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Chapter 11 – From the chapter, we learned that the pattern of behavior arises from fundamental psychology and in particular, the following: a) our capacity for habitual behavior, b) the difference between intelligence as the manifestation of the coping mode of cognition and understanding as the manifestation of the pervasive optimization mode, and c) the phenomenon of authoritarianism as the need for external authority through a lack of understanding of one’s living environment. Andringa (2015), stated that the combination of these phenomena leads to a formal definition – the Bureaucratic Dynamic – this is where the prevalence of coercive formalization scales with what the author refers to as “institutional ignorance” – a measure of how well workers understand the consequences of their own actions both within the organization as well as the wider society… Q1 : The author argues that most people may agree with the notion that “All human activities benefit from some form of formalization, and that formalization allows automating routine tasks, to agree on how to collaborate, determine when and how tasks should be executed, and when they are finished.” The author offers key reason(s) why procedures should not be changed too often. Q2: Moore (2000) identifies that Public Value Management as an emerging new management paradigm that is not so much a response to an existing paradigm but a formulation of the role of nonprofits in modern society (Stoker 2006). In view of both the authors, Moore (2000) and Stoker (2006), public value management is a succinctly formulated public value scorecard in which an organization should target to balance three components: What are these components? .

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Chapter 3 Frameworks for Diagnosing Organizations “What” to Change in an Organization There is nothing as practical as a good theory. —Kurt Lewin Chapter Overview · Change leaders need to understand both the process of making organizational modifications (the how to change as outlined in Chapter 2) and the ability to diagnose organizational problems and take actions to change an organization. · Determining what needs changing requires clear organizational frameworks. Change leaders need to comprehend the complexity and interrelatedness of organizational components: how analysis needs to occur at different organizational levels, and how organizations and their environments will shift over time, requiring further analysis and action. · This chapter outlines several frameworks that one can use to analyze organizational dynamics: 1 Nadler and Tushman’s Congruence Model balances the complexity needed for organizational analysis, and the simplicity needed for action planning and communication, and provides the over-arching structure for this book; 2 Sterman’s Systems Dynamics Model views the nonlinear and interactive nature of organizations; 3 Quinn’s Competing Values Model provides a framework that bridges individual and organizational levels of analysis; 4 Greiner’s Phases of Organizational Growth Model highlights organizational changes that will—inevitably—occur over time in organizations, from their infancy to maturity; this model is particularly useful for entrepreneurs who sometimes need to be reminded that change needs to occur, even in their small start-up organizations; and 5 Stacey’s Complexity Theory is introduced to highlight the interactive, time-dependent nature of organizations and their evolutionary processes. • Each framework aids a change agent in diagnosing a particular kind of organizational issue and suggests remedies for what ails an institution. In Chapter 2, we considered the process of change (the Change Path). In this chapter, we deal with what aspects of an organization to change. Differentiating the process from the content is sometimes confusing, but the rather unusual example below will highlight the difference. Bloodletting is a procedure that was performed to help alleviate the ills of mankind. . . . In the early 19th century, adults with good health from the country districts of England were bled as regularly as they went to market; this was considered to be preventive medicine.1 The practice of bloodletting was based on a set of assumptions about how the body worked—bloodletting would diminish the quantity of blood in the system and thus lessen the redness, heat, and swelling that was occurring. As a result, people seemed to get better after this treatment—but only in the short term. The reality was that they were weakened by the loss of blood. As we know today, the so-called science of bloodletting was based on an inaccurate understanding of the body. It is likely that bloodletting professionals worked to improve ...

