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LDR/535 v4 LDR/535 v4 Organizational Change Chart LDR/535 v4 Page 2 of 2 Organizational Change Chart LDR/535 v4 Page 2 of 2 Organizational Change Chart Organizational Information Select an organization that needed a change to its culture as you complete the organizational change information chart. For each type of information listed in the first column, include details about the organization in the second column. Indicate your suggested actions for improvement in the third column. Type Details Suggested Actions for Improvement Vision Insert the organization’s vision. Mission Insert the organization’s mission. Purpose Insert the organization’s purpose. Values Insert a list of the organization’s values. Diversity and Equity Insert the types of the diversity and equity observed in the organization. Inclusion Insert examples of overall involvement of diverse groups inclusion in decision-making and process change. Goal Identify the goal set for organizational change. Strategy Identify the implementation strategies followed to implement the organizational change. Communication Identify the communication methods used to communicate organizational change and the change progress. Organizational Perceptions Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first column. Use the following scale: 1. Strongly disagree 2. Somewhat disagree 3. Neither agree nor disagree 4. Somewhat agree 5. Strongly agree Statement Rating (1 – 5) Employees know the organization’s vision. Employees know the organization’s mission. Employees know the organization’s purpose. Employees know the organization’s values. Overall, the organization is diverse and equitable. Diverse groups are included in decision making and processes for change. The change goal was successfully met. The implementation strategies were effective. The organization’s communication about the change was effective. Kotter's 8-Steps to Change Consider the goal for organizational change that you identified and the existing organizational culture. For each of Kotter's 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the second column. Use the following scale to rate your observation: 1. Never observed 2. Rarely observed 3. Sometimes observed 4. Often observed Identify actions you suggest for improvement in the third column. Step Name Rating (1 – 4) Suggested Actions for Improvement Step 1: Create Urgency. Step 2: Form a Powerful Coalition. Step 3: Create a Vision for Change. Step 4: Communicate the Vision. Step 5: Remove Obstacles. Step 6: Create Short-Term Wins. Step 7: Build on the Change. Step 8: Anchor the Changes in Corporate Culture. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoe.

Education

Diversity and Equity
Insert the types of the diversity and equity observed in the
organization.
Inclusion
Insert examples of overall involvement of diverse groups
inclusion in decision-making and process change.
Goal
Identify the goal set for organizational change.
Strategy
Identify the implementation strategies followed to implement
the organizational change.
Communication
Identify the communication methods used to communicate
organizational change and the change progress.
Organizational Perceptions
Considering the same organizational culture and change goal,
rate your agreement from 1 to 5 in the second column with the
statement in the first column. Use the following scale:
1. Strongly disagree
2. Somewhat disagree
3. Neither agree nor disagree
4. Somewhat agree
5. Strongly agree
Statement
Rating (1 – 5)
Employees know the organization’s vision.
Employees know the organization’s mission.
Employees know the organization’s purpose.

Employees know the organization’s values.
Overall, the organization is diverse and equitable.
Diverse groups are included in decision making and processes
for change.
The change goal was successfully met.
The implementation strategies were effective.
The organization’s communication about the change was
effective.
Kotter's 8-Steps to Change
Consider the goal for organizational change that you identified
and the existing organizational culture.
For each of Kotter's 8-Steps to Change listed in the first
column, rate whether you observed that step during the
implementation process in the second column. Use the
following scale to rate your observation:
1. Never observed
2. Rarely observed
3. Sometimes observed
4. Often observed
Identify actions you suggest for improvement in the third
column.
Step Name
Rating (1 – 4)
Suggested Actions for Improvement
Step 1: Create Urgency.
Step 2: Form a Powerful Coalition.

