The travel stores aim at serving customers quickly as they move on with their busy lives. There are more than 570 travel outlets in the United Kingdom serving customers 24 hours a day, tailored to sell products that fit customers in their location. Stores in railway and bus stations sell more magazines and newspapers, while airport stores sell more books and travel essentials. Stores located in hospitals sell products that are convenient to staff, patients, and visitors, and in some hospitals, the firm owns café (Grewal et al., 2015).

WHSmith’s stores have a variety of formats prioritizing on different products, while best practices and processes stay unchanged. The strategy of offering diverse products has allowed travels to make profits year after year and massively expand for the past ten years. The firm’s international business has grown very fast, allowing global stores to be set in over twenty countries and over sixty airports globally.

            The travel stores are mostly located in higher football locations with higher operating costs and higher rents and operate at about 0.6 square feet of selling capacity. The stores are less affected by holiday trading periods and their sales peak when there are increased passenger traffics during the summer holidays (Cision 2015). Business in travel stores is largely impacted by macroeconomic trends and other factors influencing the number of travelling customers, and investment and employment levels. The company is also impacted by technological changes such as digitalization on printed products.

High Street

The High Street business operates 612 stores extensively across the United Kingdom in most streets with significantly large numbers of consumer footfall. The stores deal with a variety of products in different categories. The stationery offers greeting cards, gifting, art and craft, and different type of general stationery. The stores also provide News and Impulse such as magazines, newspapers, drinks, and confectionery, and also books. The High Street business is seasonal and mostly peaks during holidays such as Christmas and back to school seasons between August and September.

The performance of High Street depends on the overall trends in consumer spending and growth in non-clothing and non-food industries. The performance is also impacted by its ability to take product market share and other trends in technological advancements such as digitalization on printed products. The strengths and qualities of publishers in any given year considerably impact trends in the book market.

Online Retail Business

The online retail is growing at pace and WHSmith is finding its place in the lead. Most United Kingdom retail sites offer full-time e-commerce, and WHSmith was found to have a high level of usability and to have better e-commerce strategies. Investing in online strategy provides integrated services in service provision that enable firms to secure customer loyalty. The company experienced a growth more than 50% per year, accounting for 1% of the overall company sale in the United Kingdom (Buljubašić and Borić 2014).

High Street is involved with the online business in selling products such as books, stationery, gifts, and magazine through the company’s website (Cision 2015). The online site promotes itself with a base level of banner promotion with all the firm’s partners and highlights specific promotions with targeted sites.

The firm’s B2B e-commerce network uses GXS Trading Gris, and GXS managed devices that enable the firm to maximize supply chain initiative instead of managing technology (Buljubašić and Borić 2014). The e-commerce network enable the firm to place orders, receive confirmation, and also allow invoices and notices to be shipped allowing stores to restock shelves two to three days after selling products like books. The system is also used to reallocate employees from processing papers or manual data re-keying and leads to the application of more valuable activities that efficiently utilize their expertise, such as investigating discrepancies in invoices.

Franchise

The firm is involved in marketing and sells its brand and other products while offering services to consumers, franchise stores, and wholesalers globally. Franchising enables the firm to build an outstanding commerce capability to meet the diverse need of consumers (Buljubašić and Borić, 2014).

WHSmith worked together with NetSuite Inc. to develop a cloud-based online commerce system that helped support the rapidly changing franchise industry (Cision 2015). The B2B system allows the firm to provide a secure and robust service where retailers efficiently purchase products, manage payments, and request a refund by having a franchise and other sales partners across the United Kingdom, Europe, Australia, and the Middle East. The firm eliminated analogue processes from faxing and emailing orders and started using more rapidly secure additional franchisees that would provide effective customer services and improve overall operational efficiencies with diverse self-service capabilities.

Franchising has enabled the firm to be agile and flexible necessary to foster a superior customer experience, increase efficiency and adaptability in the retail industry (Nicholas-Donald 2015). The firm must provide quality brand experience and deliver innovation across channels, all from a cloud-based and uniform commerce platform providing clear business and consumer data. The consumer experience is achieved by providing user-friendly websites that allow franchisers to conveniently accomplish their needs in supporting their business and streamlining business operations.

Distribution Centers

WHSmith News has 47 distribution centres across the country and makes an approximate week delivery of more than 50 million magazines and newspapers (Backhouse 2018). The distribution centres use the state of art technology to improve consumer satisfaction at reduced costs.

Use of Social Media

Technological advancement and internet are evolving faster than ever, and customer expectations increase on the other hand (Shen and Bissell 2013). The possibilities of the firm to deliver products based on consumer preference change all the time, and force the need to embrace the available technology and build an entrepreneurial culture.

WHSmith has a digital team made of digital experts, coordinators and editors to social media executives and category managers that ensure a smooth operation of the business online (“Digital – WHSmith,” 2018). Social media enable the firm to drive customer sales and generate profits through website use, eBay, and other sites that work with in-store customer ordering. Social media creates a positive brand image and manages the presence of blogs and consumer engagement. The firm recommends books, promotes events, and shares its employee expertise through the digital network to stay ahead of the competition in the fast-moving retail industry.

Digital Advertising

The firm equipped digital screens into stores across the United Kingdom in partnership with street to carry promotional materials and marketing messages. The firm pioneered in transforming from traditional posters and adopted digital advertisement in their windows. The screens enhance social communication with clients through a live platform, and delivers voucher issuance, redeeming retailers’, consumers’, and advertisers’ opportunities for redemption in their locality.

E-Books

The extensive growth in Kindle and iPad has drastically shifted customer preference from traditional books to eBooks which they purchase online and can be read from mobile devices and tablets (Wischenbart, 2013). The launch of eBook came as a strategy to cut out products with low margins such as DVDs and CDs and focus on core areas of news, stationery, and magazines that impact sales but boost profits. The firm sells a wide range of e-Readers to battle and counter the shift away from real books and to reach a wide variety of customers.

The firm succeeds in eBook strategy by partnering with Kobo, a Canadian retail provider that offers 2.2 million book titles more than any WHSmith’s competitor. Kobo accesses EPUB books which are only accessible for the Kindle, but they convert the format into Amazon’s AZW formatting. Customers pick up the Kobo from all the firm’s branches including those located in bus and railway stations, but books first must be synced with Kobo software on a PC connected to Wi-Fi. The partnership with Kobo creates competition in the United Kingdom for the eBook store and devices, which results in better prices and innovation (Picton 2014).

