Change Initiative: Creating Vision Katrice, Overall, you did a very nice job on this assignment. The content, flow and organization were excellent. You addressed each of the seven numbered questions/topics in a thorough and complete manner. The references you used did a very nice job supporting your work. Your paper was also nicely written. There were two areas for improvement. Your paper did not have an opening introductory paragraph that contained a thesis statement. This is an APA format requirement. The second is references. The references you used were good and supported the content. However, the Kotter & Cohen textbook is the primary source of information for this course. Therefore, in addition to the sources you used, using information from the Kotter text would have strengthened the paper. Otherwise, nice work! As a side note, although your paper was submitted after the Wednesday deadline, I did not deduct any points this time since it was the first written assignment. Please be sure to adhere to future submission deadlines. Katrice bottoms Robert Bisking  LDR-615 Grand Canyon Structure and descriptive overview of my organization (Aon Plc. Inc.) AON is a Gaelic word that means solidarity and unity. To AON's customers, the name implies uniting imaginative experts from around the world into a solitary, bound together association made to give top notch administration and earth shattering business arrangements. The core mandate of AON is to act as a broking company for all Insurance Companies whatever the risks faced, it provides cover for Health and medication, Pension, automotive, risks in mining and industries, risks in specialties, financial risks among others. AON’s Mission AON’s vision and values guide the staff on how to serve their clients and how the staff works together with their colleagues around the world. AON’s vision sets the course for their strategic direction, and the values serve as guiding principles in helping to achieve that vision. AON’s Mission - Aon must be the leading global provider of a wide range of relevant products and services to individuals, commercial and industrial organizations, affinity groups, financial institutions and insurance underwriters. AON has a variety of stakeholders whose loyalty is deeply rooted to the firm’s management and operation technics. This collaboration with various business stakeholders has engaged AON’s broking leadership so as to understand and capture new business opportunities. The various stakeholders are project planners and executants, data surveyors, external system analysts and various internal stakeholders including the different departmental employees. External and internal forces driving organizational change in my field. In regard to my field as an IT consultant and officer, there are various forces that are experienced from all angles. These forces require professionals to respond to them which possibility brings about organizational change. These fo ...

1. Change Initiative: Creating Vision
Katrice, Overall, you did a very nice job on this assignment.
The content, flow and organization were excellent. You
addressed each of the seven numbered questions/topics in a
thorough and complete manner. The references you used did a
very nice job supporting your work. Your paper was also nicely
written. There were two areas for improvement. Your paper did
not have an opening introductory paragraph that contained a
thesis statement. This is an APA format requirement. The
second is references. The references you used were good and
supported the content. However, the Kotter & Cohen textbook is
the primary source of information for this course. Therefore, in
addition to the sources you used, using information from the
Kotter text would have strengthened the paper. Otherwise, nice
work! As a side note, although your paper was submitted after
the Wednesday deadline, I did not deduct any points this time
since it was the first written assignment. Please be sure to
adhere to future submission deadlines.
Katrice bottoms
Robert Bisking
LDR-615
Grand Canyon

2. Structure and descriptive overview of my organization (Aon
Plc. Inc.)
AON is a Gaelic word that means solidarity and unity. To
AON's customers, the name implies uniting imaginative experts
from around the world into a solitary, bound together
association made to give top notch administration and earth
shattering business arrangements. The core mandate of AON is
to act as a broking company for all Insurance Companies
whatever the risks faced, it provides cover for Health and
medication, Pension, automotive, risks in mining and industries,
risks in specialties, financial risks among others.
AON’s Mission
AON’s vision and values guide the staff on how to serve their
clients and how the staff works together with their colleagues
around the world. AON’s vision sets the course for their
strategic direction, and the values serve as guiding principles in
helping to achieve that vision.
AON’s Mission - Aon must be the leading global provider of a
wide range of relevant products and services to individuals,
commercial and industrial organizations, affinity groups,
financial institutions and insurance underwriters.
AON has a variety of stakeholders whose loyalty is deeply
rooted to the firm’s management and operation technics. This
collaboration with various business stakeholders has engaged
AON’s broking leadership so as to understand and capture new
business opportunities. The various stakeholders are project
planners and executants, data surveyors, external system
analysts and various internal stakeholders including the
different departmental employees.
External and internal forces driving organizational change in

