Assessment 2 details Weighting: 65% Due: oral presentation – weeks 9-13, date to be negotiated ; written summary – Sunday, 10 November 2019, 11:00 PM Length: oral presentation – 20 minutes ; written summary – 500 words maximum Task: Compare and contrastan aspect(or aspects)ofeducationalsystemsin any two countries.Present your findings in both an oral presentation and a written summary. – Part 1: Oral presentation – Timing The presentation must not exceed 20 minutes in total. Allow 2-5 minutes for audience interaction (ie questions from you and to you). If you like, you may include up to 2 minutes of video. – Task Compare and contrastan aspect(or aspects)ofeducationalsystemsin any two countries. – Examples ofaspectsof educational systemsinclude: curricula, teaching methods, family expectations, funding levels,student achievement, gender equity, pedagogical style, teacher career satisfaction, school calendar, teacher salaries,use of ICLT, policy, government investment in education,textbooks, the level and variation in learning achievement in mathematics/science/literacy, enrollment and dropout rates, budgetary statistics,trends over time, the progress of educational reforms, a problem, an issue, an exemplary program, the degree of involvement of parents, student wellbeing…the possibilities are endless. -Examples ofeducational systemsinclude: primary or secondaryschooling or pre-schooling or adult / vocational education, or workplace training / learning, or human resource development. -It is fine to choose Australia and/or your home country for comparison if you wish. Alternatively you are welcome to choose any countries in the world. it is fine to focus on one region of a country, but you would need to compare regions from two different countries (not two regions within the same country). Use a comparative analysis framework. – Examples offrameworksinclude:Policy (eghow is education funded?_);Structural (eghow is the education system structured?_);Curriculum (egwhat is taught?_);Methodology (eghow is it taught?);Societal (eghow important is education and what are itspurposes?_);Public vs private (egis privatisation of education an issue?_);Classroom level (egaccess, equity, class size, gender, resourcing_);Teacher education (egqualifications, expectations, standards);Build or test complex models of educational systems_; Examine relationships between variables_(eg links between school achievement and curricula, teaching methods, family background, funding levels_); Measure trends over time_; Chart the progress of educational reforms_; Focus on a particular problem, issue, program or case study Provide details of any similarities and differences between the two systems,and how these have been measured or determined. Offerkey contextual factors(such as cultural, social, historical, political and economic factors)that account for thedifferences you identify. Highlight tensionsand challenges within each of the two systems and offer comparative analysis. Identifypossible future challenges and recommend future directions for the systemsthat you have selected in these two countries. – Suggested structure The structure below is only a suggestion. It is just intended to give you some ideas; you do not need to follow it exactly. You should structure your presentation to suit your topic.Whichever way you structure it, yourpresentationshould move quickly from description ontoanalysisand evaluation.Mere descriptionshould not be the focus for long. 1. Introduce your question/topic and why you are interested in it. 2. Introduce your focus aspect, educational system, countries and why you have chosen them. 3. Introduce your framework for analysis and why you have chosen it. In other words, outlinehow(not what) you will compare. 4. Broadly (and briefly) describe and compare the educational systems within the chosen countries. 5. Describe the focus aspect in each country. 6. Identify key differences within the focus aspect in the two countries. 7. Analyse how contextual factors (such as cultural, social, historical, political and economic factors) account for the differences identified. 8. Identify tensions and challenges (related to the focus aspect) within each of the two systems. 9. Offer comparative analysis of the tensions and challenges identified. 10. Predict future tensions and challenges(related to the focus aspect) within each of the two systems. 11. Offer recommendations (with justification) for future directions / strategies. 12. Questions – Questions Make your presentation interactive and engaging through the use of questions.You must allow 2-5 minutes for questions. You mustaskat least onequestion of your audience(or more than one if you wish). You should respond in some way to their answers. Think about which point in your presentation will be the best time to pose your question(s). You must alsoanswerquestions. Receive at least two questions from your audience. You will most likely ask for questions at end of your presentation. – Graph You must include at least one graph presenting relative statistics.Your graph should include: – Title – Clearly labelled axes (including units) – Source (i.e. reference) You can create graphs using Excel. . Video You can include video(s) to enrich your presentation. This is optional. Maximum total time for video is 2 minutes. The time taken by any videos is included in your 