Marketing Strategy

Marketing is a key factor in the success of a business in the face of global expansion and competitive retail environment. Marketing identifies customers’ needs, and the company provides goods and services to satisfy them to attain a competitive advantage. Despite WHSmith has a globally recognized brand, the high street market has experienced a significant decline in economic activities because of increased competition and decline in consumer spending. The decline in performance is also contributed by the layout of the stores, with some customers complaining that shelves are messy, products are disorganized, and it is hard to locate products because the firm lacks browsing facilities.

The company advertises products using television media that provides a multi-sensory appeal and high opportunities for creativity (Flink 2011). Television displays products and provides clear descriptions using creative narratives, humour, and action. Television advertising reaches a variety of customers at once at relatively reduced cost when compared with other media.

Challenges Facing WHSmith

The company has the advantage of reaching a wide customer base because of having the variety 542 retail outlets on every high-street in the United Kingdom and having many travel stores at airports and railway stations. According to (Grewal, Kopalle, Marmorstein and Roggeveen 2012), approximately 70% of the British population visits the firm’s travel stores at least once per year, allowing the firm to perform well in the retail industry and record high growth rates in revenue generation and profits.

The firm faces stiff competition from Telegraph Media Group, Digital First Media, Amarujala.com, and Aurum Holdings in the retail and e-commerce industry. The firm is threatened by increased competition from other stores and online retailers such as Blackwell, Amazon, and HMV Group. Competitors impacts firm’s revenue and profits when their growth impacts the market share (Osmond 2015).

The travel business is largely impacted by geographical events such as war and threats from terrorism resulting in lower revenue generation. Threats reduce commuter, and travelling customer traffics, and the business operations are disrupted by planned and unplanned closure route (Gomez-Suarez and Martínez-Ruiz 2016).

The barriers of entry to business have increased in the retail industry because of the increased customer awareness of online shopping. E-books are cheaper, easily available, more portable, while others can be accessed free of charge. The low e-book prices are eroding prices for printed books threatening traditional stores book distribution and strengthen competitor’s influence in the book industry (Gilbert, 2015).

Recommendations for Improvement

The firm should improve in gaining competitive strength in all its channels. Setting a widely recognized and respected brand compels consumer proposition and improves the firm’s competitive advantage (Hu 2015). Competitive advantage will be obtained through vigorous marketing to draw in consumers with events, special promotions, and advertising. Content marketing should be incorporated into the firm’s strategy and may include story hours for children and book discussions on company’s website and through social media. Customers should be informed of products and books arrival through social networking sites to increase satisfaction and improve their preference.

Digital technology profoundly impacted WHSmith as a dealer in traditional books publishing and retailing industry. The rise of eBooks at low prices and e-Readers has threatened the firm, but the printed book is still surviving alongside technological advancements and publishers and retailers can reach a variety of audiences and explore new ways to tell stories (Hu 2015). The firm should be innovative and embrace technology that will help evolve beyond physical constraints. The emergence of smart phones is convenient in enabling buyers to download a book in seconds

The firm should develop better lending systems to prevent readers from sharing books via their phones and tablets instead of purchasing one. Lending will act as word of mouth marketing and will enable retailers and publishers collaborate and establish more profitable and effective lending programs. Lending the best selections where authors have used the right titles for the market niche will fit consumer demographics. The firm should try and match their products to consumer preference, such as increasing stock in shelves with children’s books for neighbourhoods with young children. The firm should develop technological programs at the point of sale terminals that tracks customer’s demographics and the books they buy to improve customer satisfaction.

The firm should implement transparency across the entire supply chain to meet customers’ demands for inventory transparency. Transparency across industries is vital to maintaining positive consumer experiences (Ater and Rigbi 2017). Customers feel disappointed to walk into a store only to find their product is out of stock, or to find the price of the commodity varies with the prices advertised online. Consumers should access accurate and clear inventory information from their phones without necessarily calling to check product availability. The firm should develop cloud-based programs to update customers on product availability for smooth pickup or delivery. Consumers should receive alerts in case products are unavailable to avoid confusions when clearing up and ensure they revisit the store. The firm should ensure proper price labelling in stores and trained staff improves store navigation by displaying key titles appropriately.

The emerging needs of technology require the firm to invest in cloud-based infrastructure that can blend arising challenges. Investing in solid foundations helps businesses adapt to market changes without impacting the existing infrastructure. According to Evans (2010), brands that put their investments on a right technology and implements proactive measures succeed regardless of evolutions in consumer expectations. A cloud-based infrastructure system can be improved effectively to handle any evolving needs consistently sustaining customers (Ali and Haseebuddin 2015).

The firm should invest more in advertisement strategy because it currently seems ineffective. In-store advertising should be prioritized because the stores are strategically located in streets with a lot of people and travel outlets. In-store advertising influences shopper’s behaviours of making decisions while in store, impulsively buy while in store, and purchase unplanned items driven by in-store promotions. Advertisements should contain messages that directly influence the purchasing habits by delivering the information needed by interested shoppers.

WHSmith should embrace the use of mobile marketing to reach larger audiences in a personal and real-time way. Almost every customer owns a mobile device, and 70% of the population can access the internet via mobile devices (Evans 2010). Mobile marketing is an important part of the retrial market industry with mobile interactions an integral part of the marketing mix. WHSmith should innovate ways to integrate mobile technology into their in-store by using SMS marketing or hyper-targeted mobile ads.

Reference List

Ali, M. M., and Haseebuddin, M., 2015.Cloud Computing for Retailing Industry: An Overview.International Journal of Computer Trends and Technology, vol. 19, no. 1

Ater, I., and Rigby, O., 2017. The effects of mandatory disclosure of supermarket prices.

Backhouse, C. 2018. Whsmithplc.co.uk. Retrieved 17 April 2018, from http://www.whsmithplc.co.uk/docs/HowToDeliverToBirmingham.pdf

Bloomberg., 2018. Bloomberg.com. Retrieved 17 April 2018, from https://www.bloomberg.com/research/stocks/private/snapshot.asp?privcapId=111620629

Buljubašić, I., and Borić, M. 2014. The impact of promotion in franchising. Ekonomski vjesnik: Review of Contemporary Entrepreneurship, Business, and Economic Issues, 27(2), 285-296.

Cision.,  2015. WHSmith Transforms Global Franchise Business With NetSuite And Accenture. Prnewswire.com. Retrieved 17 April 2018, from https://www.prnewswire.com/news-releases/whsmith-transforms-global-franchise-business-with-netsuite-and-accenture-300154250.html

Digital – WHSmith., 2018. WHSmith. Retrieved 17 April 2018, from http://www.whsmithcareers.co.uk/head-office-digital/

Evans, D., 2010. Social media marketing: The next generation of business engagement. John Wiley & Sons.