3. my field.
In regard to my field as an IT consultant and officer, there are
various forces that are experienced from all angles. These
forces require professionals to respond to them which
possibility brings about organizational change. These forces are
always experienced both internally and externally, that’s why
there’s always a huge distinction between the two.
To clarify on the internal forces, they are factors, events,
systems, people, conditions and structures that affect an
organization or a docket from the inside although they typically
are under the company’s control. When these forces evade
containment and control, they then can influence an
organization’s decisions and activities and also employee’s
attitudes and behaviors. It also can affect style of leadership,
the mission and culture organization, bringing an immense
impact on an organization.
For the External forces, their effects are always felt from
outside the firm therefore bringing about change within the firm
which are largely beyond control by the firm. To most
organizations, these factors are common. Issues like
competition, political, technological and economical changes.
All these influence organizations in great ways (Sengupta,
2006).
For the IT department, most of the forces are internal. They
mainly focus on the internal personnel and the demands
required by different departments in accordance to their
objectives. These forces are: Sustainability and scale, lack of
knowledge, pace of change, Change of norms and roles,
implementation of new technology, virtualization and
interconnectivity, interoperability, user system transitions, big
data analytics and cloud computing (Khosrowpour, 2000, pp.
371-377).
The above named challenges emanate mostly from requirements
of change by AON as a whole, some changes requested for
different departments and meeting and earning competitive

4. advantages in comparison to other organizations who share
similar objectives and work-lines. These forces directly affect
the viability of AON when not addressed and contained through
failures to meet set targets by the organization as a whole and
the different departments inside the firm. They also affect
courage and sustainability of all personnel working under the
firm. Transitions of change are also affected which results to
premature decisions that affect operability and implementations
of plans required for improvements (Khosrow-Pour &
Conference., 2003, pp. 353-361).
Interoperability as a driving force.
Literally, in computing, interoperability can be defined as the
ability to use and exchange information normally in a broad
heterogeneous kind of a network that is made up of several
LANs (local area networks). Interoperability affects or rather
creates very many issues. If well managed, it creates a very
convenient platform for smooth internal operations and secure
workflows. It enables easy communication and updates of
current trends that lengthen to all stakeholders affected with
this internal force. This makes sure that demands are made in
regard to current improved ways of operations. Targets and
objectives are clearly set and easily approachable because of a
clear mode of understanding that’s facilitated by this force.
Systems that are used should be compatible in all platforms so
that data send can easily and conveniently be understood and
demands and tasks easily executed. To facilitate
interoperability, designed systems should be developed in an
easy-to-use manner with improved user-interfaces that
encourage users to work more and produce much results.
The steps needed for the IT department to respond to
interoperability are simple although trickier in approach. It
requires professional knowledge since much work is for the
developers, administrators and facilitators. In the beginning of
system development, developers should focus on creating
systems that have optimized interactivity. The key issue is
designing interactive platforms. After implementation, users

5. and internal stakeholders should be given a transition period to
where they adapt to the newly implemented system. During this
time, IT facilitators at AON should make it their primary
objectives to walk all departments through their implemented
systems and what is required of them. The primary issue at this
period shouldn’t be productivity but adaptability.
After this period all departments should be subjected to a
probation period subsequent to the teaching and acquaintance
transition period. At this period, productivity should be a by-
consideration, although its key, but operability should be the
primary focus. Monitoring shouldn’t be halted at this level
because it will be the one to determine the level of adaptability
by the users and concerned parties. After this period is over, the
internal stakeholder’s adaptability is rated and evaluated to
determine the level of effectiveness expected from them. This
primarily will affect interoperability in a huge way hence
improving effectiveness and convenience to work (Simoneau,
2016).
In regard to the proposed change initiative, given ample time to
switch, employees will highly appreciate the initiative since it
probably will facilitate their convenience to work. Users at first
find it difficult switching from old models of operations to new
ones. They become reluctant in result productions unless given
ample time to adapt with new set standards and rules. All
departments, after the change, will be effectively
communicating with each other, their external stakeholders,
clients and interested parties, their different branches
everywhere. This will make sure that results are easily
approachable and their requests at wherever they are located are
easily addressed.
My vision of change would be to seek to be universally
recognized as the premier global risk and human capital
management advisory entity. In relation to the organization’s
mission, the vision encourages and improves tactical strategies
needed to be implemented to make it easy to deliver quality
insurance and consulting services around the world. This