Chapter 3 Frameworks for Diagnosing Organizations What” to Change.docx

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ED 526: Weekly Discussion #5: “Learning for Justice” Part 1 This week's discussion will focus on the website Learning for Justice. Review the website below in detail, select one self-guided learning workshop, complete the workshop, reflect on the experience by answering the questions identified in the workshop under "Reflect On,". Part 2 Post under discussion in 200 words your experience on the website and reflect on your completed workshop you chose and pose one question for your peers to reflect and respond to. Part 3 Students are to answer the discussion question by , and respond to two peers. Website: https://www.learningforjustice.org/magazine/our-new-name-learning-for-justice The creation of the English-language version of these publications is Þ nanced in the framework of contract No. 607/P-DUN/2018 by the Ministry of Science and Higher Education committed to activities aimed at the promotion of education. * Marcin Nowak – dr in ., Faculty of Engineering Management, Poznan University of Technology. https://orcid.org/0000-0001-5005-7820. ** Joanna Ziomek – mgr in ., Faculty of Engineering Management, Poznan University of Technology. https://orcid.org/0000-0002-7750-0527. Correspondence address: Faculty of Engineering Management, Poznan University of Technology, 11 Strze- lecka Str., 60-965 Pozna , Poland; e-mail: [email protected]; [email protected] Problemy Zarz dzania – Management Issues, vol. 17, no. 2(82): 142 –154 ISSN 1644-9584, © Wydzia Zarz dzania UW DOI 10.7172/1644-9584.82.7 Intuitive and Rational Cognition in the Theory and Practice of Management Sciences Submitted: 11.01.19 | Accepted: 26.03.19 Marcin Nowak*, Joanna Ziomek** The aim of this study is to explain the role of rational and intuitive cognition in the theory and practice of management. The ar ticle presents a synthetic review of definitions and ways of interpreting the concept of intuition. Subsequently, a conceptual apparatus for rational judgments, intuitive judgments, and intuition as a special type of skills is proposed. On the basis of the four-stage model of the creative process and the model of System 1 and System 2, the role of intuition in the work of management theoretician is explained. Using the four-stage model of competence, the role of intuition in the process of making managerial decisions is explained. The study shows that intuition is a key skill in the theory and practice of management. Keywords: intuition, intuitive judgment, intuitive cognition, managerial decisions, epistemology of management sciences. Poznanie intuicyjne i rozumowe w teorii i praktyce nauk o zarz dzaniu Nades any: 11.01.19 | Zaakceptowany do druku: 26.03.19 Celem niniejszego opracowania jest wyja nienie roli poznania rozumowego i intuicyjnego w teorii i praktyce zarz dzania. W artykule przedstawiono syntetyczny przegl d definicji i sposobu interpretowania poj cia intuicji. Nast pnie zaproponowano aparat poj ciowy dotycz cy ...

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Competency Analyze how human resource standards and practices within the healthcare field support organizational mission, visions, and values. Scenario Wynn Regional Medical Center (WRMC) is the premier hospital in your area. The hospital has been in your city for over 100 years. Over the past decade, the hospital has been losing money for various reasons, though primarily due to uncompensated care. You were recently hired as the Vice President for Human Resources at WRMC, and part of your responsibilities include presenting historical information to participants of the new employee orientation. Instructions Create a PowerPoint presentation detailing the changing nature of the healthcare workforce. The presentation should contain speaker notes for each slide or voiceover narration. The presentation should address the following topics and questions: Historical information on the changing healthcare workforce How have legislation and policies changed in the past decade? How have patient demographics changed in the past decade (baby boomers, generation X, millennials, ethnicities)? How have patient centric approaches changed in the past decade (use of the Internet and social media to gather health information)? Challenges associated with the changing healthcare workforce What are some of the challenges associated with the policy and legislative changes? What are some challenges associated with demographic changes? What are some of the challenges associated with patients “researching” their own health instead of going to the doctor? Current state of healthcare What have been some of the improvements to the healthcare system over the last decade? Resources This link has information for creating a PowerPoint presentation. Here is a link to information about adding speaker notes. Here is a link to information about creating a voiceover narration using Screencast-O-Matic. GRADING RUBRICS: 1.Clear and thorough explanation of the history of the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS. 2. Clear and thorough discussion of the challenges associated with the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS. 3. Comprehensive analysis of the current state of healthcare. Includes a clear and thorough assessment of improvements to the healthcare system over the last decade and supports assertions with multiple supporting examples. .

