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新西兰代写assignment|Trumpton College Course

浏览: 日期:2020-06-10

Executive Summary

Trumpton College is only a small local college, serving the tertiary education needs of a medium sized town, as such it needs to try to focus on creating a new, or exploiting an existing niche market, rather than competing with major universities. It's 100 staff are in a ratio of 1:15 with the students, however without data on teaching versus support staff it is hard to estimate class sizes, and thus potential teaching quality. Despite the college catering to students from age 16, the average age of the students is ten years higher, thus indicating that the college's strengths may lie in teaching a more mature audience. Indeed, with the Business Administration Course currently satisfying the training needs of junior staff in small local businesses, the new Business Management Course seems an ideal new course for the school to launch. However, the success of the course relies mostly, in my opinion, on three key aspects.

Firstly, the course is aimed at trainee managers, who are often expected to do the vast majority of their learning on site. Indeed, with many businesses relying on bringing their trainee managers up to speed on the individual aspects of the specific industry in which they are involved, and the business for which they work, it will be more difficult to successfully market this course, compared to the Business Administration Course, which targets more junior and thus numerous and less essential staff.

Secondly, the college currently has only one academic and one administrative staff member with experience of running a course at this level. Although administration problems should be easy to rectify, any academic problems in the early stages of the course, such as inexperienced and confused staff, could potentially reflect badly upon the course and the college as a whole, and thus discourage businesses from helping employees participate and, in extreme cases, could potentially damage the Business Administration Course.

Finally, it is important to continually assess the course from a range of perspectives, making changes and improvements as required, depending on the popularity and scope of the course. The Balanced Scorecard model will be used for this, as it is viewed as it will enable the college to manage this course by objective, over a range of performance indicators.

Basic marketing plan

Influential marketing academics have all argued that the marketing of educational services needs to be made more relevant to business and marketing practices, an argument which is especially relevant for small businesses, which are often in delicate financial situations. An important aspect of relevance is the acquisition of work related skills, including group working, leadership and administrative skills. Traditional teaching methods are inappropriate for the development of such skills, and thus in order to be truly successful, this course needs to ensure that its 'product' utilises more practical and up to date teaching methods in order to correctly teach and develop these skills. Action learning is proposed as an alternative, more effective teaching approach by Harker and Brennan (2003), who describe, in depth, the principles of action learning, and provide a detailed case study of the implementation of an action learning module in e-marketing which simply and effectively illustrates those principles in practice.

Obviously, this course must ensure that it fully exploits all available marketing channels, recognizing the advantages and disadvantages of each, in order to best reach the managers and owners of the target, local, small businesses, and to convince them that this course will benefit them and their employees. As the town is only medium sized, it is fair to assume that these small businesses still have dominance over the high street and thus word of mouth will be of vital importance. One possible way of exploiting this would be to attempt to use the existing popularity of the Business Administration Course to spread the word about the new course, and give the impression that the new course will offer similar benefits to productivity, albeit at a higher level.

Unfortunately, although this method would be cheap, effective, and have a broad reach, it is difficult to control. One of th main impacts of this could be that managers simply see it as a slightly more advanced version of the Business Administration Course, and thus believe that it is not relevant to junior managers, another possible problem would be if they saw it as a replacement, thus the two courses would be in competition. Finally, bad images can spread as fast as good, especially if there are any teething problems in launching the new course. For these reasons, although word of mouth will be useful to the course, it should be combined with other marketing methods to ensure that the message is put across clearly and consistently on all media.

Advertising, through local television, radio stations and newspapers, will provide the course with a reach beyond mere word of mouth, and may enable the course to attract students from neighbouring towns. However, without a solid reputation to back up these advertised claims, people may well be sceptical of the offerings of such a new course, especially when compared to the courses offered at major universities and other tertiary education centres. To help develop the reputation of the course, a form of sales promotion could be used, whereby the first one hundred people to enrol gain reduced rates, or possibly any business with a certain number of employees in the Business Administration Course gains a number of reduced or free places on the Business Management Course. A combination of these three channels should provide the best marketing, offering wide range, credibility and an immediate uptake from the local population. Direct sales and Internet marketing have been ignored as direct sales is unlikely to be successful with a business course, as both employee and business would need to be convinced, and the Internet is on too wide a scale, however if the school already has a website, the course should be listed on it as this will make it easier for potential students to investigate.

