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Stakeholders can have a powerful impact on organizational decision-making and strategic planning, making stakeholder engagement essential. As a leader and manager of an organization, you will not only be tasked with building relationships and engaging key stakeholders, but also identifying their role in the strategic planning process. In this Discussion, you examine stakeholder engagement and the role of stakeholders in strategic planning. Post a response to one of the following three prompts: Suppose you are an organizational leader trying to develop collaborative support for new strategies. What is the most critical aspect for you to consider in terms of stakeholder roles (i.e., cultural competency, stakeholder engagement, etc.)? Suppose you are working with the stakeholders of an organization that has a dynamic and complex environment. How might the role of stakeholders in this environment differ from a more stable environment? How might this difference impact the structure of the strategic planning process? Suppose you are an organizational leader trying to build relationships and stakeholder support virtually. How might virtual stakeholder relationship building differ from on-ground relationship building? How might the role of a virtual stakeholder differ from the role of an on-ground stakeholder? .
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Discussion Identifying and Engaging Stakeholders for Strategic Plan.docx
Discussion: Identifying and Engaging Stakeholders for Strategic Planning
Stakeholders can facilitate the success, or failure, of a strategic plan.
Identifying internal and external stakeholders and building productive relationships should be an intentional and well-conceived part of the strategic planning process. As a nurse leader-manager involved in strategic planning, it is important that you consider who could be impacted by a proposed change and how the change may affect individuals’ roles, responsibilities, and relationships. It is also essential to think about which stakeholders may be able to offer expertise, capital, and/or sway to help exercise the strategic plan and generate buy-in.
In this Discussion, you identify stakeholders who can assist with carrying forward a strategic plan.
Your Instructor has assigned you to a small group for this Discussion. Craft your stakeholder description independently; through the collegial exchange that follows, you will offer each other suggestions for refinement. As in Weeks 2 and 3, use this small group Discussion to delve deeply into the concepts being presented as they are foundational to this course.
To prepare:
Reflect on a planned change effort you have experienced.
Consider the following questions:
How do you think stakeholder involvement may have impacted the outcome of this planned change?
Were the right stakeholders involved? Did the stakeholders help to carry out the plan as needed?
Should other stakeholders have been engaged? If so, how could relationships with additional stakeholders have been cultivated to better support the plan?
How does reflecting on this instance of planned change inform your perspective on what is needed to engage stakeholders to successfully promote other strategic changes?
Review the Mountain View Health Center case study, and reflect on the focus of your postings in the Week 2 Discussion 2 and the Week 3 Discussion.
Conduct additional research as necessary to strengthen your understanding of the process of involving stakeholders in strategic planning and to deepen your thinking about the organization. For instance, you may research organizations with similarities to Mountain View, and examine information related to stakeholder involvement.
Consider the following questions:
Which internal and external stakeholders should be involved in strategic planning related to this case study?
What assets and/or perspectives would each of these stakeholders offer to the process?
What role would each potential stakeholder play in helping to move forward a strategic plan?
When and how should the stakeholders become involved?
How would you cultivate relationships with these stakeholders to produce the best possible results?
How would the appropriate selection of stakeholders and their involvement promote the likelihood of successful adoption and implementation of a strategic plan?
Post a description of internal and external stakeholders who should be involved in stra.
Politics and the Cultural Divide
When teaming virtually, there are many obstacles to consider regarding influence and political processes within virtual teams. Cultural differences can impact perceptions, communication styles, and how team members influence each other. It is important to understand different cultural dimensions such as power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. femininity, and long vs. short term orientation to mitigate issues. Organizational culture can also influence virtual team behaviors, so considering structure, decision making processes, and facilitation is crucial for success.
Good practice in partnerships for international development
This document outlines an agenda and aims for a 1-day training course on effective partnerships between southern and northern organizations. It discusses defining partnerships, challenges like power imbalances, setting up partnerships through assessing benefits and capacities, and ensuring accountability, transparency and mutual benefit. Common pitfalls like mismatches in size or lack of clarity in roles are addressed. The goal is cultivating equitable, sustainable partnerships between autonomous organizations to achieve social change.
Bryson. chapter 1. why strategic planning is more important than ever
Numerous challenges faced by leaders require public and nonprofit organizations to think and act more strategically. Strategic planning helps organizations assess their current situation, set goals for the future, and develop plans to achieve those goals. While strategic planning provides benefits like improved decision-making and organizational effectiveness, it requires tailored implementation and is not a substitute for leadership. When done well, strategic planning is a smart management practice for navigating today's complex environment.
Benefits of Strategic PlanningEthical BenefitsEthics is consid.docx
Benefits of Strategic Planning:
Ethical Benefits:
Ethics is considered as the moral principles that governs a person’s or groups’ behavior, separating what is good from what is considered bad, or right from wrong. It is essentially a system of moral principles or philosophy concerned with “what is
good for individuals and society” (BBC, nd). The following are some of the ethical benefits that an organization may derive from strategic planning:
1.
An organization can derive ethical benefits by ensuring that
the goals and visions are developed in consideration not only of its own corporate interest but also of the interests of the public it serves or the stakeholders.
In other words, the goals the organizations have set for itself must be good for both the individuals and for the society. Given that the satisfaction of the stakeholders is essential to the success of the organization, it means that ethical dimension of strategic planning results in a convergence of both corporate and stakeholder interests. In other words it is a win-win situation. According to Hosmer (1994), ethics builds trust commitment between the organization and stakeholders, and it is “essential for organizational success” (p. 17). It is this trust and commitment that are the most important elements of collaboration between the organization and the stakeholders in achieving its strategic goals.
2.
Another ethical benefit of strategic planning is
the promotion of ethical organizational culture:
According to Business Dictionary.com, an organizations culture may be defined as “the values and behaviours that contribute to the unique social and psychological environment of an organization”. The incorporation of ethical reflections into strategic planning can cultivate and strengthen the positive values and behaviors or conduct of the organization. In essence, strategic planning, by promoting ethical organizational culture encourages ethical conduct, ensuring that the ‘right’, ‘good’, and ‘proper’ values, belief systems, concepts etc., are practiced in the organization, even in the absence of rules and monitoring.
Financial Benefits:
Through strategic planning and management, managers are able to review operating processes and make necessary and desired changes that will improve revenue- generating ideas.
Strategic planning may involve various work streams, including marketing, research and development, human resources management, sales and financial management (Codjia, nd), which enables a firm to develop the best
strategies and tactics to beat the competition
. This will ensure improved productivity and revenues.
It can be used to
gauge and manage profitability
using corporate income statements.
Strategic planning enables an organization
monitor its liquidity
by tracking its cash flow and ensuring that it meets its financial obligations.
It provides the opportunity for the organization to
maintain solvency
by reviewing the components of its balance sheets- asse.
Ethical benefits and limitationsNonprofits are often charged with .docx
Ethical benefits and limitations
Nonprofits are often charged with operating at a higher standard than for profit organizations. Theoretically the goal for nonprofits is to provide better or more service to the community, rather than to obtain a greater profit. Leadership has to “make a public commitment to ethical principles and then manifest them in their own behavior” (Bryson, 2011, p.380). Strategic planning is lead by leadership and is most successful when led by committed leadership (Bryson, 2011).
Rewarding “ethical behavior” benefits an organization in that it sets a standard of excellence and builds legitimacy for the organization (Bryson, 2011). Organizations are limited not so much by ethics, but by the difficulty in assessing whether ethical behavior is being practiced. There are a lot ‘good faith’ beliefs we engage in, and it is usually after the fact that unethical behavior become noticed. As leaders, we need to set the example, put in place the policies that explain acceptable behavior, and uphold that behavior in both our speech and actions.
Financial benefits and limitations
One financial benefit of strategic planning is more efficient resource alignment. If the organization as a whole goes through the ABCs of strategic planning, as outlined by Bryson (2011), they will agree or obtain consensus on what the organizations priorities and the budget can then be aligned to better support obtainment of that goal.
The most obvious financial limitation is the amount of money and time that can be spared to support strategic planning. Everything comes with a cost. If a large organization engages in an AI, they pay their employees to not do their job, but participate, and additional time or resources must be allocated to cover the gap. Many nonprofit board member are volunteers that cannot, or are unwilling to, take time off their ‘day job’ to do nonpaid strategic planning.
Cultural benefits and limitations
Often we talk about a culture for good. Adopting a culture that encourages and advocates for strategic planning will help an organization better deal with potential obstacles and issues. Another definition of culture is more basic, some cultures embrace cooperation and coordination, and others do not. When talking about stakeholder collaboration and coordination, it is important to take these different acceptance levels into account (Bryson, 2011).
Organizational strategic planning, as mentioned above, can be limited by differences in culture, and engagement with all strategic planners must take into account this possibility in order to make strategic planning effective.
How changing stakeholders impact the strategic plan
Stakeholders change, because situations change. Organizations rise and fall, government departments get new leadership, merge or change mission. Bryson (2011) stresses the importance of stakeholder identification and analysis, but it is important to remember that stakeholder analysis is part of step one: “initiati ...
Management notes
Strategic management, planning, thinking and strategic plans are discussed. Strategic management determines mission, vision, values, goals and objectives. Strategic planning helps focus energy on common goals and assess/adjust direction in response to changes. A strategic plan outlines how an organization will accomplish its goals through strategies like organizational, programmatic and functional strategies. Various analysis tools can help with strategic planning including SWOT analysis, the MacMillan matrix and information on knowledge management, information management and project management is also provided.
Assignment Leadership and Strategic PlanningIn this assignm.docx
Assignment: Leadership and Strategic Planning
In this assignment, you consider how leaders can engage in a strategic planning process with stakeholders to develop a plan to guide the organization’s evolution and development for the long-term. Since strategic planning should engage persons who will be affected by an organization’s decisions (e.g., staff, administration, board members, members of the community), it is important to include key stakeholders in the planning process so that it reflects their perspectives and interests.
For this Assignment, think about how you would begin the strategic planning process for a human services organization. Consider the human services organizations for which you have worked either in your fieldwork or as an employee. Based on what you know about a particular organization, what steps might you take to establish a plan for the organization’s long-term development?
Assignment (600 - word in APA format):
- Describe the
first three steps
you would take to begin the strategic planning process for a human services organization.
- Define the key stakeholders—who should be involved in each step and why they need to be included in the process.
- Include steps you would take to establish stakeholder support and confidence.