CompetencyAnalyze how human resource standards and practices.docx

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Competency Analyze financial statements to assess performance and to ensure organizational improvement and long-term viability . Scenario In an ongoing effort to explore the feasibility of expanding services into rural areas of the state, leadership at Memorial Hospital has determined that conducting a review of its financial condition will be essential to ensuring the organization’s ability to successfully achieve its expansion goals. Instructions The CFO has provided you with a copy of the organization’s financial statements . This information will be critical in evaluating the organization’s financial capacity to support the proposed expansion of services into the rural areas of the state. You are asked to review these financial statements (which include the Income Statement, Statement of Cash Flows, and the Balance Sheet) and prepare an executive summary outlining the financial strength of the organization and evidence to support the expansion. Your executive summary should include the following: An overview of the issue. A review of critical financial ratios (Liquidity, Solvency, Profitability, and Efficiency) based on financial statements. Inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios. Provide a recommendation based on ration analysis. Resources This link has information for creating an executive summary. Grading Rubric: 1. Comprehensive identification of summary of the issue. Includes multiple examples or supporting details. 2. Clear and thorough review of critical financial ratios--Liquidity, Solvency, Profitability, and Efficiency--based on financial statements. Includes multiple examples or supporting details per topic. 3. Clear and thorough inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios. Includes multiple examples or supporting details per topic. 4. Comprehensive recommendation, based on ration analysis. Includes multiple examples or supporting details. .

CompetencyAnalyze financial statements to assess performance.docx

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Competency Analyze ethical and legal dilemmas that healthcare workers may encounter in the medical field. Instructions You have recently been promoted to Health Services Manager at Three Mountains Regional Hospital, a small hospital located in a mid-size city in the Midwest. Three Mountains is a general medical and surgical facility with 400 beds. Last year there were approximately 62,000 emergency visits and 15,000 admissions. More than 6,000 outpatient and 10,000 inpatient surgeries were performed. An important aspect of the provider/patient relationship pertains to open communication and trust. Patients want to know that their doctors and the support staff associated with their care understand their wishes and will abide by them. Ideally, these conversations happen well before an emergency or procedure takes place; however, often times this information is missing from a patient's file. As part of Three Mountains' initiative to build trust with their patients, an increased emphasis has been placed on obtaining living wills from the patient as part of the intake process to ensure that the healthcare team has written directives of the patient's wishes in case of incapacitation. You will be creating a living will for a patient and provide educational information as to why the patient should fill it out during the admission process before a procedure. Introduction: Explain the definition of a living will and its key components. This section will provide an educational overview of the document for the patient. Living Will Template: Create a living will that can serve as a template to the patients. This should cover the basic treatment issues such as resuscitation, feeding tubes, ventilation, organ and tissue donations, etc. Provide instructions in the template that can be easily altered, depending on each patient's wishes. Summary: In this section, you will discuss the importance of this document and encourage patients to complete it. Address how this document ensures that a patient's wishes are known and followed by the healthcare team. NOTE - APA formatting and proper grammar, punctuation, and form required. APA help is available here. .

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Competency Analyze collaboration tools to support organizational goals. Scenario You are a new manager at Elliot Building Supplies International who has seen huge success in managing your global team remotely. This success has been shown in the team outcomes/production and employee satisfaction and engagement. Senior leadership has taken notice of your success and has asked you to create a presentation to share with your peers, who also manage remotely, that explains the best collaboration tools for remote teams. Also, you will explain the best way to manage effectively and create a motivating and satisfying work environment that supports collaboration. Instructions You will need to include the following in your PowerPoint presentation. Presentation welcome/introduction slide. Collaboration tools that you have used to be successful. This should include at least 4 different types of tools. Each type should be explained in detail, along with the benefits it provides. Critical skills to successfully manage remote employees. Closing slide to share final thoughts and ideas. .