20 minutes. – References Draw on as wide a range of reading sources as possible, and demonstrate both in your presentation and in thereferences that you have located and used them. Statistics, quotations and ideas from your sources should all be acknowledged by references. Include in-text and end-of-text referencing in your slides and speech in exactly the same way you would in a written assignment. – Presentation Speak to us rather than reading at us. You may have some notes but try to rely on these as little as possible. Students communicate best when they speak rather than reading. . Assessment You will be assessed on the quality of your communication and presentation skillsas well as the quality of your content (description, analysis, evaluation). But you are not being assessed on your level of English. English production errors will not be penalised unless the meaning is obscured (in other words, you won't lose marks for English mistakes if your meaning remains clear).See the Assignment 2 feedback form above for assessment details. – Part 2: Written summary Summarise the findings of your research (max. 500 words).Address the points listed above in Part 1, summarising what you presented orally. The written component isnotexpected to present any new information. It should present less detail than the oral presentation and summarise main points only. Include a full reference list. List all the sources consulted in your research, even if they are not referenced within your written summary. The word limit doesnotinclude references, tables, graphs, footnotes or appendices. – Presentation dates and topics Please email David to advise your preferred topic and presentation date. DATE TOPIC COUNTRIES Week 9 (11th October) Week 9 (11th October) Week 9 (11th October) Week 9 (11th October) Week 9 (11th October) Week 9 (11th October) Week 10 (18th October) Week 10 (18th October) Week 10 (18th October) Week 10 (18th October) Week 10 (18th October) Week 10 (18th October) Week 11 (25th October) Week 11 (25th October) Week 11 (25th October) Week 11 (25th October) Week 11 (25th October) Week 11 (25th October) Week 12 (1st November) Week 12 (1st November) Week 12 (1st November) Week 12 (1st November) Week 12 (1st November) Week 12 (1st November) Week 13 (8th November) *change of room toG1-72/73 Magill Week 13 (8th November)*change of room toG1-72/73 Magill Week 13 (8th November)*change of room toG1-72/73 Magill Week 13 (8th November)*change of room toG1-72/73 Magill Week 13 (8th November)*change of room toG1-72/73 Magill Week 13 (8th November)*change of room toG1-72/73 Magill Skip Administration ADMINISTRATION Course administration Extensions Skip Course Essentials COURSE ESSENTIALS Course Outline Extensions Feedback forms Grades ePortfolio Lecture Recordings Virtual Classroom myCourseExperience Timetable myCourse Library Referencing Forum Netiquette Student Services eReadings Copyright Studiosity Skip Navigation NAVIGATION Home Dashboard Site pages My courses EDUC 5110 EDUC 5199 EDUC 5217 EDUC 5218 Participants Grades General Introduction Wk 1 The education revolution Wk 2 Culture and education Wk 3 Making comparisons Wk 4 Gender and education Wk 5 Library research training Wk 6 Globalisation and education Wk 7 Development and education (13 Sept) Wk 8 Pedagogy (20 Sept) Assessment 1 Assessment 2 Research Resources NC00040 NC00132 NC06412 Online Exams Preparation & Mandatory… Study Help – NC00050 Disclaimer| Copyright| Privacy| Web accessibility| CRICOS Provider no 00121B| Contact| Student Help| Staff Help| Read this page You 203: This assessment is an individual assessment and requires you to write a case study report of 1,800 words (+/- 10%). Read theCase Study. In this report you are acting as a HR Consultant to the Case Study organisation. The report is to be written in report format with a table of contents and headings, sub-headings and numbering for each section and sub-section. The report must provide a clear purpose, scope and limitations of the case study. The report will include a diagnosis of the current performance management system in the Case Study. It will identify the performance management issues in the case study and provide an understanding of such issues related to the staff and the organisation. The report will also compare at least two performance management systems and relative elements/practices/processes. You will need to argue which performance management system or hybrid of two or more performance systems should be implemented at the Case Study organisation. Remember you have to come to conclusions before you can develop any performance management system and practices. As the HR consultant you must write the report as you would present to the Case Study organisation. You must use at least fifteen (15) contemporary (beyond 2007) academic journal articles (Do not cite the internet). Ensure you follow the criteria rubric in terms of the structure of the essay and the content. Read every section of the criteria rubric and respond accordingly. The guiding task is as follows: As the Consultant to the Case Study organisation you have to prepare a report that analyses the current performance management system and practices/processes, analyses at least two alternate performance management systems and make a recommendation for the most appropriate performance management system or hybrid of systems.
