Research potential IT tech teaching tools that you would like to see utilized on the LMS (Learning Management System) to deliver course content.
What are the benefits of using the tool?
How accessible is it for students?
In the last paragragh, give an opinion regarding that (120 WORDS):
A learning management system (LMS) is a software-based or SaaS platform for managing, automating, and delivering educational courses, training programs, and learning and development programs. In a nutshell, it enables you to provide training materials to a variety of audiences, ranging from online courses to live instruction sessions. Furthermore, most systems may now be accessed via a smartphone.
An LMS is the heart of a complete learning technology system, and it works best when it’s expandable and adaptable to the changing demands of your students. It’s also an important part of any successful learning technique.
To manage services such as compliance training, certification management, and sales enablement, learning management systems are used to implement a number of learning methodologies across diverse formats, including (but not limited to) formal, experiential, and social learning. Learners that have access to a learning management system (LMS) can view their course catalog, complete prescribed courses, and any evaluations, as well as track their own progress. To make it as simple as possible for learners to acquire what they need, the finest LMS systems guarantee that this access has a streamlined route and flow (we all appreciate things that are easy to look at) and is on-demand.
MRU IT Teaching Tech Tools Improving LMS PowerPoint Discussion
Windows Hardening Recommendations Scenario
Windows Hardening Recommendations Scenario As a security administrator for Always Fresh, you have been instructed to ensure that Windows authentication, networking, and data access are hardened. This will help to provide a high level of security. The following are issues to be addressed through hardening techniques: § Previous attempts to protect user accounts have resulted in users writing long passwords down and placing them near their workstations. Users should not write down passwords or create passwords that attackers could easily guess, such as words founds in the dictionary. § Every user, regardless of role, must have at least one unique user account. A user who operates in multiple roles may have multiple unique user accounts. Users should use the account for its intended role only. § Anonymous users of the web server applications should only be able to access servers located in the demilitarized zone (DMZ). No anonymous web application users should be able to access any protected resources in the Always Fresh IT infrastructure. § To protect servers from attack, each server should authenticate connections based on the source computer and user. Tasks Create a summary report to management that describes a hardening technique that addresses each issue listed above. Provide rationale for each selection. Required Resources § Internet access § Course textbook Submission Requirements § Format: Microsoft Word (or compatible) § Font: Times New Roman, size 12, double-space § Citation Style: APA § Length: 2 pages
Harvard University Sociology Anna Lowenhaupt Tsing Essay
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This paper is based on the book ”The Mushroom at the End of the World: on the possibility of life in capitalist ruins” by Anna Lowenhaupt TsingLearning objectives practice writing concise, interestin, and well-supported arguments within a limited page count.practice deeply analyzing (a limited number of) ethnographic examples in order to ground theory in the concrete details of people’s lives. develop a deeper understanding of the conceptual frameworks/ problems of the book as they relate to ethnography in the 21st century.Essay prompt how do the political implications of Tsing’s argument speak to problems and frameworks raised by other scholars? for example, how is life in ruins different from abolition?grading rubric structural clarity 25pts understanding course materials 25pts evidence and support 25pts creativity 25pts
Harvard University Sociology Anna Lowenhaupt Tsing Essay
Toyota Motor Vehicles: SWOT Analysis
Toyota Motor Vehicles Background Toyota Motor Corporation is a famous Japanese multinational corporation, and is considered the world’s second largest automaker of automobiles. The founder of Toyota is Kiichiro Toyoda, who born in 1894, and the son of Sakichi Toyoda, who was popular in the invention of the automatic loom. Toyota motors became a mainstay of Japan economy 1n 1960. And it get great growth in this time. And the annual sale of TMC in Japan was about one million dollar I 1962 Introduction Toyota Motor Corporation, being a multinational is the world’s largest automaker in terms of sales volume. As of 2008, Toyota employs approximately 316,000 people around the world in comparison to second ranked automaker General Motors’ 266,000 employees. The company is mainly engaged in automobile business and financial business. In end of 1989, Toyota started its manufacturing in Europe by having two main manufacturing plants working in UK. It provides all ranges of cars from mini vehicles to big trucks. Toyota Philosophy Toyota’s management philosophy has evolved from the company’s origins and has been reflected in the terms “Lean Manufacturing” and Just In Time Production, which it was instrumental in developing. The Toyota Way has four components: 1) Long-term thinking as a basis for management decisions, 2) a process for problem-solving, 3) adding value to the organization by developing its people, and 4) recognizing that continuously solving root problems drives organizational learning. They deals in wide range of cars like: Avensis Previa Dyna CBU Camry Coaster Land cruiser Prado Fortuner Toyota Motor’s main competitors: General Motors (GM): It was the world’s largest selling vehicle producer but their market shares were decline in the 80’s