CompetencyAnalyze collaboration tools to support organizatio.docx

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Competency Checklist and Professional Development Resources An important and yet often overlooked function of leadership in an early childhood program is the ability to positively influence the people in the program. For this group assignment, consider the characteristics of a leader who can support and lead teachers in reflective teaching. This type of self-reflection is the first step to understanding how a supervisor supports teachers to accomplish their goals through mentoring. For this assignment, your group will need to address the following two components: Part 1 : Consider the following question as your group completes the competency checklist below: What might be evidence that a teacher leader possesses the competence to also be a mentor? You are encouraged to evenly divide the competencies among your group, so that each member contributes to providing brief examples of interactions while highlighting the characteristic(s) that demonstrates each competency. While this portion can be completed independently, you should then collaborate to ensure that each group member provides feedback before submitting the full collaborative document. Competency Checklist Competency Describe an example of a teacher-leader with children (when acting as a teacher) Describe an example of a teacher-leader with adults (when acting as a supervisor) Listens well, does not interrupt, and respects the pace of the other person Is able to wait for others to discover solutions, form own ideas, and reflect Asks questions that encourage details Is aware of and comfortable with his or her feelings and the emotions of others Is responsive to others Guides, nurtures, supports, and empathizes Integrates emotion and intellect Fosters reflection or wondering by others Is aware of how others’ reactions affect a process of dialogue and reflection, including sensitivity to bias and cultural context Is willing to have consistent and predictable meeting times and places Is flexible and available Is able to form trusting relationships Part 2: Professional Development Resources Document –Early childhood programs have numerous curriculum options which may contribute to a need to support teachers and staff in a curriculum context they are not familiar with. Therefore, as we prepare to support protégés, we can refer to the National Association of the Education of Young Children core standards for professional development, to promote the use of best practices. These six core standards, briefly describe what early childhood professionals should know and be able to do. After reading each of the NAEYC Standards for Early Childhood Professional Preparation Programs (Links to an external site.) , focus on the first four standards: STANDARD 1. PROMOTING CHILD DEVELOPMENT AND LEARNING STANDARD 2. BUILDING FAMILY AND COMMUNITY RELATIONSHIPS STANDARD 3. OBSERVING, DOCUMENTING, AND ASSESSING TO SUPPORT YOUNG CHILDREN AND FAMILIES STANDARD 4. US.

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Competency 6: Enagage with Communities and Organizations (3 hrs) (1 to 2 Pages) Behavior: use empathy, reflection, and interpersonal skills to effectively engage diverse clients and constituencies. For this assignment, you are to explore how your community is addressing the needs of its citizens during the CoVID 19 situation. Explore how you can consult and connect with community leaders and organizations to be a part of solutions in your community. Provide a detailed account of your exploration of community needs, as well as how you participated at the community level to address the needs of your community. .

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Competency 2: Examine the organizational behavior within business systems Provide the name of the corporation you will be using as the basis for this project. Provide the organization’s purpose or mission statement. Describe the organization's industry. Provide the name and position of the person interviewed during this portion of the assignment (indicate as much pertinent information (e.g., length of service with company, previous roles in the company, educational background, etc.). Provide the list of interview questions you asked the manager/executive. Indicate which two - three of the following concepts from this competency that you intend to evaluate the organization/team on and describe the company’s/team’s current situation with each topic you’ve selected: Motivational theories Psychological contract Job design Use of evaluation, feedback and rewards Misbehavior Individual or organizational stress Provide citations in APA format for any references .

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Competencies Describe the supply chain management principles through the flow of information, materials, services, and resources. Analyze the external and internal drivers that influence supply chain principles. Evaluate supply chain management operational best practices. Compare the nature of logistics operations and services in both international and domestic contexts. Apply strategic supply chain management to logistics systems. Analyze different software systems and technology strategies used in supply chain management. Scenario You have just been promoted to Senior Analyst at Mitchell Consulting, a firm that specializes in providing managerial expertise in supply chain management. After completing many assignments under the supervision of a Senior Analyst, your role now allows you to make selections for clients. You are assigned a new client, Scent Solution s. Your new manager, Partner Ronda Anderson, has directed you to work on this case and provide analysis and options to resolve the problems directly to the client. Scent .