Note:
Although you will base your strategic plan on what you know about an actual organization,
do not include any identifying information about the organization or its stakeholders.
Must contain at least 4 references and citations from the following resources.
Required Readings
Lauffer, A. (2011).
Understanding your social agency
(3rd ed.). Washington, DC: Sage.
Chapter 10, “Agency Structure and Change” (pp. 324–352)
Northouse, P. G. (2021).
Introduction to leadership: Concepts and practice
(5th ed.). Washington, DC: Sage.
Chapter 7, “Creating a Vision” (pp. 161-208)
Chapter 8, “Establishing a Constructive Climate” (pp. 182-208)
Chapter 10, “Listening to Out-Group Members” (pp. 252-275)
Finley, D. S., Rogers, G., Napier, M., & Wyatt, J. (2011). From needs-based segmentation to program realignment: Transformation of YWCA of Calgary.
Administration in Social Work
,
35
(3), 299–323.
Plummer, S.-B., Makris, S., & Brocksen, S. M. (Eds.). (2014b).
Social work case studies: Concentration year
. Baltimore, MD: Laureate International Universities Publishing [Vital Source e-reader].
“Social Work Supervision, Leadership, and Administration: The Southeast Planning Group” (pp. 85–86)
.
Recommended
Discussion Identifying and Engaging Stakeholders for Strategic Plan.docx
Discussion: Identifying and Engaging Stakeholders for Strategic Planning
Stakeholders can facilitate the success, or failure, of a strategic plan.
Identifying internal and external stakeholders and building productive relationships should be an intentional and well-conceived part of the strategic planning process. As a nurse leader-manager involved in strategic planning, it is important that you consider who could be impacted by a proposed change and how the change may affect individuals’ roles, responsibilities, and relationships. It is also essential to think about which stakeholders may be able to offer expertise, capital, and/or sway to help exercise the strategic plan and generate buy-in.
In this Discussion, you identify stakeholders who can assist with carrying forward a strategic plan.
Your Instructor has assigned you to a small group for this Discussion. Craft your stakeholder description independently; through the collegial exchange that follows, you will offer each other suggestions for refinement. As in Weeks 2 and 3, use this small group Discussion to delve deeply into the concepts being presented as they are foundational to this course.
To prepare:
Reflect on a planned change effort you have experienced.
Consider the following questions:
How do you think stakeholder involvement may have impacted the outcome of this planned change?
Were the right stakeholders involved? Did the stakeholders help to carry out the plan as needed?
Should other stakeholders have been engaged? If so, how could relationships with additional stakeholders have been cultivated to better support the plan?
How does reflecting on this instance of planned change inform your perspective on what is needed to engage stakeholders to successfully promote other strategic changes?
Review the Mountain View Health Center case study, and reflect on the focus of your postings in the Week 2 Discussion 2 and the Week 3 Discussion.
Conduct additional research as necessary to strengthen your understanding of the process of involving stakeholders in strategic planning and to deepen your thinking about the organization. For instance, you may research organizations with similarities to Mountain View, and examine information related to stakeholder involvement.
Consider the following questions:
Which internal and external stakeholders should be involved in strategic planning related to this case study?
What assets and/or perspectives would each of these stakeholders offer to the process?
What role would each potential stakeholder play in helping to move forward a strategic plan?
When and how should the stakeholders become involved?
How would you cultivate relationships with these stakeholders to produce the best possible results?
How would the appropriate selection of stakeholders and their involvement promote the likelihood of successful adoption and implementation of a strategic plan?
Post a description of internal and external stakeholders who should be involved in stra.
Politics and the Cultural Divide
When teaming virtually, there are many obstacles to consider regarding influence and political processes within virtual teams. Cultural differences can impact perceptions, communication styles, and how team members influence each other. It is important to understand different cultural dimensions such as power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. femininity, and long vs. short term orientation to mitigate issues. Organizational culture can also influence virtual team behaviors, so considering structure, decision making processes, and facilitation is crucial for success.
Good practice in partnerships for international development
This document outlines an agenda and aims for a 1-day training course on effective partnerships between southern and northern organizations. It discusses defining partnerships, challenges like power imbalances, setting up partnerships through assessing benefits and capacities, and ensuring accountability, transparency and mutual benefit. Common pitfalls like mismatches in size or lack of clarity in roles are addressed. The goal is cultivating equitable, sustainable partnerships between autonomous organizations to achieve social change.
Bryson. chapter 1. why strategic planning is more important than ever
Numerous challenges faced by leaders require public and nonprofit organizations to think and act more strategically. Strategic planning helps organizations assess their current situation, set goals for the future, and develop plans to achieve those goals. While strategic planning provides benefits like improved decision-making and organizational effectiveness, it requires tailored implementation and is not a substitute for leadership. When done well, strategic planning is a smart management practice for navigating today's complex environment.
Benefits of Strategic PlanningEthical BenefitsEthics is consid.docx
Benefits of Strategic Planning:
Ethical Benefits:
Ethics is considered as the moral principles that governs a person’s or groups’ behavior, separating what is good from what is considered bad, or right from wrong. It is essentially a system of moral principles or philosophy concerned with “what is
good for individuals and society” (BBC, nd). The following are some of the ethical benefits that an organization may derive from strategic planning:
1.
An organization can derive ethical benefits by ensuring that
the goals and visions are developed in consideration not only of its own corporate interest but also of the interests of the public it serves or the stakeholders.
In other words, the goals the organizations have set for itself must be good for both the individuals and for the society. Given that the satisfaction of the stakeholders is essential to the success of the organization, it means that ethical dimension of strategic planning results in a convergence of both corporate and stakeholder interests. In other words it is a win-win situation. According to Hosmer (1994), ethics builds trust commitment between the organization and stakeholders, and it is “essential for organizational success” (p. 17). It is this trust and commitment that are the most important elements of collaboration between the organization and the stakeholders in achieving its strategic goals.
2.
Another ethical benefit of strategic planning is
the promotion of ethical organizational culture:
According to Business Dictionary.com, an organizations culture may be defined as “the values and behaviours that contribute to the unique social and psychological environment of an organization”. The incorporation of ethical reflections into strategic planning can cultivate and strengthen the positive values and behaviors or conduct of the organization. In essence, strategic planning, by promoting ethical organizational culture encourages ethical conduct, ensuring that the ‘right’, ‘good’, and ‘proper’ values, belief systems, concepts etc., are practiced in the organization, even in the absence of rules and monitoring.
Financial Benefits:
Through strategic planning and management, managers are able to review operating processes and make necessary and desired changes that will improve revenue- generating ideas.
Strategic planning may involve various work streams, including marketing, research and development, human resources management, sales and financial management (Codjia, nd), which enables a firm to develop the best
strategies and tactics to beat the competition
. This will ensure improved productivity and revenues.
It can be used to
gauge and manage profitability
using corporate income statements.
Strategic planning enables an organization
monitor its liquidity
by tracking its cash flow and ensuring that it meets its financial obligations.
It provides the opportunity for the organization to
maintain solvency
by reviewing the components of its balance sheets- asse.
Ethical benefits and limitationsNonprofits are often charged with .docx
Ethical benefits and limitations
Nonprofits are often charged with operating at a higher standard than for profit organizations. Theoretically the goal for nonprofits is to provide better or more service to the community, rather than to obtain a greater profit. Leadership has to “make a public commitment to ethical principles and then manifest them in their own behavior” (Bryson, 2011, p.380). Strategic planning is lead by leadership and is most successful when led by committed leadership (Bryson, 2011).
Rewarding “ethical behavior” benefits an organization in that it sets a standard of excellence and builds legitimacy for the organization (Bryson, 2011). Organizations are limited not so much by ethics, but by the difficulty in assessing whether ethical behavior is being practiced. There are a lot ‘good faith’ beliefs we engage in, and it is usually after the fact that unethical behavior become noticed. As leaders, we need to set the example, put in place the policies that explain acceptable behavior, and uphold that behavior in both our speech and actions.
Financial benefits and limitations
One financial benefit of strategic planning is more efficient resource alignment. If the organization as a whole goes through the ABCs of strategic planning, as outlined by Bryson (2011), they will agree or obtain consensus on what the organizations priorities and the budget can then be aligned to better support obtainment of that goal.
The most obvious financial limitation is the amount of money and time that can be spared to support strategic planning. Everything comes with a cost. If a large organization engages in an AI, they pay their employees to not do their job, but participate, and additional time or resources must be allocated to cover the gap. Many nonprofit board member are volunteers that cannot, or are unwilling to, take time off their ‘day job’ to do nonpaid strategic planning.
Cultural benefits and limitations
Often we talk about a culture for good. Adopting a culture that encourages and advocates for strategic planning will help an organization better deal with potential obstacles and issues. Another definition of culture is more basic, some cultures embrace cooperation and coordination, and others do not. When talking about stakeholder collaboration and coordination, it is important to take these different acceptance levels into account (Bryson, 2011).
Organizational strategic planning, as mentioned above, can be limited by differences in culture, and engagement with all strategic planners must take into account this possibility in order to make strategic planning effective.
How changing stakeholders impact the strategic plan
Stakeholders change, because situations change. Organizations rise and fall, government departments get new leadership, merge or change mission. Bryson (2011) stresses the importance of stakeholder identification and analysis, but it is important to remember that stakeholder analysis is part of step one: “initiati ...
Management notes
Strategic management, planning, thinking and strategic plans are discussed. Strategic management determines mission, vision, values, goals and objectives. Strategic planning helps focus energy on common goals and assess/adjust direction in response to changes. A strategic plan outlines how an organization will accomplish its goals through strategies like organizational, programmatic and functional strategies. Various analysis tools can help with strategic planning including SWOT analysis, the MacMillan matrix and information on knowledge management, information management and project management is also provided.
Assignment Leadership and Strategic PlanningIn this assignm.docx
Assignment: Leadership and Strategic Planning
In this assignment, you consider how leaders can engage in a strategic planning process with stakeholders to develop a plan to guide the organization’s evolution and development for the long-term. Since strategic planning should engage persons who will be affected by an organization’s decisions (e.g., staff, administration, board members, members of the community), it is important to include key stakeholders in the planning process so that it reflects their perspectives and interests.
For this Assignment, think about how you would begin the strategic planning process for a human services organization. Consider the human services organizations for which you have worked either in your fieldwork or as an employee. Based on what you know about a particular organization, what steps might you take to establish a plan for the organization’s long-term development?