and mid 90’s. Ford: It was the second largest motor car selling and profit making company in the world right behind the GM Company. Chrysler: It was the third main competitor of Toyota. The company was almost gone bankrupt during the 80’s but their government support their company and saved them. Main Body SWOT Analysis (S)trengths One of the main biggest strengths of Toyota is the JUST IN TIME concept. Just in Time spirit implies to the two opposing forces of providing fast and flexible response, and yet building mechanisms and systems that are efficient and waste-free. The concept is to provide the right product and information, at the right time, in the right amount, in the right manner, while maintaining high standards of efficiency and cost control. JIT has resulted in ZERO inventory and enormous saving in the cost. The company has recorded a strapping financial performance in recent years. Toyota Motor’s revenues increased at a compound annual growth rate of 11.1% during 2004-08.The Company also had witnessed a considerable increase in profitability. During 2004-08, the average operating profit margin and net profit margin of the company stood at 9.1% and 6.5%, respectively. The strong financial performance of the company has contributed to its market domination. This, in turn, enhances investors’ confidence in the company for investment. Toyota is one of the top leading automotive brands in the world. In the annual ranking of top 100 global brands by BusinessWeek and Interbrand in 2008, Toyota figured in the sixth position. According to the survey, Toyota’s brand value has increased by 6%, to reach $34.1 billion in 2008. In addition, it is the highest ranking automotive brand name in the world. It is ranked well ahead of its competitors like Mercedes, BMW, Honda, Ford, Hyundai, Porsche and Nissan. For instance, in the same period, Ford has been faced with a number of troubles, including a failure to meet its goals for SUV mileage gains or to exploit its well-regarded Escape hybrid; subsequently, the brand value of Ford fell by 12%, to $7.9 billion in 2008. Toyota’s luxury car, Lexus, also has an independent ranking in the top 100 global brands. The brand value of Lexus was around $3.6 billion, with a ranking of 90. Some of the other popular product brands of the company include Corolla, Camry, Sienna, Prius and Scion. The company’s strong brand image gives it considerable competitive advantage and helps the company to register higher sales growth in domestic, as well as in international markets. In 2003 Toyota has beaten its rival Ford into third spot, to become the World’s second largest carmaker with 6.78 million units. The company is still behind rivals General Motors with 8.59 million units in the same period. Its strong industry position is based upon a number of factors including a diversified product range, highly targeted marketing and a commitment to turn manufacturing and quality. The company makes a large range of vehicles for both private customers and commercial organizations, from the small Yaris to large trucks. The company uses marketing techniques to identify and satisfy customer needs. Its brand is a household name. The company also maximizes profit through efficient manufacturing approaches (e.g. Total Quality Management). (W)eaknesses Usually big setup faces problems during oversupply as in it the company need to make sure that it is the models that consumers want. Toyota markets most of its products in the US and in Japan due to which they are always exposed to fluctuating economic and political conditions. Perhaps that is the reason that now the company is beginning to shift its attentions to the emerging Chinese market. Toyota Motor provides pension benefits and other post-retirement health and life insurance benefits to employees. During the Year 2008, the company incurred post retirement benefit expenses of approximately $709.1m. The company also paid a total of approximately $671.5m for the post retirement benefit plans during 2007. Furthermore, by the end of March 2008, the company’s projected pension and post-retirement benefit obligations stood at approximately $14,865.9m as compared to the planned assets of approximately $11,256.4m, resulting into an unfunded status of approximately $3,609.5m. Sizeable unfunded post retirement benefits would force the company to make periodic cash contributions towards bridging the gap between post retirement benefits obligations and planned assets, which would reduce cash available for growth plans. The company needs to keep producing the cars in order to retain its operational efficiency. Car plants represent a huge investment in expensive fixed costs, as well as the high costs of training and retaining labor. So if the car market experiences a down turn, the company could see over capacity. If on the other hand the car market experiences an upturn, then the company may miss out on potential sales due to under capacity i.e. it takes time to accommodate. This is a typical problem with high volume car manufacturing companies. (O)pportunities Worldwide demand for light hybrid electric vehicles (HEV) is estimated to reach 4.0 million units by 2015. Rising energy costs and increased emissions regulations are likely to increase the demand for HEVs, as hybrid engines are more fuel efficient and less polluting than conventional gasoline and diesel engines. The primary markets for HEVs will be within Triad countries (the US, Western Europe and Japan), although the quickly growing Chinese market is also expected to experience relatively strong demand for these fuel efficient and environmentally friendly vehicles. Toyota Motor Company is keen to capitalize on the growing demand for hybrid electric vehicles. The company has spent a large amount of money for the development of hybrid vehicles over the years. The accumulative total of Toyota Motor’s hybrid vehicle sales reached 1.5 million in June 2008. Furthermore, the company plans to expand its hybrid lineup and achieve annual sales of one million hybrid vehicles by early 2010. For this, the company plans to introduce demand-creating products. The company also launched models such as the Prius and LS600h hybrids at the 2008 Beijing International Automotive Exhibition, held at the new China International Exhibition Center in Beijing. The company’s emphasis on hybrid technology will enable it to capitalize on the positive market trends in this segment to enhance its market position Lexus and Toyota now have a reputation for manufacturing environmentally friendly vehicles. Lexus has RX 400h hybrid, and Toyota has it Prius. Both are based upon advance technologies developed by the organization. Such moves can only firm up Toyota’s interest and investment in hybrid R