Human resource management implications

Obviously the main human resource management implication of launching the new course is the proposed recruitment of up to four part time staff to teach part of the course on line, and offer student support. Integrating these new staff members into the college's full time staff could prove difficult, assuming that these new staff members would be the first part time ones hired by the college. On the one hand, these new staff members could feel excluded from the other staff, or inferior to them, based upon their part time status, and on the other hand, existing staff could feel threatened by the college's ability to bring in staff from outside on a part time basis, and may feel that their own positions may soon be shifted to part time, distance teaching positions.

Equally, some full time staff may see this new employment policy as an opportunity to reduce their own hours to a part time, distance teaching basis, especially if they currently work quite long hours. These potential problems should be pro actively addressed as soon as possible, through the use of clear statements on the college's human resources policy, and the direction in which is s moving: will part time, distance learning courses become more of the norm, or are these two courses the exception, and these four part time staff the only ones required for the foreseeable future.

Another potential human resource management implication will be the need to give additional training and development to existing college staff in order to teach and administer another distance learning course. Again, these implications, including resentment or confusion over the changing nature of staff member's roles can be avoided by clearly stating what staff members will be expected to do in the foreseeable future: will there be more distance learning courses, and what impact will these have on roles and duties, or will these two courses be the only ones, and if so how will they fit into existing timetables and administration schedules.

Performance monitoring

Describe and explain how at least one performance indicator in each quadrant would be used by the Business Studies department.

The Balanced Scorecard model is about management by objective. The objective of this model is to achieve success in four critical dimensions, namely the financial, the customer, internal processes, and learning and growth. The reason why these four dimensions are to be emphasised has been reiterated in the Halifax Theory Z, which states: "(Financial perspective) We will keep and get more business; in other words, we will focus on company competitiveness, if (Customer perspective) our customers are delighted, if (Process perspective) we do the right things by such strategies as focus on operational and system efficiency and if (Learning and growth capability and capacity, leadership, communication, affinity, understanding, control, responsibility, knowledge, skills, attitude) We have the right people in the right jobs." (Tan, 2004)

As such, in this case it is more strategically sensible to reword the original perspectives of the BSC into Effectiveness, Efficiency and Efficacy. Effectiveness ensures our strategies and organisational priorities are translated into expected results. Efficiency ensures our internal or value chained process has utilised the resources to the fullest to meet the highest productivity expectation. Efficacy is about the capacity or power to produce a desired effect or result, which is about strategies of learning and growth. These three perspectives will provide easy methods for the college to monitor the performance of the course for its first three years. Once the marketing and human resource strategies have been formulated and prioritised, the effectiveness of these strategies can be measured and improved upon. Equally, the value chain process should be continually assessed, and continually improved upon, to ensure that the human and other teaching resources are being used as effectively as possible. Finally, the desired result for the course should be set by the members of the College Board, and once they have agreed on this, then the effectiveness and efficiency measures can be assessed to see if they can better contribute to the overall result.

In terms of the four quadrants: financial, customer, internal processes, and learning and growth, the college can take one or more straightforward performance indicators from each one, and use it as a quick measure of the effectiveness of the course over the first three years.

Financially, the initial indicator should be the costs of the course to run, as the course is unlikely to turn a profit in its first year or two. These first two years should be used to streamline the efficiency of the course, to ensure that it is utilising resources fully. Then, in the third year, the focus can be switched to the profitability, and potential surplus profit, that the course can generate once its reputation has spread and costs have been used most efficiently. In terms of the customer, the students' views on the course must be considered most important for the first year or so, and should be used as the baseline on which to judge performance. Once the course is viewed as good or excellent by the majority of students, then the consideration should switch to potential recommendations to friends or colleagues, as this will help spread good word of mouth.

Internal processes should focus almost wholly on the human resource aspects, namely the response of staff to the structure, content and administration of the course. This should be assessed by surveying the staff to discover if they are content with the running of the new course and its role in the college as a whole, particularly if the course and style of learning becomes very popular and there is the potential to launch other, similar courses. Finally, learning and growth is one of the most difficult to assess, and the only real way to do it is by measuring the growth of the college's teaching reputation, by surveying local businesses and students. The main benefit of this method of performance judgement is that it will provide an integrated overview of the performance of the college as a whole.

