i need help with my weekly discussion question in my purchasing amp vendor management class

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Review all questions and select three questions to address in 100 or more words. Support your thoughts with proven facts using the APA format.
Choose 3 of the following questions and respond!

Why are more top managers recognizing the importance of purchasing/supply management?
What are some of the factors that might influence how important purchasing is to the success of an organization?
Would you agree that the importance of the individual supply chain management activities vary with the type of business (e.g., purchasing vs. inbound transportation) and provide examples?
Briefly discuss each of the seven periods in the evolution of purchasing and supply management. What do you forecast for the future?
How can an effective purchasing department affect organizational performance?
Why do some firms no longer rely only on competitive bidding when awarding purchase contracts?
Why is it important to measure and monitor supplier performance improvement over time?
Discuss the concepts of ethics. Why is the purchasing profession particularly to this topic?
What are the risks associated with backdoor (maverick) buying and selling? Why is purchasing interested in controlling this business practice?
Discuss the most important elements that characterize the most successful efforts at integrating suppliers in new product development. How do these factors contribute to success?
What criteria are most important when considering whether a supplier should be involved in a new product development effort?
What are the impacts of increasing worldwide risks on supply management and the need to work closely with other functions and suppliers? Why?

 
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Literature review | Psychology homework help

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Literature review about Social Influence in Psychology

Research Report (individual work that could be written in a group topic with the same workload per student), the work volume is given per person, groups with up to 6 group are recommended: Assessment 3 – Research Report: Topic Presentation (200 words) and Brief literature review of academically 4 credible sources with a bibliography in Harvard style with Conclusion (800 words), 1000 with +/-100 words waiver, words per student, without counting the reference list (30%), You should work on your topic associated with social psychology by developing your understanding of it though academic sources. 9 You should ideally use the findings of references you have evaluated as useful during an Annotated Bibliography exercise, which would optimise your efforts. Yet, you are welcome to use other sources, too. Please note that this is a Research Report assignment called a BRIEF LITERATURE REVIEW, meaning that your work will be evaluated on the basis of literature sources that you will synthesize to discuss a specific theory explaining one of the aspects of your topic. In general, the Research Report should have approximately 1’000 words: – an explanation of topic importance should contain about 200 words per individual student, – and a brief literature review may should contain about 800 words per individual student, excluding bibliography. Credibility of literature sources plays a particularly important role for the quality of your brief literature review. For doing a brief literature review on a theory from social psychology of your choice, use primarily credible academic sources (academic journal publications, book chapters, and academic research papers). Alternatively, you can use other sources, such as STR hotel analytics, HVS hospitality industry reports, industry reports, statistical publications, newspaper articles, and/or recognized professional association websites. However, the other sources do not count towards the credible academic source count.

topic selection and 1 paragraph write up graduate level apa format

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need someone to develop a topic for a research paper and complete a paragraph write up on how you could expand that into a paper later.

the boad topic is the demography of americas workforce and staffing issues in the healthcare field.

needs to be narrowed down to something specific

ive attached the textbook to help think of some ideas, maybe look over the table of contents for ideas

Thanks In Advance

 

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Use Discount Code “Newclient” for a 15% Discount!

NB: We do not resell papers. Upon ordering, we do an original paper exclusively for you.

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Brian conrad, the practice manager of meadow hills veterinary center,

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Brian Conrad, the practice manager of Meadow Hills Veterinary Center, makes a claim that sounds a lot like statements you often hear in management and HR cir- cles: “The staff is my number one asset in this hospi- tal.” Sometimes statements like that are puffery, but in Conrad’s case, he puts the claim into action in the way he handles performance management at his two Wash- ington State facilities.

Because the organization is small, appraisal inter- views are handled at the highest level: each employee being evaluated meets with Conrad and the owners of the practice. Conrad wants them to be full participants in the process, not nervous subjects under a microscope, so he tries to put them at ease by giving employees a few months to look over evaluation forms ahead of time so they can see what measures will be evaluated. He also keeps the meetings regular and predictable by schedul- ing a meeting with each employee twice a year.

Conrad also tries to dial down the tension by separat- ing compensation discussions from performance evalu- ations. In his experience, employees don’t listen well to feedback if they’re busy calculating whether the review will qualify them for a raise. Instead, Conrad meets twice a year with the owners to go over the budget and all the employees’ contributions. Raises and bonuses are deter- mined in those meetings and awarded to employees in meetings separate from the appraisal interviews. This keeps the appraisals focused on what is getting in the way of top performance and how employees can improve.

Conrad also tries to keep appraisal interviews posi- tive by not waiting for appraisal time to address perfor- mance problems. His understanding of his position is that he is responsible for addressing performance prob- lems as they arise. When a situation can’t be resolved by a few words from a supervisor, Conrad invites the employee and his or her supervisor to join him for lunch away from the workplace. There they discuss the issue and look for a solution.

Conrad doesn’t limit communication and feedback to problems. He tries to know employees and their work situations better by looking for informal oppor- tunities for two-way communication. If he needs to run an errand or attend a community event, he invites one of the employees to accompany him and uses that time to ask about their career goals and how they feel about their work. Often, he uncovers opportunities for employees to develop and use untapped skills. In one

case, a part-time administrative employee indicated she was interested in full-time work. Over lunch, Conrad and the employee mapped out possible career paths, and she decided to get involved in treatment of the ani- mals. She continued to apply her administrative skills by coordinating surgeries and dentistry, and she enrolled in continuing-education classes so she could assist in the treatment area.

This approach to performance management is part of a larger objective at Meadow Hills. Conrad says he promised employees, “No team member will leave the practice feeling unchallenged, concede to a lack of direction, or have professional growth hindered.” Keeping that promise requires a combination of care- ful hiring, ongoing training, and honest review of any mistakes that are made. When employees don’t per- form up to expectations, managers evaluate whether changes are needed in training or hiring. Conrad expects that employees will keep their part of the bar- gain by showing a willingness to try new opportuni- ties and participate in problem solving. If employees aren’t willing to buy into this culture, Conrad won’t keep them on board. But apparently not many want to leave. While the rate of employee turnover for the veterinary industry is about 30%, turnover of Meadow Hills has fallen from 25% several years ago to just 10% soon after Conrad made his promise to employees.

SOURCES: “Four Ways to Add Value to Employee Evaluations,”
Veterinary Economics, January 2010, Business & Company Resource Center, http:// galenet.galegroup.com; “Help Me to Help You,” Veterinary Economics, August 2008, Business & Company Resource Center, http://galenet.galegroup .com; and Brian Conrad, “Make the Promise: Keep Your Team,” Veterinary Economics, May 2008, Business & Company Resource Center, http://galenet .galegroup.com.

Questions

1. Based on the information given, discuss how well the performance management at Meadow Hills Veteri- nary Center meets its strategic, administrative, and developmental purposes.

2. What methods for measuring employee performance do you think would be most beneficial for Meadow Hills? Why?

3. Evaluate Brian Conrad’s approach to appraisal inter- views. Write a paragraph or two summarizing what Conrad is doing well and how he might further improve the effort. 

 

Please number them as you write them.. Thank you!!!