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The offshoring of American Jobs is becoming a popular trend for organizations that are looking to reduce operation costs. Using the internet and library resources, research two American companies that offshored job functions to a different country. In a 3-4 page paper complete the following: Describe the job functions they have offshored. What country did they move to? Has this improved the overall performance of the organization? Describe how offshoring affects Human Resources Managers. What do you think are some of the advantages and disadvantages? REFERENCES Lampel, J. & Bhalla, A (2008). Embracing Realism and Recognizing Choice in IT Offshoring Initiatives. Retrieved from Harvard Business School Publishing. Farrell, D (June 2006). Smarter Offshoring. Retrieved from Harvard Business School Publishing. Vietor, R.H.K., Rivkin, J.W., & Seminerio, J. (April 22, 2008). The Offshoring of America. Retrieved from Harvard Business School Publishing. .

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StrayerBUS 475 – Business and Society COURSE DESCRIPTION This course explores the role of primary and secondary stakeholders, both within and outside organizations. Ethics and social responsibility will be investigated and where organizational activities fall within different continuums will be reviewed. The broad forces in business, society, and globalization will be examined and how stakeholders can influence the destiny of both business and society will be discussed. INSTRUCTIONAL MATERIALS Required Resources Lawrence, A. T., & Weber, J. (2014). Business & society: Stakeholders, ethics, public policy (14th ed.). New York, NY: McGraw-Hill Irwin. Supplemental Resources Boţa-Avram, C. (2013). Is ethical behavior of companies influenced by governance? International Advances in Economic Research, 19(3), 325-326. Bundy, J., Shropshire, C., & Buchholtz, A. K. (2013). Strategic cognition and issue salience: toward an explanation of firm responsiveness to stakeholder concerns. Academy of Management Review, 38(3), 352-376. Cunningham, M. (2012). Privacy in the age of the hacker: Balancing global privacy and data security law. George Washington International Law Review, 44(4), 643-695. Govil, S. K., & Jain, R. (2013). Globalization of markets. Advances in Management, 6(6), 65-65. Khan, A., Muttakin, M., & Siddiqui, J. (2013). Corporate governance and corporate social responsibility disclosures: Evidence from an emerging economy. Journal of Business Ethics, 114(2), 207-223. Lin, C. P., Tsai, Y. H., Joe, S. W., & Chiu, C. K. (2012). Modeling the relationship among perceived corporate citizenship, firms' attractiveness, and career success expectation. Journal of Business Ethics, 105(1), 83-93. Mohan, V. R. M, & Paila, A. R. (2013). Stakeholder management in infrastructure / construction projects: The role of stakeholder mapping and social network analysis (SNA). Aweshkar Research Journal, 15(1), 48-61. Mujtaba, B. G., & Cavico, F. J. (2013). Corporate social responsibility and sustainability model for global firms. Journal of Leadership, Accountability & Ethics, 10(1), 58-75. Strayer Database. Retrieved from http://research.strayer.edu Note: The following resources, accessible through the Strayer Database, offer helpful business-related information: Business Source Complete, Credo Reference, Data-Planet Statistical Datasets, Mergent Online, ProQuest National Newspapers Premier, Regional Business News, and Research Starters – Business. Valentine, S., & Hollingworth, D. (2012). Moral intensity, issue importance, and ethical reasoning in operations situations. Journal of Business Ethics, 108(4), 509-523. Wachsman, Y., & Jie, Z. (2013). A model of cournot competition with lobbying. Journal of Business & Assignment 1: Social Performance of Organizations Due Week 4 and worth 240 points According to the textbook, the current world economy is increasingly becoming integrated and interdependent; as a result, the relationship between business and society is beco.

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In a blog post on the Forbes website, USC professor and organizational scholar Edward Lawler III names the following HR practices and functions as “significantly associated with a stronger strategic role for HR” (Lawler, 2012): The use of information technology Focusing on HR talent development Having HR activities that focus on organization design, organization development, change management, employee development, and metrics Using computer systems for training and development Having effective HR metrics and analytics Having an HR staff with technical, organizational dynamics, business partner, and metrics skills Select one of these practices/functions, and explain how it creates a stronger strategic role for HRM departments and personnel. Cited source (Optional): Lawler, E. III (2012). Corporate Strategy: How HR Can Become a Player. Forbes. Retrieved from http://www.forbes.com/sites/edwardlawler/2012/08/15/corporate-strategy-how-hr-can-become-a-player/ ...