References:
1. Harker, M. J. and Brennan, R. (2003) E-Marketing Action: An action learning approach to teaching e-marketing. Marketing Review; Vol. 3 Issue 4, p. 419.
2. Tan, C. C. (2004) Balanced Scorecard model for managers. The Nation, 21st Jan 2004执行摘要

只学院Trumpton是当地一家小学院,提供一个中型城镇高等教育需求,因此它需要尝试把重点放在建立一个新的,或者利用现有的利基市场,而不是与各大高校竞争。它的100名员工,但教学与支持人员没有数据,是很难估计的班级规模,因此潜在的教学质量与学生的比例为1:15 。尽管高校餐饮的学生从16岁的学生,平均年龄是10岁较高,从而表明学院的优势可能在于教学更成熟的观众。事实上,目前的工商管理课程满足当地小企业的初级员工的培训需求,新的商业管理课程似乎是一个理想的学校推出的新课程。然而,成功的过程中大多依赖,在我看来,在三个关键方面。
首先,课程的目的是培训经理,往往是谁做他们的学习,绝大多数现场。事实上,许多企业依靠把他们的见习经理,他们参与具体行业的各个方面加快速度,他们的工作和业务,将更加难以成功推销这门课程,相比工商管理课程,针对初中和众多的和必要的工作人员少。
其次,学院目前只有一个运行在这个级别的课程有经验的学术和一名行政工作人员。虽然管理问题应该很容易纠正,在过程的早期阶段,如经验不足和困惑的员工任何学术问题,可能严重反映后场和大学作为一个整体,从而阻止企业帮助员工参与在极端情况下,可能损坏的工商管理课程。
最后,重要的是要持续评估的过程从一个广泛的观点,根据需要进行修改和改进,根据课程的受欢迎程度和范围。平衡计分卡模型将被用于这个问题,因为它被视为它将使大学管理这门课程的目的,在一定范围内的性能指标。
基本的营销计划
有影响力的营销学者都认为,教育服务的营销需要作出更多的相关业务和营销实践,这是特别为小型企业,这往往是在微妙的财务状况相关的参数。相关的一个重要方面是与工作相关的技能,包括小组的工作,领导及行政才能收购。传统的教学方法等技能的发展是不合适的,因此,为了获得真正的成功,这当然需要,以确保它的“产品”采用了更实用的和最新的教学方法,以便正确地教导和培养这些技能。行动学习作为替代方案,更有效的教学方法Harker和布伦南(2003年) ,他形容,深入,行动学习的原则,提出和实施行动学习模块在电子商务营销提供了详细的案例研究简单而有效地说明了这些原则在实践中。
显然,这当然必须确保它充分利用了所有可用的营销渠道,认识到各自的优点和缺点,以最好的达到的目标,当地小企业的管理者和所有者,并说服他们,这门课程将受益他们和他们的员工。由于镇是只有中型,它是公平的假设,这些小企业仍然有优势在高街,从而口口相传将是至关重要的。一种可能的方式利用此将尝试使用现有的工商管理课程的普及,传播有关新课程,给人的印象是新课程将提供类似的好处生产力,虽然在一个较高的水平。
不幸的是,虽然这种方法将是经济,高效,并有广泛的接触,这是难以控制的。本次主要影响之一可能是管理者简单地把它看作是一个稍微更先进版本的工商管理课程,并据此认为它是不相关的初级经理,另一个可能的问题是,如果他们看到它作为替代,因此这两门课程将在竞争。最后,形象不好可以传播尽可能快地好,尤其是如果有任何的磨合问题,在推出新的课程。由于这些原因,虽然口口相传,将是有益的课程,它应该与其他营销方法相结合,以确保该消息是在所有媒体传达明确和一贯的。
通过当地电视台,广播电台,报纸,广告,将提供一个覆盖范围超出了单纯的口口相传当然,可能使课程吸引来自周边乡镇的学生。然而,如果没有一个良好的声誉,备份这些广告声称,人们可能会怀疑这样一门新课程的供品,特别是当主要大学和其他高等教育教育中心开设的课程相比。为了帮助开发的声誉,当然,促销的一种形式,可以使用,据此,第一百人报名参加增益降低利率,或可能有一定数量的员工在工商管理课程中的任何业务获得了数减少商业管理课程或免费的地方。这三个通道的组合应该提供最好的营销,提供广泛的范围,以信誉求立即从本地人口的摄取。直接销售和网络营销已被忽略,因为直销是不太可能成功了创业的历程,既是雇员及业务将需要被说服,和互联网是太宽的规模,但是,如果学校已经有一个网站当然应该上市,因为这将使它更容易为潜在的学生进行调查。