Step 3: Create a Vision for Change.
Step 4: Communicate the Vision.
Step 5: Remove Obstacles.
Step 6: Create Short-Term Wins.
Step 7: Build on the Change.
Step 8: Anchor the Changes in Corporate Culture.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
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Marketing Plan Analysis and Presentation: Part 1– Research Company Name: Meta Brand Story: Meta is a cutting-edge technology company that is focused on the growth of communities, virtual realities, and thriving businesses in the future. Their new brand name reflects their dedication to bringing the metaverse to life in the not-too-distant future. The corporation once went by the name Facebook, and it is well-known for owning a number of well-known social media platforms, including Facebook and Instagram, which it continues to do so well even now. Their slogan, "Connection is evolving, so are we," is meant to convey that they are committed to fulfilling their purpose of bringing people together through a variety of channels of online communication (Meta, 2022). The corporation provides both merchandise (virtual reality gear, for example) and access to online communities in which users may collaborate with one another by exchanging information, photographs, and other forms of content. In addition, Meta is putting its efforts into the development of future technologies that will increase the level of online interactions to a whole new level. Through continuous innovation, the company continues to pursue its mission which targets to bring people together(de Oliveira Santini et al., 2020). From its website the company has made clear its commitment to diversity by ensuring that its employees reflect the diverse users of its platforms. The company has indicated on its website that its values and principles include moving fast, being bold, focus on impact, build social value and be open(Meta, 2022). The rate at which Meta is innovating is nothing short of these values as the company is moving fast toward the future of social media. Company Vision: “Help bring the metaverse to life.” Company Mission: “Bring people together.” Company Marketing Objectives: Raise brand awareness Promote unity and community Provision of helpful services while generating profits Company Marketing Strategies and Tactics: In order for them to achieve these marketing goals, it is necessary for them to follow through with the plans and techniques that they have devised. Meta's mission is to keep people protected and out of harm's way through increased brand awareness (Kretschmer et al., 2020). When the organization starts to get more traction, Meta's plan to secure people's information will already be in place and ready to use (Meta, 2021). The partnership with spark foundry is one of the strategies that meta is utilizing. A media management agency, Spark Foundry helps in the advertising of companies through strategic thought leadership, media innovation, and cross-channel methods. In order to contribute toward the goal of fostering togetherness. Facebook's goal of making the world a better place is aligned with the community Meta project's goals. Meta intends to continue expanding its brand by participating in community activities (Kretschmer et al., 2020). They will co.

Marketing Plan Analysis and Presentation Part 1– Rese.docx

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Learning Objectives: By the end of this presentation, you will be able to… describe Loftus’ studies demonstrating how the power of suggestion plays a role in the misinformation effect and in creating false memories. describe the history of unintentional memory manipulation in therapy; describe how memories might be intentionally manipulated to change present maladaptive behavior. describe findings from the innocence project on the nature and rates of errors in eyewitness testimony. describe cognitive processes that contribute to eyewitness error and how police procedures inadvertently capitalized on these processes. Our Fallible Memories I. The Power of Suggestion A. To Alter Memories: The Misinformation Effect Loftus & Palmer (1974) B. To Create Memories: False Memories Lost in the Shopping Mall False Memories of Traumatic Events C. To Alter Present Maladaptive Behavior: Better Parenting Though Lies D. Meet the Expert: Elizabeth Loftus Our Fallible Memories I. The Power of Suggestion II. Errors in Eyewitness Testimony A. Demo G. Wells’ Bomber On the Roof B. nature and rates of error (from the innocence project) C. cognitive processes that contribute to eyewitness error error at perception & attention: weapons focus Our Fallible Memories Weapons Focus (Stanny & Johnson, 2000) I. The Power of Suggestion II. Errors in Eyewitness Testimony A. Demo G. Wells’ Bomber On the Roof B. nature and rates of error (from the innocence project) C. cognitive processes that contribute to eyewitness error error at perception & attention: weapons focus error due to source monitoring: “sixpack” fosters familiarity at lineup errors due to suggestion: assuming the perpetrator is present errors due to construction: filling-in-the-blanks D. Meet the Expert: Scott Fraser Our Fallible Memories media1.mp4 image2.png image3.png image4.png Learning Objectives: By the end of this presentation, you will be able to… describe the various sources of information from which memories are constructed; identify the source responsible for constructing memory in Barlett’s “War of the Ghosts” study explain how source misattribution in Jacoby’s “Famous Overnight Experiment” illustrates that memory is constructed from various sources. define and describe the relationships among: expectations, schema, script and stereotype; explain how the “Office” and “Rumor” Studies demonstrate the role of expectancies in memory construction. discuss memory construction in the broader context of challenges the mind must overcome and identify implication for false memories and confidence Constructing Memories I. Introduction A. Createmem Astound Demo B. A Classic Illustration: Bartlett’s (1932) “War of the Ghosts” Experiment British participants read a Canadian Indian folktale… over a period of time (u.