6. solution is expected to be of tangible impact on AON’s client
business that should be integrated globally. I’d present this
vision on the basis of teamwork, since its approach expects
internal stakeholder relation, presenting it on that basis will
facilitate its acceptance and positive views from all associated
parties whether external and internal.
Since it also encourages and entrepreneurial spirit, I’d clarify to
them that the vision catapults an interest to go beyond today’s
answers and develop a foresight to anticipate tomorrow’s
answers and create the products and services to deliver them
efficiently. It also encourages partnership with AON’s clients
which depicts the skills, creativity, resources and authority to
deliver world class and worldwide solutions.
This vision will basically assist all internal stakeholders by
improving their professionalism, which is the adherence to best
practices, professional standards and ethics to continuously
improve service delivery. It will also facilitate accountability
and transparency which is the adoption of a governance
structure that promotes and supports accountability and
transparency. This shall encourage all stakeholders to provide
feedback and proposals on improvement of service delivery, and
also to the public, a timely and accurate information.
Potential considerations by the stakeholders might be the set
structures and approaches expected to be laid down towards
reaching the vision, the activities and concerns that might be
expected of them to the organization as a whole. To this, I’d
respond with more requests to benchmark on the various
amazing corporations that deal with our shared lines of services.
This will expound greatly on change to tactics on how services
can be delivered much better.

7. References.
Khosrowpour, M. (2000). Challenges of information technology
management in the 21st century : 2000 Information Resources
Management Association International Conference, Anchorage,
Alaska, USA, May 21-24, 2000. Hershey, Pa. [u.a.] : Idea Group
Publishing, 2000.
Khosrow-Pour, M., & Conference., I. R. (2003). Information
technology & organizations : trends, issues, challenges &
solutions. . Harrisburg, Pa.: Harrisburg, Pa., U.S.A. : Idea
Group Pub., 2003.
Sengupta, N. (2006). Managing change in organizations. [Place
of publication not identified] : Prentice-Hall Of India, 2006.
Simoneau, P. (2016). 12 Challenges Facing IT Professionals
(and some ways to deal with them). Retrieved from
globalknowledge: https://www.globalknowledge.com/us-
en/content/articles/12-challenges-facing-it-professionals/
Change Initiative: Develop a Change Model
LDR-615
Katrice Bottoms
Grand Canyon University

8. 10/09/2017
Dr. Brisking
Robert Bisking (RB) - Katrice, You did a terrific job on this
assignment. Using Lewin’s model is a great way to show your
understanding of how to apply it. You addressed all six
numbered concepts stated in the instructions. It is very clear
that you have a good grasp of the material we have been
covering. The references you used did a nice job supporting
your work. I look forward to your Week 8 assignment where
you will simulate implementing the model for your organization
by going through the steps of your model covering all of the
requirements in that assignment’s instructions. This was very
well done and one of the best in the class! Very nice work! The
only points deducted were for late submission.
Agenda
Basics of Change Management
Understanding the Organization
Needs of our Organization.
Change Management Model for our Organization.
Evaluating the need for change
Agenda
Communicating the idea
Engaging the key employees in change process
Confronting the grievances and conflict instead of suppressing.
Refreezing the change.
Basics of Change Management
Lewin’s change management model best defines the way change
process works in an organization and all models following this
basic agenda with agendas of their own. Lewin’s model

9. describes change with following three factors:
Unfreeze: This step involves analyzing the need for change and
need to gain competitive advantage and analyzing the support
and resistance within and outside organization (Normandin, B.
2012).
Basics of Change Management
Change: it is the second step of model, which involves taking
steps towards change and properly communicating with
everyone to eliminate doubts and managing the concerns of
stakeholders. (Normandin, B. 2012).
Refreeze: it is the third and final step of Lewin’s model, this
step makes sure that change will not revert back to previous
position. Resistance to change is identified and properly
managed by introducing proper reward scheme (Normandin, B.
2012).
Needs of our Organization
Need a change model to address diversified workforce.
Organization has rich culture which plays fair with customers,
supplier, shareholders and employees.
Structure of the organization is relatively flat which speeds up
communication and feedback.
Organization seeks to be market leader .
The new model has been designed based on these needs of the
organization, the new model combines the three change
management models used by organizations today: Lewin’s
change management model, Mickinsey’s 7-S framework and
Kotter’s 8 step change model.
6
Change Management Model

10. Identifying the need for change
How change can improve things?
Considering alternatives.
Considering shared values
Change step should align with organizational value.
Can change succeed in such diversified culture?
Identifying the key personnel
Individuals which will play vital role in change process.
Individuals which will come handy in managing resistance.
Change Management Model
Ensuring participation

11. From top management and stakeholders
From employee unions and relevant supervisors.
Communicating the need for change
Why it is important for survival of organization
How it will make things better for those who are part of
organization.
Implementing change
Taking steps towards change.
Keep communicating during change.
Change Management Model
Training of Employees
Assessing training needs of employees.
Properly training employees .