Ethics In Work Place Business Essay
Ethics In Work Place Business Essay. Business ethics is the social responsibility that a business is supposed to have towards the community in general, particularly the one in which it operates or has any interests .It has been said that having ethics is doing the right or moral thing when no one is looking. Ethics is a personal choice and therefore, how workplace ethics are governed depends upon the personal ethics of those who are in authority over that workplace and also those who work in that environment. Workplace ethics are codes of conduct that influence the development of an ethical culture within the workplace. Going beyond what is considered legal in the area where the business operates, workplace ethics inspire communication between employees, allow for respect to be extended to each person within the organization, and promote customer relationships that are based on honesty and integrity. While there are core elements that tend to define a work-based code of ethics, the specific expressions of these central values vary from one corporate setting to the next. Keywords:business,ethics,work,place Introduction: It is important to remember that workplace ethics are shaped by two important factors. First, work place policy must be in harmony with all laws and regulations that are currently in force in the jurisdiction where the business operates. This helps to ensure that basic workplace ethics preclude any pressure or coercion to engage in actions that are considered to be illegal, promote discrimination in the workplace, support unfair hiring and firing practices, or allow wages to be set that are below the minimum legal standards for the area. Need for the business ethics: Decisions taken within an organisation may be made by individuals or groups, but whoever makes them will be influenced by the culture of the company. The decision to behave ethically is a moral one; employees must decide what they think is the right course of action. This may involve rejecting the route that would lead to the biggest short-term profit. Ethical behaviour and corporate social responsibility can bring significant benefits to a business. For example, they may: attract customers to the firm’s products, thereby boosting sales and profits make employees want to stay with the business, reduce labour turnover and therefore increase productivity attract more employees wanting to work for the business, reduce recruitment costs and enable the company to get the most talented employees attract investors and keep the company’s share price high, thereby protecting the business from takeover. Unethical behaviour or a lack of corporate social responsibility, by comparison, may damage a firm’s reputation and make it less appealing to stakeholders. Profits could fall as a result. Workplace Ethics for Employees: Commitment Towards Work: : This is the most important of all ethics in the workplace, because work is our god, while at office. Since being hired to work, one should invariably keep ones side of the bargain it set a very bad example of professionalism in the workplace. Such behaviour rarely goes unnoticed by the management. Hence, sooner or later one will have to bear the consequences of lack of commitment towards work Loyalty Towards Organization:- While on the payroll of organization, one should bestow all our loyalties towards our organization. A loyal employee rarely needs to be reminded regarding his duties and responsibilities. One should always consider the interest of their organization before personal interest. Dishonest behavior, which can malign the image of the organization or prove to be unprofitable to the organization in any way is highly unethical and unprofessional. Compassion Towards Coworkers: As a professional, it is understandable that comparing ones successesand failures with colleagues. A fair amount of competitiveness amongst employees is acceptable. However, do not let personal ambitions rise above the interest of the organization. One can never truly succeed in life if one steal other’s credit or follow unethical practices to accomplish task. It is important to have compassion for your coworkers and respect their work. The employees should learn how to work together as a team. This will result in better output for the organization. Workplace Ethics for Employers:- Transparency While Hiring:- Oftentimes, it is seen that management hires unproductive and incompetent people due to personal interest of one or the other top management personnel. A worthy potential employee may be left out due to such hiring policy. Since, employees are an asset for any organization, unfair hiring practices inflict a lasting damage to the organization in the long run. Equality Towards All Employees:- The organization should not discriminate employees based on any ground. All employees should be treated as equal irrespective of their age, gender, religion, color, nationality, etc. The management should not have its favorite ‘handpicked’ employees in the organization. Similarly, they should also not hold grudges against some employees due to personal conflicts. Employee’s performance and productivity should be considered as the only parameters for an appraisal or promotion. Human Behavior