Learning Objectives By the end of this presentation, you will b.docx

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RACE, ETHNICITY, AND THE DEATH PENALTY Constitutionality Public Opinion Empirical Evidence OVERVIEW • Current statistics • Who’s on death row? • Constitutionality of capital punishment • Supreme Court case law • Public attitudes towards capital punishment • Racialized support • Empirical evidence of racial bias? • Race of defendant • Race of victim • Contemporary issues Virginia abolished the death penalty in 2021. Current state status: • Death penalty = 24 • No death penalty = 23 • Governor imposed moratorium = 3 Death Penalty Information Center, 2021 CAPITAL PUNISHMENT STATISTICS • 1890-1984 • 5,726 executions – 54% (2,915) non-White • Between 1976 and 2021 (post-Furman) • 1,538 people executed • 55.6% White, 34.3% Black, 8.4% Hispanic • Five states have accounted for nearly two-thirds of all executions since 1977 • Texas, Virginia, Oklahoma, Florida, and Missouri • 2,508 inmates under a death sentence as of April 1, 2021 • 98% male • 42.37% White, 41.29% Black, 13.5% Latinx • 51 females under a sentence of death in 2021 • 58.8% White, 23.5% Black; 11.7% Latina BJS, 2021; Death Penalty Information Center, 2021 CONSTITUTIONALITY • The Eighth Amendment of the U.S. Constitution prohibits “cruel and unusual punishments” • Interpretations of cruel and unusual left up to the Supreme Court • The Fourteenth Amendment provides equal protection of the law • Legal challenges cite racial disparities in capital cases • Furman v. Georgia (1972) • Ruled the death penalty unconstitutional under existing administration practices • Violation of Eighth and Fourteenth Amendments • 5 to 4 decision; all 9 judges wrote separate opinions • The death penalty was being applied in an arbitrary and capricious manner • Little uniformity across states • Lack of appropriate guidance for jurors informing when the sentence was appropriate • The degree of discretion available opened the door for discrimination • 3 of 5 judges in the majority cited racial discrimination in the application of the penalty Walker et al., 2018 CONSTITUTIONALITY (CONT’D) • Capital punishment was essentially illegal between 1972 and 1976 • Furman invalidated death penalty statutes in 39 states, DC, and the federal government • Vacated 765 cases involving death row inmates • Gregg v. Georgia (1976) • Guided discretion statutes addressed the arbitrary and capricious concerns • Requiring jurors to consider specific aggravating and mitigating circumstances sufficiently narrowed the pool of death eligible cases • Narrowed death-eligible offenses with mandatory death penalty ruled unconstitutional • Coker v. Georgia (1977) • Capital punishment for rape is unconstitutional • Although not cited by the majority, between 1930 and the 1970s, 405 Black men were executed in the South for rape, compared to 48 Whites Walker et al., 2018 PUBLIC SUPPORT FOR CAPITAL PUNISHMENT • Public opinion matters • CJ actors weigh public opi.