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Competencies and Knowledge This assignment has 2 parts: What competencies were you able to develop in researching and writing the course Comprehensive Project? How did you leverage knowledge gained in the intellipath assignments (Units 1- 4) in completing the Comprehensive Project? How will these competencies and knowledge support your career advancement in management? Discuss the similarities and differences between shareholder wealth maximization and stakeholder wealth maximization. .

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Competences, Learning Theories and MOOCs: Recent Developments in Lifelong Learning Karl Steffens Introduction We think of our societies as ‘knowledge societies’ in which lifelong learning is becoming increasingly important. Lifelong learning refers to the idea that people not only learn in schools and universities, but also in non-formal and informal ways during their lifespan.The concepts of lifelong learning and lifelong education began to enter the discourse on educational policies in the late 1960s (Tuijnman & Boström, 2002). However, these are related, but distinct concepts. As Lee (2014, p. 472) notes ‘the terminological change (from lifelong education, continuing education and adult education, to lifelong learning) reflects a conceptual departure from the idea of organised educational provision to that of a more individualised pursuit of learning’. One of the first important documents on lifelong learning was the report of the International Commission on the Development of Education to UNESCO in 1972, titled ‘Learning to be. The world of education today and tomorrow’. In his introductory letter to the Director-General of UNESCO, the chairman of the Commission, Edgar Faure, stated that the work of the Commission was based on four assumptions (see Elfert pp. and Carneiro pp. in this issue). The first was related to the idea that there was an international community which was united by common aspirations and the second was the belief in democracy and in education as its keystones. The third was ‘that the aim of development is the complete fulfilment of man, in all the richness of his personality, the complexity of his forms of expression and his various commitments — as individual, member of a family and of a community, citizen and producer, inventor of techniques and creative dreamer’. The last assumption was that ‘only an over-all, lifelong education can produce the kind of complete man, the need for whom is increasing with the continually more stringent constraints tearing the individual asunder’ (Faure, 1972, p. vi). Following the Faure Report, the UNESCO Institute for Education, which was founded in Germany in 1951, started to focus on lifelong learning and subsequently became the UNESCO Institute for Lifelong Learning (UIL, http:// uil.unesco.org/home/). It was under its leadership that a formal model of lifelong education was developed and published in the book ‘Towards a System of Life- long Education’ (Cropley, 1980). The concept of lifelong learning also became manifest in the ‘Education for All’ (EFA) agenda that was launched at the World Conference on Education for All which took place in Jomtien (Thailand) in 1990 (Inter-Agency Commission, 1990). Ten years later, at the World Education Forum in Dakar (Senegal) in 2000, the Dakar Framework for Action was designed ‘to enable all individuals to realize their right to learn and to fulfil their responsibility to contribute to the development of their society’ (UNESCO, 2000, p..

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Compensation & Benefits Class 700 words with references A strategic purpose for a well-blended compensation program, one that includes various types of direct compensation, is gaining employee commitment and productivity. One of the most effective tactics for this strategy is designing a process for linking individual achievement to organizational goals. Prepare a report to senior leaders addressing the following: · Explain the concept of tying performance to organizational goals. · Describe the different types of individual and group-level performance measurements. · What are the advantages and disadvantages of individual versus group-level performance recognition? · Discuss the options an organization has to link individual or group monetary rewards to organizational success. · Develop recommendations for how to implement, monitor, and evaluate such a program. .