Flink, S., 2011., The Future of the Retail Advertising: Implications for the Finnish Newspaper Industry.

Gilbert, R. J., 2015. E-books: A tale of digital disruption. Journal of Economic Perspectives, 29(3), 165-84.

Gomez-Suarez, M., & Martínez-Ruiz, M. P. (Eds.)., 2016. Handbook of Research on Strategic Retailing of Private Label Products in a Recovering Economy. IGI Global.

Grewal, D., Kopalle, P., Marmorstein, H., & Roggeveen, A., 2012. Does Travel Time to Stores Matter? The Role of Merchandise Availability. Journal Of Retailing, 88(3), 437-444. http://dx.doi.org/10.1016/j.jretai.2012.03.002

Grewal, R., Lilien, G. L., Bharadwaj, S., Jindal, P., Kayande, U., Lusch, R. F., … & Spekman, R. 2015., Business-to-business buying: Challenges and opportunities. Customer needs and Solutions, 2(3), 193-208.

History of WHSmith | About WHSmith. (2018). Whsmithplc.co.uk. Retrieved 17 April 2018, from http://www.whsmithplc.co.uk/about_whsmith/history_of_whsmith/

Hu, C., 2015. Improving Competitive Advantage of Chinese Sports Brand through Brand Management. Modern Economy, 06(04), 473-477. http://dx.doi.org/10.4236/me.2015.64045

Nicholas-Donald, A., 2015. The economic worth of cloud computing adoption: A financial analysis. The University of Texas at El Paso.

Osmond, J., 2015. WH Smith SWOT analysis. prezi.com. Retrieved 17 April 2018, from https://prezi.com/5ij7-wqda1vx/wh-smith-swot-analysis/

Picton, I., 2014. The Impact of eBooks on the Reading Motivation and Reading Skills of Children and Young People: A Rapid Literature Review. National Literacy Trust.

Shen, B., and Bissell, K., 2013. Social media, social me: A content analysis of beauty companies’ use of Facebook in marketing and branding. Journal of Promotion Management, 19(5), 629-651.

Ström, R., & Vendel, M., 2012. The value of mobile marketing for consumers and retailers: A literature review.

Wilson, T. D. (2014). The e-book phenomenon: a disruptive technology. Libellarium: časopis za povijest pisane riječi, knjige i baštinskih ustanova, 6(1-2), 3-12.

Wischenbart, R., 2013. The global eBook market: current conditions & future projections. ” O’Reilly Media, Inc..”

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Should College Athletes should be paid

Should College Athletes should be paid

Introduction

Many of the College athletes enjoy the benefits of their participation in the NCAA sports because of getting full scholarships of their school. They also have an opportunity to make a reputation in the sports world and have a chance of playing the big leagues in the country. Although the athletes get scholarships, they should be paid for their skills. This issue has raised and many people including organizations have desired to change the compensation method for the college athletes.

College athletics has been a profitable business in the US for a long time. Annual revenue of about $100 million was generated in 2017 by institutions’ athletic programs. The average revenue from 127 schools in the Division I Football Bowl Subdivision of the NCAA was more than 30 million US dollars from football games only. Even after the earnings from the sports the compensation for a group of student-athletes is limited. The NCAA officials and the coaches included making a lot of riches from the earnings of the sports. The NCAA has rules that college athletes should maintain unprofessional status for them to play NCAA sports. This rule makes the NCAA not to have direct payment to the players but compensate them through scholarship. The rules are known as the Amateurism rules. These rules also prohibit the players from receiving payment for the use of their NILs.

Should College Athletes be paid?

A petition by O’Bannon was filed in 2009 and it stated that the NCAA’s amateurism rules were illegal under the Section 1 of the Sherman Act. The district court came up with a judgment after a 14-day seat trial that the amateurism rules dishonoured Section 1 of the Sherman Act. The court came up with markets that were affected by the amateurism rules that were challenged. These markets include

The college education market; in this market the court discovered that the NCAA schools compete to recruit the best high school players by providing other services another than scholarships. The additional services include; athletic facilities coaching and other opportunities in quality athletic challenges. The court also discovered talented players often attend Division I school and that the athletes do not join the NBA or the NFL directly from high school.

The group licensing market; the court broke these market three submarkets which included: game rebroadcasts, advertisements and archival footage, live game programs and video games. This market requires rights to use the of player’s NILs whereby the court found that the NCAA had licensed the rights to the markets. The NCAA benefited from the revenue received never paid the player for the use of their NILs. The court ruling concluded that the players should be compensated through direct payment for the use of their NILs and as an employer.

The NCAA came up with procompetitive purposes for the justification of the rules to limit the compensation of the players. The NCAA suggests that the maintaining amateurism is important in preserving an academic setting whereby the first priority is to acquire a quality education.  The questions about fairness have risen due to the unequal compensation of the athletes compared to the revenue they generate.

Academics and Athletics integration

The NCAA argued that the compensation rules help the students to work smart in their academic activities. These rules thereby integrating academics and athletics which in turn a quality education will be given to the student. According to the district court, the precompetitive by the NCAA’s rules was worth to affect the college education market, but it argued that the NCAA’s rule s did not result to the academic and athletic integration.

The NCAA rules make a player especially in Division I to participate in their sport for 43.3 hours in a week. The hours are more than what a work in the US works in a week. This affects the attendance of the student-athletes to classes to be poor and for that reason, they should be paid for as their compensation. The court argued that the best way the compensation rules will enable the integration of academics and that of athletics is by limiting large payment to the student-athletes which in turn would remove a social boundary between the student-athletes and other students. The court also held that the students should be paid for the use of their NILs.

 

Output Increase

The NCAA argued that limiting payment to the student’s athletes increased the chances for students to play Division I basketball or FBS football which in turn increase output in the college education market. The NCAA’s rules encourage schools that were unable to compete in Division I to compete with a commitment to the amateurism. This justification was rejected by the court when they found that there were conferences that were held to change the NCAA’s scholarship rules so as to increase the compensation regulations. The court found that schools join the other NCAA Divisions since there are also affected by the same amateurism rules that affect the Division I schools. The court also discovered that the revenue from Division I schools are not shared and that not paying student-athletes did not lead to additional fund for scholarships.

