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1、 留学生活网 专业留学生essay代写网站Essay写作综合需求评估Essay写作Comprehensive Needs AssessmentIntroductionChanging business needs and industry trends affect all businesses. Some businesses prosper, whiles others barely survive, and many still, close their doors forever. Competitive and adaptive advantages are tools that o
2、rganisation teams must master to increase their chances of survival. Comprehensive needs analysis increases both competitive and adaptive advantages. Strategic planning is a complex process, especially, when data collection is necessary for success. External data collection adds another layer of com
3、plexity to the planning process. There are no guarantees that the data will yield positive results for the decision making process. However, taking precautionary measures, organisations can increase the potential for collecting valuable data. Comprehensive data collection and analysis provides a too
4、l whereby the information collection adds value for the organisation. Surveys, interviews, group discussions, task analysis, performance appraisals, observations, incidental procedures, performance analysis, and external scans each tell a story of the information collected via those mediums. Hence,
5、it is imperative for the experts conducting data collection and comprehensive needs analysis be well versed in their craft if they are to improve existing business conditions. The research conducted herein presents a comprehensive needs analysis for the The-Second-Greatest-Company Corporation.Compre
6、hensive Needs Assessment (CNA)Education and employee development is imperative to any organisation. The planning of education and training does not apply to new hires alone, managers and supervisors are equally valued within the organisation. Organisations must ensure that the training and developme
7、nt process is not just a matter of training, but rather to enhance productivity, improve interactive communications, and increase overall return on investments for stakeholders. Hence, all education and training plans must begin with the goals and objectives of the organisation at the forefront of e
8、mployee development initiatives.Company BackgroundThis document represents a comprehensive needs analysis conducted on behalf of The-Second-Greatest-Company Inc. (a fictional organisation modeled after a real one; additionally, relevant industry information is factual). The-Second-Greatest-Company i
9、s a women owned interior design business started by three college students. The students became friends after taking an art course together. They envisioned an online interior design business that suggested design layouts for college dorms.The-Second-Greatest-Company Inc. receives orders for interio
10、r designs via the internet, as well as, their artwork. Interior designs are reasonably priced beginning at ninety-nine dollars for a single dorm. Prices increase with the space size. The business blossomed enough to catch the attention of venture capitalists (this information from the real company,
11、2015).Current LiteratureCekada (2010) discusses an example of an employee who accidentally trips over a bucket. The management team immediately suggests more training. But Cekada (2010) questions that motion. Is it actually necessary to conduct training or could other precautions have been taken to
12、avoid slips and trips? Cekada (2010) suggests that not all issues are training related and cautions against using training where none is necessary.Rothwell and Kazanas (2003) discuss the different levels of CNA. The first level is conducted for strategic planning purposes. The second relates to coor
13、dinative purposes. The third concerns operational needs. Hence, they stress importance in identifying where the needs exist at the different levels.According to Bresciani (2010), data informs the planning process. The information can be converged with environmental information and forecasts for reso
14、urce planning and policy creations. Bresciani (2010) asserts that the data collection process is not a decision replacement process. It is the data that drives the decision making processes (Bresciani, 2010).Krkkinen, Piippo, Puumalainen, and Tuominen (2001) recommend that companies maintain a visio
15、n to the future to meet client demands. They believe that companies should continuously plan to exceed clients expectations with better services and life enhancing products. They posit further that companies must remain proactive in seeking hidden opportunities early in business initiatives. Krkkine
16、n, Piippo, Puumalainen, and Tuominen (2001) suggest that CNA processes must include assessment tools and strategies that highlight unrecognized customer needs.Krkkinen, Piippo, Puumalainen, and Tuominen (2001) conducted their study with the “new customer” (p. 393) in mind. They wanted to demonstrate that contrary to popular belief, customers do not have the foresight to know what their future needs are. Krkkinen, Pi