In a blog post on the Forbes website, USC professor and organiza.docx

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As part of your Doctoral Seminar for this set of weeks, you are participating in a seminar-style discussion about the weekly topics. Recall that you were asked to address 4 of the required resources and at least 3 additional resources from the Walden Library and to incorporate them into your posting. As a related exercise, submit an annotated bibliography of the 7 resources you referred to this week. For each entry, be sure to address the following as a minimum: Include the full APA citation Discuss the scope of the resource Discuss the purpose and philosophical approach Discuss the underlying assumptions If referring to a research reporting article, present the methodology Relate the resource to the body of resources you have consulted in this course Discuss any evident limitations and opportunities for further inquiry Required Resources Articles Bergiel, B. J., Bergiel, E. B., & Balsmeier, P. W. (2008). Nature of virtual teams: A summary of their advantages and disadvantages . Management Research News , 31 (2), 99–110. Retrieved from ABI Inform database. This article examines the various advantages and disadvantages of virtual teams and offers suggestions to successfully manage teams in a global environment. © Emerald Group Publishing Limited. Used by permission. Gatlin-Watts, R., Carson, M., Horton, J., Maxwell, L., & Maltby, N. (2007). A guide to global virtual teaming. Team Performance Management , 13 (1/2), 47–52. Retrieved from ABI Inform database. In this article, a multicultural virtual teaming project is discussed and recommendations are provided to improve the virtual teaming process. Lu, M., Watson-Manheim, M. B., Chudoba, K. M., & Wynn, E. (2006). Virtuality and team performance: Understanding the impact of variety of practices. Journal of Global Information Technology Management , 9 (1), 4–23. Retrieved from ABI Inform database. This study, conducted at Intel Corporation, uses quantitative and qualitative analysis to analyze how the performance of virtual teams is influenced by different aspects of virtuality. Staples, D. S. & Zhao, L. (2006). The effects of cultural diversity in virtual teams versus face-to-face teams. Group Decision and Negotiation, 15 (4), 389-406. Retrieved from ABI/Inform database. In this article, the effects of cultural diversity on team effectiveness is explored. Optional Resources Articles Colfax, R. S., Santos, A. T., & Diego, J. (2009). Virtual leadership: A green possibility in critical times but can it really work. Journal of International Business Research,2 (8), 133-139. Retrieved from Business Source Complete database. Mancini, D. J. (2010). Building organizational trust in virtual teams. Journal of Behavioral Studies in Business, 3 , 1–5. Retrieved from Business Source Complete database. Siebdrat, F., Hoegl, M., & Ernst, H. (2009). How to manage virtual teams. MIT Sloan Management Review, 50 (4), 63–68. Retrieved from ABI Inform database. Attachments: annotated_bibliography.

As part of your Doctoral Seminar for this set of weeks, you are part.docx

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Can You Help Top Premier Essays.docx

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Running head: ANNOTATED BIBLIOGRAPHY ON WORKPLACE DIVERSITY 1 ANNOTATED BIBLIOGRAPHY ON WORKPLACE DIVERSITY 8 Austin Tuoyo Comment by Ryan: Hi Austin! I look forward to reading your essay. English Composition 11 April 29, 2020 Annotated Bibliography Annotated Bibliography on Workplace Diversity Meir Shimla. (22nd August 2018). Why workplace diversity is so important and why it is so difficult to achieve. Comment by Ryan: Place the author's last name first followed by his or her first initial. See the examples on the following page: https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/reference_list_author_authors.html Comment by Ryan: What additional information could be included in this entry to indicate the type of source and where it can be found? See the examples on the pages linked below. https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/reference_list_articles_in_periodicals.html https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/reference_list_electronic_sources.html As far as the article is concerned, diversity offers an individual or an organization a broad range of talents, and these talents do not belong to any form of ethnicity within the organization. Instead, the broad range of talents mainly emanates from various sources, and the people also have an opportunity of practicing their various styles and leadership prowess. Diversity in the workplace also means the increased and improved performance of an organization due to the aspect of bringing together various minds of the people. However, despite diversity being a key and important thing for a firm, it must be realigned with the goals of the firm so that it may be successful and have a meaning to the firm. Dealing with many people is also not an easy thing due to the differences such as people exhibit. Comment by Ryan: Generally, lines aren't indented in annotations, and they aren't split into paragraphs. Comment by Ryan: How do you plan to use the information in this source in your argument? It's not entirely clear if this text summarizes the source, explains how you will use it, or both. Review the way that the Sample Touchstone 2.2 presents this information. The Sample Touchstone 2.2 can be found attached to the Touchstone 2.2 page in our course. The strategy that was highly helpful and important when looking for credible sources for this undertaking entailed the use of keywords and phrases like diversity and workplace. The strategy also involved using words like an organization and the need for having a functional workplace. The notable difficulties encountered included the availability of numerous sources, and this created the need for selecting the best from those sources. The appropriate way of overcoming the challenge was by selecting the most recent articles and those that pr.