12. Change Leader
internal
External
Identifying obstacles
Rewarding those who are part of change
Communicating with those who are against the change.
Change Management Model
Analyze change process
What could have been done to make it work better.
Taking steps to address the weakness.
Communicating success

13. Communicate with shareholders about success to change.
Communicate with employees about success and new
opportunities for them.
Refreezing change.
Rewarding key individuals properly.
Addressing any grievances which still exist.
Evaluating the Need for Change
This is the first and most important step, change can go all
wrong if decisions are made incorrectly. This step not only
includes the need for change but also understanding the
organization.
Mckinsey’s 7-s approach may come very handy in
understanding the organization (Mindtools.1996-2016).
Everyone from top management should give input on need for
change and in analyzing the available alternatives
(Mindtools.1996-2016).
Communicating the idea
Communication is one of the most important step of change
process for the organization because culture is diverse and
structure is flat. Communications helps in removing obstacles
and misunderstandings which may revert the whole process.
Communication will start with start of the change process.

14. Communicating the idea
Communication will be carried on with key employees who can
play vital role including those from worker union.
Communication will continue during the process of change and
all questions will be answered to avoid any conflicts.
Communication will continue even after the change process to
ensure refreezing step.
Engaging the key employees in change process
Engaging key personnel and getting their support is also very
tricky step, change can also go wrong on base of racial dispute,
so individuals representing all races should be included in this
step and change leader should be chosen carefully which
represents views of everyone and deeply understands
organizational values and culture (Kotter International, n.d.).
Confronting the grievances and conflict instead of suppressing.
Change simply cannot persist if a group of individuals or a
department are against it and they are not properly
communicated with. Grievances and obstacles should not be
confronted with aggression and suppression.
Obstacles should be identified during whole change process.
Communication will play key role on this step.

15. Refreezing the change.
Once all steps of change are completed and organization is
working in a new way, refreezing step must be taken to ensure
that organization don’t take a step backwards.
New job descriptions must be introduced to clear the new ways.
Deep grievances must be dig into and worked on to clear the air.
Refreezing the change.
Training must be provided to those who need it to achieve
organizational goals and to boost morale of employees.
References
Normandin, B. (2012). Three Types of Change Management
Models. Retrieved October 08,2017 from:
http://quickbase.intuit.com/blog/three-types-of-change-
management-models
Mindtools. (1996-2016). The McKinsey 7-S Framework.
Retrieved October 7, 2017 from:
https://www.mindtools.com/pages/article/newSTR_91.htm
Kotter International, (n.d.). Kotter’s 8-Step Process for Leading
Change. Retrieved October 6, 2017 from:
http://www.kotterinternational.com/the-8-step-process-for-
leading-change/
Kotter, J. P., & Cohen, D. S. (2002). The Heart of Change:Real-
Life Stories of How People Change Their
Organizations. Harvard Business Review Press. Boston, MA

16. ou will utilize your change model for this assignment. Review
the feedback submitted by your instructor on your previous
change model assignment. Make any changes or modifications
necessary for the submission of this assignment.
Evaluate the performance of your organization or department.
Identify an area that would significantly benefit from initiating
a change. Write a paper (1,500-1,750 words) in which you
describe the particular area you propose to address through a
change initiative. Include the following for your company:
1. Discuss the issues in this area and the current outcomes as a
result of the issues.
2. Describe the external and/or internal driving forces,
contributing issues, and the people affected.
3. Evaluate the stakeholders involved and discuss how they will
be affected by your change initiative.
4. Clarify your role and responsibility as a change leader.
Discuss the leadership theory (or theories) you will use to guide
the change process.
5. Discuss the change agents you need to recruit in order to
successfully implement your change. Describe the roles of these
change agents.
6. Utilize your change model to develop strategies: (a) Explain
the relevance of this model to your organization; and (b)
Present the strategic aspects using your model. Be sure to
clearly define the purpose of each aspect, the people involved,
and the actions that need to be taken.
7. Identify, or predict, the potential barriers to change. Discuss
possible ways to overcome these obstacles, including methods
for dealing with emerging or unforeseen circumstances that
could impede implementation.
8. Describe the evaluation methods you will use to determine
the level of success of your change initiative. Discuss what
metrics or measureable determinates you will use.
9. Propose strategies to anchor change or support continuous
change.
10. Establish how your change plan supports the organizational