Many of the colleges use the NCAA sports to market their institutions and this has seen many colleges increase their undergraduates’ admission points and their SAT scores during the NCAA season. The players should be perceived as the group that markets the college and that they do not play the sports at their leisure. For this reason, the college athletes should be paid because they reduce the cost of the college would use to build its recognition so as to increase the rate of application and increased admissions.

Balancing competition

The limiting of paying college athletes helps in maintaining competitive balance among the NCAA’s sports as argued by the NCAA before the district court. This was recognized by the court as a valid precompetitive purpose but a conclusion was made that the competitive balance was not promoted by the NCAA rules. The court made their conclusion with the use economists’ research whereby many of them made a conclusion that competitive balance is not the aim of the NCAA’s compensation rules. the court found that the NCAA limited the direct payment to the players but allowed the spending of the revenue earned on other athletic programs, such as coaching

When the NCAA was created in 1905, it opposed the payment for both coaches and the college athletes but over the years the coaches started receiving payments leaving out the players. The NCAA collects huge revenues that can be shared with the players also but most of it goes to the administrators and coaches. Today a coach can be paid an average of 2 million US dollars in a year while the player receives nothing despite their effort in winning the competitions. This is a justification that the college athletes should be paid.

Conclusion

Most athletes get discouraged and feel mistreated because they are not paid for their hard work in the field and that the money they generate benefits, other people. The NCAA sports cannot be held without the athletes and this makes it fair enough for the athletes to receive payments. The college teams might not be at the same level with the professional teams but they have fans who adore them. The NCAA used the player NILs on products such as jerseys and other sportswear but they never pay the players for this. Money received from selling tickets, foods and jerseys during the sports events should also be share to the athletes and their account credited. The Student-athletes should be allowed to have deals in business and endorsement from companies. Most college athletes are limited from such deals by their school. Allowing such deals encourage the athletes to perform well and bring winnings to their schools.

Work cited

http://review.chicagobooth.edu/economics/2018/article/should-college-athletes-be-paid

https://www.forbes.com/forbes/welcome/?toURL=https://www.forbes.com/sites/marcedelman/2014/01/30/21-reasons-why-student-athletes-are-employees-and-should-be-allowed-to-unionize/&refURL=https://www.google.com/&referrer=https://www.google.com/

https://www.leagle.com/decision/infco20150930188

 

 

 

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Work and life balance and Well Being

Work and life balance and Well Being

Introduction

CWP is an international organization providing consultancy and managerial services to other companies and clients. The organization has 13,500 employees with 65% being men and the remaining 35% being ladies therefore calling for work life balance issues. The organization prioritizes on balancing diversity but experiences difficulty increasing the number of ladies especially in the top positions and this is attributed to the number of working hours.The latest study carried out on staff showed that urgency should be prioritized on Work-Life Balance. The policies outlined by the Work-Life Balance policy needs to be adjusted to eliminate the conflict of interest between management and staff.

If management fails to address the matter, the organization faces a risk of reduced production and effectiveness on the part of the workers since they will not feel accommodated and their needs disregarded. Unsatisfied staffs are not able to perform their roles effectively which results in reduced performance which means that there will be a reduction in the profits earned (Sharma and Sharma, 2015).The data presented from the survey shows that about 60% of the workers are not contented liable to compromise CWP’s production and performance. The reduced satisfaction can be attributed to the workers as they are liable for managing their own private lives. From the scenario, staff members aged twenty-five to thirty-five exits the CWP probably due to maternal and family issues. A study by Kahn, García, and Bianchi (2014, pg.67) found that parenthood was one of the major initiators of female exit from employment. The reason behind this is the fact that females are also home managers, so they require adequate time for their families.

The case scenario also highlights the gender diversity issue. About 65% of the total workforce employed across Europe comprises of the male gender while the remaining portion comprises of the female. CWP therefore initiates the diversity management objectives but still has difficulty attracting and retaining the workforce.Another key issue raised in the scenario is the unsupportive managers. From the statistics, 50% of the workforce feel supported by the managers in regards to private life and WLB.

Proposed Recommendations

The following are the recommendations for CWP in instituting viable, flexible options and Work-Life Balance;

Improving Internal Communication

Majority of issues facing CWP from the case scenario are as a result of poor internal communication. For instance, the employees feel unsupported by the managers due to inadequate and poor communication. Proper internal communication is one of the major determinants of organizational success (Mishra, Boynton, and Mishra, 2014, pg. 187). If CWP institutes proper communication frameworks, the employees will be able to pass their grievances to designated authorities.

For instance, CWP management may develop a hierarchical diagram showing the different organizational functions. It stipulates the different management positions and the roles they play in assuring overall performance (Argenti, 2015). The hierarchical order will give employees an overview of the overall management and the designated managers they are supposed to report to. The diagrams will help increase employee transparency and enable management get efficient information in regards to WLB. The diagrams can be placed at strategic points and posts, for instance, the company website, notice boards, employee offices and Company cafeteria.

Clear adequate internal communication ensures the workforce feels as part and parcel of the organization (Men, 2014, pg. 267). It one of the ways of ensuring all workers fully engage in organizational affairs. It can prove even more significant to the CWP staff working with International clients or offshore. It’s important to update them to sustain full engagement.

The proportion of candidates applying for positions in CWP also has significantly reduced with numbers of those exiting after three to five years escalating. Statistics from the UK Labor market showed a significant increment in the employment rate since the 1970’s (Clements, 2015). The numbers showed the market has a big number of candidates ready to apply for positions in CWP. All the organization has to do is focus on flexibility and catering for the welfare of its workers. The manner in which CWP has implemented the diversity program serves to determine the number of both male and female candidates applying for positions in the company. Strategies chosen by an organization are paramount in attracting and retaining potential workforce (Cloutier, Felusiak, Hill and Pemberton, 2015).

The organization has a role to play in ensuring workforce satisfaction through provision of flexible work options (Goetsch and Davis, 2014).According to Moen, Kelly, Tranby, and Huang (2011, pg.416), those individuals who were able to balance between their work and personal life felt more relaxed and rested as they had enough sleep and time to visit a doctor. The freedom replicated itself in their work as they proved more productive and efficient. It also affected the rate of recruitment and workforce retention.Work-life balance can also serve as a way of ensuring survival after an economic downfall. Some organizations resort to WLB to help improve production and sustain performance during an economic recession (Pasamar and Valle, 2013).