Towards Employees: Oftentimes, the top executives of an organization adopt inhuman practices to promote productivity or multiply the profits of the organizations. Unreasonably long working hours, undue workload, etc. all adversely affect the morale of the employees. Though, this may result in short term profit for the organization, it hampers the growth of the organization in the long run. Due to such practices, the organization may even lose some of its valuable employees. Every organization should promote good workplace ethics, as they often result in the betterment of the organization as well as employees. Employers should set an example of ethical behavior for the employees to follow. business_ethics2 workplace is about prioritizing moral values for the workplace and ensuring behaviors are aligned with those values – it’s values management. Yet, myths abound about business ethics. Some of these myths arise from general confusion about the notion of ethics. Other myths arise from narrow or simplistic views of ethical dilemmas. Myth 1: Business ethics is more a matter of religion than management. Diane Kirrane, in “Managing Values: A Systematic Approach to Business Ethics,”(Training and Development Journal, November 1990), asserts that “altering people’s values or souls isn’t the aim of an organizational ethics program – managing values and conflict among them is â€¦” Myth 2: Our employees are ethical so we don’t need attention to business ethics. Most of the ethical dilemmas faced by managers in the workplace are highly complex. Wallace explains that one knows when they have a significant ethical conflict when there is presence of a) significant value conflicts among differing interests, b) real alternatives that are equality justifiable, and c) significant consequences on “stakeholders” in the situation. Kirrane mentions that when the topic of business ethics comes up, people are quick to speak of the Golden Rule, honesty and courtesy. But when presented with complex ethical dilemmas, most people realize there’s a wide “gray area” when trying to apply ethical principles. Myth 3: Business ethics is a discipline best led by philosophers, academics and theologians. Lack of involvement of leaders and managers in business ethics literature and discussions has led many to believe that business ethics is a fad or movement, having little to do with the day-to-day realities of running an organization. They believe business ethics is primarily a complex philosophical debate or a religion. However, business ethics is a management discipline with a programmatic approach that includes several practical tools. Ethics management programs have practical applications in other areas of management areas, as well. (These applications are listed later on in this document.) Myth 4: Business ethics is superfluous – it only asserts the obvious: “do good!” Many people react that codes of ethics, or lists of ethical values to which the organization aspires, are rather superfluous because they represent values to which everyone should naturally aspire. However, the value of a codes of ethics to an organization is its priority and focus regarding certain ethical values in that workplace. For example, it’s obvious that all people should be honest. However, if an organization is struggling around continuing occasions of deceit in the workplace, a priority on honesty is very timely – and honesty should be listed in that organization’s code of ethics. Note that a code of ethics is an organic instrument that changes with the needs of society and the organization. Myth 5: Business ethics is a matter of the good guys preaching to the bad guys. Some writers do seem to claim a moral high ground while lamenting the poor condition of business and its leaders. However, those people well versed in managing organizations realize that good people can take bad actions, particularly when stressed or confused. (Stress or confusion are not excuses for unethical actions – they are reasons.) Managing ethics in the workplace includes all of us working together to help each other remain ethical and to work through confusing and stressful ethical dilemmas. Myth 6: Business ethics in the new policeperson on the block. Many believe business ethics is a recent phenomenon because of increased attention to the topic in popular and management literature. However, business ethics was written about even 2,000 years ago – at least since Cicero wrote about the topic in his On Duties. Business ethics has gotten more attention recently because of the social responsibility movement that started in the 1960s. Myth 7: Ethics can’t be managed. Actually, ethics is always “managed” – but, too often, indirectly. For example, the behavior of the organization’s founder or current leader is a strong moral influence, or directive if you will, on behavior or employees in the workplace. Strategic priorities (profit maximization, expanding marketshare, cutting costs, etc.) can be very strong influences on morality. Laws, regulations and rules directly influence behaviors to be more ethical, usually in a manner that improves the general good and/or minimizes harm to the community. Some are still skeptical about business ethics, believing you can’t manage values in an organization. Donaldson and Davis (Management Decision, V28, N6) note that management, after all, is a value system. Skeptics might consider the tremendous influence of several “codes of ethics,” such as the “10 Commandments” in Christian religions or the U.S. Constitution. Codes can be very powerful in smaller “organizations” as well. Myth 8: Business ethics and social responsibility are the same thing. The social responsibility movement is one aspect of the overall discipline of business ethics. Madsen and Shafritz refine the definition of business ethics to be: 1) an application of ethics to the corporate community, 2) a way to determine responsibility in business dealings, 3) the identification of important business and social issues, and 4) a