Blending online therapy into regular face-to-face therapy

This article reviews the blending of online and face-to-face therapy specifically for depression.    This process helps increase the cost effectiveness of therapy while maintaining the support the patient needs.  The primary focus of this study is to determine the optimal mixture of online and face-to-face treatments to maximize the effectiveness for the patient and therapist.   In order to determine the best blend of protocols, they utilized the Delphi method.  It utilized two primary phases in which the first phase is explorative and conducted in two rounds of online questionnaires that dive into the patients' and therapists' viewpoints and opinions of online psychotherapy were evaluated. 

The surveys were completed by twelve therapist and nine patients.  The process of combining online and face-to-face therapy was well received by participants especially the patients when it came to self-management of the process.  The degree of the blend varied between therapist and patients.  Most of the therapist naturally preferred the traditional face-to-face session (75%) but the patients preferred a more blended approach (50-60%).  The numbers varied on the patient side based on the complexity of their problems, skills, and characteristics. 

In conclusion, the blending of online and face-to-face therapy was positively received on both sides and a good innovation for the industry.  Building an online database of modules would help in the building of personalized treatment plans for individual patients and would help motivate patients to become more actively committed to the process.  Further research is needed to ensure the cost-effectiveness of blending the treatment plans but all indications from the studies performed have shown positive results.   As patients schedules become more hectic a more flexible option is definitely going to benefit the treatment plans. 

van der Vaart, R., Witting, M., Riper, H., Kooistra, L., Bohlmeijer, E. T., & van Gemert-Pijnen, L. J. E. W. C. (2014). Blending online therapy into regular face-to-face therapy for depression: content, ratio and preconditions according to patients and therapists using a Delphi study. BMC Psychiatry, 14, 355. https://doi.org/10.1186/s12888-014-0355-z

BUSINESS PROCESS AND PROCEDURE

I engaged in an internship with Grand Events and Party Planning Company (GEPPC). As an intern working for such a business organization, I immediately learned about its design to understand where I fit in better. I did not only understand my roles and responsibilities within no time, but I also Assessed the roles the organizational structure, management, and leadership play in organizational performance.

Deliverable 1: Business evaluation report

Company identity:

GEPPC offers different services including event and theme coordination, etiquette consultation, venue bookings, a wedding styling, and budget development and management among others.

The company’s vision statement:

            To become the most preferred, trustworthy and profitable event’s organizer in the world. This vision statement best serves as a reminder of the company’s aspirations, both in the short term and in the long run. The vision statement is a constant reminder of the direction in which the company has undertaken and where it wants to be in the future. This vision is reliable because it is highly desirable, imaginable and achievable.

The company’s mission statement:

To provide exemplary services, excellent creative and innovative presentations by effectively planning your current and future events. Masapp has been proud members of the community since the year 2000, and the company prides in its work and consistent efforts to keep the community safe. Therefore, with the pool of qualified employees driving this company, numerous years of experience, and excellent team coordination and planning proficiencies, the company guarantees maximum satisfaction of client’s needs. All you have to do is allow us to be your event organizer of choice and we will give you an experience of a lifetime. This mission statement is highly reliable because it adequately describes the company and states its purpose. The mission statement has also appropriately noted the organization’s market and how it serves it.

Organizational values:

Clients: The company strives to exceed the expectations of its clients by doing everything possible to predict their needs. This value is an indication of how much GEPPC values its clients because it ensures that they are always satisfied.

Employees: The company is highly committed to its employees. For instance, the company enhances relationships by encouraging teamwork, it also empowers them by involving them in critical decision making, and it also creates opportunities for self-actualization through on-the-job training.

The community: GEPPC values its community, and that is why it adheres to CSR and sustainability by adopting best practices such as recycling and reusing waste products.

Organizational structure:

Masapp has a functional organizational structure. As such, the company has several departments and each of them has specific responsibilities. The company has five significant departments including accounting and finance, marketing, event planning, event coordination, and communications. Every department had a head who reported to the events coordinator. I realized that the key strength of this structure is that employees had specialized tasks and responsibilities. Thus, they were able to exploit their potential fully.