The increase in the number of staff exiting CWP and reduced number of applicants is linked to poor communication. For CWP to realize it objective on diversity management, it should prioritize on querying its staff before resorting to other research methods. They can question the workers on the most desirable flexible options which they deem most effective. The information they get will aid generate viable WLB provisions that best suit their workforce and the entire CWP management. Through this, management will have saved on costs associated with time and also satisfy the needs of its employee’s thus evading exit, sustaining retention and applications.

To cater for the size and disparity of its workforce, CWP should go for an electronic survey. Firms using electronic survey are assured of timely collection and response from members (Dillman, Smyth and Christian, 2014). It may prove more significant especially for staff that may be offshore or working far away with international clients. Communication will be timely and will encompass all the organizational workers.

CWP should also prioritize regulating the number of offsite jobs. From the case scenario, the most dissatisfied workers are the ladies and those working offsite for international clients. They comprised of 40 % of the total workforce which is a significant lot that can impact production. For instance, those working with international clients may have to spend a considerable amount of time away from their families which may impact performance. CWP needs to limit the number of international jobs allocated to a worker per year. The employees will be able to spend time with their families which will help balance work and personal life. For the onsite workers, CWP should consider initiating a provision enabling them to work at home.

The case scenario also highlights the gender diversity issue. About 65% of the total workforce employed across Europe comprises of the male gender while the remaining portion comprises of the female.The data from the scenario also shows that only 40% of the workers deem the flexible work options as adequate in meeting their wants. The likelihood of exit for this proportion is high indicating a significant reduction in production and performance for CWP. It also increases the difficulty in achieving the diversity objective as 35% of the 40% are women. Women are a significant asset for any business and so should be given priority (Setó‐Pamies, 2015, pg. 337). It, therefore, poses difficulty in retaining women who contribute significantly to the organizational performance through their innovation and talent if flexibility is not addressed. The figures show that men are more attracted to the positions than women. The flexible options and work-life balance provisions may influence applications as the majority of the women to prefer flexible jobs to cater for their families.

Majority of the firms today have adopted home working. Employees can have time to spend with their families and still work from their residence (Stokes and Wood, 2016, pg. 45). Technological advancement has facilitated the trend. Through this, CWP will be able to meet the needs of its workers adequately. All it has to do is invest considerably in technology to help monitor, evaluate and assess its workers.

Employing Adequate Leaders

Another key issue raised in the scenario is the unsupportive managers. From the statistics, 50% of the workforce feel supported by the managers in regards to private life and WLB. The rate raises questions in regards to the leadership styles used in running the organization. Do the managers use autocracy, democracy or dictatorship? Probably they use these styles differently on different groups of people. The data also suggests prejudice and bias exercise in the organization. It seems as if some of the employees are favored more than others or given priority on issue treatment. There is also the probability of character difference on the part of managers. Some of the managers may be cordial and welcoming thus supportive. Others may be harsh and demanding to make some workers feel unsupported. Identifying the best method to bridge the gap between management and employees would help solve social issues at CWP. It would help address the flexibility issue more conveniently and sustain performance. For instance, the millennial generation workforce places much priority on balancing work and private life (Truss, Mankin and Kelliher, 2012).

Leadership is paramount towards organizational performance (Miner, 2015). It can be a factor contributing to the escalating exit and reduced applications. The workers may feel unconsidered which may lead to the exit of talents. According to a study carried out by Reina, Rogers, Peterson, Byron, and Hom (2018), a significant number of employees leave their jobs due to their managers. Engaging the employees emotionally and exerting pressure proved to have a significant effect on employee’s quitting. CWP management should consider weighing the manager’s opinion on WLB. Manager’s perception may prove significant in evaluating the viability of WLB and its impact on overall performance of CWP.

At times workers tend to be resistant to dynamism which also goes for the managers as well (Scase and Goffee, 2017). They may be reluctant to adopt WLB provisions even when they prove significant to the welfare of their workers. They may deem WLB provisions as an expense to the organizations which renders them unsupportive. The study by Dickson, Fox, Marshall, Welch, and Willis (2014, pg. 139) stipulated that some of the bosses were being asked to give more than they were willing to offer, showing that they are not responsible for WLB.  Taking this perspective would only serve to worsen CWPs current position. Some of the managers only implement the WLB provisions because it’s a trend in the industry and other organizations are doing it. Many fail to initiate the provision based on the concern they have for their workers and simply do it because the law requires it. WLB is a legal requirement, and all companies are required to institute it in their programs (Milner, 2016, pg. 126). Majority of the managers are therefore less supportive of their workers as it is not a self-initiative. Getting the leaders perspective will help understand the current position on organizational matters. Leader’s communication serves as a way of weighing both managers and workers opinions and coming up with a lasting solution viable for both parties (Certo, 2015).

CWP can also adopt the KIER Group program, meant to enhance integration between management and staff. The KIER program enables managers to pay attention to the views of staff and also serves as a training program for their development and growth (KIER, 2018). Through the programs, both managers and employees establish a cordial relationship. The employees feel like part of the organization as their opinions matter in regards to overall decision making. They feel accommodated and thus in the case managers refute their opinions; they will not feel unsupported.

Management should also encourage accountability and openness at all levels on matters concerning WLB. To enhance openness, managers as the organizational heads should pioneer and advocate for the implementation of the WLB provisions for staff well-being. Through advocacy, they will be able to entice openness from staff that may have critical issues to address in regards to WLB. Manager’s involvement in employee’s welfare will help them see things from the staff’s perspective. Through this, the workers will feel supported which will improve production for CWP.

CWP should focus on monitoring and assess feedback on the implementation of the recommendations. The response should be taken from both management and staff in regards to the viability of the new instituted recommendations. It will help identify errors and take corrective measures in improving leadership.

From the case scenario, about 40% of the workforce is satisfied by the present WLB. 65% of the rate indicated comprises of men, and the remaining 35% is ladies. The ratio indicates that very few women are satisfied by the provision of the WLB compared to their male counterparts. It, therefore, indicates the need for proper communication between management and both genders to initiate viable, flexible options. If coordination is not implemented, CWP is likely to lose the majority of the female staff. The loss will have a detrimental effect on the female staff also serves to innovate and bring in ideas to increase production.  Workers will be less motivated to exact performance reducing CWP’s performance.

Prioritizing On Staff Health and Well Being

A workers health is a significant contribution towards his or her performance (Taylor, Mulvihill, Baillie and Irwin, 2017, pg. 215). Absenteeism from work due to health issues is one of the major contributors to low organizational performances and low-profit margins (Strömberg, Aboagye, Hagberg, Bergström and Lohela, 2017, pg. 1061). To assure the well-being of its staff, CWP can increase work flexibility by advocating for home working. Through this, workers will be able to work from their places of residence and still have time to see their doctors. Home working will ensure they have time to seek out medical advice whenever health issues arise.