Running head ANNOTATED BIBLIOGRAPHY ON WORKPLACE DIVERSITY .docx

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Minimum of 400 words in the body Minimum of 2 sources from the literature in addition to course texts Gamble, J., Peteraf, M., & Thompson, A. (2019). Essentials of strategic management: The Quest for Competitive Advantage . (6th ed.), New York, NY: McGraw Hill Higher Education Keller, T., & Alsdorf, K. L. (2012). Every good endeavor: Connecting your work to God's work . New York, N.Y: Dutton, Penguin Random House. Krogerus, M., & Tschäppeler, R. (2018). The decision book: 50 models for strategic thinking., (Revised ed.), New York, NY: W. Norton & Company, Inc. Rumelt, R. (2011)., Good strategy/bad strategy: The difference and why it matters ., New York, NY: Crown Busines Content must include: · Summary of the author’s Main Thread – no less than 125 words · What you agreed with, did not agree with and why – no less than 125 word APA FORMAT A MUST FOR THE REPLY PLEASE Gokus (2015) discusses the difficulty in anticipating the roles company structure and the external environment have on market orientation and business strategy. He believes the external environment, which he categorizes as market turbulence and competitive intensity, can affect company performance and influence strategy. He suggests companies explore the current research on the moderating role of the external environment and structure has on customer orientation and strategy types. Ferrero-Ferrero, Muñoz-Torres, & Fernández-Izquierdo (2015) echo these assertions, as they found different environmental conditions require different strategies set forth by top management. They attribute these challenges to the onset of the global financial crisis, as it challenged corporate leaders to reassess the formulation of effective strategy. They believe team orientation, leadership effectiveness, and organizational size as impediments to strategic goal setting. Evaluating the External Environment Gamble, Peteraf, & Thompson Jr. (2019) suggest organizations conduct an evaluation of the current happenings in the business landscape through the exploration of seven areas. They suggest conducting analyses to better understand the macro-environment, competitive forces, driving forces of change, industry rivals, forthcoming strategic initiatives of rivals, key success factors, and opportunities in the industry. They discuss one of the most widely used tools to address these seven areas, Michael Porter’s five forces model of competition—buyers, potential new entrants, intensity of rivalry, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. Their assessments convey one of the most important areas to understand relates to the strategies and initiatives of competitors, as being unaware to this information can be detrimental to an organization. They offer Michael Porter’ Framework for Competitor Analysis, as it focuses on the current strategy, objectives, capabilities, and assumptions of an.

Minimum of 400 words in the body Minimum of 2 sources from the liter.docx

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What are the differences among HRMS, HRIS and HCM? What are the similarities? What are the strengths or weaknesses of each with regard to providing HR with data to support evidence-based decision making? What sort of questions would you have for a vendor? Resource: Measurements Levenson, A. R. (2014). Employee surveys that work: Improving design, use, and organizational impact . San Francisco, CA: Berrett-Koehler Publishers. These chapters provide an overview of providing measurements to process. Chapter 4, "Good Survey Practices: Don’t Reinvent the Wheel," pages 31–38. Chapter 5, "Anonymity vs Insights: Confidentiality and Organizational Data Matching," pages 39–44. Human Resource Information System (HRIS) Leonard, K., & Seidel, M. (2019). Advantages and disadvantages of human resource information system . Retrieved from https://smallbusiness.chron.com/advantages-disadvantages-human-resource-information-system-2107.html The reading covers information and analysis on HRIS. Foxall, D. (2019). HRMS vs HRIS vs HCM: What’s the difference? Retrieved from https://www.hrmsworld.com/hrms-vs-hris-vs-hcm.html ...