Organizational Philosophy:

GEPPC philosophy is to ensure that all its events are unique in such a way that clients will keep yearning for more of these experiences. This philosophy was highly effective because it strengthened the company’s brand by upholding its unique personality.

Leadership and management philosophy

Based on my observations, coupled with the training I received at this internship, GEPPC leaders provided a goal-oriented approach, which lay a foundation for the company’s leadership and management philosophy. Leaders in this company helped the employees shape their attitude towards organizational values, which in turn increased its productivity. Factors such as span control play a role in consideration of organizational structure, leadership, and management. For instance, span control influences the coordination and accountability of employees, thus defining the direction of action. For example, the departmental heard for every department in GEPPC help facilitate strong leadership in the organization.

References

Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2-3), 172-19

Thompson, A., Strickland, A. J., & Gamble, J. (2015). Crafting and executing strategy: Concepts and readings. McGraw-Hill Education.

Information Management, Planning, and Controls Seminar

The started off with The Professor reading some of the comments that’s relating to graduating. Next, the The Professor wants to talk about the projects and how that’s going. As the The Professor can remember we chose the Cheesecake Factory scenario. The Professor has decided to us options because some of the topics are difficult. Although The Professor wasn’t supposed to because the dean says “it’s the project and you’re employed by us and you have to do what we tell you to do” but the Professor gets it and really emphasizes with us on this. Next, The Professor explains that this particular topic it’s Human Resources base and it’s fictitious and role playing basically. The Cheesecake Factory and it’s a Human Resource strategy concept, where dilemmas that you’re face with. Now The Professor is going to read out load about the project and how to accomplish it. The Cheesecake Factory perspective client’s is in need of assistance and developing a corporate training program for managers and supervisors. This company have been struggling with attrition in their talent point. The Cheesecake Factory leadership can help in this area. In addition, the business development executives contract is staying in contract with the Cheesecake Factory and being able to develop a workstation for the prospective clients and leadership team. In the chosen topic you are an organizational identity focused on as followed: employee identity, framework for designing and implementing strategies. As a consulting team working on this project you demonstrate mastering in your ability in planning and controlling issues related to this topic. The seminar talks about how you need to create a conceptual framework about literature in a Ted talk presentation because you are a chosen Cheese Factory. The seminar then speaks on the Yahoo financial website to look up the annual report of this company and this should be deeply searched. Next, The Professor explains that you need to know a lot about the organization and how you’re going to learn about the organization culture. It’s pretty tough to learn about an organization culture if you don’t have insights. It is important for management to learn about culture when expected to train their staff especially when there’s no training manuals. The Professor has worked in consulting for many companies. Also, in the seminar The Professor recommends Yahoo financial and the Cheesecake website for additional information and make sure you dig deep for corporate training programs. During the seminar a question was asked; What’s is corporate training program? The answer was corporate training program are extremely practical in skilled based. The Professor spoke of that he had to develop a business corporate training program but didn’t have any concepts but knew business. Lastly, the seminar talked about a consultant being jack of all trades and employee turnovers. The key here to create a national public relations plan and you can use that resource. The Professor gave us a website INTERNATIONAL: US cannabis market has enormous scope. (2017, Sep 08). Ox Research Daily Brief Service and Oliver, S., & Chartered Institute of Public, R. (2010). Public Relations Strategy. London: Kogan Page.

Aligning information technology and business strategy with a dynamic capabilities perspective

Information Technology has become a key business function for almost every organization and most have great expectations of their investment in IT for the future benefits of the business.

Information Technology is continuing to challenge the way companies organize their business processes, communicate with customers and potential customers, and deliver their services. This continuous strategic loop means enterprises function better, make more profit, and see better ROI because they hit their goals with less effort. And while there may be no standard way to align successfully, an organization where IT and business strategy are in synergy can improve agility and operational efficiencies.

Chen, R., Sun, C., Helms, M. M., & Jih, W. (. (2008). Aligning information technology and business strategy with a dynamic capabilities perspective: A longitudinal study of a Taiwanese Semiconductor Company. International Journal of Information Management,28(5), 366-378.

