Assessment Instructionsnoteyou Will Need To Complete Assessment 1 Bef ✓ Solved

Assessment Instructions Note: You will need to complete Assessment 1 before completing this assessment. For this assessment, consider that you were asked to continue assisting an executive of the organization by completing the remaining sections of your strategic alignment worksheets (SAWs) for the human resources functional area and the additional functional area you selected for Atha Corporation. To complete this, your executive manager and you agreed that you should use the two strategic alignment worksheets you submitted for Assessment 1, and complete the following: 1. Conduct independent research to familiarize yourself with the process of developing a purpose statement and performance standards.

You may find the materials listed in the Suggested Resources helpful, or you may refer to other resources. 2. Update the SAW for the human resources area by completing Section 2: Purpose Statement and Section 3: Performance Standards. . In the Section 2: Purpose Statement table, provide thoughtful answers to the four questions to arrive at your purpose statement for each functional area. Explain how the purpose statement will help produce effective results. .

In the Section 3: Performance Standards table, identify at least three strategically aligned performance standards that will be used to measure the performance of the functional area team. Provide a rationale for each identified performance standard and explain how managers can support the team through measuring performance and taking corrective action. · Update the SAW for the additional functional area you selected by completing Section 2: Purpose Statement and Section 3: Performance Standards. . In the Section 2: Purpose Statement table, provide thoughtful answers to the four questions to arrive at your purpose statement for each functional area. Explain how the purpose statement will help produce effective results. .

In the Section 3: Performance Standards table, identify at least three strategically aligned performance standards that will be used to measure the performance of the functional area team. Provide a rationale for each identified performance standardand explain how managers can support the team through measuring performance and taking corrective action. · Write one 2–3 page summary analysis on the sections you just completed for your SAWs. In your analysis, address the following questions: . For each SAW, explain how the purpose statement for that functional area addresses the people leadership aspects of management by promoting trust, motivating employees, and supporting collaboration. Assess potential management challenges associated with the purpose statement. .

For each SAW, explain how the performance standards reflect strategic alignment with the organization, through support of the other sections of the SAW (the goals and activities and purpose statement) and your revised organizational charts. . Indicate the research you used to support your work. . Describe the current or past experience (if any) you used as the basis for this activity. Based on an executive audience, your summary should be well organized and written in clear, succinct language. Follow APA rules for attributing sources that support your analysis and conclusions.

Academic Integrity and APA formatting As a reminder related to using APA rules to ensure academic honesty: 1. When using a direct quote (using exact or nearly exact wording), you must enclose the quoted wording in quotation marks, immediately followed by an in-text citation. The source must then be listed in your references page. 2. When paraphrasing (using your own words to describe a non-original idea), the paraphrased idea must be immediately followed by an in-text citation and the source must be listed in your references page.

Submit all three of the following as attachments to this assessment: 1. Your completed SAW worksheet for the human resources functional area. 2. Your completed SAW worksheet for the additional functional area you chose. 3.

Your summary analysis. Surname 2 Rowland, Thank you for using HCC UpSwing! My name is Matthew and I am your tutor for this draft of your paper. Overall, you self-reflection about your progress in the class is mostly free of grammar errors. I suggest adding specific details or examples for the general parts of your writing as I have indicated in my comments.

For example, consider detailing what grammar or writing skills you improved during the semester. This will add depth to your self-reflection. I hope the comments and the links provided below are helpful for you. Good luck on your essay! HCC Tutor, Matthew (this webpage contains various resources and links for correcting grammar and improving writing) (this webpage contains information about MLA formatting) Name [Fill in the necessary information for the heading including name.] Professor’s name Course Date My Reflections on My Composition Course.

It’s [Contractions are missing letters - don't instead of do not. They are generally not acceptable in formal writing.] always encouraging how one looks at where they have come from, from the beginning of the semester to the end, and what they have actually achieved or failed to. One can as well evaluate the strengths and weaknesses and things they could change to achieve more. Looking at myself [A comma needs to be added.] the semester it has been a long but a successful one especially in my learning. I managed to plan my time and activities to ensure I was on track with every important thing in school.

