Happy Father's Day 2015, From Fatherhood Life Academe

Happy Father's Day to all good, loving, caring and responsible Fathers in the world. Also today we would like to remember the greatest Father who have passed and now in better place, in Heaven, eternal peace with Jehovah.

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Graduate Organizational Management (MGMT) Course: Case Study 3, Introduction Previous Work Position

Graduate Organizational Management (MGMT) Course: Case Study 3, Introduction Previous Work Position.

 

MGMT500 B001 Spr 12 - Week-3 Case Study 3 -

                                                                                        

Professor Dr. Jerome Pionk

 

April 22, 2012, by Mr. Valerian B-K. Masao II

I worked as a program manager of one of the group home run by a not-for-profit organization. The group home capacity was 12 individuals with all range of developmental disabilities. The Six Sigma project that I identified includes understaffing that was increasingly costly and caused exhaustion with burnout to Direct Care Workers (DCW) from due to the mandatory overtime. Also during this time allegation of abuse toward individuals and work related injuries were at the most high, causing the medical spending for work related to double. As manager, it was my responsibility to make sure that my group home met the parameters coverage, safety measures and precautions were taken to keep the group home (both staff and individuals/clients safe) and yet to operate within the budget. However, the administration disconnect was vivid, because the overtime was increasingly becoming costly, overall budgeting spending was high and the drivers of these spending were not addressed rather bandaged or postponed. For example, the administration thought of controlling overtime by only allow me to approve 10 hours of over time per employee within the pay period, yet to cover the parameters. Unrealistic approach to meet the required state and federal compliance by the regulatory agencies; to meet these compliances I needed at least 2 new employees (DCWs) to overhaul the system and consume all the overtime, ovoid burnout, zero injury, maintain safety and drop down the budgetary cost and spending.

Graduate Organizational Management Course: Case Study Week 2 Launching Six Sigma Way

  Graduate Organizational Management (MGMT) Course: Case Study Week 2 Launching Six Sigma Way:

Valerian B-K. Masao II

 

Dr. Dr. Jerome Pionk

MGMT500 B001 Spr 12 - Week-2 Case Study - Valerian B-K. Masao II

April 15, 2012

In pretense that I’m promoted as a new manager for a large corporation that does not use Six Sigma; I will follow the 8 steps explaining on how I would go about this potential “launch” the Six Sigma and keeping it running successfully. First of all I will need the competence of key concept of Six Sigma practices and role models. This is to acknowledge that Six Sigma is not just a notion without realistic human capital investment. Because human capital investment is depending on human and human are unique one another, so as the key practices and rode models of Six Sigma in any business bare the same unique status as human capital because businesses and organizations are made up by unique individuals. This is to say that what is working at a Wall Street Corporation certainly might not work at any or some Main Street Banks although both corporations they may have similar goals, objectives and mission, investing capital, selling stocks, creditors and so on. Nevertheless, what a new manager who want to launch Six Sigma and lead it run successfully is apply successful best practice benchmarks that have been used by other businesses in similar scenarios, themes, problems or business practices and personalize them as list of key leadership actions to Six Sigma as successful start-up in building a long life integrated management system. {Pande, Neuman and Cavanagh, p. 109 and 110}

Organizational Management (MGMT) Graduate Course: Six SIGMA, Case Study 1 Assignment

Organizational Management (MGMT) Graduate Course

MGMT500, Six SIGMA, Case Study 1 Assignment-

Valerian B-K Masao II

Six SIGMA

Six SIGMA System is “a comprehensive and flexible system for achieving, sustaining and maximizing business success”. (Pande, N. a. C. (2000) preface xi). Also based on Pande, N. a. C. Six SIGMA unlike Total Quality Management (TQM) and its other predecessors is exceptionally dealing and conceptualizing the sole desires of clients and customers by using the benefits of new technologies that are more close to exactly information that clients and customers desire. Six SIGMA among all with its greatly use modern technologies that gives it upper hand attaining and using customer’s facts, statistics and facts that shape it to become dynamic system that is sustainable to business management by offering quality desired products/services with efficiency and profitable.