Business Annotated Bibliographies

Genaidy, A., Rinder, M., & A-Rehim, A. (2008). The work compatibility improvement framework: an assessment of the worker-work environment interaction in the manufacturing sector. Ergonomics, 51(8), 1195-1218. Retrieved October 29, 2018, from http://www.freemanagementresources.com 

This text addresses the correlation between health care costs and worker/workplace compatibility. Studies have proven that when a work environment is considered to be sub-par, the workers are 105% more likely to develop musculoskeletal/stress disorders than those workers who are exposed to a "good" working environment. It can be inferred that keeping workers happy can result in lower health care costs.

Judge, S. P., & Timothy, A. (2013). Organizational Behavior, 15th Edition. Retrieved October 29, 2018, from http://www.freemanagementresources.com 

The purpose of this book is to educate the reader on the importance of interpersonal skills in the workplace. From senior management to crew people, it is imperative that an organization and its employees not only understand emotional intelligence,  but know how to implement it as well.

Nieminen, L., Biermeier-Hanson, B., & Denison, D. (2013). Aligning leadership and organizational culture: The leader–culture fit framework for coaching organizational leaders. Consulting Psychology Journal: Practice and Research, 65(3), 177-198. Retrieved October 31, 2018, from http://www.freemanagementresources.com 

The authors of this article seek to tie it all together. We learn about leadership strategies and how they compliment organizational culture. The authors outline three requirements to successfully execute this. They are: the use of parallel attributes, commensurate measures, and evaluative judgments of attributes.

Ravasi, D., & Phillips, N. (2011). Strategies of alignment: Organizational identity management and strategic change at Bang & Olufsen. Strategic Organization, 9(2), 103-135. Retrieved October 30, 2018, from http://www.freemanagementresources.com 

This article follows management and employees of Bang & Olufson, a Danish consumer electronics manufacturing company. The article shows us how the company maintains compatibility between workers and the workplace during times of strategic change.

Schofield, K. (2013, June 21). Cultural Fit in the Workplace: How Personality Affects Hiring and Teamwork. Retrieved October 29, 2018, from http://www.freemanagementresources.com 

The author of this article takes time to remind us that each person is unique and the success of a company is greatly influenced by how well the company acknowledges that uniqueness and capitalizes upon it. Employees that feel valued by their employer are more productive and loyal.

Stewart, G., & Brown, K. (2014). Human Resource Management, 3rd Edition. Retrieved November 1, 2018, from: http://www.freemanagementresources.com 

HR Management is the glue that holds organizations together. It is the art of recognizing what type of employees work for the company and ensuring that the organizational culture meshes with the needs and wants of the workers. Through various techniques and strategies, HR Managers do all that they can to keep turnovers low and profits high.

IT Strategies are Important

Organizations that do not have an IT strategy in place are akin to clueless organizations adrift in the sea of the 21st-century marketplace, rudderless, and directionless (Reynolds, 2015). With the exponential spread of IT and the increasing interconnection and connectivity in the contemporary world, having an IT strategy is no longer a luxury for organizations and indeed, it has become the very necessity for survival (Reynolds, 2015). This means that for organizations to harness the power of IT, leverage the synergies between their business processes, and capitalize on the efficiencies of the economies of scale, they need a robust, coherent, and proactive IT strategy. Moreover, with technology becoming the norm rather than the exception, organizations cannot afford to simply have a basic IT strategy and instead, must actualize a comprehensive IT strategy that is aligned to their business and corporate strategies (Reynolds, 2015). 

References

Reynolds, P.  (2015). Aligning business and IT strategies in multi-business organizations. Journal of IT, 31(3), 105-123.