Compensation & Benefits Class 700 words with referencesA stra.docx

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Compensation, Benefits, Reward & Recognition Plan for V.P. Operations Learning Team B HRM 595 December 19, 2017 Rosalie M. Lopez Running head: COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN 1 COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN 2 Compensation, Benefits, Reward & Recognition Plan for V.P. Operations Introduction Base Salary Range For the position of VP of Operations, the National Average Salary is $122,624. In San Francisco, the average is higher and placed at $155,946. This amount is 16% higher than the National Average (Payscale, 2016). The reason for this increase is because of experience and geography. These are the two prime factors that impact the pay scale. Another major factor is the employer. Most employers base their decision to hire an individual on the experience they bring with them. Of course, with more experience, higher pay is required. With our company cutting cost a less experienced individual would be the best fit for the position. Standard Employee Benefit In many cases, your employee benefits could be the turning point for a prospective employee. This benefit is a vital portion of any employee packet. These valuable benefits are used as a blanket of security in the case of any sickness, injury, unemployment, old age, or death (Gomez-Mejia, Balkin & Cardy, 2015, p. 362). There is a significant difference between incentives and benefits: benefits are financial and nonfinancial compensations that are indirect to the employee. To have a competitive strategy Blossoms Up! must align their profits with the compensation package that has been already put in place. This action will help provide flexibility to the amount and the benefits available (Gomez-Mejia et al., 2015). There are also some benefits that most companies are legally obligated to provide. Three benefits are required regardless of the number of employees that the company has. These interests involve social security, workers compensation, and unemployment insurance (Gomez-Mejia et al., 2015). Other laws must be adhered to when dealing with a certain number of individuals. When a company has 50 or more employee they must have the Family and Medical Leave Act in place and since its induction in 2015 the Affordable Care Act for Health Insurance for companies with 20 or more employees. For the health insurance to be considered standard medical, vision and dental plans must be made available to the business. These programs that must be regarded as being under the Health Maintenance Organization (HMO) or a Preferred Provider Organization (PPO) (Gomez-Mejia et al., 2015). There are some voluntary benefits that we can include. We are already looking into adding a pension package using the Defined Contribution Plan as well as the 401(K) plan (Gomez-Mejia et al., 2015). Life insurance is another excellent benefit that could be added to the package as well as short-term and long-term disability insurance. Adding Vacation and PTO, and Holiday pay is .

Compensation, Benefits, Reward & Recognition Plan for V..docx

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Compete the following tablesTheoryKey figuresKey concepts o.docx

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Compensation Strategy for Knowledge Workers To prepare for this assignment, review the below articles about employee compensation, which are also listed in the required reading section of the Unit IV Study Guide. Hopkins, C. (2017). How to create a compensation plan in 6 steps. Retrieved from https://fitsmallbusiness.com/employee-compensation-plan/ How to design an employee compensation plan [SlideShare slides]. (2013). Retrieved from http://www.slideshare.net/FitSmallBusiness/how-to-design-a-compensation-plan-dave?ref=http://fitsmallbusiness.com/how-to-pay-employees/ You are the director of compensation for a midsized organization. Prepare a PowerPoint presentation that justifies the implementation of a new compensation strategy that will support the motivational needs of knowledge workers and reinforce the real-time performance appraisal system that the organization has embraced. While your goal is to retain, motivate, and grow the current workforce of multi-generational knowledge workers, you must also justify to your senior management that this compensation strategy is competitive in the marketplace. Your presentation should describe a compensation program for knowledge workers. The title of the knowledge worker's position is entirely up to you (e.g., sales executive I, systems engineer III, etc.). You may use various sources (including the lesson materials), but you must use at least one additional resource from the CSU Online Library. Include a reference slide, and cite any sources used in proper APA format. Your presentation should be a minimum of 12 slides in length—not counting the title and reference slides. You may also use the slide notes function to explain slide contents as necessary, but this is not required. Be sure to address the questions below in your presentation. · What is the compensation strategy being proposed? · Did employees provide input? · Who else provided input? · What incentives are included in the plan? How will it motivate the employees? · How will employees determine fairness of the pay structure? · Why do you believe the employees will be satisfied with this plan? Justify the compensation strategy that supports the motivational needs of knowledge workers. · What is your communication plan for rolling out the new program? Physical Security Chapter 8 Principles of Computer Security, Fifth Edition Copyright © 2018 by McGraw-Hill Education. All rights reserved. Objectives (1 of 2) Describe how physical security directly affects computer and network security. Discuss steps that can be taken to help mitigate risks. Describe the physical security components that can protect your computers and network. Identify environmental factors that can affect security Principles of Computer Security, Fifth Edition Copyright © 2018 by McGraw-Hill Education. All rights reserved. 2 Objectives (2 of 2) Identify the different types of fires and the various fire suppression systems designed to limit the .

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