人力资源管理的影响
显然,主要的人力资源管理暗示推出新的课程是教上线过程的一部分,并提供学生支持高达4个兼职员工的建议招聘。整合这些新的工作人员进入学院的全职员工可能很困难,假设这些新的工作人员将是第一个由学院聘请的兼职的。一方面,这些新工作人员可能觉得排除其他工作人员,还是不如他们,根据他们的一部分时间状态,另一方面,现有员工可能会感到威胁,该学院的能力,工作人员从外面带来兼职基础上,并可能会觉得,可能很快被转移到自己的岗位兼职,远程教学岗位。
同样,一些全职员工可能会看到这个新的就业政策为契机,减少自己的时间,以兼职,远程教学的基础,特别是如果他们目前的工作相当长的时间。这些潜在的问题,应该亲积极解决,尽快,通过使用学院的人力资源政策上明确的报表,并在s运动的方向:将兼职,远程学习课程成为比较常见的现象,或者是这两门课程例外,这四个兼职员工在可预见的将来,唯一的要求。
另一个潜在的人力资源管理的影响将现有大专以上人员,以便教导和管理另一个远程学习课程的需要给予更多的培训和发展。同样,这些影响,包括超过工作人员的角色改变性质的怨恨或混乱可避免清楚地说明什么工作人员将可以预期,在可预见的未来:有将是更远距离学习课程,和什么影响,将这些有角色和职责,这两门课程将是唯一的,如果是的话,他们将如何融入现有的时间表和管理计划。
性能监控
描述并解释如何至少一个性能指标将用于商业研究部门在每个象限。
平衡计分卡模型是目标管理。这个模型的目的是取得成功的四个关键维度,即财务,客户,内部流程,学习与成长。已重申这四个维度分别是之所以要强调的,其中规定: “ (财务角度) ,我们将保持和获得更多的业务,换句话说,我们将专注于公司竞争力,如果在哈利法克斯Z理论(客户角度)我们的客户很高兴,如果过程的角度等策略专注于运营和系统效率,如果我们做正确的事(学习与成长能力和能力,领导,沟通,有亲和力,理解,控制,责任,知识,技能,态度)我们有合适的人在合适的岗位。 “ (谭,2004年)
因此,在这种情况下,它是更具战略性明智的效益,效率和有效性改写原来的观点的BSC到。有效性,确保我们的战略和组织重点换算成预期的结果。效率,确保我们的内部或价值链过程已动用的资源发挥到淋漓尽致,以达到最高的生产力预期。疗效的容量或电源,以产生所需的效果或结果,这是学习和成长的策略。这三个方面将提供简单的方法,为高校监测的性能首三年的课程。一旦市场营销和人力资源战略已经制定和优先级,这些策略的有效性可以被测量和改进。同样,价值链的过程中,应不断评估,并不断改进,以确保人类和其他教学资源的使用尽可能有效。最后,想要的结果的过程中,应设置由美国大学理事会的成员,一旦他们同意这一点,那么可以评估,看看他们是否能更好地促进整体结果的有效性和效率的措施。
在四个象限:财务,客户,内部流程,学习与成长方面,学校可以采取一个或多个从每一个简单的性能指标,并用它作为一个快速测量过程的有效性,比前三年。
财政方面,最初的指示灯应该是当然运行的成本,当然是不太可能在头一年或两年扭亏为盈。在这些头两年,应使用简化的过程的效率,以确保它充分利用资源。然后,在第三年,重点可切换的盈利能力,潜在的超额利润,一旦其声誉已经蔓延和成本最有效地使用,当然可以产生。在客户方面,学生的意见,在球场上必须被视为最重要的第一年左右,而应该被用来作为基准来判断性能。一旦被视为良好或优秀,受到广大学生的课程,然后考虑应切换到可能给朋友或同事推荐,因为这将帮助传播好的口碑。
内部流程应该几乎全部集中在人力资源方面,即课程的结构,内容和管理人员的响应。这应评估调查人员发现,如果他们是内容与新课程,它的作用在大学作为一个整体的运行,特别是如果学习的过程和风格变得非常受欢迎,有可能推出其他,类似的课程。最后,学习和成长是一个最难以评估的,做到这一点的唯一真正的方法是通过测量学院的教学声誉的增长,由当地企业和学生进行调查。这种方法的性能判断的主要好处是大学作为一个整体的表现,这将提供一个综合性的概述。
参考文献:
1。哈克, MJ和Brennan , R. (2003) E -营销行动:行动学习的方法来教学电子营销。营销评论。 3期第4页。 419。
2。谭, CC (2004)经理平衡计分卡模型。 2004年1月21日的国家