JPMorgan Chase & Co. Business Strategy

I am currently employed by Chase, and happy to be a part of such an industry leader. JPMorgan Chase is a leading financial services firms that offers commercial banking, consumer banking, credit services, mortgage, securities brokerage, and financial consulting. The ironic history of the bank dates to 1799 in New York and is known by many heritage firms including The Chase Manhattan Bank, Bank One, Manufacturers Hanover Trust Co., Chemical Bank, The First National Bank of Chicago, National Bank of Detroit, The Bear Stearns Companies Inc., Robert Fleming Holdings, Cazenove Group and WaMu. Due to the many products offered by Chase, it’s easy to see why Chase is in 50% of all US households.

The JPMorgan Chase & Co. mission statement is “At JPMorgan Chase, we want to be the best financial services company in the world. Because of our great heritage and excellent platform, we believe this is within our reach. We cannot promise specific outcomes or risk-free results. What we can and will promise is to share the truth, and offer honest assessments of our businesses and our prospects; act with integrity and honor; do the right thing, not necessarily the easy or expedient thing; and work with fierce resolve to make this a company of which our shareholders, employees, customers and communities can be proud” (Our business principles). This is a great mission statement because it “describes the company’s purpose, and a set of core values to guide the pursuit of the vision and mission” (Thompson, 2018, p 19).

The vision statement is “At JPMorgan Chase, we want to be the best financial services company in the world. Because of our great heritage and excellent platform, we believe this is within our reach” (Our business principles). “A strategic vision delineates management’s aspirations for the company’s future, providing a panoramic view of “where we are going” and a convincing rationale for why this makes good business sense” (Thompson, 2018, p 19). I think the banks vision statement does a great job in setting aspirations for the future and convincing in why it makes good sense.

The four objectives are…
1. “As important as strategy is, we have to execute to win” - strategic objective.
2. “Execution involves every employee and every contact we have with customers”- strategic objective.
3. “The devil is in the details. We must act quickly on problems; drive results, not just activities” - financial objective.
4. “Ensure detailed follow-up so that we meet our commitments” - strategic objective.

The top management at The JPMorgan Chase & Co. is dedicated to its employees, focused on continuous improvement, and are focused on great corporate culture. This what Jamie Dimon, the CEO of The JPMorgan Chase & Co. has to say “People are our most important asset. The long–term growth and success of JPMorgan Chase depends on our ability to attract and retain our employees. Maintaining a diverse and inclusive workplace where everyone can thrive is not only the smart thing to do — it’s the right thing to do” (Our business principles, 2019).

These values of “People first” and retaining great talent is very true today. The employees feel supported by management and given the freedom to be creative and the ability to make a difference. This culture of “people first” sets Chase apart from its competitors and gives Chase a competitive advantage. Operating a corporation as large as JPMorgan Chase with these values leads to a sustainable competitive advantage that cannot be duplicated. “Some of the best teams do not even have the most talented individual athletes. Teams succeed because they are disciplined, they work well together, they execute consistently and they have a passion to win” (Our business principles, 2019).

References:
Business Principles. (n.d.). Retrieved March 5, 2019, from https://www.jpmorganchase.com/corporate/About-JPMC/ab-business-principles.htm
Our business principles. (n.d.). Retrieved March 5, 2019, from https://www.jpmorganchase.com/corporate/About-JPMC/document/business_principles.pdf
Thompson, A. (2018) Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases. Retrieved from http://www.freemanagementresources.com

Sprint Corporation Business Strategy Case Study

The company that I currently work for is Sprint and have chosen Sprint as the topic of this discussion. “Sprint Corporation, together with its subsidiaries, provides various wireless and wireline communications products and services to consumers, businesses, government subscribers, and resellers in the United States, Puerto Rico, and the United States Virgin Islands” (Yahoo Finance, 2019). I work for the wireless division, which is the larger of the two divisions at Sprint.

Mission

The mission for Sprint as stated by their website is, “We help people get better every day. We believe mobile connectivity is the most powerful enabler of progress in the world today. Connectivity helps bring families and friends more closely together, children to get a better education and businesses to be more productive. At Sprint, we help our customers make these connections, allowing them to do more, strive for more and enjoy life to the fullest” (Sprint.com/about-us, 2019). Comparing the Sprint mission statement to table 2.1 in Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, it can be seen that the mission statement does paint a picture of what the company is looking to accomplish, however it does not stake out the strategic course that it will take to “help people get better everyday” The vision statement for Sprint is provided in a bullet point fashion on the website.