Assignment (600 - word in APA format):
- Describe the
first three steps
you would take to begin the strategic planning process for a human services organization.
- Define the key stakeholders—who should be involved in each step and why they need to be included in the process.
- Include steps you would take to establish stakeholder support and confidence.
Note:
Although you will base your strategic plan on what you know about an actual organization,
do not include any identifying information about the organization or its stakeholders.
Must contain at least 4 references and citations from the following resources.
Required Readings
Lauffer, A. (2011).
Understanding your social agency
(3rd ed.). Washington, DC: Sage.
Chapter 10, “Agency Structure and Change” (pp. 324–352)
Northouse, P. G. (2021).
Introduction to leadership: Concepts and practice
(5th ed.). Washington, DC: Sage.
Chapter 7, “Creating a Vision” (pp. 161-208)
Chapter 8, “Establishing a Constructive Climate” (pp. 182-208)
Chapter 10, “Listening to Out-Group Members” (pp. 252-275)
Finley, D. S., Rogers, G., Napier, M., & Wyatt, J. (2011). From needs-based segmentation to program realignment: Transformation of YWCA of Calgary.
Administration in Social Work
,
35
(3), 299–323.
Plummer, S.-B., Makris, S., & Brocksen, S. M. (Eds.). (2014b).
Social work case studies: Concentration year
. Baltimore, MD: Laureate International Universities Publishing [Vital Source e-reader].
“Social Work Supervision, Leadership, and Administration: The Southeast Planning Group” (pp. 85–86)
.
Respond by offering an alternative perspective of the most impor.docx
Respond
by offering an alternative perspective of the most important element of the strategic planning process.
Reminder: Be sure to support your posting and responses with specific references to the Learning Resources and/or current literature. Use APA formatting to cite references in your posting and responses.
Strategic planning is mentioned as being a deliberative, disciplined approach to helping key decision makers in organizations figure out what they think the should be doing (Bryson, 2011). This process can obtain more failures than successes. With that being said, it takes a wise and skillful leader to invest in the plan and connected various parties to the plan. Strategic planning can be explained as “articulating an organization’s mission, vision, goals, and the nature of the common good and public value to be created” (Bryson, 2011, pg. 20). Though strategic planning cannot stand alone- it needs to be equally supported by successful leadership and management. Leadership being the act of doing what is right and management being the act of doing what is right.
Within strategic planning it can be necessary to work backwards then forward. Looking at a time line, seeing how much time is required for given work and a plan to be put in place. Dividing the period of time into sections/meeting times of where the issues can be addresses (Laureate Education, 2008) Doing “ideals” in a planning meeting focus around worse and best case scenarios. Along with ideals is incorporating new questions of looking inside the organization. Using SWOT (strengths, weaknesses, opportunities and threats) to revisit the organizations strengths, weaknesses, opportunities, and threats that are at hand. Besides monitoring trends of SWOT, there is the need to “monitor important external stakeholder groups, especially those who affect resource flows (directly and indirectly)” (Bryson, 2011, pg. 20). These are defined as customers, clients, payers or funders, dues-paying members, and regulators (Bryson, 2011). Communication and relations with these stakeholders is important in order to have a team of decision makers.
Bryson (2011) relates strategic planning to an individual’s life by saying that everyone on some level is thinking, acting, and learning about various elements of their life. In my life, I know my purpose and the things I must do. This could be my greater purpose in the world and the things I must do daily to keep up with my job and the various things I schedule; appointments, meetings with friends, and weekly volunteer commitments. Through reading Strength’s Finder by Tom Rath, I was able to take as assessment and see my strengths as well as the weaknesses of these strengths. My strengths are; maximizer, empathy, adaptability, consistency, and harmony. I know the big issues that I am facing in my life and what strategies that have worked for me to overcome past obstacles. Being able to define success is another part of looking at strategic planni.
theme throughout this course has been that human and social services.docx
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
Jurnal 6
Artikel ilmiah ini adalah pengembangan dari tugas individual penulis saat S2 di The Hague Univ. Fokus tulisan ini adalah pada metode praktis untuk mengaplikasikan keterampilan komunikasi pada level organisasi atau perusahaan, terutama strategi pelaksanaan dialog dengan stakeholder.
Artikel ini sebelumnya telah dipublikasikan pada jurnal ilmiah inspirasi. Univ. Muhammadiyah Bengkulu. ISSN 0854-4808.
Paper eiasm conference 2015- def
This document summarizes a research paper about using advisory boards as a strategic practice in family businesses. The paper proposes studying advisory boards at the micro-level using a strategy as practice perspective to understand how they are actually used. It presents a case study of a medium-sized family firm that has recently established an advisory board. The paper aims to develop understanding of advisory boards as an informal governance mechanism and identify the enabling and constraining factors of working with one. It argues that a strategy as practice lens can provide rich insights into the routines, interactions, roles and activities involved in an advisory board's strategizing work.
A theme throughout this course has been that human and social servic.docx
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
Strategic Fund Development
This document outlines how developing a strategic plan can help propel fundraising efforts for an organization. It discusses best practices for the strategic planning process, including involving internal and external stakeholders to provide input. A strong strategic plan will lay out the organization's direction and needs, creating a clear case for supporting the organization's mission and goals.
by Rajashekar DaggulaTeam boundaries are necessary to focus on
by Rajashekar Daggula
Team boundaries are necessary to focus on the project and prioritize tasks as per requirement. Without these boundaries, teams face various issues in day-to-day roles and responsibilities. These boundary issues vary from small organizations to big organizations. Boundaries need to be identified before asserting them between the teams. Once boundaries are identified, individuals in the group should agree to the borders. Implementing the limits or boundaries shouldn't be harsh on the other teams. Saying 'no' to dependent work will negatively impact the team's reputation. Instead, the team's bandwidth to be considered while considering external work (Yan, Hun, Liu, Ru, & Wu, 2020). Individuals in the team should encourage schedules to keep the extensive focus on project deadlines, important stakeholder meetings, etc. Sometimes boundaries have to be breached due to escalations from upper management. Boundaries impact internal cohesion and external ties depending on team size, organization, and dependent work (Cruz & Pinto, 2019). In a small team, internal cohesion has a noticeable impact when boundaries are implemented. As minimal external factors influence the project. External ties are as important as internal cohesion. For a developer, internal cohesion is more important than external ties when project requirements are given. In the case of sales teams, external ties play a crucial role than the internal cohesion among the individuals in a team. The right balance of boundaries in a team will ensure that internal cohesion and external ties are well balanced with effective communication.
Common roles in an organization would be implementer, shaper, finisher, investigator, and team worker. I would consider myself an investigator and team worker. My work is centralized on automating the manual pieces of infrastructure that are essential for the application teams. To come up with different implementations of automation and toolset, I have to explore and try out various tools that fit into the organizational automation pipelines. We have lunch bag sessions to go over the findings to learn as a team and gain knowledge collectively in the team.
References
Cruz, K. S., & Pinto, J. (2019). Team Focus in Focus: Its Implications for Real Teams and Their Members. Journal of Work and Organizational Psychology, 123-133.
Yan, S., Hun, B., Liu, G., Ru, X., & Wu, Q. (2020). Top management team boundary-spanning behaviour, bricolage, and business model innovation. Technology Analysis & Strategic Management, 32.
by Ronak Jangir
Team boundaries are those rules that the team sets to avoid an overload of work, emotional, mental and/or physical. Boundaries are important for maintaining a healthy work culture and excellent relationships with other team members (Thompson, 2014).
Personally, I think my team is quite professional. Lately, we are all having a difficult time due to the pandemic and all members of the team understand and respect t ...
Participant Education | White Paper
The document discusses how to make 401(k) participant education meaningful and effective. It argues that education should focus on the participant, not the advisor, and should address topics that are relevant to the participant like take-home pay and retirement savings. Using paycheck analysis software can help illustrate these concepts and their impact in a way that engages participants. The Retirement Analysis Kit (TRAK) is highlighted as a tool that provides reports and calculators to analyze a participant's specific situation, show the effects of contribution amount changes, and help advisors conduct more meaningful individual and group education sessions.
The Strategic Principles of Consensus OrganizingCan you teach peop.docx
The Strategic Principles of Consensus Organizing
Can you teach people how to be strategic? It’s a question that trainers and teachers often ask as they approach a new training program or a classroom full of eager faces. Thinking strategically and pragmatically is the hallmark of a good consensus organizer. Consensus organizing is based on several key strategic principles that are the fundamental beliefs and values that guide the implementation of the model and its activities. These principles also express the philosophy and the attitude behind the consensus organizing approach. As consensus organizers begin to enter a community, these principles are at the forefront of their minds as their organizing strategy takes shape. This chapter explains these principles and why they are important to consensus organizing.
Table 3.1
summarizes the five core strategic principles of consensus organizing (Consensus Organizing Institute, n.d.).
Table 3.1 Strategic Principles of Consensus Organizing
Strategic Principle
Key Strategies
Example
Solution
s to local problems should come from affected communities.
Strategies and objectives are set by the community.
Incorporate community’s existing social networks.
Analyze and identify individual self-interests and mutual community interests and build relationships based on those interests.
Residents bring recent crime problems to the attention of the local police and ask for assistance in developing a crime watch program. The local police work with residents to develop a neighborhood watch. Relationships are built between residents and the police.
Pragmatic leadership is present in communities, though not always recognized.
Identify trusted, respected, behind-the-scenes leaders.
Position leaders to take responsibility for effort.
Build leaders’ skills and confidence to succeed.
An older woman to whom young mothers turn for parenting help.
A teacher who stays after school hours to help his students with their studies.
Self-interest can be harnessed as a motivation for improving the welfare of communities.
Analyze and identify the interests of members of external power structure (e.g., government, philanthropy, corporate, social service).
Position them to make genuine contributions aligned with their and the community’s interests.
A local foundation director who has $1 million to improve housing in local distressed neighborhoods, but who does not have relationships with community-based organizations located in those neighborhoods.
If a project achieves its short-term goals without positioning the participants to make even greater gains in the future, then an opportunity has been missed.
Position community leaders to take the lead on projects.
Use short-term projects to build community’s skills and relationships with power structure to lay the foundation for more comprehensive efforts.
A neighborhood cleanup that builds relationships among residents and between residents and the city can lead to new opportunities, su.