Note:Whilst you are writing the report make a list of what you will include in Assessment 3 your Portfolio. Instructions & Format
Carefully read theCase Study. Using the information provided in the case study your task, as the Consultant to the Case Study organisation or organisation of your choice (approved by the Facilitator), is to critically the current performance management system, make an assessment of which system or hybrid of systems is most appropriate (come to a conclusion) and put forward a recommendation to the Case Study organisation. Set out your essay using the following structure (see criteria rubric), using headings as required: Introduction Diagnosis of Case Study Performance Management System Comparison of two Performance Management Systems
Note:here you need to highlight the practices and processes of the most effective system/s. This section must present the arguments of authors. Conclusion
Note:as the Consultant you have to come to a conclusion before you can make any recommendations Recommendation for the Case Study organisation
Note: your recommendation is to be a strong statement of which performance management system is most appropriate for the organisation, why, when and how it should be developed and implemented. This is your argument as the Consultant. Research and Referencing
Make sure you write your report using third-person language, and support the report with a minimum of 15 contemporary (i.e. beyond 2007) refereed journal articles do notcite the internet/web pages. Whilst you are the Consultantdo notrefer to yourself in first person. Please read theShort Report Style guidecarefully before you start writing your Case Study Report. In writing this essay use headings to highlight the different sections according to the criteria rubric. Read through the marking criteria(assessment rubric)carefully before starting your essay. All sections will be included in calculating the final mark. Case Study – The O'Meara Electronics Company
Empty Boardroomflickr photo byreynermediashared under aCreative Commons (BY) license OMeara Electronics has been operating for 20 years and has had a reasonably high marketshare in the general electronics sector in Australia and a small market internationally. About10 years ago the company set up subsidiaries in four countries within South East Asia andone in Germany. The company has mostly semi-automated factories and employselectronics engineers and electronics technicians who design audio equipment, televisions,telephones, digital cameras and other accessories. Other staff are employed in researchand development, production, storage and dispatch departments, marketing department,accounting department, general administration and a Human Resource (HR) department.The company employs over 1,000 staff and in Melbourne there are 250 staff. In theproduction department there are ten teams comprising twelve staff each. Most otherdepartments have between five and fifteen employees. The Company has aspirations ofexpanding into other European countries.
The Meeting In mid-August 2016, David OMeara, the President, began the monthly company meetingwithOur profitability is down and our market position is declining. We need to rationalise anumber of areas but this meeting is about our performance management and ourremuneration management strategies.OMeara explained to key executive staff that hehad reservations about developing an international strategy and wanted to start withMelbourne. He advised the meeting that his plan was to implement new systems inMelbourne and then replicate in other subsidiaries, and in accordance with their countrypractices and legislative requirements. Sarah Jones, Director of HR Management, addressed the meeting Its time for change andwhilst we have worked to a position-based remuneration system in the past, we now need toconsult with staff and change our strategy. We need to work towards a person-basedsystem. We have to evaluate our remuneration and performance management policies andprocedures and basically develop new systems.To commence an evaluation of theremuneration and performance systems Sarah Jones recommended a HR consultant beappointed on a six-month contract, commencing within one month. OMeara and theExecutive team supported the recommendation and the meeting decided to immediatelylook for and appoint the right HR Consultant. Note: Students enrolled in this course become the appointed Consultant Sarah Jones, Director of HR, planned and announced, to Melbourne staff, that there wouldbe an Executive Staff Forum about a new Remuneration System. Following the ExecutiveStaff Forum Sarah planned to appoint a Consultant to organise an all Staff Forum to discussRemuneration Systems and a separate forum on Performance Management. Sarah wassomewhat frustrated because the President was mostly interested in the Remuneration2Management System. In the monthly meeting OMeara had espoused to be concernedabout performance but somehow he changed his mind. Sarah realised he was happy for herto organise the Consultant for the Performance Management Forum and the all staffReumuneration System Forum. When Sarah left the meeting her first job was to find aConsultant. It was not difficult because the Recruitment Agency was able to recommend anumber of excellent Consultants. Sarahmade the appointment and Kurt Turner, HRConsultant, was to commence within days. Executive Staff Forum – The Remuneration System The first Executive Staff Forum was set up on a Friday and held on site. Key executive staffattended. Sarah announced that the HR Consultant would be starting work next week.Discussion commenced around the current position-based remuneration system that hadbeen in place since the first days of OMeara Electronics. Sarah opened discussion by askingdelegates if they wanted to offer up comments that could build discussion. Harry, Manager Production called out -Joes paid according to the award and working like aslave, yet Ian whos meant to be his supervisor does nothing. Its never sat well with me thatthere are these kind of discrepancies.Karen, Head of Research and Development,commentedWe need to consider what we have now and what we want to achieve. Letstake a systematic approach and get everything up on a whiteboard. The new system has tobe beneficial to the organisation and employees.Everyone nodded in agreement and therewas no argument to this statement. Jenny, Manager Marketing addedSam has some great ideas about how