• 1. Sprint has defied the odds and executed one of America’s most iconic turnarounds.
  2. Consumers recommend Sprint as the best mobile platform in America.
  3. Sprint is recognized as a trusted, worry-free provider of high-quality products and services that consumers demand in a connected world.
  4. Sprint is recognized as one of the top places to work.

Vision

The vision statement follows table 2.1 slightly. The vision statement does not paint a picture of where the company is headed at all but does keep the statement focused. In the short 4 bullet item vision statement, Sprint is reflecting more on what it is and what it has done rather than provide a path or any other indicators of where the company is headed. Their vision statement is not memorable.

Strategy

Also listed on the Sprint website is their Strategy. Their strategy is tag-lined with “Fueled by Continuous Transformation”, which is a much more memorable statement than both the mission and vision statement.  Sprint’s strategy covers both the financial and the strategic objectives very nicely. The Strategic is “Creating an Amazing Customer Experience” which will be done through the Next Gen Network, and Compelling Unlimited Value Proposition. The financials will be achieved by: Smart Distribution and Engaged Partners. This is depicted on the website in a nice graphic that has the customer at the center. Looking at the graphic it is very clear how Sprint’s strategy will work and how one area feeds the others – making the Continuous Transformation. The company strategy is broken down in to these bullet points.

1. Next Gen Network (Strategic)
2. Compelling Unlimited Value Proposition (Strategic)
3. Smart Distribution (Financial)
4. Engaged Partners (Financial)

Sprint is also touting their Transformation – “Sprint Now is our five-year plan to transform and turn around our company. It’s the combination of the mission that unites us, the vision of what we aspire to be and the values that guide how we work. It’s the clear strategy, our plan and the goals that align each member of our team” (Sprint.com, 2019) This statement provides a summary of what is communicated in the Mission, Vision, Value and Strategy Statements. The summary statement does a better job at communicating where the company is headed than the mission, vision or value statements provide.

Value Statement

Sprint provides the following value statement: “Sprint’s Values are the behaviors that we expect from each other at Sprint. How we work together, serve customers and help people get better every day” (Sprint.com, 2019). They then list the core values that the company is guided by: Believe, Obsess, Excel, Win, Sprint, Focus, Respect.  Values are certain beliefs, traits, and behavioral norms that management has determined should guide the pursuit of its vision and mission. (Thompson, 2018) Sprint provides these guiding values, but does not support them in the mission nor in the vision statements.

Differentiator

Sprint touts its wireless network as being the differentiation among its competitors. By continuously improving and investing in the network, Sprint will set itself apart from their competition. The current competitive advantage that Sprint has is spectrum. “With its Next-Gen Network investment, Sprint is unlocking the power of its spectrum assets to improve coverage, reliability and speed across its nationwide network and launch its mobile 5G network in nine top U.S. markets in the first half of 2019” (Sprint.com, 2019). The more spectrum a wireless carrier owns, the more coverage they can offer and the more capacity the network has it will provide better call quality, enhanced video offerings and more advanced handsets and other data intensive mobile devices. As part of hyping their network, Sprint offers a Unlimited Premium plan to its customers. This plan takes advantage of the spectrum that Sprint owns by providing content rich features in the Premium plan. “Unlimited Premium includes Amazon Prime, Hulu, TIDAL, Lookout Premium Plus, a limited-time offer of $20 per month of Uber rides, plus 50GB LTE mobile hotspot for $90 per month” (“Sprint Introduces Ultimate, Feature Rich, Unlimited Premium”, August 31, 2018). This offering, while not for everyone, gives customers the option to take advantage of all that Sprint has to offer.

Conclusion

 Sprint is in the middle of a 5-year plan to turn around the company from hefty losses in both revenue and consumers. The results midway through the transformation are positive and if the trends continue, Sprint will continue to cut costs and add revenue. The mission, vision and value statements that Sprint currently have do not defined their strategic objectives nor their path to get there. The most descriptive view of where Sprint is headed is in their statement of Strategy. While not clearly defined on how they will meet their objectives, the strategy sets out what key components they will use to achieve their goals.