International_Strategic_Management_assig.pdf
Strategy can be defined as a long-term plan of action to achieve goals and advantages. Strategic management is the process of formulating, implementing, and evaluating cross-functional decisions to achieve strategic goals. There are three levels of strategy: corporate strategy defines the overall scope and direction of the organization; business strategy focuses on how each business unit will compete in its market; functional strategy focuses on how operational departments will implement corporate and business strategies.
Process and Content Model of CSR Decision-making - A Stakeholder Approach
This paper examines the process and factors that determine the decision for taking Corporate Social Responsibility (CSR) initiatives by businesses globally. Specifically, it investigates the stages of decision making and the factors that drive the decision making in each stage. A process model of decision making is proposed based on the factors determined from literature. The model consist of four stages in which the first stage is the pre-finalization stage in which the initial reasons for carrying out the CSR initiatives are explored, second stage is the finalization stage where the reasons for carrying out CSR initiatives are finalized, third stage is the context building for acting according to those reasons and subsequently carrying forward the CSR initiatives and the last stage is the implementation and execution of CSR initiatives. The review of previous literature reveals that major studies have focused only on one aspect of CSR namely, the reasons for CSR initiatives. This study opens up the direction for studying these factors deeply, so that it can be of use and importance to the businesses who are involved in the decision making of CSR initiatives. The interdependency of factors, as explained in the study, will aid decision makers at different levels of planning and implementation stages. It provides valuable inputs for those decision makers who are planning for CSR initiatives as well as to those who are seeking solutions for unsatisfactory results of these initiatives in their organizations.
REPLY 1Organization culture is the trademark and the unmi.docx
REPLY 1:
Organization culture is the trademark and the unmistakable character began inside each organization. Regardless of whether we are curious about companies like Starbucks, Google or WWF? Their names speak to the flavour of their work environments, the mentality, the unwritten convention of associations and the organization esteems. While some may consider organizational culture as the aftereffect of the organization's kin and procedures, something that can't be controlled or evaluated, in all actuality, organizational culture is suddenly substantial (Treven & Lynn, 2008). It very well may be purposely planned and utilized. It influences confidence and representative commitment. It oversees income rates and impacts organization execution and it influences benefit.
Organizational culture separates the remarkably effective companies from all the rest. It very well may be a ground-breaking, upper hand. The organizations' culture is constantly unmistakable, yet the enormous champs, reliably, the organizations focus on culture. This article will talk about a portion of the general social definitions and will continue following some particular social definitions for organizations. Taking a gander at the inquiry how the organization culture influences the advancement methodology of the organizations (Weiner, 2018). The article will likewise delineate the impact of the patterns and advancements on the organization structure. What's more, the connection between the organizations' structure and culture? The article will likewise give instances of current patterns and improvements and various techniques that are as of now used to assist organizations with making the necessary change in their culture or structure.
Culture definition changed as the years progressed. For instance, over four decades prior imagined a more extensive meaning of culture by proposing that culture was a »human-made piece of the earth. Attempting to decipher his definition, we may discuss »objective culture« (e.g., tables, PCs, trains) and »subjective culture« (e.g., standards, jobs, values). In an ongoing article in Harvard Business Review, the authors said that, Organizational culture is the aggregate impact of the regular convictions, practices, and estimations of the individuals inside an organization (Zak, 2018). Those standards inside any organization control how workers perform and serve clients, how they co-work with one another, regardless of whether they feel spurred to meet objectives, and on the off chance that they are truly into the organization's general strategic. How are representatives completing their work? Autonomously or cooperatively? Do representatives feel enlivened, submitted, and drew in, or irritated, exhausted, and undervalued? At the point when we talk about organizational culture, we are discussing the representative experience, the inward view. What do the representatives think? How is it, to work here? By what method can the initiative keep.
Managerial skills for MBA students
This document provides summaries of key concepts in several management topics:
- Strategic management involves determining mission, vision, goals and roles to focus an organization. Strategic planning helps organizations adapt to changing environments.
- Knowledge management involves getting the right information to the right people at the right time. Innovation is the most evolved stage of knowledge management.
- Information management is the process of acquiring, organizing, distributing and using information to add value. It involves reducing costs and risks while creating new value. Data becomes information when given context, and knowledge results from reasoning about information.
- Project management provides valid status updates for management decisions. Project planning balances work scope, time and resources to allow for change assessment.
Interdisciplinary Description of Complex Systems 12(1), 61-77,
Interdisciplinary Description of Complex Systems 12(1), 61-77, 2014
IMPACT OF STRATEGIC PLANNING ON
MANAGEMENT OF PUBLIC ORGANIZATIONS IN
BOSNIA AND HERZEGOVINA
Ismet Salkic*
Faculty of Political Science - University of Sarajevo
Sarajevo, Bosnia and Herzegovina
DOI: 10.7906/indecs.12.1.4 Received: 24. December 2013.
Regular article Accepted: 21. January 2014.
ABSTRACT
Modem public organizations should be familiar with the internal and external factors that
affect their business. Striking a balance between these factors is the main prerequisite for
building a successful business model in the current conditions of rapid change and increased
competition. The aim of this study is to determine the impact of strategic planning on
management of public organizations. An empirical research was conducted in public
organizations in Bosnia and Herzegovina. The results of the research indicate that the use of
strategic planning in public organizations enables more rational, efficient and effective
management of organizational resources. Strategic plarming defines certain aspects of the
performance measurement, which reduces the possibility that managers allocate resources on
the basis of their subjective preferences or feelings, ambitions or as some kind of response to
certain political pressures. This contributes to a transparent, rational, more efficient and
effective management of the organization in providing quality public services.
KEY WORDS
strategic management, strategic planning, public organization, management
CLASSIFICATION
JEL: HI
•Corresponding author, ;;: [email protected]; +387 33 203 562;
Faculty of Political Science, Skenderija 72, 71 000 Sarajevo, Bosnia and Herzegovina
I. Salkic
INTRODUCTION
Strategic planning is a way and approach to the work of public organizations which has been
successfully applied in a private sector for a long time. In this way, public organizations can
make timely decisions, with an aim to manage limited resources in a more rational manner, to
increase and improve services and achieve a greater satisfaction of citizens and business entities.
Public organizations serve social interest, i.e. provide public services with an aim to meet the
interests and needs of citizens and business entities. Until recently public organizations were
poorly organized and their operations have been developed in an unstructured manner,
without any serious plans. That resulted in inefficiency and ineffectiveness, which ultimately
led to a decline in the quality of public services and increased dissatisfaction of all
stakeholders. That very modus operandi of public organizations has long-term consequences,
because public organizations create environment for the development of economy and create
ambiance for social entrepreneurship, as a special aspect of strategic entrepreneurship.
Accordingly, public organizations have a great social responsibility and implications on the
economic development of a certain country.
Str ...
Inside-Out Collaboration: An Integrated Approach to Working Beyond Silos
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
355 As has been pointed out before, strategic planning i.docx
355
A
s has been pointed out before, strategic planning is not a substitute for
effective leadership. There is no substitute for effective leadership (and
committed followership) when it comes to planning and implementation.
Instead, strategic planning is simply a set of concepts, procedures, and tools
designed to help executives, managers, and others to think, act, and learn
strategically on behalf of their organizations and their organizations ’ stakehold-
ers. At its best, strategic planning and strategic management help leaders
pursue virtuous ends in desirable ways so that signifi cant public value is
created and the common good is advanced. At its worst, strategic planning
drives out strategic thought, action, and learning; makes it more diffi cult for
everyone to do their job; and keeps organizations from meeting their mandates,
fulfi lling their missions, and creating public value. Whether strategic planning
helps or hurts depends on how formal and informal leaders and followers at
all organizational levels use it — or misuse it.
In each of the cases detailed in this book, executives, managers, and others
had the ability to think, act, and learn strategically. They used strategic plan-
ning to tap this ability, canvass diverse views, build coalitions and commit-
ment, and identify and address key organizational issues in order to enhance
organizational performance in the eyes of key stakeholders. They used strategic
planning to help their organizations proceed with some certainty amid plenty
of ambiguity, unpredictability, and complexity. Without inclusive, collaborative
Leaders perform political, spiritual, and intellectual
functions as well as managerial and group - maintenance
tasks. These range from providing vision and strategies
for change, to mobilizing a constituency, to facilitating
group decisions or creating coalitions.
— Charlotte Bunch, Passionate Politics
CHAPTER ELEVEN
Leadership Roles in Making
Strategic Planning Work
Barbara C. Crosby and John M. Bryson
Bryson, John M.. Strategic Planning for Public and Nonprofit Organizations : A Guide to Strengthening and Sustaining Organizational Achievement,
John Wiley & Sons, Incorporated, 2011. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/apus/detail.action?docID=697485.
Created from apus on 2017-12-22 22:31:13.
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356 STRATEGIC PLANNING FOR PUBLIC AND NONPROFIT ORGANIZATIONS
Exhibit 11.1. The Leadership and Management Strategy
of the Belfast Health and Social Care Trust.
The strategy is contained in a visually appealing document that outlines
requirements of leaders and managers as well as the Trust ’ s commitment
to leadership and management development (Belfast Health and Social
Care Trust, 2009 ). Elements of the strategy a ...
Assignment 1 Social Performance of OrganizationsDue Week 4 and .docx
This document outlines an assignment for a course on social performance of organizations. Students must write a 6-8 page paper analyzing one of four organizations, examining its nature, stakeholders, how stakeholders influence financial performance, a controversial issue, and challenges of addressing this issue through a stakeholder coalition. The assignment is worth 240 points and will be evaluated based on addressing the prompt, quality of analysis, writing mechanics, and use of references.
ApplicationVolunteers Roles and RelationshipsBoard Governanc.docx
Application:
Volunteers: Roles and Relationships
Board Governance & Volunteer Management
ASSIGNMENT DUE SUNDAY 3/15/20 8:00 pm NEW YORK TIME
APA format 1-3 pages within the references and in paper citations
Many nonprofit organizations cannot afford to employ staff for all the work that must be done to achieve organizational goals. Volunteers, then, are often integral contributors to organizational success. In order to ensure high volunteer retention, special care must be taken to design volunteer positions that are both interesting and meaningful to the volunteer and important to the organization.
Paid staff members are usually responsible for designing and delegating work to volunteers, so the relationship between the two groups is important. Volunteers need to know they are valued and appreciated for their contribution to the overall mission of the organization. Tensions arise when paid staff regard volunteers as somehow "less than" the staff or as an impediment to their getting their work done. The goal is for there to be a working relationship that satisfies the needs and desires of both groups.