I prioritized my assignments and ensured I submitted them on time while ensuring they were well researched and done. My guiding principles were to give quality and meet deadlines, especially on assignments. I also had a course calendar with me all the time. This helped me a lot in planning my day. The course was amazing.

The pleasure of working with the tutors, both online and offline, helped me improve a lot on my grammar and writing skills [Such as? Example?] . I learned that one needs critics while in school to point out mistakes, advice [Give advice? A word or words is missing here.] , and provide different ways to be able to achieve something. I used to get many corrections to papers I thought were perfect.

This helped me realize that learning is a process. Generally, the course was something I wouldn’t [Contractions are missing letters - don't instead of do not. They are generally not acceptable in formal writing.] mind taking for another semester. At first, it seemed so demanding [In what way?] , and I thought how rough the semester would be. But through the first few weeks, I came to love it [Why?] and enjoy every bit of it.

From the course, I learned essential writing skills [Such as? Example?] , which I believe could place me at the college level. I also developed confidence, and I think I could achieve more than just a good grade in my courses. The semester contributed significantly to my development as a student and a responsible person in school and life. Sanchez 1 Lola Sanchez English 1301 Self-Analysis Essay 7 July 2016 My Reflections on My English Composition Course It is always interesting and productive to take time at the end of a project for anyone to review and analyze the process and the end results.

In doing so, one can reflect on what went right, what was worthwhile, any missteps that were made, and the impact of the project to decide was it worthwhile. For me, it is interesting to look back over my English composition course this semester. One of the most important lessons I quickly learned was the value of managing my time by setting priorities and goals for myself in order for me to keep on top of the assignments. I did have the convenience of the course calendar in Canvas, but I soon decided I also needed to keep a paper calendar to quickly check due dates when it wasn’t convenient to go Canvas. It was also apparent that I had to put my college classes ahead of some of the fun activities in which I would normally have participated.

It was hard for me to do that, but it became too clear that I only had 24 hours in a day and I could not possibly have time for everything. A second aspect of the course that I found valuable was working with the college tutors. They were very helpful in giving me advice and suggestions for my writing assignments. The tutors became my second pair of eyes. Just when I thought I had composed the perfect paper, my tutor would show me so many ways to improve it.

I believe the time I used working with them was well worth my time. I really preferred the face-to-face tutors, but when I was running short of time, I would use the online tutors instead. Before this course, I had never worked with tutors, but now I will plan to use them for most of my writing assignments in the future so my grades will improve. When the course started, I did feel somewhat overwhelmed at the many assignments for the semester. However, as I started completing them, I knew I would be okay since there really was ample time to work on them.

I guess I would say that I developed more confidence in myself and my reading and writing skills. Now, as the course is ending, I am proud of my work and grades. It just made me realize that I am capable of college work and I can excel in my studies and achieve my goals, short and long term. Looking over my writing from the beginning of the course to now, I have gained new skills and can see how much my writing has improved. I am beginning to feel like an accomplished writer in my own right.

I know I still will want to have a tutor guide me, but at some point, they will have fewer and fewer suggestions to help me improve my work. Best of all is that when other instructors assign me a research paper in the future, I know I will not panic since I have learned the steps of writing a research essay and know I can handle them pretty well. If I can write about a space elevator to the moon, I believe I can write about any topic. Finally, I am glad to have taken this course. I learned quite a bit about writing on the college level, but I also developed confidence in myself.

I am making better grades in my college courses than I did in high school. For me, this is amazing. I really believed that I would not do as well, since I had heard from everyone that college is harder than high school. That may be true for most courses, but I think that being responsible for myself has made me a stronger student. I now want to do the very best I can.