CWP can also formulate health and welfare programs into its framework. For instance, some companies have adjusted their intranet to permit employee get the information they need from medical experts. They do not have to miss work to get medical assistance which in turn saves time for CWP (Jacobus, Braun Cobb and Cybernet Systems Corp, 2014).  The company will be assured of continued production which will help ensure continued growth.

From the scenario, staff members aged twenty-five to thirty-five exits the CWP probably due to maternal and family issues. A study by Kahn, García, and Bianchi (2014, pg.67) found that parenthood was one of the major initiators of female exit from employment. Young ones tend to limit their production capacity as they have to stay home and tend to their families. The study stipulated that women are most affected at a young age. Exiting tends to deny CWP talent and resorts to reduced performance. CWP should consider instituting maternal leave in its provisions to cater for the welfare of the workers especially the women. They will thus be able to retain those who exit for family issues.

For the CWP to adequately cater for the welfare of its employees, management should also pay emphasis to corporate social responsibility. Through corporate social responsibility, CWP will be able to cater for all its stakeholders, that is, clients, employees, government, shareholders and general community. When an organization views the welfare of its staff as a corporate social responsibility, it increases the productivity of the workers. Most organizations choose to provide medical insurance cover, proper remuneration, allow a few hours of break and recreational facilities for their workforce (Supanti, Butcher, and Fredline, 2015, pg. 1482).CWP adopting this will aid cater for the well-being of its employee’s.

Strategies

Recommendations Action Supposed To Be Taken Who Will Take the Action Time To Be Taken Results To Be Derived from Evaluation
Improvement in Communication Level of Employees Analyse the programs that are in the organization and their functions Departmental heads as well as senior management in general Three weeks Employees should be motivated to become more open and communicate more about their concerns on WLB.
 

 

Research should be undertaken to determine the most favourable WLB Human Resource Department Two Months The common options will be identified, and implementation plans will be laid down if the currently utilized CWP does not offer many alternatives.
Set limits on the number of jobs that a single employee should undertake per annum Management and Human Resource Departments Within a year Employees will have a choice in their operations. They may choose to continue doing work or simply quit after completing their specified jobs. It, in turn, brings employee satisfaction.
Advocate for work from home programs as a section of Work-Life Balance Senior management team In 9 months Employee satisfaction will be upheld since they will feel considered by the management team due to their acknowledgment of a work-life balance
Upgrading leadership Requires response from the management team as well as their views on work-life balance Senior management Three official weeks The senior management team should focus on gaining knowledge why employees feel unsatisfied. Managers can hence generate ideas on which areas to change.
Initiation of the success formula. The human resource department In a year A better relationship between employees and their managers.
Embracing openness about issues arising from WLB and their wellbeing. The senior management team and other managers Employees will feel free to express their concerns without fear of management team, and the managerial team can respond faster.
Collecting response from the employees and managers to analyze whether there have been any improvements made. The human resource department, departmental heads, and senior management team Every two months The solutions that have been recommended are analyzed using the feedback obtained to determine success level. An increase in the current percentage is expected.
Elevating the well being Creation of a gap in the CWP intranet which provides information about the well-being and health. The Information Technology department and Health Department In 4 months There is expected a reduction in the level of stress among employees since there is accessible information on taking care of oneself.
Initializing activities such as sports that will enhance the health and fitness of employees such as the installation of a gym. All managers In 6 months Employees tend to be happier and accommodated by their employer which in turn results in retention of qualified and talented staff.

Conclusion

Improvement of the level of communication and elevating leadership skills help in reducing the occurrence of CWP issues that are about work-life balance. The recommended approaches to wellbeing enhance the satisfaction of employees since they do not have any stress which in turn leads to more productivity in the firm. There is the prevention of similar occurrence of the crisis since they will be solved using the recommendations. It is very important that an organization considers the needs of the employee so that they will feel accommodated. Employees are the power of an organization and if an organization disregards them, then lowered productivity is likely to be encountered. Work-Life Balance will motivate employees to work as desired and enhance the relationships between employees and the managerial team.

Leadership is a very important aspect that should be put into consideration. If the management team is not efficient, there is the likelihood that the employees will be unsatisfied thus lowering their morale. An organization should employ qualified and competent leaders so that the organization will not be left behind by a similar organization.

References

Argenti, P.A., 2015. Corporate communication. McGraw-Hill Higher Education.

Certo, S., 2015. Supervision: Concepts and skill-building. McGraw-Hill Higher Education.

Clements, L., 2015. British employment jumps to highest level since the 1970s. Retrieved from Express: https://www.express.co.uk/finance/city/611967/UK-employment-rate-highest-level-1970-wages-grow

Cloutier, O., Felusiak, L., Hill, C. and Pemberton-Jones, E.J., 2015. The importance of developing strategies for employee retention. Journal of Leadership, Accountability and Ethics, 12(2), p.119.

Dickson-Swift, V., Fox, C., Marshall, K., Welch, N. and Willis, J., 2014. What improves employee health and well-being: Findings from regional Australian workplaces. International Journal of Workplace Health Management, 7(3), pp.138-155.

Dillman, D.A., Smyth, J.D. and Christian, L.M., 2014. Internet, phone, mail, and mixed-mode surveys: the tailored design method. John Wiley & Sons.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: Pearson.

Jacobus, C.J., Braun, J.C., Cobb, P. and, Cybernet Systems Corp, 2014. Method for consolidating medical records through the world wide web. U.S. Patent 8,731,967.

Kahn, J.R., García‐Manglano, J. and Bianchi, S.M., 2014. The Motherhood Penalty at Midlife: Long‐Term Effects of Children on Women’s Careers. Journal of Marriage and Family, 76(1), pp.56-72.

KIER., 2018. THE PROGRAMME; The Best of Both Worlds. Retrieved from Build Your Career with Kier: http://www.kier.co.uk/earlycareers/foundation-degree/the-programme.aspx

Men, L.R., 2014. Strategic internal communication: Transformational leadership, communication channels, and employee satisfaction. Management Communication Quarterly, 28(2), pp.264-284.

Milner, S., 2016. Trade Unions and Work-Life Balance: The Impact of the Great Recession in France and the UK. In Work-Life Balance in Times of Recession, Austerity and Beyond (pp. 113-131). Routledge.