To prepare for this assignment:
Review
Chapter 4 in the course text,
Volunteer Managemen
t
. Think about how you might include nongoverning volunteers in an organization.
Consider what positions might foster an active and highly-motivated commitment to the mission of an organization.
Review
Chapter 13 in the course text,
Volunteer Management
. Pay close attention to the importance of staff–volunteer relationships and how integration and support of the two groups might enhance the mission of an organization.
Consider how volunteer and staff diversity might influence an organization and what strategies you might use to foster positive attitudes and relationships within your organization.
The assignment (1-3 pages):
Briefly describe a volunteer position in an organization with which you are familiar (your Final Project organization or another).
Explain the roles and tasks of this volunteer position based on the four "game characteristics" described in Chapter 4 of
Volunteer Management
.
Based on the position you selected and the roles and tasks associated with it, predict what might be required of a supervising staff member to ensuOr will will will contact with the part of the
Month after the
id staff and a nongoverning volunteer in this position.
Describe how you might address each issue.
Explain how you would address diversity issues among staff members and nongoverning volunteers.
.
Research a corporate social responsibility (CSR) policy at a large.docx
Research
a corporate social responsibility (CSR) policy at a large organization. Prepare to discuss the benefits and disadvantages of the policy..
Imagine
you and other committee members represents the executive committee at an imaginary organization tasked with drafting a CSR policy. Each person must represent a different stakeholder in the company.
Document
your committee's views on the essential components of a CSR policy. Include the following:
What role does your organization play in the community?
What factors in your organization influence the social responsibility strategies?
What is one social initiative your organization will champion?
What is your organization's responsibility to the community? Explain.
What are the main components of an effective CSR policy?
What are the potential consequences of your chosen social initiative and policy?
Prepare
a 15- to 20-slide Microsoft
®
PowerPoint
®
presentation, including speaker notes and visual arts ,presenting your CSR policy to key stakeholders in your organization.
Format
your presentation consistent with APA guidelines.
.
Page 1 Reference citation Beckhard, R. & Ha.docx
Page 1
Reference citation:
Beckhard, R. & Harris, R. (1977). Organizational transitions: Managing complex change. Boston:
Addison-Wesley Publishing Company.
Note: The following are the directions about HOW to do a Critical
Mass Analysis. The directions should NOT be included in your Focus
Paper with Appendix.
Critical Mass
PART A
What is Critical Mass?
Critical Mass analysis addresses the involvement of key stakeholders in a
project. It can be used at any time during the course of a project. Critical
Mass can be particularly helpful during the start-up period of a project when
the various relationships needed to make the project successful are
beginning to take shape.
Doing a Critical Mass analysis requires explicit and conscious identification of
the various organizational stakeholders who are already connected to the
project in some way and identifying those who need to be connected. Once
this has occurred the work shifts to carefully assessing each actor’s current
level of involvement with the project. This assessment is based on four
different ways of relating to the project that range from being highly
influential to having nothing to do with it.
The labels for these different levels of influence and involvement are: Make
it happen, Let it happen, Help it happen and Not Involved.
How is it done?
The analysis proceeds by completing a grid in which each person’s current
level of involvement is identified by placing an “O” in the appropriate cell. In
addition, the level of involvement that would help most to make the project
successful is represented by placing an “X” in the relevant cell. Then, the
work shifts to developing a strategy for each stakeholder whose “O”, current
involvement, and “X”, desired involvement, are different.
What this amounts to is carefully considering the situation of such a
stakeholder and formulating a negotiating strategy to create a win/win
solution for the stakeholder and the project resulting in the desired level of
involvement.
Page 2
What is involved?
It is not unusual for someone who has never done a Critical Mass analysis to
feel quite self-conscious and even worried that the purpose of such an
analysis is manipulation. This is decidedly not the case.
Power and influence are, without exception, an omnipresent dimension of
every organization. It takes power and influence to get anything done,
including maintaining what is. Since everyone, including the leader(s) of a
project, are embedded in the organizational system, exerting some form of
influence is inescapable! Critical Mass makes the relationships that are or will
influence a project explicit. And, it makes it possible to use influence in a
way that is positive for the stakeholder and the project.
This is a far cry from self-centered influence seeking to create conditions
that benefit only one side of the relationship. There is a larg.
The annotated bibliography must consist of 8–10 references (primar.docx
The annotated bibliography must consist of 8–10 references (primarily peer-reviewed, scholarly journals or theoretical text are also accepted) in addition to the textbook and the Bible. Annotations do not merely describe the journal but also include how the resource will be used in the Research Paper.
Current APA format, spelling, and grammar are correct.
.
The Americas were not a wasteland from 900-1500. In fact, they were .docx
The Americas were not a wasteland from 900-1500. In fact, they were a very vibrant place with civilizations spawning that still leave an indelible mark on modern America, Mexico, and Canada. While Byzantium was reaching its apex and falling to the Ottoman Turks, the Americas were generating such amazing civilizations as the Incas, the Aztecs, and the Mayas. From the mound building peoples of Cahokia to the Pueblos of the Southwest, the peoples of the Americas showed a real penchant for advanced math and an affinity to the world around them. In fact, when the Spanish came to Mexico in 1519, Cortes found a city in Tenochtitlan that was larger than London! The Aztecs and the Mayas had extremely accurate calendars, powerful weapons, and able administrations. The Incas were said to posses an army that was the equal to any Turkish army in the 1500s. The Aztecs had learned to weave mats and cover them with dirt so that they could plant crops on lakes! Though the Europeans would cross the Atlantic and destroy the civilizations (either over time or immediately), the nations of American natives left us many marks that prove that they too were very advanced.
Please write 6 pages about the Aztecs and their empire, using at least four secondary sources and one primary source (written or made at the time of the society you are researching). Make sure that you use a real style-guide (APA, MLA, Chicago, or Turabian) for your citations.
.
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Respond
by offering an alternative perspective of the most important element of the strategic planning process.
Reminder: Be sure to support your posting and responses with specific references to the Learning Resources and/or current literature. Use APA formatting to cite references in your posting and responses.
Strategic planning is mentioned as being a deliberative, disciplined approach to helping key decision makers in organizations figure out what they think the should be doing (Bryson, 2011). This process can obtain more failures than successes. With that being said, it takes a wise and skillful leader to invest in the plan and connected various parties to the plan. Strategic planning can be explained as “articulating an organization’s mission, vision, goals, and the nature of the common good and public value to be created” (Bryson, 2011, pg. 20). Though strategic planning cannot stand alone- it needs to be equally supported by successful leadership and management. Leadership being the act of doing what is right and management being the act of doing what is right.
Within strategic planning it can be necessary to work backwards then forward. Looking at a time line, seeing how much time is required for given work and a plan to be put in place. Dividing the period of time into sections/meeting times of where the issues can be addresses (Laureate Education, 2008) Doing “ideals” in a planning meeting focus around worse and best case scenarios. Along with ideals is incorporating new questions of looking inside the organization. Using SWOT (strengths, weaknesses, opportunities and threats) to revisit the organizations strengths, weaknesses, opportunities, and threats that are at hand. Besides monitoring trends of SWOT, there is the need to “monitor important external stakeholder groups, especially those who affect resource flows (directly and indirectly)” (Bryson, 2011, pg. 20). These are defined as customers, clients, payers or funders, dues-paying members, and regulators (Bryson, 2011). Communication and relations with these stakeholders is important in order to have a team of decision makers.
Bryson (2011) relates strategic planning to an individual’s life by saying that everyone on some level is thinking, acting, and learning about various elements of their life. In my life, I know my purpose and the things I must do. This could be my greater purpose in the world and the things I must do daily to keep up with my job and the various things I schedule; appointments, meetings with friends, and weekly volunteer commitments. Through reading Strength’s Finder by Tom Rath, I was able to take as assessment and see my strengths as well as the weaknesses of these strengths. My strengths are; maximizer, empathy, adaptability, consistency, and harmony. I know the big issues that I am facing in my life and what strategies that have worked for me to overcome past obstacles. Being able to define success is another part of looking at strategic planni.
theme throughout this course has been that human and social services.docx
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
Jurnal 6
Artikel ilmiah ini adalah pengembangan dari tugas individual penulis saat S2 di The Hague Univ. Fokus tulisan ini adalah pada metode praktis untuk mengaplikasikan keterampilan komunikasi pada level organisasi atau perusahaan, terutama strategi pelaksanaan dialog dengan stakeholder.
Artikel ini sebelumnya telah dipublikasikan pada jurnal ilmiah inspirasi. Univ. Muhammadiyah Bengkulu. ISSN 0854-4808.
Paper eiasm conference 2015- def
This document summarizes a research paper about using advisory boards as a strategic practice in family businesses. The paper proposes studying advisory boards at the micro-level using a strategy as practice perspective to understand how they are actually used. It presents a case study of a medium-sized family firm that has recently established an advisory board. The paper aims to develop understanding of advisory boards as an informal governance mechanism and identify the enabling and constraining factors of working with one. It argues that a strategy as practice lens can provide rich insights into the routines, interactions, roles and activities involved in an advisory board's strategizing work.
A theme throughout this course has been that human and social servic.docx
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
Strategic Fund Development
This document outlines how developing a strategic plan can help propel fundraising efforts for an organization. It discusses best practices for the strategic planning process, including involving internal and external stakeholders to provide input. A strong strategic plan will lay out the organization's direction and needs, creating a clear case for supporting the organization's mission and goals.
by Rajashekar DaggulaTeam boundaries are necessary to focus on
by Rajashekar Daggula
Team boundaries are necessary to focus on the project and prioritize tasks as per requirement. Without these boundaries, teams face various issues in day-to-day roles and responsibilities. These boundary issues vary from small organizations to big organizations. Boundaries need to be identified before asserting them between the teams. Once boundaries are identified, individuals in the group should agree to the borders. Implementing the limits or boundaries shouldn't be harsh on the other teams. Saying 'no' to dependent work will negatively impact the team's reputation. Instead, the team's bandwidth to be considered while considering external work (Yan, Hun, Liu, Ru, & Wu, 2020). Individuals in the team should encourage schedules to keep the extensive focus on project deadlines, important stakeholder meetings, etc. Sometimes boundaries have to be breached due to escalations from upper management. Boundaries impact internal cohesion and external ties depending on team size, organization, and dependent work (Cruz & Pinto, 2019). In a small team, internal cohesion has a noticeable impact when boundaries are implemented. As minimal external factors influence the project. External ties are as important as internal cohesion. For a developer, internal cohesion is more important than external ties when project requirements are given. In the case of sales teams, external ties play a crucial role than the internal cohesion among the individuals in a team. The right balance of boundaries in a team will ensure that internal cohesion and external ties are well balanced with effective communication.