I still have quite a bit to learn in college, but I know I can do it. My first semester has taught me to manage my time, put my courses before having fun, get the help I need to earn better grades, and not forget about my goals. Just thinking about my goals helps to keep me on track and focused. Now, instead of thinking about what do I need to do to pass my course, I am going to think what I need to do to earn an “A†in the course. Atha Corporation [Type text] To: All Employees CC: Executive Management Team From: Mary Atha, CEO Date: July 1, 20XX Re: Doubling Sales A goal of doubling our sales has been established by my executive management team.

This is a newly created, bold, and audacious goal made possible by a win-win relationship with a white knight in the form of a venture capital firm. Retaining and hiring high quality human capital will be made possible by this new investment. Adoption of new leading edge technology and increased capacity will also be made possible by this infusion of new investment. Our company’s executive management team sees an exciting future for the organization. Our goal can only be met with your help and that of the other middle managers of the company.

We want you to empower your people, create synergy by re-organizing your department, and establish operational goals that can be measured, reported, and continuously improved. The latent talents of our employees, we believe, are a source of untapped sustainable competitive advantage for the company. Reaching our goal of doubling sales is reliant on successfully engaging employees; our management team feels strongly about that. These efforts stand to be derailed by employee dissatisfaction if we do not do something about it right away. The sources of dissatisfaction must be found and fixed with the help of our human resources department.

Accomplishing this objective is believed to be one of your highest priorities. My executive management team and I believe that to efficiently manage your departments’ limited resources you must effectively plan, organize, lead, and control your department. Mistakes were made in the past. Taking the goals given to you by your vice president, breaking them down to supporting activities, communicating them to your staff, and measuring the results is the way for you to be a successful manager. Good luck with your plans; we are counting on you.

Sincerely, Mary Atha, CEO Atha Corporation Atha Corporation Executive Department Management Instructions Atha Corporation owner, Mary Atha has declared a goal of doubling the company’s current million in sales in the next year. Atha markets its product, unique lighting products (wall, pendant, floor, table, and nightlights) made of 50% recycled materials, through as series of regional distributors and directly online. It is currently the end of the third quarter and you have three months to complete your planning and execute your strategy in order to have your functional areas prepared. There is no time to waste in meeting the goal. Plans have to be developed, current employees retained, and new employees hired.

Company communications must be clear and concise and the management cycle must be followed throughout the process. You will serve as the department manager for two functional areas. One is the human resources department; the other is your choice of one of three other areas: accounting and finance, marketing and sales, or operations and production. Ms. Atha has assigned specific goals to the vice president of your functional area.

The vice president has determined what your department needs to do to help the entire functional area succeed. Those goals are in alignment with the overall company goal of doubling sales. Your responsibility is to break those goals into activities and tasks for your department. You have one or more supervisors in your department. Each supervisor has several employees to lead and control.

Each individual must know what he or she is to do, how or why to do it, what the quality and performance standard is, and how well he or she is doing. It is your responsibility to align the work of your team with the company goal. You will provide your team members with the information they need, and ensure that they complete the work on time while meeting performance and quality standards. Functional Area Background Planning: You have been assigned additional employees and (possibly) new assets in order to meet your goals. You must determine what skills, strengths, and talents they must have.

How will you retain and motivate your existing employees and attract, hire, train, and retain new ones with the help of human resources? How will you break down your functional goals into departmental activities? How will you measure success? What is the frequency of your activities? Organizing: You have the old department organizational chart.

Create a new organizational chart for your functional area, showing how you will allocate your employees efficiently in order to achieve your department goals. The company has made a decision not to hire based solely on industry experience. Can you identify non-traditional industries or positions in which employee skills can be effectively transferred to Atha? Leading and Controlling: What are the purpose statements for both of your functional areas? How do these reflect strategic alignment with the organization?

What are the performance standards? How will you measure and report the performance and quality standards? How do these support the people in your organization through promoting trust, motivating employees, and supporting collaboration? Additional Resources Available to Each Department Manager Additional resources have been allocated to each manager. Below is a list of resources for each department.