17. mission/goal, genuinely addresses stakeholder concerns, and
will serve as an equitable contribution for the community or
society overall.
Prepare this assignment according to the guidelines found in the
APA Style Guide, located in the Student Success Center. An
abstract is not required.
This assignment uses a rubric. Please review the rubric prior to
beginning the assignment to become familiar with the
expectations for successful completion.
Top of Form
Benchmark - Change Initiative: Implementation, Evaluation,
and Sustainability
1
Unsatisfactory
0.00%
2
Less than Satisfactory
74.00%
3
Satisfactory
79.00%
4
Good
87.00%
5
Excellent
100.00%
80.0 %Content
10.0 %The Need for Change
The need for change including specifying the issue and the
current outcomes resulting from the issue is not discussed.
The need for change including specifying the issue and the

18. current outcomes resulting from the issue is discussed, but
discussion is incomplete or inaccurate.
The need for change including specifying the issue and the
current outcomes resulting from the issue is included, but
discussion is cursory and lacking in depth.
The need for change including specifying the issue and the
current outcomes resulting from the issue is discussed,
including all necessary elements.
The need for change including specifying the issue and the
current outcomes resulting from the issue is thoroughly
discussed with rich detail, including all necessary elements.
5.0 %Driving Forces
Description of internal and/or external driving forces,
contributing issues, and people affected is not included.
Description of internal and/or external driving forces,
contributing issues, and people affected is incomplete or
inaccurate.
Description of internal and/or external driving forces,
contributing issues, and people affected is included, but
discussion is cursory and lacking in depth.
Description of internal and/or external driving forces,
contributing issues, and people affected is discussed, including
all necessary elements.
Description of internal and/or external driving forces,
contributing issues, and people affected is thoroughly discussed
with rich detail, including all necessary elements.
5.0 %Stakeholder Evaluation
Evaluation of stakeholders and how they will be affected by the
change initiative is not included.
Evaluation of stakeholders and how they will be affected by the
change initiative is incomplete or inaccurate.
Evaluation of stakeholders and how they will be affected by the
change initiative is included, but discussion is cursory and
lacking in depth.

19. Evaluation of stakeholders and how they will be affected by the
change initiative is discussed, including all necessary elements.
Evaluation of stakeholders and how they will be affected by the
change initiative is thoroughly discussed with rich detail,
including all necessary elements.
10.0 %The Role of the Leader in the Change Initiative
The role of the leader in the change initiative is not addressed.
The role of the leader in the change initiative is present, but it
is incomplete or inaccurate.
The role of the leader in the change initiative is presented, but
it is cursory and lacking in depth.
The role of the leader in the change initiative is presented and
includes discussion of all necessary elements.
The role of the leader in the change initiative is thoroughly
presented with rich detail and includes discussion of all
necessary elements.
10.0 %Change Agents and Roles
Discussion of necessary change agents and their respective roles
in implementing change is not included.
Discussion of necessary change agents and their respective roles
in implementing change is incomplete or inaccurate.
Discussion of necessary change agents and their respective roles
in implementing change is included, but discussion is cursory
and lacking in depth.
Discussion of necessary change agents and their respective roles
in implementing change is discussed, including all necessary
elements.
Discussion of necessary change agents and their respective roles
in implementing change is thoroughly discussed with rich
detail, including all necessary elements.
10.0 %Application of the Change Model to Develop Strategies
(Competency 3.5)
The change model is not applied to develop strategies.

20. The change model is applied, but the resulting strategies are
incomplete or inaccurate.
The change model is applied, but the resulting strategies are
cursory and lacking in depth.
The change model is thoroughly applied and the resulting
strategies include all necessary elements.
The change model is thoroughly applied with rich detail and the
resulting strategies include all necessary elements.
10.0 %Overcoming Barriers to Change (Competency 1.5)
Overcoming barriers to change is not addressed.
Overcoming barriers to change is presented, but it is incomplete
or inaccurate.
Overcoming barriers to change is presented, but it is cursory
and lacking in depth.
Overcoming barriers to change is presented and includes
discussion of all necessary elements.
Overcoming barriers to change is thoroughly presented with rich
detail and includes discussion of all necessary elements.
10.0 %Evaluation Methods
Evaluation methods for determining the success of the change
initiative are not included.
Evaluation methods for determining the success of the change
initiative are incomplete or inaccurate.
Evaluation methods for determining the success of the change
initiative are included but lack specific metrics or measurable
determinants and relevant details.
Evaluation methods for determining the success of the change
initiative are complete and include specific metrics or
measurable determinants and relevant details.
Evaluation methods for determining the success of the change
initiative are extremely thorough with specific metrics or
measurable determinants clearly defined and numerous relevant
details.

