This film explores methods for engaging learners through the use of case studies and problem solving activities. This instructional film is from Kansas State University's web-based course, GENAG 721, Occupational and Agricultural Safety and Health Interventions. Copyright 2011, Mitch Ricketts.

Human resources consultancies have become invaluable to businesses looking for improvements and efficiencies in their operations. This unit explores the issues surrounding how you might go about selecting and using a consultant, examining the risks involved in the venture, fitting the consultant to the task, setting fees and evaluating work. If you are in business and looking to hire a consultant, are a consultant yourself or are studying business at masters level this unit will be useful to you.

This work revisits the work of Frederick Herzberg and translates his landmark research into eight practical leader-behaviors consistent with the research. Those behaviors are: (1) creating a leadership platform; (2) becoming the principal-learner and principal-teacher about leadership; (3) affirming and teaching the powerful roles of organizational beliefs, vision, and mission; (4) leading and modeling reciprocity of accountability; (5) building collegiality around problems of practice; (6) emulating the actions of successful coaches; (7) developing the cultural understanding and affirmation that leadership and growth bring discomfort; (8) developing a sense of professionalism throughout the organization consistent with professionalism as demonstrated in and expected of other learned professions.

Additionally, and at least as importantly, this work begins by challenging a number of the profession’s long held human relations beliefs and cultural expectations which are inconsistent with Herzberg’s landmark research.

In this film, we’ll explore methods for engaging learners through the experience of a field trip. When students perform meaningful tasks in the field, the activity becomes a form of concrete, experiential learning. This instructional film is from Kansas State University's web-based course, GENAG 721, Occupational and Agricultural Safety and Health Interventions. Copyright 2011, Mitch Ricketts.

Assistant principal Laura Whittier is a member of a selection committee to choose a replacement for one of the three assistant principals at her high school. The selection committee appointed by the principal includes the other assistant principal as the chair, the band director, the special education department chair, and the physical education department chair who is also the hockey coach. The group’s task is to develop the steps in a selection process that will provide three semi-finalists for the principal to interview in mid-June. It is now April. The political dynamics as well as the group members’ limited experience and lack of knowledge about selection procedures complicate the task. However, all but Laura seem to regard their efforts as successful.

Human resource or manpower planning is of great important in the general development and growth of organizations. Thus personnel and Human resources experts, managers and practitioners have now made it known to management that adequate attention be given to it with a view to ensuring better use of other resources especially capital. Organisations have also realized that with increasing competition and complexity in business, more time should be devoted to effective human resources planning to achieve desired goals. Furthermore organisations have known that not only is the overall cost of human resources high , that human element is complex, unpredictable and sometimes difficult to develop or change unlike capital that is relatively easier to acquire, manager or control.

Does the recruitment and selection process fill you with dread? Discrimination and equal opportunities legislation can make this area feel like a minefield. If you are faced with appointing a new employee, then this unit will provide a straight-forward guide to the process: from writing job descriptions to finally assessing who to appoint.

This manuscript will begin with an overview of the current and projected teacher employment market in the United States. After identifying this market data, the results of a research study of 142 Illinois principals’ common practices in teacher selection processes will be reported. The manuscript will conclude by discussing the implications of the study results for professors of educational administration.

The purpose of this study was to examine the effectiveness of an Illinois metropolitan program that prepares teachers for administrative and supervisory positions in schools by analyzing, over a 10-year period, its employment outcomes. Overall, from 1995 to 2005, 503 students graduated from the program, 451 of whom with Illinois principal certificates. By Fiscal Year 2007, 168 of the certified candidates had held administrative positions in public schools in Illinois; 38 had served as principals. This rate falls short of the Illinois State Board of Education’s (ISBE) 2.0 ratio of new certificates issued to new positions filled upon which educator supply and demand projections are made each year. It was recommended that the program continue strengthening practical experiences for its candidates, and expand networking relationships, not just within the city’s public school system, but also with suburban school districts. Candidates will then have exposure to more prospective employers. Because of the competitive nature of the administrative sector, it was also recommended that the program work with the schools to develop mechanisms for valorizing and utilizing the leadership skills and technical competencies of the ever-increasing numbers of teachers with administrative certificates, but employed in non-administrative positions.