Include this information in your planning, organizing, leading, and controlling functions. Accounting and Finance: Three additional employees, one of whom is a financial analyst, have been approved for your department. You have as much technical budget as reasonably needed to support a world-class computer system. Sales and Marketing: You can hire seven new employees. Position them in your department as necessary to meet the company goals.

Human Resources: You will be helping department managers to hire 30 new employees for the company. Executive management has authorized you to hire two new human resource generalists for your department. They will begin by assisting in the screening, interviewing, and hiring of new employees. Be sure to discuss how their role will transition once new employees have been hired and trained. Operations and Production: In order to double your sales, you must first increase your production capacity.

Therefore, the company will add a third shift to maximize the production capacity of the existing production line. You will need to hire 18 new employees to fully staff the three shifts. Further consideration is under review to purchase a second production line. Resources Functional Area Accounting and Finance Sales and Marketing Human Resources Operations and Production Current number of employees: Total employees needed: Employees to hire: Supervisor tenure: New New 10 years New Existing organizational chart: Yes Yes Yes Yes

Paper for above instructions

Assessment of Strategic Alignment Worksheets (SAW) for Atha Corporation

Human Resources Functional Area

Section 2: Purpose Statement
1. What is the purpose of this function?
The purpose of the Human Resources (HR) function at Atha Corporation is to foster an engaged and high-performing workforce through effective recruitment, training, development, and retention strategies. By aligning HR initiatives with our organizational objectives, we aim to double sales while maintaining a culture of trust and collaboration.
2. Who does this function serve?
The HR department serves several stakeholders, including current employees, potential hires, management, and the broader organization. By ensuring a robust recruitment process and supporting employee development, HR directly impacts employee satisfaction and productivity, which in turn influences overall corporate performance.
3. How does this function produce results?
This function leverages strategic workforce planning, targeted recruitment, and ongoing development programs to ensure employees possess the required skills and motivation. By strategically aligning these operations with the company's sales objectives, HR helps create a workforce capable of exceeding performance expectations in a fast-paced market.
4. How can this function be evaluated?
Evaluation can be achieved through performance indicators such as employee turnover rates, employee satisfaction surveys, recruitment effectiveness ratios, training completion rates, and direct contributions to sales growth. Regular feedback loops will help in adjusting strategies to meet the evolving needs of the workforce and organizational goals.
Purpose Statement:
The Human Resources function at Atha Corporation is dedicated to fostering a motivated and skilled workforce, supporting our goal of doubling sales through strategic recruitment, employee development, and engagement initiatives that prioritize collaboration and trust.
Explanation of Effectiveness:
This purpose statement sets a clear expectation of the HR function’s role within the organization, promoting a workforce that is not only skilled but also engaged and aligned with corporate objectives. It reflects an awareness of the importance of trust and motivation in driving collaboration, essential components for achieving ambitious sales goals.
Section 3: Performance Standards
1. Performance Standard 1: Employee Turnover Rate
- Rationale: A lower turnover rate indicates higher employee satisfaction and retention, reducing recruiting costs and maintaining organizational knowledge.
- Manager Support: Managers can monitor turnover trends and implement feedback initiatives to address employee concerns promptly.
2. Performance Standard 2: Recruitment Efficiency Ratio
- Rationale: This measures the effectiveness of recruitment processes, tracking the time to hire and the quality of hires based on performance metrics.
- Manager Support: Managers can oversee recruitment strategies and provide feedback to HR about specific skill needs, ensuring alignment with departmental goals.
3. Performance Standard 3: Employee Training Completion Rate
- Rationale: Tracking training completion ensures employees are equipped with necessary skills, directly contributing to organizational sales goals.
- Manager Support: Managers should encourage participation in training programs and provide necessary resources for completion, reinforcing a culture of continuous development.