Common roles in an organization would be implementer, shaper, finisher, investigator, and team worker. I would consider myself an investigator and team worker. My work is centralized on automating the manual pieces of infrastructure that are essential for the application teams. To come up with different implementations of automation and toolset, I have to explore and try out various tools that fit into the organizational automation pipelines. We have lunch bag sessions to go over the findings to learn as a team and gain knowledge collectively in the team.
References
Cruz, K. S., & Pinto, J. (2019). Team Focus in Focus: Its Implications for Real Teams and Their Members. Journal of Work and Organizational Psychology, 123-133.
Yan, S., Hun, B., Liu, G., Ru, X., & Wu, Q. (2020). Top management team boundary-spanning behaviour, bricolage, and business model innovation. Technology Analysis & Strategic Management, 32.
by Ronak Jangir
Team boundaries are those rules that the team sets to avoid an overload of work, emotional, mental and/or physical. Boundaries are important for maintaining a healthy work culture and excellent relationships with other team members (Thompson, 2014).
Personally, I think my team is quite professional. Lately, we are all having a difficult time due to the pandemic and all members of the team understand and respect t ...
Participant Education | White Paper
The document discusses how to make 401(k) participant education meaningful and effective. It argues that education should focus on the participant, not the advisor, and should address topics that are relevant to the participant like take-home pay and retirement savings. Using paycheck analysis software can help illustrate these concepts and their impact in a way that engages participants. The Retirement Analysis Kit (TRAK) is highlighted as a tool that provides reports and calculators to analyze a participant's specific situation, show the effects of contribution amount changes, and help advisors conduct more meaningful individual and group education sessions.
The Strategic Principles of Consensus OrganizingCan you teach peop.docx
The Strategic Principles of Consensus Organizing
Can you teach people how to be strategic? It’s a question that trainers and teachers often ask as they approach a new training program or a classroom full of eager faces. Thinking strategically and pragmatically is the hallmark of a good consensus organizer. Consensus organizing is based on several key strategic principles that are the fundamental beliefs and values that guide the implementation of the model and its activities. These principles also express the philosophy and the attitude behind the consensus organizing approach. As consensus organizers begin to enter a community, these principles are at the forefront of their minds as their organizing strategy takes shape. This chapter explains these principles and why they are important to consensus organizing.
Table 3.1
summarizes the five core strategic principles of consensus organizing (Consensus Organizing Institute, n.d.).
Table 3.1 Strategic Principles of Consensus Organizing
Strategic Principle
Key Strategies
Example
Solution
s to local problems should come from affected communities.
Strategies and objectives are set by the community.
Incorporate community’s existing social networks.
Analyze and identify individual self-interests and mutual community interests and build relationships based on those interests.
Residents bring recent crime problems to the attention of the local police and ask for assistance in developing a crime watch program. The local police work with residents to develop a neighborhood watch. Relationships are built between residents and the police.
Pragmatic leadership is present in communities, though not always recognized.
Identify trusted, respected, behind-the-scenes leaders.
Position leaders to take responsibility for effort.
Build leaders’ skills and confidence to succeed.
An older woman to whom young mothers turn for parenting help.
A teacher who stays after school hours to help his students with their studies.
Self-interest can be harnessed as a motivation for improving the welfare of communities.
Analyze and identify the interests of members of external power structure (e.g., government, philanthropy, corporate, social service).
Position them to make genuine contributions aligned with their and the community’s interests.
A local foundation director who has $1 million to improve housing in local distressed neighborhoods, but who does not have relationships with community-based organizations located in those neighborhoods.
If a project achieves its short-term goals without positioning the participants to make even greater gains in the future, then an opportunity has been missed.
Position community leaders to take the lead on projects.
Use short-term projects to build community’s skills and relationships with power structure to lay the foundation for more comprehensive efforts.
A neighborhood cleanup that builds relationships among residents and between residents and the city can lead to new opportunities, su.
International_Strategic_Management_assig.pdf
Strategy can be defined as a long-term plan of action to achieve goals and advantages. Strategic management is the process of formulating, implementing, and evaluating cross-functional decisions to achieve strategic goals. There are three levels of strategy: corporate strategy defines the overall scope and direction of the organization; business strategy focuses on how each business unit will compete in its market; functional strategy focuses on how operational departments will implement corporate and business strategies.
Process and Content Model of CSR Decision-making - A Stakeholder Approach
This paper examines the process and factors that determine the decision for taking Corporate Social Responsibility (CSR) initiatives by businesses globally. Specifically, it investigates the stages of decision making and the factors that drive the decision making in each stage. A process model of decision making is proposed based on the factors determined from literature. The model consist of four stages in which the first stage is the pre-finalization stage in which the initial reasons for carrying out the CSR initiatives are explored, second stage is the finalization stage where the reasons for carrying out CSR initiatives are finalized, third stage is the context building for acting according to those reasons and subsequently carrying forward the CSR initiatives and the last stage is the implementation and execution of CSR initiatives. The review of previous literature reveals that major studies have focused only on one aspect of CSR namely, the reasons for CSR initiatives. This study opens up the direction for studying these factors deeply, so that it can be of use and importance to the businesses who are involved in the decision making of CSR initiatives. The interdependency of factors, as explained in the study, will aid decision makers at different levels of planning and implementation stages. It provides valuable inputs for those decision makers who are planning for CSR initiatives as well as to those who are seeking solutions for unsatisfactory results of these initiatives in their organizations.
REPLY 1Organization culture is the trademark and the unmi.docx
REPLY 1:
Organization culture is the trademark and the unmistakable character began inside each organization. Regardless of whether we are curious about companies like Starbucks, Google or WWF? Their names speak to the flavour of their work environments, the mentality, the unwritten convention of associations and the organization esteems. While some may consider organizational culture as the aftereffect of the organization's kin and procedures, something that can't be controlled or evaluated, in all actuality, organizational culture is suddenly substantial (Treven & Lynn, 2008). It very well may be purposely planned and utilized. It influences confidence and representative commitment. It oversees income rates and impacts organization execution and it influences benefit.
Organizational culture separates the remarkably effective companies from all the rest. It very well may be a ground-breaking, upper hand. The organizations' culture is constantly unmistakable, yet the enormous champs, reliably, the organizations focus on culture. This article will talk about a portion of the general social definitions and will continue following some particular social definitions for organizations. Taking a gander at the inquiry how the organization culture influences the advancement methodology of the organizations (Weiner, 2018). The article will likewise delineate the impact of the patterns and advancements on the organization structure. What's more, the connection between the organizations' structure and culture? The article will likewise give instances of current patterns and improvements and various techniques that are as of now used to assist organizations with making the necessary change in their culture or structure.
Culture definition changed as the years progressed. For instance, over four decades prior imagined a more extensive meaning of culture by proposing that culture was a »human-made piece of the earth. Attempting to decipher his definition, we may discuss »objective culture« (e.g., tables, PCs, trains) and »subjective culture« (e.g., standards, jobs, values). In an ongoing article in Harvard Business Review, the authors said that, Organizational culture is the aggregate impact of the regular convictions, practices, and estimations of the individuals inside an organization (Zak, 2018). Those standards inside any organization control how workers perform and serve clients, how they co-work with one another, regardless of whether they feel spurred to meet objectives, and on the off chance that they are truly into the organization's general strategic. How are representatives completing their work? Autonomously or cooperatively? Do representatives feel enlivened, submitted, and drew in, or irritated, exhausted, and undervalued? At the point when we talk about organizational culture, we are discussing the representative experience, the inward view. What do the representatives think? How is it, to work here? By what method can the initiative keep.
Managerial skills for MBA students
This document provides summaries of key concepts in several management topics:
- Strategic management involves determining mission, vision, goals and roles to focus an organization. Strategic planning helps organizations adapt to changing environments.
- Knowledge management involves getting the right information to the right people at the right time. Innovation is the most evolved stage of knowledge management.
- Information management is the process of acquiring, organizing, distributing and using information to add value. It involves reducing costs and risks while creating new value. Data becomes information when given context, and knowledge results from reasoning about information.
- Project management provides valid status updates for management decisions. Project planning balances work scope, time and resources to allow for change assessment.
Interdisciplinary Description of Complex Systems 12(1), 61-77,
Interdisciplinary Description of Complex Systems 12(1), 61-77, 2014
IMPACT OF STRATEGIC PLANNING ON
MANAGEMENT OF PUBLIC ORGANIZATIONS IN
BOSNIA AND HERZEGOVINA
Ismet Salkic*
Faculty of Political Science - University of Sarajevo
Sarajevo, Bosnia and Herzegovina
DOI: 10.7906/indecs.12.1.4 Received: 24. December 2013.
Regular article Accepted: 21. January 2014.
ABSTRACT
Modem public organizations should be familiar with the internal and external factors that
affect their business. Striking a balance between these factors is the main prerequisite for
building a successful business model in the current conditions of rapid change and increased
competition. The aim of this study is to determine the impact of strategic planning on
management of public organizations. An empirical research was conducted in public
organizations in Bosnia and Herzegovina. The results of the research indicate that the use of
strategic planning in public organizations enables more rational, efficient and effective
management of organizational resources. Strategic plarming defines certain aspects of the
performance measurement, which reduces the possibility that managers allocate resources on
the basis of their subjective preferences or feelings, ambitions or as some kind of response to
certain political pressures. This contributes to a transparent, rational, more efficient and
effective management of the organization in providing quality public services.
KEY WORDS
strategic management, strategic planning, public organization, management
CLASSIFICATION
JEL: HI
•Corresponding author, ;;: [email protected]; +387 33 203 562;
Faculty of Political Science, Skenderija 72, 71 000 Sarajevo, Bosnia and Herzegovina
I. Salkic
INTRODUCTION
Strategic planning is a way and approach to the work of public organizations which has been
successfully applied in a private sector for a long time. In this way, public organizations can
make timely decisions, with an aim to manage limited resources in a more rational manner, to
increase and improve services and achieve a greater satisfaction of citizens and business entities.