RACE, ETHNICITY, AND THE DEATH PENALTYConstitutionality.docx

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Part 1: Major Events Documentation Scenario: You visit a retail establishment, shop around, and finally carry several products to one of the point of sale (POS) terminals distributed openly around the store. You produce a credit card, the salesclerk processes the transaction, bags your goods, and hands you the receipt. On your way to the exit, a store employee asks to see your receipt and checks the contents of the store bag. Document each of the major events just described and explain them in terms of the PCI compliance standard. Include this report in your assignment. Part 2: PCI Compliance This part of the assignment will cover PCI. Please refer to the attached file in your responses. Respond to and address the following in essay style: 1. Suppose HGA’s mainframe, depicted in Figure B-1, stored cardholder data in the private databases. What steps should be taken to protect that data in order to be PCI compliant? 2. HGA’s mainframe has network connectivity. Assuming that cardholder data is transmitted across these networks, describe how data should be protected in transmission. 3. Users are located at various sites connected to the HGA network. Suggest appropriate access controls to restrict unauthorized users from looking at cardholder data. 4. The PCI specification notes that all systems and network devices connected to a system that stores, transmits, or processes cardholder data is in scope and must comply with PCI specifications. To avoid having the whole network subject to PCI specifications, how would you segment the network to reduce the scope of compliance? Assignment Requirements: Submit your assignment in the usual double-spaced APA-styled report. At least four pages of material are expected beyond the title page, table of contents, abstract, and references page. · Answers contain sufficient information to adequately answer the questions · No spelling errors · No grammar errors CRSS Network Diagram Copyright Rasmussen, Inc. 2013. Proprietary and Confidential. 1 1 image3.png image5.png FedRAMP Security Assessment Plan (SAP) Third Party Assessment Prepared by <Your Name> for Country Roads Space Systems & NASA CRSS Information Systems. Administration and Classified Networks Version #.# <DATE> MOCK Plan CRSS Information Systems. Administration and Classified Networks | Version #.# Date Controlled Unclassified Information Page | 10 System Assessment Plan Prepared by Identification of Organization that Prepared this Document Student NameEnter Your Name Rasmussen Email AddressEnter Rasmussen Email Address ClassEnter Class Name Course and SemesterEnter Section Number and Semester Prepared for Identification of Cloud Service Provider Organization NameNASA Street Address300 E St. SW Suite/Room/BuildingIA Office Floor 2 City, State ZipWashington DC 20546 Revision History Date Description Version of SSP Author<Date><Revision Description><Version><Author><Date><Revision Description><Versi.

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LDR535 v4LDR535 v4Organizational Change ChartLDR535 v4P.docx

1. LDR/535 v4 LDR/535 v4 Organizational Change Chart LDR/535 v4 Page 2 of 2 Organizational Change Chart LDR/535 v4 Page 2 of 2 Organizational Change Chart Organizational Information Select an organization that needed a change to its culture as you complete the organizational change information chart. For each type of information listed in the first column, include details about the organization in the second column. Indicate your suggested actions for improvement in the third column. Type Details Suggested Actions for Improvement Vision Insert the organization’s vision. Mission Insert the organization’s mission. Purpose Insert the organization’s purpose. Values Insert a list of the organization’s values.

2. Diversity and Equity Insert the types of the diversity and equity observed in the organization. Inclusion Insert examples of overall involvement of diverse groups inclusion in decision-making and process change. Goal Identify the goal set for organizational change. Strategy Identify the implementation strategies followed to implement the organizational change. Communication Identify the communication methods used to communicate organizational change and the change progress. Organizational Perceptions Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first column. Use the following scale: 1. Strongly disagree 2. Somewhat disagree 3. Neither agree nor disagree 4. Somewhat agree 5. Strongly agree Statement Rating (1 – 5) Employees know the organization’s vision. Employees know the organization’s mission. Employees know the organization’s purpose.

3. Employees know the organization’s values. Overall, the organization is diverse and equitable. Diverse groups are included in decision making and processes for change. The change goal was successfully met. The implementation strategies were effective. The organization’s communication about the change was effective. Kotter's 8-Steps to Change Consider the goal for organizational change that you identified and the existing organizational culture. For each of Kotter's 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the second column. Use the following scale to rate your observation: 1. Never observed 2. Rarely observed 3. Sometimes observed 4. Often observed Identify actions you suggest for improvement in the third column. Step Name Rating (1 – 4) Suggested Actions for Improvement Step 1: Create Urgency. Step 2: Form a Powerful Coalition.

4. Step 3: Create a Vision for Change. Step 4: Communicate the Vision. Step 5: Remove Obstacles. Step 6: Create Short-Term Wins. Step 7: Build on the Change. Step 8: Anchor the Changes in Corporate Culture. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoenix. All rights reserved. image2.png

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