21. 5.0 %Strategies for Sustaining Change
Strategies for sustaining change are not addressed.
Strategies for sustaining change are incomplete or inaccurate.
Strategies for sustaining change are presented, but discussion is
cursory and lacking in depth.
Strategies for sustaining change are complete and include
discussion of all necessary elements.
Strategies for sustaining change are thoroughly presented with
rich detail and include discussion of all necessary elements.
5.0 %Overall Effectiveness of Change Plan
Discussion of how the change plan supports the organizational
mission and goals, addresses stakeholder concerns, and
contributes to the community of society is not included.
Discussion of how the change plan supports the organizational
mission and goals, addresses stakeholder concerns, and
contributes to the community of society is incomplete or
inaccurate.
Discussion of how the change plan supports the organizational
mission and goals, addresses stakeholder concerns, and
contributes to the community of society is cursory and lacking
in depth.
Discussion of how the change plan supports the organizational
mission and goals, addresses stakeholder concerns, and
contributes to the community of society is presented and
includes discussion of all necessary elements.
Discussion of how the change plan supports the organizational
mission and goals, addresses stakeholder concerns, and
contributes to the community of society is thoroughly presented
with rich detail and includes discussion of all necessary
elements.
13.0 %Organization and Effectiveness
3.0 %Thesis Development and Purpose
Paper lacks any discernible overall purpose or organizing claim.

22. Thesis is insufficiently developed or vague. Purpose is not
clear.
Thesis is apparent and appropriate to purpose.
Thesis is clear and forecasts the development of the paper.
Thesis is descriptive and reflective of the arguments and
appropriate to the purpose.
Thesis is comprehensive and contains the essence of the paper.
Thesis statement makes the purpose of the paper clear.
13.0 %Organization and Effectiveness
5.0 %Argument Logic and Construction
Statement of purpose is not justified by the conclusion. The
conclusion does not support the claim made. Argument is
incoherent and uses noncredible sources.
Sufficient justification of claims is lacking. Argument lacks
consistent unity. There are obvious flaws in the logic. Some
sources have questionable credibility.
Argument is orderly, but may have a few inconsistencies. The
argument presents minimal justification of claims. Argument
logically, but not thoroughly, supports the purpose. Sources
used are credible. Introduction and conclusion bracket the
thesis.
Argument shows logical progressions. Techniques of
argumentation are evident. There is a smooth progression of
claims from introduction to conclusion. Most sources are
authoritative.
Clear and convincing argument that presents a persuasive claim
in a distinctive and compelling manner. All sources are
authoritative.
13.0 %Organization and Effectiveness
5.0 %Mechanics of Writing (includes spelling, punctuation,
grammar, and language use)
Surface errors are pervasive enough that they impede

23. communication of meaning. Inappropriate word choice or
sentence construction is employed.
Frequent and repetitive mechanical errors distract the reader.
Inconsistencies in language choice (register) or word choice are
present. Sentence structure is correct but not varied.
Some mechanical errors or typos are present, but they are not
overly distracting to the reader. Correct and varied sentence
structure and audience-appropriate language are employed.
Prose is largely free of mechanical errors, although a few may
be present. The writer uses a variety of effective sentence
structures and figures of speech.
The writer is clearly in command of standard, written, academic
English.
7.0 %Format
2.0 %Paper Format (use of appropriate style for the major and
assignment)
Template is not used appropriately or documentation format is
rarely followed correctly.
Appropriate template is used, but some elements are missing or
mistaken. A lack of control with formatting is apparent.
Appropriate template is used. Formatting is correct, although
some minor errors may be present.
Appropriate template is fully used. There are virtually no errors
in formatting style.
All format elements are correct.
5.0 %Documentation of Sources (citations, footnotes,
references, bibliography, etc., as appropriate to assignment and
style)
Sources are not documented.
Documentation of sources is inconsistent or incorrect, as
appropriate to assignment and style, with numerous formatting
errors.
Sources are documented, as appropriate to assignment and style,

24. although some formatting errors may be present.
Sources are documented, as appropriate to assignment and style,
and format is mostly correct.
Sources are completely and correctly documented, as
appropriate to assignment and style, and format is free of error.
100 %Total Weightage
Bottom of Form