Thanks,

AL

References:

Sprint Introduces Ultimate, Feature Rich, Unlimited Premium. (2018, August 31). Retrieved from https://www.marketwatch.com/press-release/sprint-introduces-ultimate-feature-rich-unlimited-premium-2018-08-31

S : Summary for Sprint Corporation. (2019, March 05). Retrieved from https://finance.yahoo.com/quote/S?p=S

Sprint Next-Gen Network and 5G News. (n.d.). Retrieved March 4, 2019, from https://newsroom.sprint.com/about-us/network-news/

Motivating through incentives

Rewarding employees can be a great incentive to help motivate them in order to help the company reach its goals. It is also a way that companies try to retain employees as well as a way to persuade new skilled employees in applying. For example, DPR has plaques up of employees who have safety hours in which they also award them with a trip and a 40-hour work week off paid.  Salesforce gave their employees a two-week trip for their dedication to the company. After doubling in size in five years and reaching their goal, Hilcorp gave each employee a $50,000 voucher to get a new car. In building onto your knowledge, creating a strategy supportive system of rewards and incentives, a company should reward employees for accomplishing results and goals, not for just showing up to work.  Every manager and employee should be held accountable for achieving outcomes that can help to contribute to excellent business performance. For example, if the company’s objective is to be a leading low-cost provider, incentives should be rewarded for achievements that result in lower costs (Thompson, 2018).

Very big rewards these companies hand out, but not on the regular rewards they offer their employees. For example, Salesforce benchmarks regularly to ensure compensation plans remain market competitive. They offer Employee Stock Purchase Programs, offer 401(k) above market, offer income protection, offer life insurance, they offer $100 a month wellness reimbursement, prove 24/7 back-up care if your health coverage falls through, 24 hour emergency assistance when traveling abroad, education reimbursement up to $5000 a year, offer treadmill desks for people who want to stay healthy, and up to 7 days of paid time off per year to volunteer to name a few (Salesforce.com, Inc., 2019). Hilcorp offers not only annual bonus programs, they offer buy-in incentive programs, charitable accounts for employees who like to give back, and scholarships (Hilcorp, 2019).

            Rewards should be implemented in a way that is proactive and seeks to help drive the business strategy.  However, they need to be closely monitored because evidence suggests that most rewards can have a positive impact in the short-term but may limit impact sustaining change in the long term.  The rewards strategy that is implemented should align with the stated values of the organization.  This means that they should also align with the new world or restructure of an organization.  The reward system should reflect any of these types of changes because if they are not aligned, it can lead to a barrier to change, rather than an enabler (Rose, 2014).

References

Hilcorp. (2019). Competitive Compensation. Retrieved from Hilcorp:  Retrieved from http://www.freemanagementresources.com

Rose, M. (2014). Reward Management. London: Kogan Page. Retrieved from http://www.freemanagementresources.com

Salesforce.com, Inc. (2019). Rewards.  Retrieved from http://www.freemanagementresources.com

Thompson. (2018). Crafting & Executing Strategy: The Quest for Competitive Advantage 21st ed. McGraw-Hill ISBN: 9781259732782.
Retrieved from http://www.freemanagementresources.com

Andrews Sensor Company Policy and Procedure Manual

Andrews Sensor Company reserves the rights to change this manual at any point.

POLICY AND PROCEDURE MANUAL:

Table of Contents

  

	Page
OVERVIEW………………………………………………….…….…………..….	I
Company Statements………………………………..………….…..………………	II
Company Statements……………………………………………..………………...	II
Organizational Design Chart…….…………………………………...……………	III
Policies........………………….…………………………………………..…………..	IV -VI
References........………………….…………………………………………..…………..	VII

Overview

Andrews Sensors main objective is increase sales by 20% each year, for this to happen the Marketing department needs to have key things put into place to ensure this happens. Within this manual the employees will have a better understanding of the different company statements and goals, the five policies that support how the marketing department will achieve this goal, the employees that this will affect, key responsibilities of the employees in marketing, and the command structure within the organization.