Carmen Fields reports that Dr. James Williams (professor, Massachusetts Institute of Technology) will fast each Wednesday in April outside of the office of the president of MIT. Fields notes that Williams is protesting the lack of diversity among the faculty at MIT. Fields notes that there are fourteen African Americans in a faculty of 900 professors. Fields interviews Williams. Williams talks about the role of professors as role models and the need for a diverse faculty. Williams says that he is trying to encourage minority students to fight for change. Fields's report includes an interview with Ken Campbell (spokesperson, MIT). Campbell talks about the university administration's efforts to hire more minority faculty. Fields' report also includes footage of Williams talking to a group of minority students. This edition of the Ten O'Clock News also included the following item: Meg Vaillancourt reports on the annual Black/Jewish Seder supper. Black / Jewish Seder supper

Barbara Barrows interviews Gretchen Wortham after her recent appointment to Station Manager of WILD Radio, who discusses the role of minority women in management positions and the difference in respect and responsibility accorded to White counterparts.

Managing Human Capital involves strategically allocating the most valuable resources and people to the right areas of a firm. This course will introduce relatively advanced topics in the field. Upon successful completion of this course, students will be able to: Demonstrate the ability to effectively manage human capital and properly assess knowledge, skills and abilities to find valuable resources (people); Identify key laws and legislation that shape how human capital decisions should be made; Develop a strategic understanding of why managing human capital is relevant for all managers in any organization; Define and conduct a job analysis and discuss the validity of an analysis in support of other key human capital functions; Understand and develop a personnel plan, creating successful strategies for recruiting and selecting valuable human capital; Identify and apply the concepts associated with employee safety and health in support of effectively managing human capital; Create strategies to support the training and development of human capital and understand the impact of career/succession planning; Identify and apply the concepts/issues associated with compensation and benefits to create an attractive environment that draws valuable resources to an organization; Explain the distinction between performance management and performance appraisals; Conceptualize HR strategies to improve overall organizational success; Identify the key elements and contexts of affirmative action and use that insight to support making informed decisions regarding diversity when managing human capital; Develop and refine the critical thinking skills necessary to identifying and implementing effective human capital strategies; Demonstrate an understanding of the impact that career/succession planning has on human capital; Define and apply the concepts of labor and employee relations and clearly define the relationship between the employer and the employee. (Business 301)

Human resource management is one of the key functions within the broader scope of human resource development. If you are or want to become a manager in the health services, you will in all likelihood have some responsibility for managing people.

This is a course intended to give students a broad overview of the management challenges of the non-profit sector. It is not a detailed management course but rather is aimed at students who will likely relate to non-profits in a variety of ways (on the boards, as volunteers, as fund-raisers, and occasionally as staff).

The importance of managing people for the success of a project cannot be underestimated. This unit identifies the groups and individuals whose appropriate involvement in a project is important for its success, and considers the ways in which their contribution might be maximised.

Barbara Barrow-Murray interviews Marcia Ann Gillespie, Editor-in-Chief of Essence magazine about the need for affirmative action to promote women in the workplace.

Deborah Wang reports that the city of Boston's minority set-aside program is facing a court challenge. Wang notes that the set-aside program allows minority-owned businesses to break into their industries by inviting them to participate in municipal projects. Wang interviews Robert McCoy (McCoy Landscaping) about the minority set-aside program. McCoy says that his business could not have survived without the program. Wang notes that the Consortium of Minority Business Enterprises has been formed to protect set-aside laws in Massachusetts. Wang interviews Walter Williams (Contractors' Association of Boston) about set-aside programs. Wang reports that the Consortium gave a hostile reception to John Kerry (US Senator) at a recent meeting. Wang's report includes footage of Kerry addressing a meeting of the Consortium of Minority Business Enterprises. Kerry says that public opinion is not in favor of set-aside programs. Wang notes that Consortium members seem to be united in support of set-aside programs.

The ten modules presented here can be immediately implemented by professional and service organizations to promptly provide a business and management development program in their locale. (This program can be adopted "as is" or modified. Guidelines are included herein for carrying out the program.) As a free, self-paced program for entrepreneurs, leaders and managers. As a free, self-paced program for trainers and developers to better understand basic systems and concepts in business. (In conjunction with this program, trainers and developers would also benefit from understanding the competencies needed to effectively consult to businesses, including by working from preferred business-oriented outcomes.

This nonprofit organization development program consists of 13 modules and can help you accomplish a great deal for your nonprofit -- and for you. This program can be implemented by service organizations to promptly provide a nonprofit and management development program in their locale -- this program can be adopted "as is" or modified.