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Q1 What are "relational systems" as they pertain to human systems. Why are they important in crisis management planning? Q2 Define how and when a crisis can disturb a relational system. What are the impacts? Q3 Define reaction time, movement time, and response time. In your own words, what does each term mean? Q4 Provide an example using each concept to assess your decision to emphasize speed or accuracy as a learner attempts to progress through Fitts Posner’s stages of learning. Q5 Explain the concept of regression and point out its importance in business forecasting. Point out the role of regression analysis in business decision-making. What are the important properties of regression coefficients? Q6 The sixth principle of finance is reputation matters. The unethical behavior of corporate leaders has been well documented and publicized in previous years. On the positive side, there are ethical leaders. Describe the actions of an ethical corporate leader. Provide an example of a recent corporate leader who exhibits these qualities. Identify by name. Do not use your own company leader as an example. .

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Organizational Change Management Paper Contents Your paper MUST follow this outline: Identify and describe a failed organizational change Identify and describe one organizational change theory Apply the theory above to the failed change above In General Strict APA formatting Minimum three professional sources Full use of in-text citations 8-10 pages on content Title page Running head Table of Contents Reference page Due Date Due by the 7th class meeting at class time Late papers will suffer a 10% grade reduction Managing Organizational Change By Michael W. Durant, CCE, CPA The increased pace of change that many of us have encountered over the past ten years has been dramatic. During the late 1980s, many of us were grappling with issues that we had never encountered. The accelerated use of leverage as a means of increasing shareholder wealth left the balance sheet of some of America’s finest organizations in disarray. Many of our largest customers, that for years represented minimal risk and required a minimum amount of time to manage, consumed most of our energy. By the end of 1993, many of these organizations had either resolved their financial troubles in bankruptcy court or no longer existed. Just as we began to think the external environment would settle down and our professional lives would return to a normal pace, many of our organizations initiated efforts to improve operating efficiency to become more competitive in the world marketplace. Competition has heated up across the board. To succeed, the organization of the future must serve customers better, create new advantages and survive in bitterly contested markets. To stay competitive, companies must do away with work and processes that don’t add value. This hypercompetition has invalidated the basic assumptions of sustainable markets. There are few companies that have escaped this shift in competitiveness. Entry barriers, which once exerted a stabilizing force on competition, have fallen in the face of the rapid changes of the information age. These forces have challenged our capacity to cope with organizational life. Permanent White Water Things are not going to settle down. Many things we used to take for granted are probably gone forever. We cannot predict with any certainty what tomorrow will be like, except to say that it will be different than today. Peter Vaill has captured the essence of the problem of a continuously changing context in a compelling image - “permanent white water.” In the past, many of us believed that by using the means that were under our control we could pretty much accomplish anything we set out to do. Sure, from time to time there would be temporary disruptions. But the disruptions were only temporary, and things always settled back down. The mental image generated by these thoughts is that of a canoe trip on a calm, still lake. However, Vaill explains, in today’s environment, we never get out of the rapids. As soon as we digest one .

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^ Acadumy of Management Journal 2001. Vol. 44. No. 2. 219-237. A SOCIAL CAPITAL THEORY OF CAREER SUCCESS SCOTT E. SEIBERT MARIA L. KRAIMER •̂ ' ' ' Cleveland State University ROBERT C. LIDEN University of Illinois at Chicago A model integrating competing theories of social capital with research on career success was developed and tested in a sample of 448 employees with various occupa- tions and organizations. Social capital was conceptualized in terms of network structure and social resources. Results of structural equation modeling showed that network structure was related to social resources and that the effects of social resources on career success were hilly mediated by three network benelits: access to information, access to resources, and career sponsorship. Organizational researchers have begun to develop increasingly comprehensive models of career success using demographic, human capital, work- family, motivational, organizational, and industry variables (e.g., Dreher & Ash, 1990; Judge & Bretz, 1994: Judge, Cable. Boudreau, & Bretz. 1995; Kirch- meyer, 1998). Although this work has provided considerable evidence regarding the determinants of career outcomes, the roles of informal interper- sonal behaviors have not been fully explored (Judge & Bretz, 1994; Pfeffer, 1989). Popular advice for getting ahead in one's career rarely fails to mention the importance of networking for the achievement of career goals (e.g., Bolles, 1992; Kanter, 1977). Indeed, Luthans, Hodgetts, and Rosenkrantz (1988) found that the most successful managers in their study spent 70 percent more time engaged in networking activities and 10 percent more time engaged in routine communication activities than their less successful counterparts. Recent advances in social capital theory (Coleman, 1990) have begun to provide a finer-grained analysis of the ways individuals' social networks affect their careers in organizations (Burt, 1992, 1997; Ibarra, 1995; Podolny & Baron, 1997; Sparrowe & Popielarz, 1995). This theoretical perspective has the poten- Data were collected and the manuscript was submitted and processed while Scott E. Seibert was in the Manage- ment Department at the University of Notre Dame and Maria L. Kraimer was a graduate student at the Univer- sity of Illinois at Chicago. Support for this project was provided by the Management Department at the Univer- sity of Notre Dame and the Alumni Office of the Univer- sity of Notre Dame. The current investigation is part of a larger study of career success. tial to considerably enhance scholars' knowledge of the role of social processes in career success. The first purpose of the current study was to integrate the current conceptualizations of social capital as they pertain to career success. Tbree different theoretical approaches—weak tie theory (Granovetter, 1973), structural hole theory (Burt, 1992), and social resource theory (Lin, 1990)— focus on different network properties as r.