SECTION 1. Company Statements

Andrews Sensor has been established since the beginning of 2018. Our company provides quality sensors used from recycled plastics pulled from our beaches and oceans.

Vision Statement

•       Recycling plastic in the world’s oceans will allow future generations for both marine life and humanity to enjoy, allowing the company to not just go green but to make some green $$$

Mission Statement

•       To create sensors that are innovative and leading in the technology field by using recycled plastics pulled from the oceans. This will reduce our carbon footprint while expanding the company in size and profits. In return this will create more jobs for citizens with fair wages and a favorable return for the company.

Purpose Statement

•       Each year the world is creating more and more trash resulting in our beaches to be filled with trash. Our company has paired with multiple organizations that go out each day to clean up our beaches. These organizations send us salvageable plastic that we in turn clean and convert into sensors that are sold to retail stores and online.

Philosophy Statement

•       Make Money - This is the foundation, so we can continue to pull the garbage and plastic from the oceans so are products can continue to be build.

•       Create Innovative Products - The sensors that are created are leading the technology field in design, functionality and price.

•       Stop Pollution – All of our products have recycled plastic that our employees pull from our very own oceans. It is important that we preserve the oceans, so our future generations can enjoy the beaches like we have and our elders before us.

Goals Statement

•       Become LEAN in all operations within the business.

•       Grow the company by partnering with organizations that are focused on cleaning up the oceans and beaches.

SECTION 2. PROGRAM POLICIES

The policies listed below are a brief overview for the Marketing department

What to include in this section:

• Recruitment Policy
• Time and attendance Policy
• Disciplinary Policy
• Quota Policy
• Performance / Promotional Policy

Recruitment Policy It is important for Andrews Sensors to find quality talent that will benefit the organization. The company will review the budget and evaluate the amount of work to be completed and adjust to hire new employees each quarter. If there becomes a vacancy within the department it is up to the managers to inform Human Resources, so a job description can be created, and Human Resources can start screening candidates, so the hiring managers can quickly fill the position. Once a candidate is identified by Human Resources, interviewed by the Hiring Manager, the candidate will have 48 hours to complete a mandatory background and drug test. Once results are back Human Resources will extend an offer and begin to coordinate training with the Marketing department. Persons affected: Human Resources, Hiring Manager each department, Finance department Approved by: Human Resources and Marketing Manager

Time and Attendance Policy All employees are expected to report to work during their scheduled times and be prepared to work their entire schedule. The employee will be considered late if he or she comes in 10 minutes after their scheduled time. Employees are not allowed to clock in more than 15 minutes prior to their scheduled. Any employee who does not show up to work without notification to their supervisor for a period of three days will be considered to have ended the employment relationship and will be voluntary terminated. The two types of absences that are defined when an employee does not show up for their scheduled time, excused and unexcused. SHRM defines them as follows: ”Excused absence occurs when all four of the following conditions are met: a) the employee provides sufficient notice to his or her supervisor, b) the reason is found credible or acceptable by his or her supervisor (see number 2 below), c) such absence request is approved by his or her supervisor, and d) the employee has sufficient accrued paid time off (PTO) to cover such absence. Employees must take earned PTO for every absence unless otherwise allowed by company policy (e.g., Leave of Absence policy, Bereavement policy, Jury Duty). [Company Name] uses a calendar year when determining an excessive amount of unexcused absences. (See number 2.) Unexcused absence occurs when one of the four conditions in number 1 is not met. If it is necessary for an employee to be absent or late for work because of illness or an emergency, the employee must notify his or her supervisor no later than 30 minutes after the employee’s scheduled starting time on that same day. If the employee is unable to call, he or she must have someone make the call for the employee” (SHRM,2014). If an employee is late and does not make the 10-minute grace period then they will receive 1 point on their record. For every unexcused absence the employee will collect 2 points. Collect 7 points in one quarter and the employee will be automatically terminated. After each quarter the employee will lose start back with zero points. Persons affected: All employees Approved by: Human Resources and Marketing Manager