What are the differences among HRMS, HRIS and HCM What are the simi

lorileemcclatchie

Evaluating Estimates and Materiality Instructions: Review the form 10-K or annual reports for Ford Motor Company and Toyota Motor Corporation, then answer the following questions by referring to the item number in the forms: 1a. Some common numerical thresholds and benchmarks for overall materiality judgments are 5% of net income and 1% of assets. The materiality level at which items are considered clearly trivial—materiality level where the auditor believes errors below that level would not, even when aggregated with all other misstatements, be material to financial statements—is generally 5% to 10% of overall materiality. Calculate these numerical thresholds for Ford and Toyota, assuming 5% for misstatements considered clearly trivial. 1b. Assume that you discover a $10,000,000 error in inventory. What difficulties would you encounter in deciding whether or not that amount is material? 1c. The numerical thresholds differ across the two companies. Why does that present a problem for the auditor? For third-party users? 1d. What is the SEC’s position on the use of numerical thresholds? 1e. What other characteristics of potential misstatements should auditors consider when evaluating their materiality? 2a. What does the term netting mean in the context of misstatement judgments? 2b. What is the SEC’s guidance concerning netting? 2c. Why is it helpful to financial statement users to have companies avoid netting? 3. One of Ford’s most significant liabilities concerns pensions and postretirement benefits. What is the nature of the estimates required to value these liabilities? What risks do these estimates pose for the audit firm? 4. Read Ford’s MD&A disclosure concerning goodwill and impairments. Describe the nature of estimates that management needs to make in order to estimate the impairments. What audit evidence would you want to gather to be assured that management’s estimates are reasonable? 5a. See the notes in Toyota’s and Ford’s financial statements dealing with warranties. What are the amounts for accrued warranty liabilities and annual warranty expense for each company? 5b. What is the nature of estimates required for warranty liabilities? 5c. What planning analytical procedures can you develop to help you understand the relative size of warranty accounts for both companies. What inferences do you draw from the comparison of these analytics? Your paper should meet the following requirements: · 4-5 pages in length · Formatted according to CSU-Global Guide to Writing and APA Requirements Include at least two or three outside sources. The CSU-Global Library is a great place to start. Friends, not foes?: Work design and formalization in the modern work context Author(s): TINA L. JUILLERAT Source: Journal of Organizational Behavior, Vol. 31, No. 2/3, Putting Job Design in Context (FEBRUARY 2010), pp. 216-239 Published by: Wiley Stable URL: http://www.jstor.org/stable/41683903 Accessed: 01-04-2017 21:17 UTC REFERENCES Linked refe ...

Evaluating Estimates and MaterialityInstructionsReview the fo.docx

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JOURNAL OF ORGANIZATIONAL BEHAVIOR, VOL. 11. 419-431 (1990) Invisible men and women: A status report on race as a variable in organization behavior research' TAYLOR COX, Jr. Graduate School of Business Administration, The University of Michigan, Ann Arbor, Michigan 48109. U.S.A. AND STELLA M. NKOMO Department of Management, University of North Carolina at Charlotte, Charlotte, NC 28223, U.S.A. Summary Twenty-five years after passage of the Civil Rights Act, the full integration of racial minorities in the Unites States workforce has still not been achieved. Recent demographic trends indicating that the workforce will be increasingly composed of racial minorities make this a critical issue for academics and practitioners alike. This paper reports on a review of journal research addressing issues of race in organizations. Articles published in twenty major outlets for organization behavior research between 1964 and 1989 were reviewed. Data on the quantity, types and topics of published work are presented. Results indicate that the amount of total published research is small relative to the importance of the topic, that the recent trend is for less rather than more research, that the designs and research questions have been very narrow, and that the topics covered are not representative of the domain of organization behavior. Based upon the findings, some suggestions for future research are offered. Introduction Twenty-five years have passed since the passage of the Civil Rights Act of 1964. This legislation contributed to significant changes in the composition of the workforce and provided a major impetus for academic researchers in management and related fields to study racial issues in the workplace. Moreover, demographic trends indicate that the United States workforce will be increasingly racially diverse in the years ahead (Nussbaum, 1988; Fullerton, 1987). By the year 2000 the overall United States population will change such that one of every three Americans will be non-white (Hodgkinson, 1985). The Workforce 2000 report identifies full integration of minorities into the workforce as one of the six greatest challenges facing American managers in the coming decade (Johnston and Packer, 1987). Despite these trends, it is not clear that research related to understanding the impact of racial heterogeneity on organizations has been forthcoming. A few writers have published partial An earlier version of this paper was presented at the Career Division Workshop of the 1988 Academy of Management Meeting. We are grateful to Clayton Alderfer and David Thomas for their suggestions in revising the manuscript. 0894-3796/90/060419-13$06.50 © 1990 by John Wiley & Sons, Ltd. 420 T. COX Jr. AND S. M. NKOMO reviews of completed research on the impact of race in organizations. A limited review was done more than a decade ago by Bartol, Evans and Stith (1978). Their research reviewed the literature pertaining to black-white differences in leade ...

