Powerpoint
1st assignment
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Social
and behavioral intelligence is crucial to presenting yourself as a
professional and collaborating successfully with your peers and supervisors.
In Units 1 and 2 you explored and learned about what defines a professional presence.
You reflected on your own current professional image and where growth and
change would strengthen it.
In this
Assignment you will create a standard PowerPoint presentation representing
yourself as a professional. Be sure to reflect on what you have learned thus
far in the course as you complete this Assignment. Instructions for creating
a PowerPoint are listed in the Unit 3 Learning Activities.
Instructions:
Your
PowerPoint presentation should include a total of 5 slides using the
following format:
·
Slide
1: Cover page that includes your name, course, section number, date, and the
Assignment title.
·
Slide
2: Introduction - who you are and your chosen professional field.
·
Slide
3: A brief overview of how you perceive yourself professionally. You may include
a photo.
·
Slide
4: A description of attributes which contribute to professionalism in your
chosen field such as professional attire, communication, and behavior.
·
Slide
5: Cite all sources you have used.
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My name is Gabriella Cortez; I am currently working for Lutheran
medical center. I am a (PSA) patient
service associate. I work registering patient for all types of exams.
My professional field is business administration. I like working
with people and love to help them.
I see myself happy that I accomplished my goal. Being able to handle my very own Hotel, being
my own boss. Being an owner of my hotel
I would be very well dressed. Wearing
professional suit, for example a nice blouse with a pair of slack or skirt and
a blazer. I would have a group of very
well educated and trained employees.
I would have a weekly meeting with my employees so we all be on
the same page. Discussing what is to
expect from customers also I would give them opportunities if they have any suggestions
regarding how to serve the customers.
They would all be wearing a
uniform that represent the Hotel. They
all have to look professional, well groomed and being respectful with their
peers and customers. I want them to
always look forward of working at the hotel, to feel right
Secong assignment
MANAGING
TALENT: How Wal-Mart Is Setting Pay at the Top ... and Bottom
By any measure, the chief executive
officer of Wal-Mart Stores, Mike Duke, has a huge job. In the highly
competitive retail industry, Wal-Mart operates more than 10,000 stores in more
than two dozen countries, generating sales in the hundreds of billions of
dollars. For that responsibility, Duke is highly paid. In 2011, he received a
base salary of $1.3 million, stock awards valued at $13.1 million, and a cash
bonus of $2.9 million. Duke’s salary and stock awards were each 3% larger than
in the previous year, but his bonus was 25% smaller because the company failed
to meet goals for operating income. His total compensation of $18.1 million
made Duke the 82nd-highest paid chief executive in the United States, according
to Forbes magazine.
Another change that took place in
Duke’s compensation was in the measures used for setting his incentive pay. In
the past, Wal-Mart used a metric common to retailers: same-store sales, meaning
sales volume at stores that have been open for one year or longer. By looking
at same-stores sales, a company can determine whether its activities are making
its stores more successful over time. Wal-Mart, however, decided to base Duke’s
incentive pay on the total sales for the entire company. The change came after
Wal-Mart’s same-store sales had been falling for two years as
recession-strained consumers switched to dollar stores or put off purchases
altogether. In its official explanation of the change, Wal-Mart said it would
“align our performance share goals more closely with our evolving business
strategy, which emphasizes productive growth, leverage and returns.” Several
years earlier, in contrast, Wal-Mart had said it measured same-store sales
because that metric “is a key driver of shareholder returns” and investors view
it “as an important measure of performance in the retail industry.”
The change from same-stores sales to
total sales as the basis for incentive pay followed another change in
performance targets. Two years earlier, the company switched the time frame for
measuring performance. In the past, Wal-Mart executives had to meet three-year
goals before receiving incentives. Beginning in 2009, they began receiving
their incentive pay for meeting one-year goals. The company said the change
would make the goals more current and realistic.
Lower in the corporate hierarchy,
Wal-Mart has made very different decisions about compensation. The average wage
for an hourly Wal-Mart employee in the United $12.40 per hour. An average
employee with a fulltime schedule (many work part-time) would earn about
$25,800 per year. Like Duke, wage earners at Wal-Mart are eligible for
incentive pay, but the scale of the incentive pay is far smaller.
Under the company’s founder, Sam
Walton, Wal-Mart set up a profit-sharing program, which Walton in his
autobiography called “the carrot that’s kept Walmart headed forward” These
payments have represented up to 4% of employees’ pay. The money was deposited
in a fund that employees could cash in when they retired. In 2010, Wal-Mart
paid its employees $1.1 billion in profit sharing and contributions to
employees’ 401(k) retirement funds. However, that was the last year for the
program. After 39 years, beginning in 2011, lower-level employees are no longer
eligible for profit sharing. The company will instead increase its spending on
quarterly and annual bonuses and medical insurance, and it will continue
matching employees’ contributions to their 401(k) plans, up to 6% of their pay.
A company spokesperson noted that employees would be able to spend their
bonuses immediately, rather than waiting for their retirement, as they did with
the profit sharing.
Questions
1.
Compare the impact of incentive pay
on the total compensation of Wal-Mart’s CEO and the company’s average workers.
Does the difference in the way pay is structured at these two levels make
business sense? Why or why not?
2.
How do you think Wal-Mart’s store
workers would judge the equity of the difference between their total compensation
and Mike Duke’s total compensation? Do you think the difference would motivate
them to work hard to move into management positions? Why or why not?
3.
What, if any, changes would you
recommend that Wal-Mart make to its policies for incentive pay so that its
compensation better supports its strategy?
Read the case “Managing Talent: How Wal-Mart Is
Setting Pay at the Top…and Bottom” at the end of Chapter 12. Answer the three
questions at the end of the case in a 2-3 page evaluative paper. Follow the
project guidelines below.
Requirements:
1.
Click
to use the Case Study template (also available in Doc Sharing).
2.
Your paper should include a
title page, reference page and your 2–3 page evaluative essay addressing the
three case study questions.
3.
Your essay should be double
spaced, 12 point Times New Roman font.
4.
Answer each question thoroughly
by examining and providing specific examples of concepts and topics to
formulate your evaluative essay with a clearly established viewpoint and
purpose.
5.
Your writing should be well
ordered, logical, and unified as well as original and insightful.
6.
Demonstrate your understanding
of the information presented in the weekly reading assignments by defining
terms, explaining concepts, and providing detailed examples to illustrate your
points.
7.
Include at least two references
from your reading assignments, or other peer reviewed or scholarly resources,
to reinforce and support your own thoughts, ideas, and statements using APA
citation style.
8.
Write your original response in
Standard American English, paying special attention to grammar, style, and
mechanics.
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