Public organizations serve social interest, i.e. provide public services with an aim to meet the
interests and needs of citizens and business entities. Until recently public organizations were
poorly organized and their operations have been developed in an unstructured manner,
without any serious plans. That resulted in inefficiency and ineffectiveness, which ultimately
led to a decline in the quality of public services and increased dissatisfaction of all
stakeholders. That very modus operandi of public organizations has long-term consequences,
because public organizations create environment for the development of economy and create
ambiance for social entrepreneurship, as a special aspect of strategic entrepreneurship.
Accordingly, public organizations have a great social responsibility and implications on the
economic development of a certain country.
Str ...
Inside-Out Collaboration: An Integrated Approach to Working Beyond Silos
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
355 As has been pointed out before, strategic planning i.docx
355
A
s has been pointed out before, strategic planning is not a substitute for
effective leadership. There is no substitute for effective leadership (and
committed followership) when it comes to planning and implementation.
Instead, strategic planning is simply a set of concepts, procedures, and tools
designed to help executives, managers, and others to think, act, and learn
strategically on behalf of their organizations and their organizations ’ stakehold-
ers. At its best, strategic planning and strategic management help leaders
pursue virtuous ends in desirable ways so that signifi cant public value is
created and the common good is advanced. At its worst, strategic planning
drives out strategic thought, action, and learning; makes it more diffi cult for
everyone to do their job; and keeps organizations from meeting their mandates,
fulfi lling their missions, and creating public value. Whether strategic planning
helps or hurts depends on how formal and informal leaders and followers at
all organizational levels use it — or misuse it.
In each of the cases detailed in this book, executives, managers, and others
had the ability to think, act, and learn strategically. They used strategic plan-
ning to tap this ability, canvass diverse views, build coalitions and commit-
ment, and identify and address key organizational issues in order to enhance
organizational performance in the eyes of key stakeholders. They used strategic
planning to help their organizations proceed with some certainty amid plenty
of ambiguity, unpredictability, and complexity. Without inclusive, collaborative
Leaders perform political, spiritual, and intellectual
functions as well as managerial and group - maintenance
tasks. These range from providing vision and strategies
for change, to mobilizing a constituency, to facilitating
group decisions or creating coalitions.
— Charlotte Bunch, Passionate Politics
CHAPTER ELEVEN
Leadership Roles in Making
Strategic Planning Work
Barbara C. Crosby and John M. Bryson
Bryson, John M.. Strategic Planning for Public and Nonprofit Organizations : A Guide to Strengthening and Sustaining Organizational Achievement,
John Wiley & Sons, Incorporated, 2011. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/apus/detail.action?docID=697485.
Created from apus on 2017-12-22 22:31:13.
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356 STRATEGIC PLANNING FOR PUBLIC AND NONPROFIT ORGANIZATIONS
Exhibit 11.1. The Leadership and Management Strategy
of the Belfast Health and Social Care Trust.
The strategy is contained in a visually appealing document that outlines
requirements of leaders and managers as well as the Trust ’ s commitment
to leadership and management development (Belfast Health and Social
Care Trust, 2009 ). Elements of the strategy a ...
Assignment 1 Social Performance of OrganizationsDue Week 4 and .docx
This document outlines an assignment for a course on social performance of organizations. Students must write a 6-8 page paper analyzing one of four organizations, examining its nature, stakeholders, how stakeholders influence financial performance, a controversial issue, and challenges of addressing this issue through a stakeholder coalition. The assignment is worth 240 points and will be evaluated based on addressing the prompt, quality of analysis, writing mechanics, and use of references.
ApplicationVolunteers Roles and RelationshipsBoard Governanc.docx
Application:
Volunteers: Roles and Relationships
Board Governance & Volunteer Management
ASSIGNMENT DUE SUNDAY 3/15/20 8:00 pm NEW YORK TIME
APA format 1-3 pages within the references and in paper citations
Many nonprofit organizations cannot afford to employ staff for all the work that must be done to achieve organizational goals. Volunteers, then, are often integral contributors to organizational success. In order to ensure high volunteer retention, special care must be taken to design volunteer positions that are both interesting and meaningful to the volunteer and important to the organization.
Paid staff members are usually responsible for designing and delegating work to volunteers, so the relationship between the two groups is important. Volunteers need to know they are valued and appreciated for their contribution to the overall mission of the organization. Tensions arise when paid staff regard volunteers as somehow "less than" the staff or as an impediment to their getting their work done. The goal is for there to be a working relationship that satisfies the needs and desires of both groups.
To prepare for this assignment:
Review
Chapter 4 in the course text,
Volunteer Managemen
t
. Think about how you might include nongoverning volunteers in an organization.
Consider what positions might foster an active and highly-motivated commitment to the mission of an organization.
Review
Chapter 13 in the course text,
Volunteer Management
. Pay close attention to the importance of staff–volunteer relationships and how integration and support of the two groups might enhance the mission of an organization.
Consider how volunteer and staff diversity might influence an organization and what strategies you might use to foster positive attitudes and relationships within your organization.
The assignment (1-3 pages):
Briefly describe a volunteer position in an organization with which you are familiar (your Final Project organization or another).
Explain the roles and tasks of this volunteer position based on the four "game characteristics" described in Chapter 4 of
Volunteer Management
.
Based on the position you selected and the roles and tasks associated with it, predict what might be required of a supervising staff member to ensuOr will will will contact with the part of the
Month after the
id staff and a nongoverning volunteer in this position.
Describe how you might address each issue.
Explain how you would address diversity issues among staff members and nongoverning volunteers.
.
Research a corporate social responsibility (CSR) policy at a large.docx
Research
a corporate social responsibility (CSR) policy at a large organization. Prepare to discuss the benefits and disadvantages of the policy..
Imagine
you and other committee members represents the executive committee at an imaginary organization tasked with drafting a CSR policy. Each person must represent a different stakeholder in the company.
Document
your committee's views on the essential components of a CSR policy. Include the following:
What role does your organization play in the community?
What factors in your organization influence the social responsibility strategies?
What is one social initiative your organization will champion?
What is your organization's responsibility to the community? Explain.
What are the main components of an effective CSR policy?
What are the potential consequences of your chosen social initiative and policy?
Prepare
a 15- to 20-slide Microsoft
®
PowerPoint
®
presentation, including speaker notes and visual arts ,presenting your CSR policy to key stakeholders in your organization.
Format
your presentation consistent with APA guidelines.
.
Page 1 Reference citation Beckhard, R. & Ha.docx
Page 1
Reference citation:
Beckhard, R. & Harris, R. (1977). Organizational transitions: Managing complex change. Boston:
Addison-Wesley Publishing Company.
Note: The following are the directions about HOW to do a Critical
Mass Analysis. The directions should NOT be included in your Focus
Paper with Appendix.
Critical Mass
PART A
What is Critical Mass?
Critical Mass analysis addresses the involvement of key stakeholders in a
project. It can be used at any time during the course of a project. Critical
Mass can be particularly helpful during the start-up period of a project when
the various relationships needed to make the project successful are
beginning to take shape.
Doing a Critical Mass analysis requires explicit and conscious identification of
the various organizational stakeholders who are already connected to the
project in some way and identifying those who need to be connected. Once
this has occurred the work shifts to carefully assessing each actor’s current
level of involvement with the project. This assessment is based on four
different ways of relating to the project that range from being highly
influential to having nothing to do with it.
The labels for these different levels of influence and involvement are: Make
it happen, Let it happen, Help it happen and Not Involved.
How is it done?
The analysis proceeds by completing a grid in which each person’s current
level of involvement is identified by placing an “O” in the appropriate cell. In
addition, the level of involvement that would help most to make the project
successful is represented by placing an “X” in the relevant cell. Then, the
work shifts to developing a strategy for each stakeholder whose “O”, current
involvement, and “X”, desired involvement, are different.
What this amounts to is carefully considering the situation of such a
stakeholder and formulating a negotiating strategy to create a win/win
solution for the stakeholder and the project resulting in the desired level of
involvement.
Page 2
What is involved?
It is not unusual for someone who has never done a Critical Mass analysis to
feel quite self-conscious and even worried that the purpose of such an
analysis is manipulation. This is decidedly not the case.
Power and influence are, without exception, an omnipresent dimension of
every organization. It takes power and influence to get anything done,
including maintaining what is. Since everyone, including the leader(s) of a
project, are embedded in the organizational system, exerting some form of
influence is inescapable! Critical Mass makes the relationships that are or will
influence a project explicit. And, it makes it possible to use influence in a
way that is positive for the stakeholder and the project.
This is a far cry from self-centered influence seeking to create conditions
that benefit only one side of the relationship. There is a larg.
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theme throughout this course has been that human and social services.docx
theme throughout this course has been that human and social services.docx
A theme throughout this course has been that human and social servic.docx
A theme throughout this course has been that human and social servic.docx
by Rajashekar DaggulaTeam boundaries are necessary to focus on
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The Strategic Principles of Consensus OrganizingCan you teach peop.docx
The Strategic Principles of Consensus OrganizingCan you teach peop.docx
Process and Content Model of CSR Decision-making - A Stakeholder Approach
Process and Content Model of CSR Decision-making - A Stakeholder Approach
REPLY 1Organization culture is the trademark and the unmi.docx
REPLY 1Organization culture is the trademark and the unmi.docx
Interdisciplinary Description of Complex Systems 12(1), 61-77,
Interdisciplinary Description of Complex Systems 12(1), 61-77,
Inside-Out Collaboration: An Integrated Approach to Working Beyond Silos
Inside-Out Collaboration: An Integrated Approach to Working Beyond Silos
355 As has been pointed out before, strategic planning i.docx
355 As has been pointed out before, strategic planning i.docx
Assignment 1 Social Performance of OrganizationsDue Week 4 and .docx
Assignment 1 Social Performance of OrganizationsDue Week 4 and .docx
ApplicationVolunteers Roles and RelationshipsBoard Governanc.docx
ApplicationVolunteers Roles and RelationshipsBoard Governanc.docx
Research a corporate social responsibility (CSR) policy at a large.docx
Research a corporate social responsibility (CSR) policy at a large.docx
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Single
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40*8.50=340(total earnings)
23=(FIT)
340*0.0307=10.44(SIT)
340*0.0135=4.59(CIT)
340(total earnings)-20(simple deductions) =
320
.