Miner, J.B., 2015. Organizational Behavior 1: Essential theories of motivation and leadership. Routledge.

Mishra, K., Boynton, L. and Mishra, A., 2014. Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), pp.183-202.

Moen, P., Kelly, E.L., Tranby, E. and Huang, Q., 2011. Changing work, changing health: can real work-time flexibility promote health behaviors and well-being?.Journal of Health and Social Behavior, 52(4), pp.404-429.

Pasamar, S. and Valle Cabrera, R., 2013. Work-life balance under challenging financial and economic conditions. International Journal of Manpower, 34(8), pp.961-974.

Reina, C.S., Rogers, K.M., Peterson, S.J., Byron, K. and Hom, P.W., 2018. Quitting the Boss? The Role of Manager Influence Tactics and Employee Emotional Engagement in Voluntary Turnover. Journal of Leadership & Organizational Studies, 25(1), pp.5-18.

Scase, R. and Goffee, R., 2017. Reluctant Managers (Routledge Revivals): Their Work and Lifestyles. Routledge.

Setó‐Pamies, D., 2015. The relationship between women directors and corporate social responsibility. Corporate Social Responsibility and Environmental Management, 22(6), pp.334-345.

Sharma, V. and Sharma, J., 2015. Job Satisfaction and Job Performance: Linkages in Real World. Journal of Management Engineering and Information Technology, 2(2).

Stokes, L. and Wood, S., 2016, August. 3 Employer Support for Work-Life Balance in Recession. In Work-Life Balance in Times of Recession, Austerity and Beyond: Meeting the Needs of Employees, Organizations and Social Justice (Vol. 38, p. 45). Taylor & Francis.

Strömberg, C., Aboagye, E., Hagberg, J., Bergström, G. and Lohela-Karlsson, M., 2017. Estimating the Effect and Economic Impact of Absenteeism, Presenteeism, and Work Environment–Related Problems on Reductions in Productivity from a Managerial Perspective. The value in Health, 20(8), pp.1058-1064.

Supanti, D., Butcher, K. and Fredline, L., 2015. Enhancing the employer-employee relationship through corporate social responsibility (CSR) engagement. International Journal of Contemporary Hospitality Management, 27(7), pp.1479-1498.

Taylor, E., Mulvihill, C., Baillie, N. and Irwin, H., 2017. NICE public health guidance: healthy workplaces. Journal of Public Health, 39(1), pp.215-216.

Truss, C., Mankin, D. and Kelliher, C., 2012. Strategic human resource management. Oxford University Press.

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Interview on Emergency Preparedness

Emergency Preparedness Interview

  1. 1. What are some of the most frightening areas in regards to disaster management, emergency response, and possibly handling terrorist activities?

Public health workers expect natural disasters, novel infectious diseases, and terrorist events in their daily duties. The most frightening areas in their duties are that they feel underprepared, lacking authority, and lack the resources to handle crisis despite being ready, willing, and well positioned to respond to occurrences.

  1. How well is this community, hospital, or local area prepared to handle a disaster or a public health event?

The hospital is poorly prepared for emergencies because it lacks facilities and types of equipment needed for the response.

  1. What are some of the preparatory measures that need to be done in order to maintain safety or organizational integrity during the event?

Emergency preparedness to maintain safety or organizational integrity needs measures such as planning, equipping, training, and regularly exercising the emergency response. Healthcare facilities should acquire the equipment, materials, and facilities needed to effectively support emergency responses

  1. What are some of the possible trainings that you would suggest that the community become involved with?

Hospitals should establish a plan and train members and the community to perform their duties while testing the effectiveness of the plan using emergency exercises. Healthcare professionals should be equipped with disaster-focused instructions in their formal education, and employers should establish crisis policies or engage workers in regular disaster drills.

  1. Where do you see emergency management/public health/disaster preparedness within the next 5 years?

Emergency management, public health, and disaster preparedness will improve within the next five years because scientists are implementing technologies that will be achievable and sustainable in providing early-warning systems.

  1. Where do you foresee some of the challenges taking place regarding disaster mental health?

Disaster mental health challenges will increase with the rapidly increasing social, political, and humanitarian pressure.

  1. In your opinion, how can disaster mental health become integrated as a regular part of emergency management planning?

Integration of disaster mental health in emergency planning can be done by providing psycho-education and information on environmental hazards, and engaging people in supportive listening. Individuals with a greater risk of long-term adverse reactions should be screened and referred to appropriate psychological, medical, and tangible services.

  1. Who do you consider to be some of the key stakeholders in the community? Why do they play an integral role in emergency preparedness, public health, or disaster management?

Stakeholders in disaster management involve the community and local and national government. The vulnerable community needs awareness on hazards and potential negative impacts of exposure, while the government is responsible for policies and frameworks facilitating early warning. The regional organizations and institutions such as NGOs, the private sector, media, and the scientific community are key stakeholders in disaster management. They provide advice and knowledge to develop and sustain operational efforts of nations sharing common geographical environment.

  1. How can local leaders become more involved in emergency preparedness and response concerning mental health?

Leaders should be aware of dangers their communities are exposed to in order be effectively involved in disaster preparedness. The community should be engaged in ways reducing potential damage or loss of resources they depend on, in a manner that increases safety in response to mental health.

  1. What are some of the positive social changes that can be accomplished regarding the integration of disaster mental health for the community?

Integration of disaster mental health for the community can help reduce major depressive disorders, post-traumatic stress disorder, anxiety, and depression in disastrous events (Roudini, Khankeh & Witruk, 2017).

References

Roudini, J., Khankeh, H. R., & Witruk, E. (2017). Disaster mental health preparedness in the community: A systematic review study. Health psychology open, 4(1), 2055102917711307.

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SWOT analysis

For the case assignment, you will use the brainstorming tool known as the SWOT analysis to assist in developing foundational strategies in areas previously addressed. We will address the TOWS in a future module.

Create a SWOT analysis with three (3) bullets for each area, addressing the information below. Make sure you address the areas from an HRM macro perspective, e.g., what gives the organization you selected in previous modules a competitive advantage with other similar organizations in the industry/sector.

Areas for SWOT Analysis

Strategy and Planning Process in the Organization (Who is involved in the process or not?)
Staffing (wage earners to executive level)

Compensation and Benefits (conduct external research to compare [benchmark] with other similar organizations in the industry/sector)

After you identify the areas as mentioned above, write a 5-8 page paper addressing each of the areas. Make sure you identify the organization and share a little background history about it.
Be thorough in your writing. For example, why did you select information you placed in the SWOT areas? What are the implications in your organization? What are the implications for an HRM? Of course, there are many other questions/reasons for why you selected these areas, but just make sure you provide enough clarity for the reader to follow. In addition, this exercise should be useful for you in your current or future organization.