^ Acadumy of Management Journal2001. Vol. 44. No. 2. 219-237.docx

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` Inclusiveness. The main difference that can distinguish a happy employee from disgruntled employee. As with all decisions that are made, there is always an audience that the decision will affect. When employees are privy and organizational decisions are inclusive to employees this can greatly increase their level of fulfillment. Whether or not the end user of the decision will be content with the outcome or not, there will always be critics. Which leads us to discuss key characteristics and the importance of involving employees in relative organizational decision making. It is not uncommon to find that during strategic organizational planning that top-level management will include their employees to engage and provide their input on complex processes. Human capital, whether the organization is large or small, corporate ran or small business managed is key to an organization’s success. Employee satisfaction level drives productivity and is what increases revenue for the company. Happy employees equal happy customers. What does it take to keep employees motivated? A critical and important element for employers to keep their employees happy and content is clear communication. It is critical that an organization’s objective and vision for future growth is communicated clearly throughout all levels. Top-level management must be skilled at delivering the company’s mission and values to every tier within their organization. Each tier within the organization with healthy communication should be able to open-mindedly accept the message and freely provide any feedback positive or negative without fear of repercussion. Keeping an open line of communication within an organization is key to building the foundation for success. As we move away from the golden days of traditional office operations consisting of fax machines, telephones, paper, pencils, etc. and move towards a more technologically repertoire, we lose the personable face to face interaction with one another. We spend most of the day behind our computer screen at our desk. The need to sustain job satisfaction amongst employees could not be ever more present than now. To maintain the morale amongst employees, organizations should be able to keep them challenged and motivated. Take technology for example. If the increase of new technology isn’t daunting enough, consider the challenge to remain current with technology all the while maintaining a competitive advantage in the industry? Reach internally to our internal resource, human capital. Employees must be given the opportunity to share their knowledge, skills, and abilities. When empowered to provide input concerning highly visible organizational decisions, employee morale is boosted. Not only is this beneficial for employees but also the employer as they receive ideas and input that could possibly lead to the solution. Employee engagement boosts the overall welfare of the organization. According to.

`Inclusiveness. The main.docx

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__MACOSX/Sujan Poster/._CNA320 Poster Presentation rubric.pdf __MACOSX/Sujan Poster/._CNA320+Poster+Template (1).ppt __MACOSX/Sujan Poster/._Helpful Hints for the Poster Presentation.docx Sujan Poster/Poster Abstract - Aspiration pneumonia (1).docx Title: Aspiration pneumonia: Best practice to avoid complications Background Aspiration pneumonia is a lung infection due to inhaled contents; this is a relevant topic because aspiration pneumonia is prevalent and accounts for up to 15% of all pneumonia cases and is particularly common in older people, and thus it is important for nurses to be aware of how to manage the condition particularly as the population is ageing so this will be of more concern (Kwong, Howden & Charles 2011). Target Audience The target audience for this presentation is experienced Registered Nurses and thus the presentation has been designed for this group. Main Findings Aspiration pneumonia is an infection within the lungs that occurs after a person aspirates either liquid, vomit or food into the larynx and lower respiratory tract; this can occur when an individual inhales their gastric or oral contents. Patients at risk include individuals who are elderly or those who have a marked disturbance of consciousness such as that resulting from a drug overdose, seizures, a massive cerebrospinal accident, dysphagia or dysphasia (Kwong, Howden & Charles 2011). Aspiration pneumonia can quickly develop into respiratory failure, abscess and empyema and this requires supportive care, which is the main form of therapy, however prophylactic antimicrobial therapy is also often prescribed (Joundi, Wong & Leis 2015). Best practice suggests suctioning, supplemental oxygen to keep O2 above 90%, septic shock therapy, management of hypotension and antibiotic therapy for 7-10 days. Sputum cultures should be taken so that antibiotics can be tailored appropriately (McAdams-Jones & Sundar 2012). Implications for Practice These findings are important for registered nurses to be aware of so that aspiration pneumonia can be managed appropriately and complications can be avoided, which could cause increased hospital stay and costs. Nurses need to be aware of the best practice recommendations such as oxygen supplementation, sit up while eating, provide thickened foods and drinks, dental care and about taking sputum cultures when managing aspiration pneumonia so that treatment can be tailored appropriately and recovery can occur quickly. Feedback from marker (Teacher) Thank you for your abstract. You have just managed a pass grade, your work is very basic and you will need to engage with the basic practice literature to ensure you have a comprehensive understanding of this topic in your poster. I am also unclear on your focus, is this about prevention of aspiration or management once it has occurred or both? Kind regards Andrea Sources of Evidence Joundi, R, Wong, B & Leis, J 2015, "Antibiotics “Just-In-Ca.

__MACOSXSujan Poster._CNA320 Poster Presentation rubric.pdf.docx

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