Daily Archives: January 2, 2021

Ferris HealthCare, Inc.

In July of 1999, senior management at Ferris recognized that its future growth could very well be determined by how quickly and how well it implemented project management. For the past several years, line managers had been functioning as project managers while still managing their line groups. The projects came out with the short end of the stick, most often late and over budget, because managers focused on line activities rather than project work. Everyone recognized that project management needed to be an established career path position and that some structured process had to be implemented for project management.

A consultant was brought into Ferris to provide initial project management training for 50 out of the 300 employees targeted for eventual project management training…..

Date Summary of modifications made 16 January 2017 Version 1 final produced following assessment validation. 9 March 2017 Version 1.1 final produced with the following amendment(s):

Amended number of options to be selected in KA Part 1 Question 1 Amended KA Part 2 Question 5 Case Study 3 Task 3 instructions rectified 1 August 2017 Edited table for Knowledge Assessment P1 Q13 – 2 should have “part time” 27 September Corrected error in Case Study numbers in Additional Case Study Activities: Task 1 10 September 2018 Updated rates for Knowledge Assessment: Part 1 Q14 27 November 2018 Updated Knowledge Assessment item 7 ‘Guide to Aged Care Law’ to ‘My Aged Care website, factsheets, guides and policy’ as per new legislation. 29 May 2019 Document re-branded and contextualised for….

How to use this risk assessment matrix:

Objective – State the relevant objective the risk relates to (e.g. strategic, business, project, clinical – refer to Pesto’s business plan and the scenario to identify objectives) Context – List internal and external factors that influence this risk in relation to objectives Risk Source – Identify where the risk originates (e.g. regulatory requirements, political changes, organisational capabilities) Risk Description – Describe risk in as “Something might occur which {Cause(s)} the {Event} that leads to an {Impact/Consequence(s)}”. Control/ Contingency Measure(s) –Identify a process, policy, or practice which will reduce the likelihood of risk or which can be used as a corrective action in the event of risk occurring. Effectiveness of Measure –Assign a rating to contingency/ control measure identified from High, Medium, or Low, based on how effective….

CHC52015 Diploma of Community Services Specialising in Case Management Case Management Part II: Working with Peer Case Workers V2.4 Produced 07 January 2020 Copyright © 2017 Compliant Learning Resources. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system other than pursuant to the terms of the Copyright Act 1968 (Commonwealth), without the prior written permission of Compliant Learning Resources Version control & document history Date Summary of modifications made Version 13 February 2017 Version 1 final produced following assessment validation. v1.0 27 February 2017 Version updated with the following amendments: Added response fields for Knowledge Assessments: WQ28 Wording of Case Study 1 scenario and task instructions Additional wording to….

This is an interactive table of contents. If you are viewing this document in Acrobat, clicking on a heading will transfer you to that page. If you have this document open in Word, you will need to hold down the Control key while clicking for this to work. TABLE OF CONTENTS. 3 INTRODUCTION TO THIS WORKBOOK. 4 What is this workbook about?. 4 Context for Assessment 5 Assessment Requirements. 5 ABOUT THE ASSESSMENTS. 7 Assessment Methods. 7 Resources Required for Assessment 7 INSTRUCTIONS TO STUDENT. 8 KNOWLEDGE ASSESSMENT. 9 PRACTICAL ASSESSMENT. 25 Instructions to Student 25 Task 1 – Nominating a community services organisation. 26 Task 2 – Researching about case management role requirements and responsibilities. 28 Task 3 – Researching about current and emerging industry trends. 31….

Assessment 2 Choose one of the 17 UN “sustainable development” goals (here: https://sdgs.un.org/goals and write a 700-word Opinion Editorial that critically analyzes the current status of this goal in relation to challenges with realizing the common good in your professional community locally and especially globally. First, identify the UN development goal you have chosen, define it and the principle of the common good, and explain how the two relate (and why). Then describe a local and a global community where you as a (current or future) professional may work (for example, as a nurse you may work in a local hospital in Australia or a global organization such as Me´dicins sans Frontie`res in Nigeria). Finally, describe the current status of this goal locally and especially globally, and analyze two or….

SCHOOL OF GRADUATE STUDIES MBA PROGRAM OPERATIONAL MANAGEMENT GROUP ASSIGNMENT BY: ID

DESTA TADESE GLC/0678/12 BELETE TIRUNEH GLC/0508/12 TAKELE SHIFERA GLC/0504/12 WORKU DEGEFE GLC/0724/12 BEKALU BULA GLC/0505/12 MAREMA USMAN GLC/0683

TO: ADUGNA HUNDE (PhD Candidate) NOVEMBER, 2020 BEDELE, ETHIOPIA Case 8: Fabqual Ltd Fab Qual Ltd. manufactures parts and subassemblies for a number of small-volume manufacturers of specialized construction equipment, including bulldozers, graders, and cement mixers. Fab Qual also manufactures and distributes spare parts. The company has made a specialty of providing spare parts for equipment no longer in production; this includes wear parts that are no longer in production for any OEM. The Materials Management Group (MMG) orders parts both for delivery to a customer’s production line and for spares from the Fabrication Department. Spares are stocked….

1. The Wear-ever Carpet Company manufactures two brands of carpet—shag and sculptured— in 100-yard lots. It requires 8 hours to produce one lot of shag carpet and 6 hours to produce one lot of sculptured carpet. The company has the following production goals, in prioritized order:

(1) Do not underutilize production capacity, which is 480 hours.

(2) Achieve product demand of 40 (100-yard) lots for shag and 50 (100-yard) lots for sculptured carpet. Meeting demand for shag is more important than meeting demand for sculptured, by a ratio of 5 to 2.

(3) Limit production overtime to 20 hours.

Formulate a goal programming model to determine the amount of shag and sculptured carpet

to produce to best meet the company’s goals.