critique of business. Items 3 and 4 are often matters of social responsibility. (There has been a great deal of public discussion and writing about items 3 and 4. However, there needs to be more written about items 1 and 2, about how business ethics can be managed.) Writings about social responsibility often do not address practical matters of managing ethics in the workplace, e.g., developing codes, updating polices and procedures, approaches to resolving ethical dilemmas, etc. Myth 9: Our organization is not in trouble with the law, so we’re ethical. One can often be unethical, yet operate within the limits of the law, e.g., withhold information from superiors, fudge on budgets, constantly complain about others, etc. However, breaking the law often starts with unethical behavior that has gone unnoticed. The “boil the frog” phenomena is a useful parable here: If you put a frog in hot water, it immediately jumps out. If you put a frog in cool water and slowly heat up the water, you can eventually boil the frog. The frog doesn’t seem to notice the adverse change in its environment. Myth 10: Managing ethics in the workplace has little practical relevance.Managing ethics in the workplace involves identifying and prioritizing values to guide behaviors in the organization, and establishing associated policies and procedures to ensure those behaviors are conducted. One might call this “values management.” Values management is also highly important in other management practices, e.g., managing diversity, Total Quality Management and strategic planning. Suggestions: The effective management of ethics is sound business practice. Employees’ morale is raised; bottom-line performance be improved, corporate image is enhanced; and customers choose to form business relationships with companies that adhere to high standards of ethical conduct. One of your key management tasks is to persuade employees to accept your organization’s ethical values. Here are some points to consider… 1. Understand the benefits of ethical conduct: All key parties benefit from ethical conduct within the organization. Employees who have confidence in their management contribute to their organization’s prosperity. Conversely, in an unethical climate, employee productivity declines, creativity is channeled into seeking ways to profit personally from the business, loyalty diminishes, and absenteeism and staff turnover increase. Customers prefer to be associated with and remain loyal to companies that adhere to codes of ethical behavior. 2. Focus on ethical conduct: When referring to codes of behavior, the term ‘ethical conduct’ is more comprehensive and more meaningful than ‘ethics’. The best ethical values and intentions are relatively meaningless unless they generate fair, just, and observable behaviors in the workplace. Ethical conduct focuses on demonstrated behaviour doing, not just saying. 3. Develop a code of ethical conduct: The best way to handle ethical dilemmas is to avoid their occurrence in the first place. The process involved in developing a code of ethical conduct helps to sensitize employees to ethical considerations and minimizes the likelihood that unethical behavior will occur. 4. Promote process: When it comes to managing ethics and, in particular, developing a code of ethical conduct, the journey is just as important as the destination. Codes, policies, procedures, and budgets are important. Where possible use group decision making to actively involve participation in, and ownership of, the final outcome. 5. Link ethics to other management practices: The development of a code of ethical conduct should not occur in isolation. 6.Demonstrate ethical practices: The best way for organization to gain a reputation for operating ethically is to demonstrate that behavior-the most important way to remain ethical is to be ethical. And the best advertisement your ethics management program can have is everyone’s commitment to it. 7. Allocate roles and responsibilities: â€¢ An ethics management committee, representing the entire organization, with responsibilities to include implementing and administering an ethics management program. The creation and monitoring of a code of ethical conduct would be part of that overall program. â€¢ An ethics officer who ideally should be a senior executive but not from HR or the Legal Department. He or she must be trained in matters of ethics in the workplace and have ultimate responsibility for managing the program. â€¢ Demonstrated involvement and support of top management. Staff and Board must see that senior management takes ethical conduct seriously. 8. Identify and model industry benchmarks: An increasing number of companies strive to match practices with espoused values. The Soul of a Business (Bantam, 1993), for example, is an account of the way in which ethical considerations guided the day-to-day operations of the American company, Conclusions: Strong corporate values must not only be firmly established among the top executives, but also must be filtered down within the operations of the business. If employee incentives are not aligned with the overall corporate values established at the top, there will be a breakdown in the system.Treating employees with dignity and respect is part of creating value for an important group of stakeholders. executives should ask themselves whether they could explain that same decision to their families with a clear conscience. This is an explanation for why CEOs tend to consider opinions of the Board of Directors first. Additionally, few boards of directors factor in ethics and compliance issues when evaluating a CEO’s performance, so there is little incentive in this regard for a CEO to put a high value on ethical behavior. Despite these problems, if a company is serious about gaining public trust, considering all groups of stakeholders in strategic planning, outside of company shareholders, will be crucial. Ethics In Work Place Business Essay
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