he used to work forhis previous employer. He says we need to use a participative approach with all staff. Sarah Jones contributedA participative approach to a new remuneration managementsystem will mean that everyone is involved. We will get all the staff together in the factoryand have an open discussion. Lets get it organised for next week.Sarah left the ExecutiveStaff Forumtospeak with the Consultant, Kurt Turner, to set up the all staff forum to beheld in the factory some time within the next month. The Consultant will be in charge of theall staff forum on Remuneration and it is yet to be organised. The Performance Management System – All Staff/All Day Forum The Performance Management all day forum was organized during the middle of the weekon a Wednesday at a resort in the Yarra Valley. Staff arrived the evening before and overdinner discussion started. Jenny, from Marketing, expressed her concern about ways in which performance is currentlymanaged at the organizational and individual levels We have a lot of work to do.ourorganisational performance management is basically all about customer contracts andnumbers, and our individual staff performance is so ad hoc and we dont really measure it 3its in a mess and it will take a long time to change. Therell be a lot of resistance from thestaff, particularly those who have worked here since the doors opened.Roberto, anengineer with 15 years experience, commentedOur work teams are not self-managed. Wehave permanent work teams and temporary work teams when the demand for certainelectronics is high but basically theres little direction.Maria from Research andDevelopment addedThe teams are made up of different people from across the company,from engineers to production and marketing experts so we all come from differentperspectives.Discussion developed around the need for self managed work teams. The following morning the all Staff Forum began. The Consultant, Kurt, opened the forum -Remember everyone, during the course of today, when we discuss performancemanagement, its important in our discussions that we consider that individual performancemust be linked to organisational performance.The consultant, Kurt, then opened updiscussion and called for comments on performance goals. It was difficult for Kurt becausethere was a lot of negativity which was encapsultated in a comment
from Nick, anengineering technician, who said We dont know what a performance goal is.why dontyou tell us. Performance Goals Kurt was not concerned about the negative comment from Nick andhe was silently happy that he had some difficult staff members to win over. He steereddiscussion towards how the organisations goals should influence individual goals andultimately performance. Kurt worked on a whiteboard with a system called management byobjectives (MBO). The Consultant explained the process requires participation and helpedmanagers to monitor and control performance.As I have already mentioned, its importantin this process that organisational performance is linked to individual performance.In thefirst stage the workers at the lower levels in production set achievable goals with specificmeasures. At the second stage workers set goals with their supervisors and managers. Atthis point the worker is responsible for putting forward their individual career goals andperformance goals. The individual workers then specify a period where they demonstratehow they work to achieve their goals. The supervisor and/or manager then providesfeedback to the worker and at this point there is a performance appraisal. The results of theperformance review become the foundation for changing goals and/or setting new goals. Performance Management Systems The Consultant guided discussion to what the organisation was doing well.Fundamentally,our Performance Management System is based on our customer relations. We have alwaysdeveloped innovative products to meet our customers needs Nigel, Engineer fromResearch and Development. It became evident that most staff believe that the systems andpractices in place at OMeara Electronics is lacking in terms of processes and activities tomanage performance. The staff made it clear that supervisors and employees dont workwell together. The supervisors are too afraid of complaints from employees who have beenwith the company for many years.We dont have programs that support the employee and4the supervisor or manager working towards success for everyone. Really, we dont have theincentive to achieve high results. Its a matter of working every day and not thinking abouthow well most of us do our jobs Tyler, Electronics Engineer. The discussion continuedabout how effective the organisation was and how it could be much more effective ifeveryone shared the same goals. Performance Evaluation Ross, an engineer at OMeara Engineering, was a formeremployee of Ballantyne Engineering. She started talking with a group of engineers andreflecting on how staff performance was evaluated in her previous place of employment. She explained that a performance management system was in place and all staff were evaluatedevery six months. Ross spoke about the performance appraisals.'Basically, we wereevaluated on weekly output and the company had a zero tolerance for rejects.'Ross claimedit was a highly competitive and nervous environment -We have to make performanceachievable. Where I used to work staff were always concerned when they found faultyproducts. We had a zero fault policy and it impacted on our performance and staff morale. Staffwere evaluated about the zero fault policy and on their attitude, loyalty, their potential for promotionand their absences. We have to be mindful of not making performance managementunachievable at OMeara. Maria, from Accounts, commentedWhy dont we set somecriteria around peoples skills and capabilities?Sally from General Administration,added We could also look at a number of different rating systems, 360 degree feedback methodsand factor in self appraisals. At the end of the Performance Management Forum the Consultant, Kurt Turner, knew thattoday was just the beginning and he was left to contemplate how he would proceed. He wasalso pondering about how he would set up the all Staff Forum on Remuneration. For Kurtthe issue would be convincing everyone at OMeara Electronics that remuneration andperformance management systems would involve more than measurements. He knew hehad a big job ahead.
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