Graduate HRM Course: Final Research Learning Assignment On HR Plan

Graduate Human Resource Management (HRM) Course

Final Research Learning Assignment On HR Plan:

 

APUS-HRMT600 1001 Spr 12 Week 8 – Final Assignment

Valerian B-K. Masao II

Human Resources Management, Spring 2012

Dr. Jill

July 1^st, 2012

This HR Plan, final project paper is focused on the role of HRM in the organization that I currently work for as Project Manager, one of the crucial dependent of HRM Division for operational and achieving the organizational goals’ purposes. The organization was established 1800, as the Benevolent Society of the New York’s greater Capital District/Region and surroundings to assist local indigent women and children as an orphan asylum.

Graduate HRM Course: Learning Summary On Health & Safety and Organized Labor, Assignment

 

Graduate Human Resource Management (HRM) 

HRMT600 –Learning Summary On Health & Safety and Organized Labor Assignment

Valerian B-K. Masao II

Human Resources Management, Spring 2012

Dr. Jill

June 24^th, 2012

I this session of week 4 to 6, I learned that  HRM I learn that it is important for HRM to understand that its sole responsibilities is to manage employees relations, employees development, career development and advocating employees’ general wellbeing within the organization, while serving the organization to reach its strategic goals effectively and efficiently because these functions are intertwine in productivity and achieving organizational goals. This responsibility by HRM starts day one after employee(s) is selected for hiring, granted position, by socializing, orienting and training as employee(s) development, the process of helping new employees to adapt their organizations and work responsibilities; and after employee(s) is grated a permanent job offer now HRM can focus on career development by looking at the long-term career effectiveness and success of the employee(s) and the organizational strategic goals (DeCenzo & Robbins, (2010) p. 184 and 211). For example at my organization we do have very intense orientation and filtration due to state and federal compliance regulations that include FBI background investigation/clearance, some can easily get discouraged because cause of the compensation, but those who can manage to get permanent employment, 6 months after orientation, they qualify for $1,000 tuition reimbursement each semester for full time students in the approved fields; this is a very good career development program that can attract experienced and possible high skilled professionals that can benefit the organization. In regards to UPS Community Internship Program (CIP) as on Case 8-B I learned the importance of HRM to consider socialization skills, here UPS used CIP training its managers to socialize with residents in the communities as a way to attain skills of finding out workable solutions to transportation, housing, education and heal care problems that the community member endures, diversifying the management; and lesson here is the successful HRM expectations to CIP training graduates to be able to listen and become empathetic toward employees because now they know what they are enduring (DeCenzo & Robbins, (2010), p. 205-206).

Graduate HRM Course: My Learning Summary Assignment

 Graduate Human Resource Management (HRM)

Learning Summary

HRMT600 1001 Spr 12 Week 3 – Assignment

Valerian B-K. Masao II

Human Resources Management, Spring 2012

Dr. Jill

May 27, 2012

Documents personal learning and meaning weeks 1-3

So far in this course, HRMT600, personal learning were such as strategic HRM goals (p. 31-4), challenges, changes and evolution of HRM through globalization, cultures and technology (p. 4,5, 11), and the ability to distinguish amid functions of HRM, i.e. at the moment in this class I have clearly understood the employee discipline, and recruitment and selection process. In the employees’ disciplinary action, I have learned a great deal of dilemma between moral and legal issues. Of course, all the above and HRM functions as employer and organization management as a whole are expected to work under a certain set of rules and regulations (laws) developed by local, state and federal government. The most vicarious areas that I have become more enlightened from include the laws that HRM practice directly/discriminatory practices are such as, the Civil Rights Acts of 1866, 1964 and 1991, Age Discrimination in Employment Act (ADEA), American With Disabilities Act (ADA) of 1990, Equal Employment Opportunity Act (EEOA), Pregnancy Discrimination Act of 1978, Affirmative Action, The Family and Medical Leave Act of (FMLA) 1993 and Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994 (DeCenzo and Robbins, (2012), p. 58, 59, 60, 61, 62, 63 and 64). I learned that a successful HRM professional need to be a good adviser and liaison to the organization’s management and set policies and entire HRM practice within these set of laws, because law suits have negative repercussions on organization and need to be avoided whenever necessary. Understanding these laws has helped me, as a newly appointed HRM professional, to avoid possible legal and ethical conundrum. I have applied many of the laws to my personal learning because, recently, a staff person developed a nervous breakdown condition that, as a manager, I felt that she was not capable of performing her job sufficiently, but based on the Union contract and her job description there was not a clause that indicated I would be able to terminate her employment without legal consequences. Therefore, I started by progressive disciplinary action whenever there was an occurrence, such as, tardiness, and insubordination.