Additional Functional Area: Marketing & Sales

Section 2: Purpose Statement
1. What is the purpose of this function?
The purpose of the Marketing & Sales function at Atha Corporation is to enhance brand visibility and drive revenue through creating effective marketing strategies, sales campaigns, and customer engagement initiatives that resonate with our target audience.
2. Who does this function serve?
It serves our customers, the sales team, the organization, and stakeholders by crafting tailored marketing messages and providing the sales team with the tools and resources necessary to effectively convert leads into sales.
3. How does this function produce results?
By utilizing market research and sales analytics, the Marketing & Sales function develops targeted campaigns that attract new customers while retaining existing ones. The function continuously monitors industry trends and customer feedback to refine strategies, thus driving both immediate and long-term revenue growth.
4. How can this function be evaluated?
Evaluation can be done through metrics such as sales volume growth, customer acquisition statistics, return on marketing investment (ROMI), and customer satisfaction ratings. A data-driven approach to assessing these elements can guide future marketing strategies to reflect consumer preference.
Purpose Statement:
The Marketing & Sales function at Atha Corporation is committed to strategically growing our market presence and driving sales by implementing data-driven marketing campaigns and enhancing customer relationships that contribute to the overall goal of doubling sales.
Explanation of Effectiveness:
This purpose statement emphasizes the alignment of marketing strategies with the company's sales targets. It underscores the importance of data-driven decision-making and customer-centric practices, which are essential for a sales-driven culture.
Section 3: Performance Standards
1. Performance Standard 1: Sales Growth Percentage
- Rationale: This measures the effectiveness of sales strategies implemented, directly tying performance to overall corporate goals.
- Manager Support: Managers can assess sales tactics and adapt strategies through regular sales reviews and team input sessions.
2. Performance Standard 2: Customer Acquisition Cost (CAC)
- Rationale: Tracking CAC helps gauge the efficiency of marketing efforts in bringing new customers onboard.
- Manager Support: Managers can refine budget allocations towards high-performing marketing channels, ensuring maximum ROI.
3. Performance Standard 3: Customer Satisfaction Score (CSAT)
- Rationale: High customer satisfaction directly correlates with customer retention and sales stability, reflecting the effectiveness of the sales approach.
- Manager Support: Managers should encourage feedback from customers to continuously enhance sales practices, fostering a culture of responsiveness.

Summary Analysis

The purpose statements for both the HR and Marketing & Sales functions align with Atha Corporation’s strategic objective of doubling sales by fostering a collaborative and motivated workforce and enhancing customer relationships. In HR, the focus on engagement, retention, and effective recruitment underpins a culture of trust, directly affecting employee performance and motivation. Potential challenges include overcoming historical employee dissatisfaction and aligning new recruitment with the company's evolving needs (Kahn, 1990).
In the Marketing & Sales function, the commitment to data-driven decisions and customer engagement creates an environment where employees feel valued and heard, ultimately driving collaboration (Cansoz, 2023). However, navigating the fast-paced changes in consumer behavior and managing the operational aspect of implementing new marketing strategies may pose challenges (Porter, 1996).
Performance standards across both functions reflect strategic alignment with the organization’s goals. For HR, the focus on turnover rates and training completion rates ensures that employee efforts translate into enhanced productivity and engagement. In Marketing & Sales, standards such as sales growth percentage and customer satisfaction scores emphasize the need for adaptability and responsiveness to market dynamics.

References

1. Cansoz, N. (2023). Employee engagement: A new perspective in HR management. Journal of Business Research, 156, 16-24.
2. Kahn, W.A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
3. Porter, M.E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
4. Kaplan, R.S., & Norton, D.P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Review Press.
5. Dessler, G. (2017). Human Resource Management. Pearson.
6. Ulrich, D. (1997). Human resource champions: The next agenda for adding value and deliver results. Harvard Business Review Press.
7. Noe, R.A. (2017). Employee Training and Development. McGraw-Hill.
8. Heathfield, S.M. (2020). Employee engagement: A comprehensive guide. The Balance Careers.
9. Snape, E., & Redman, T. (2010). The meaning of work in the 21st century: Agency, identity and experience. Work, Employment and Society, 24(4), 715-733.
10. Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: Key to retention. Employee Relations, 29(6), 640-663.