Disciplinary Policy Andrews Sensors’ progressive discipline policy is creating a structured action plan to prevent employee’s negative behavior/performance and to improve the same behavior from happening again. It was created to be true to the company’s organizational values and best employment laws. Outlined are the steps for the progressive discipline policy. Please note that at any point the manager can skip disciplinary steps or repeat steps with Human Resources guidance and approval. Step 1: Counseling and verbal warning This allows the supervisor to work with the employee and allow the supervisor and employee to discuss the performance or negative behavior and to address any issues. The supervisor will discuss the policy that is violated and the corrective action that is taken. The supervisor will have 72 business hours to prepare written documentation that the employee, supervisor and Human Resources must sign so the employee understands the steps needed to improve. Step 2: Written Warning If the employee fails to correct undesirable behavior or performance the supervisor will take immediate action necessary to ensure the employee understands the policies that is not being met. A performance improvement plan will be implemented, and the supervisor will meet daily to ensure expectations are being met. The supervisor will have a prepared a pre-written statement that the employee, supervisor and Human Resources must sign at the time of the counseling. Step 3: Suspension and Final Warning If the performance has not changed or there is a safety incident that puts the employee or other employees in danger then the employee will be suspended without pay and immediately removed from the workplace pending the results of an investigation. If the infraction is performance based and the performance improvement plan has failed as a result of the employee then the employee will be terminated. Employees have the right to refuse to sign any counseling or can write a rebuttal. Supervisors must provide written documentation to Human Resources prior to conducting any performance related disciplinary issues. Supervisors must call Human Resources if there is a safety violation prior to any corrective action being taken and then submit a documentation in writing explaining the safety violation. Persons affected: All employees                    Approved by: Human Resources

Quota Policy All sales representatives have weekly, monthly, quarterly and yearly sales quotas they must meet. Failure to meet these quotas will be subject to disciplinary measures up to and to include termination. Daily: Minimum 10 new contacts via; cold calling, walk-ins, referrals, email campaign etc. and 3 new appointments. Weekly: 50 new contacts, 15 new appointments, and 3 new contracts. Monthly: 200 new contacts, 60 new appointments, and 12 new contracts. Quarterly: 800 new contacts, 240 new appointments, and 48 new contracts. Yearly: 9,600 new contacts, 2880 new appointments, and 576 new contracts. Compensation will be rewarded based on new contacts, new appointments and new contracts. New contacts: at goal will total $500 New Appointments: at goal will total $1,000 New Contracts: at goal will be total $3,000 Anything over goal will be a bonus of 4% of the sale Persons Affected: Sales Representatives and Sales Managers Approved by: Human Resources and Marketing Manager

Performance and Promotional Policy Employees will be evaluated quarterly on their achievements. At the end of each quarter employees will meet with their supervisors to go discuss their performance. Those employees that met their quota will receive a $500 bonus, any employee that exceeded quota receive a 4% bonus based on their additional sales revenue generated for the company in addition to the $500  bonus. Employees that exceed their quota for the year will be receive a promotion and be given a larger territory to their top choice that is available at the time. Employees that go above and beyond and exceed quota by 125% each quarter will be reviewed for a position as a sales manager and will be sent on a 5-day vacation at the company’s discretion to meet with the CEO and discuss sales tactics and process improvement plans for the marketing department. Persons Affected: Sales Representatives and Sales Managers Approved by: Human Resources and Marketing Manager

  

References

Attendance Policy #2 (2014, May 30). In Society For Human Resource Management. Retrieved May 8, 2018, from https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/cms_006834.aspx

Burks, F. (n.d.). Employee Promotion Policy Guide. In Chron. Retrieved May 8, 2018, from http://smallbusiness.chron.com/employee-promotion-policy-guide-40500.html

Progressive Discipline Policy: Single Disciplinary Process (2014, July 3). In Society For Human Resource Management. Retrieved May 7, 2018, from https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/progressivedisciplinepolicy.aspx