The Affordable Care Act changed the landscape of U.S. healthcare. Ma.docx
The Affordable Care Act changed the landscape of U.S. healthcare. Many other countries already have national healthcare for its citizens. Compare and contrast the Affordable Care Act with another country’s healthcare policy. In you analysis examine:
Discuss how the government were involved in its creation and analyze issues associated with their involvement.
Describe the role of public opinion and lobbying groups.
Discuss the balance of markets and the government.
Evaluate the concepts of equity, efficiency, and effectiveness and their role in the policy and its passage.
Assess the effects on
Examine the effects towards the aging and poor populations.
Finalize your findings by providing suggestions to U.S. policy that would decrease cost, but increase quality, and access to care.
Your project should include a presentation of 15-20 slides identifying the differences/similarities of both policies.
In addition you will create a written response of the suggestions you would make to U.S. policy. Your paper should be 2-3 pages in length, not including the title or references pages, and draw from at least three credible, outside sources other than your textbook.
Your paper must utilize 4-5 scholarly sources
.
The 21st century manager is a person who can implement the leade.docx
The 21
st
century manager is a person who can implement the leader’s vision by creating processes, procedure, and short term goals that forward, the vision, purpose, culture, and structure set by the leader for the organization. The manager does this through the implementation of the four functions of a manager, planning, organizing, leading, and controlling. The four pillars of management function
Select an organization that you work for, or have worked for, and identify the vision, mission, organizational structure (including the decision making flow) and the culture of the organization. Where possible use your course material to identify the structural (bureaucratic, flat, horizontal, democratic etc.) or cultural type (clan, collaborative, market, adhocracy etc.). Include in your discussion a definition of the word organization.
Some organizational theorists suggest that the four pillars do not go far enough to explain how the manager should approach the new 21
st
century business landscape and that a systems thinking approach is more comprehensive. Students should compare and contrast with respect to POLC.
Compare and contrast the Fayol’s POLC functions of management with the systems thinking approach and determine which is more comprehensive and explain why. Be sure to explain each of the precepts and how they work.
.
thats the description of the class This course will introduce you.docx
thats the description of the class:
This course will introduce you to an exploration of the
ACTIVITY
,contributions,and struggle of women in mathematics,science,engineering,and related areas and professions such as technology and
COMPUTER
science. Research in individual women engaged in these fields. Investigation of different international,ethic and culture-based practices and perspectives. Consideration of policy-related issue and intervention strategies
addressing
the participation and achievement of women in pertinent area of
study
.
10 quetions TRUE/FALSE .. HELP?
.
The 1950sThere are really two views of the 1950s One considers it.docx
The 1950s
There are really two views of the 1950s: One considers it a time of growing affluence, and an era of high tide for American society; however, others consider the decade to be filled with contradictions and ill treatment of certain groups. Discuss these opposing views. Were the 1950s years of prosperity for America? Did the era contain contradictions that could not be contained? How did the decade result in change for America?
Support your arguments with this week’s reading and other sources. Your paper should meet the following requirements:
3pgs
2 sources
APA
.
The 1920s was a decade full of contradiction. It was a time of optim.docx
The 1920s was a decade full of contradiction. It was a time of optimism, youth and prosperity. However, it also saw a growing conservative trend, isolation and intolerance.
In a
3-page
essay, explain two of these contradictions and how they contributed to the development of America in the 1920s and beyond. Use at least
three sources
including
one referenced journal article.
The introductory paragraph should include a
thesis statement.
APA FORMAT
REFERENCE PAGE
.
The (Navajo) tribe lives on reservations in northeastern Arizona and.docx
The Navajo tribe lives on reservations in northeastern Arizona, New Mexico, and Utah. They are closely related to the Apache people and migrated to their current home from areas further north. It is believed that the Navajo settled in the southwest region of the United States during the 16th century.
Thats what did you do you just wrote on sentences i need more detail.docx
Thats what did you do you just wrote on sentences i need more details plz
2 and 1\2 pages
i dont want it to look like qustion and you already used and have the source
Literature Review
E - Commerce Strategies.
Definition and origin of Omni-channel retailing:
i.
What is Omni-channel
retailing
?
Omni-channel refers to a
multichannel
approach to sales that seeks to provide the customer with seamless shopping experiences. It provides the customer with the capability of either
buying
products online from a mobile device or a desktop. Also, customers can shop in bricks and mortar store or by telephone.
ii.
Describe the origin of Omni-channel?
Its
reason for implementing it?
It is a marketing strategy that begun way back 2003 whereby it has evolved from unfamiliar
concept
to trendy buzzword, to a critical component
of
successful marketing. Omni-channel began and
mainly
based itself on Customer Centricity in stores.
Its origin was figured out by
Best Buy
when they realized they could not beat
Walmart
on price. Therefore, the strategy ventured by Best Buy aimed at competing with Walmart
to
out do
them in online retailing.
It is in this regard that technology can blur the distinction between online and physical retailing, hence enabling the retailers and their supply chain partners rethink their competitive strategies.
References
Morse, G. (2011). Retail Isn't Broken. Stores Are. Harvard Business Review, 89(12), 78-82.
Bernstein,
F.,
Song,
J.,
& Zheng, X. (2008). “bricks-and-mortar” vs. “clicks-and-mortar”: An equilibrium analysis
. European
Journal of Operational Research,
187
(3), 671-690.
Brynjolfsson,
E.,
Hu,
Y.
, &
Rahman,
M.
(2013).
Competing in the age of Omni-channel retailing.
MIT
Sloan Management Review, 54(4), 23-29.
Current issues in Omni-channel retailing:
i.
What are the current issues of retailers and merchants?
Currently, most retailers and merchants are “Omni-channel” in their behavior and outlook. It is because they are majorly venturing into the offline and online retails channel to do their marketing and sales to clients. Merchants and Retailers in new environment flourish through re-examining their strategies for delivering products and information to their customers.
ii.
What are the impacts of online-offline integration of Omni-channel retailing?
There is a rise of non-significant cannibalization of the physical stores, the small merchants and retailers from the channel integration. The retailers mostly advocate a competitive advantage through channel integration of both offline and online retailing. It has led to the willingness of the customers paying across channels.
iii.
Outline general consideration of innovation in regards to Omni-channel retailing?
Innovations have to address industry, consumer, and regulatory-based challenges in order
to facilitate the globalization of markets. Distinct changes have to be incorporated in the current mature, emerging and less develope.
TextbooksTenth Edition Labor Relations and Collective Bargaining .docx
Textbooks:
Tenth Edition Labor Relations and Collective Bargaining Private and Public Sectors by Michael R. Carrell & Christina Heavrin 2013 Boston, MA: Pearson
Getting to Ys Negotiating Agreement Without Giving In by Roger Fisher, William Ury, & Bruce Paton 2013 New York, NY: Penguin Books
Sixth Edition Publication Manual of the American Psychological Association 2013 Washington, DC APA
.
Terrorism, Crime and Public PolicyTerrorism, Crime and P.docx
Terrorism, Crime and Public Policy
Terrorism, Crime and Public Policy
, explores the concept of terrorism by examining the meaning of terrorism and questioning the many different interpretations of the label. In order to understand terrorism, the author explores the definitions and typologies of terrorism. "The common modern usage of the term, developed in the mid-twentieth century, regards terrorism as a tool of ethnic and religious fanatics to serve political ends, such as liberation from an alien occupying group, or simply to exact righteous vengeance against a group labeled as a threat or enemy" (Forst, 2007, p. 3).
The article goes on to explore the different definitions, and defining characteristics, such as cell-based networks, political motivation, religious ideology, and the targeting of noncombatants. A large part of terrorism is creating and utilizing fear. The article suggest that managing the population's general fear of terrorism may be more effective than targeting terrorists themselves (Forst, 2007). The article goes on to discuss different viewpoints regarding what terrorism truly is, whether it is a tactic or an ideology.
Forst identifies categories that nearly all acts of terrorism and terrorist groups fit into which help distinguish between the different types of terrorists, terrorist groups, and terrorist acts:
* whether or not politically motivated
* whether or not operating under state authority
* degree of association with larger terrorist organizations or networks
* extent of organization and planning
* whether justified in religious or ethnic terms
* whether aimed primarily at people or at symbolic targets
* the types of people targeted
I found this article interesting, and found the exercise of examining the different definitions of terrorism useful. The author's categories designed for distinguishing between terror related incidents and groups is an interesting tool for examining the differences between terrorist organizations and actors. Personally, I generally attribute the label terrorism to any violent or destructive act, which is primarily motivated by extremist religious or political beliefs. I view terrorism strictly as an ideology, although it is technically possible for entities to utilize terrorism as a tactic, I believe that to carry out acts of terrorism, one must be driven by an extremist ideology.
Reference
Forst, B. (2007). Terrorism, crime and public policy.
Conference Papers -- American Society of Criminology,
1. Retrieved from http://web.a.ebscohost.com.contentproxy.phoenix.edu/ehost/pdfviewer/pdfviewer?sid=72734957-7b53-4e10-a1de-1ae2f4e8aeff%40sessionmgr4001&vid=1&hid=4106
.
Test the operation of the ports of your Development board as follows.docx
Test the operation of the ports of your Development board as follows. Write and compile a program to toggle all the bits of PORTA, and PORTB continuously by sending 55H and AAH to these ports. The PORTA and PORTB pins are connected to the LED of the Board. Use your board to watch the bits of the ports toggle on and off. Make sure that the time delay in between the "on" and "off" states is long enough that you can observe each state clearly.
.
Terms[1] Describe the facts relating to the eventplacepersongr.docx
Terms
[1] Describe the facts relating to the event/place/person/group
[2] Describe the mythical version or mythical aspects of how the story was retold in later years
[3] Tell when & why Americans (or a specific sub-group thereof) promoted the mythical version instead of the facts
the "Massachusetts Revolution of 1774" vs. Battle of Lexington & Concord
Paul Revere and his "Midnight Ride"
Unanimous Declaration of the Thirteen united States (popularly known as the "Declaration of Independence")
"Molly Pitcher"
The "coldest winter" at Valley Forge
Dunmore’s & Clinton’s Proclamations vs. "patriot slaves"
Great Siege of Gibraltar vs. Battle of Yorktown
-----------------------------------------
Part 2 --
ESSAY QUESTION
Describe briefly why the United States needed to replace the Articles of Confederation, then describe in detail how the Constitution (as amended with the Bill of Rights) successfully resolved the problems facing the new nation in the 1780s.
*The essay one page lenght
*The terms about a paragraph lenght
.
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