You can add headings by area (strength, weakness, etc.), but make sure you embed the actual analysis within the document somewhere as a table or figure in APA format.

Writing Guidelines:

Include title and references pages (not included in the total 5-8 page count)

Write your paper in APA style format Proofread for spelling and grammar errors

Use at least 5 references with at least 3 sources from the Touro library

Use proper in text citations

If you anticipate a problem turning in your assignment on time, please contact your instructor immediately.

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The Business improvement response essay

In business Improvement the Group’s recommendations to improve the viability of the company’s future included a focus on addressing any outliers of the employees – those who still have not fully bought into the changes made by Frankel. This is an important factor as with any transition, there is a group of individuals who are the slowest and most resistant to change. By ensuring these people are not bypassed, but still worth the effort and energy to bring on board, will be important to ensure the new organizational culture stays in effect. Without addressing those slow or resistant to make the changes, Frankel runs the risk of losing work and effort put into the organization. Including this in your recommendations was a great point to make. While Frankel had made progress with the organization to that point, there would still be great work to be done. That said, there were no specific ideas given to achieve this, which could have given the recommendation further weight. The suggestions showed an understanding of the case, the challenges the company was up against, as well as what would be needed in the future.

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Gabriella case study: Benchmark Language Disabilities and Assistive Technology

Gabriella is a fourth grade student with a language disorder and mild intellectual delays. She is nine years old and spends a large portion of her day in self-contained settings. She receives speech and language services from a speech pathologist for a minimum of 40 minutes three days a week. The rest of the time, her language needs are supported by the special education teacher. She does attend a general education fourth grade classroom daily for 90 minutes for language arts instruction. An instructional assistant accompanies Gabriella to class. Gabriella’s oral expression skills are in the low to average range. She struggles with figurative speech, sarcasm, and multiple meanings of words. Her speech is literal and she usually has poor decoding and reading comprehension skills. Her reading level is at a low first grade level, reading simple stories with a Lexile level of 300-450. Her favorite books are the Frog and Toad books by Arnold Lobel. She is writing simple sentences with a subject and a predicate, but relies on picture cues and rewriting strategies to plan her sentences.

Gabriella attends the fourth grade Language Arts class for exposure to more appropriate grade level content. She requires frequent breaks and one-on-one support from an assistant when participating in the general education setting. The special education teacher and assistant work with the general education teacher to modify the assignments in class.

Gabriella is exempt from the district course assessment at this time, and her grade is based on participation, reduced and modified assignments, and an alternative individual project instead of a final exam. When working in groups, Gabriella will participate by making choices, with visual cues prompted by the assistant. Gabriella has been integrated into language arts instruction since the second grade. Students enjoy having her in class and are helpful. She also attends art, music, PE, recess, and lunch with the same fourth grade class.

Assignment:

Part 1: Goal Writing

Write a measureable IEP goal for Gabriella that includes the use of augmentative and alternative communication systems, and assistive technology in the classroom to facilitate communication with peers and aid in comprehension of content.

Part 2: Mini Unit

Utilizing the COE Lesson Plan Template, compose a mini-unit of three formal ELA lesson plans that build upon the following:

Current Instruction and Content in the Fourth Grade Classroom:

Currently, students are reading about the Underground Railroad.
Current instruction must be aligned to Common Core Standards:CCSS.ELA-Literacy.RI.4.1-RI.4.6
Completed lesson activity and learning target includes students working individually to complete a graphic organizer to identify the setting, main idea, and key details.
For each lesson plan, differentiate activities for Gabriella that address Gabriella’s measureable IEP goal and include assistive technologies. In addition, for each lesson plan, create a pre- and post-assessment, using a low or high tech based accommodation, to evaluate whether Gabriella’s measurable IEP goal are met.
Part 3: Rationale

Provide a 250-500-word rationale that supports your instructional choices for Gabriella’s IEP goal, the differentiated activities in the mini-unit, and the alignment between the two. Support your rationale with 2-3 scholarly resources on best practices regarding semantics disorders and the use of assistive technology.
Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to Turnitin.

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Critical Analysis Nursing Research

Prepare a critical analysis of a qualitative study focusing on the problem statement, study purpose, research question, literature review, and theoretical framework. This can be one of the selected articles from your previous literature review or a new peer-reviewed article.

The completed analysis should be 1,000-1,250 words and should connect to your identified practice problem of interest.

Refer to “Research Critique Part 1.” Questions under each heading should be addressed as a narrative, in the structure of a formal paper.

Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to Turnitin

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Small Business Administrations

Small Business Administration’s article, titled Environmental Regulations, and visit the United States Environmental Protection Agency?s ?Laws & Regulations? Page.

Identify one environmental law that is relevant to your past, current, or future employer. Apply that law to a business situation created by that employer. How does (or did) that employer maintain compliance with that statute? Do you believe that environmental regulations help or hinder business? Why, or why not?

Article : https://www.sba.gov/managing-business/business-law-regulations/industry-laws-regulations/environmental-regulations

https://www.epa.gov/laws-regulations

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legal and ethical issue

A description of a business situation that presents a legal and ethical issue. The business situation must be from prior, current, or anticipated future employment experiences or from a current event. The description of the business situation must not exceed two pages.

An analysis of the ethical concerns raised by the situation.
Apply at least two different ethical theories to the situation to support at least two different outcomes.
The paper must determine which ethical outlook as applied to this particular situation will result in the best legal outcome for the business.

An explanation of at least three of the relevant areas of law that have been addressed in this course (e.g., constitutional law, contracts, anti-trust law, securities regulations, employment law, environmental law, crimes, or torts) and an assessment of the each area of law as it applies to the business situation identified.

A recommendation to reduce liability exposure and improve the ethical climate or the overall ethics of the situation. Your recommendation must be supported by specific legal, ethical, and business principles. A recommendation to reduce liability exposure and improve the ethical climate or the overall ethics of the situation.

-Paper must be 11 to 15 double-spaced pages in length (not including the title and reference pages)
-Must begin with an introductory paragraph that has a succinct thesis statement which identifies the focus of the paper.
-Must address the topic of the paper with critical thought.
-Must end with a conclusion that reaffirms your thesis.
-Must use at least 10 scholarly sources.

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