JOURNAL OF ORGANIZATIONAL BEHAVIOR, VOL. 11. 419-431 (1990).docx

tawnyataylor528

Defining HPI After completing the text readings, reviewing media content and listening to the Judith Hale audio presentation, write a 200–250 word description of HPI : Provide your own brief definition of HPI and the HPT Model. Describe key concepts, theories, and major HPI contributors. Identify those HPI concepts that coincide with your knowledge of HPI when you enrolled in the course. Highlight those HPI concepts that surprised you, with brief explanations. Human Performance Improvement In the Information Age, it has become critical for organizations to understand the key factors that drive human performance and how understanding these factors can be used to improve the ability of an organization to accomplish its goals and mission. Automation and data accessibility continue to have an impact on the need for quality work processes and a high-performance workforce. To this end, the field of human performance improvement continues to evolve. As Van Tiem, Moseley, and Dessinger (2012) explained: "Craftsmanship established standards; work design improved efficiency; quality focused on customer expectations; the ever-widening distribution of information enabled a global economy, and the people became more valuable to their organizations" (p. 3). To learn more about the conceptual foundations of performance improvement, read the following: Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2012). Fundamentals of performance improvement: Optimizing results through people, process, and organizations (3rd ed.) . San Francisco, CA: Pfeiffer. Chapter 1, "Overview of Performance Improvement," pages 3–34, which provides definitions for HPI, key terms in the field, background on major contributors and theorists, and overall concepts. Chapter 2, "Performance Improvement/HPT Model—An Overview," pages 41–44, which offers a snapshot of the HPT Model and its major components for assessing performance problems and identifying and implementing interventions. Rothwell, W. J., Hohne, C. K., & King. S. B. (2018). Human performance improvement: Building practitioner performance (3rd ed.) . New York, NY: Routledge. Chapter 1, "Laying the Foundation," pages 1–17, also defines HPI and describes the factors that drive human performance. .

Defining HPIAfter completing the text readings, reviewing me.docx

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ORGANIZATIONAL CULTURE Required Material A good place to start is this interactive tutorial: Organizational culture. (2014). Pearson Learning Solution s. New York, NY. After reviewing the tutorial, dig deeper into this topic with the following readings: Piccolo, R. & Bardes, M. (2011). Chapter 13: Cultural due diligence. In Baker, H. (Ed.) Art of Capital Restructuring , John Wiley & Sons. Hoboken, N.J Available in Trident Online Library (go to Additional Library Sources, EBSCO eBook Collection, type in Art of Capital Restructuring in the Summon search box). Rao, P. (2010). Organisational culture and effectiveness. Organisational Behaviour. Global Media, Mumbai.Available from Trident Online Library (type Rao Organisational Behaviour in the Summon search box). Required Case Assignment Reading Bird, A. (Mar. 13, 2011). Southwest: Corporate culture combines work, play. The Post and Courier. [ProQuest]. Available in Trident Online Library (type Southwest: Corporate culture combines work, play in the Summon search box). Dissecting the Kochtopus. (Jun. 7, 2014). The Economist , 411, 76. [ProQuest]. Available in Trident Online Library (type Dissecting the Kochtopus in the Summon search box). Klein, D. (2012). Creating cultures that lead to success: Lincoln Electric, Southwest Airlines, and SAS Institute. Organizational Dynamics 41(1), 35-39 Note: you only have to read the middle portion of the article concerning Southwest Airlines and not the whole article] Available in Trident Online Library, Science Direct (type Klein Creating cultures that lead to success in Summon search box). Whatley, H. (2013). Principles and dimensions of market-based management. Independent Journal of Management & Production. 4 (1), 126-135. Available in Trident Online Library ProQuest (type Whatley Principles and dimensions of market-based management in Summon se Assignment Overview Signature Assignment—Written Communication Skills Southwest Airlines and Koch Industries are both known for their distinctive organizational cultures, and both have been highly successful and profitable companies. Southwest Airlines is known as a “fun” place to work where socialization and humor in the workplace are strongly encouraged. Koch Industries, on the other hand, has a culture defined by the principles of “market-based management” where performance and revenue growth is emphasized. Do some background reading on the cultures behind Southwest Airlines and Koch Industries. While doing your research, keep strongly in mind the characteristics of organizational cultures discussed in the background materials such as team-oriented, people-oriented, outcome-oriented, etc. Here are some articles to get you started on your research that will give you some background about the cultures at these two organizations: Klein, D. (2011). Creating cultures that lead to success: Lincoln Electric, Southwest Airlines, and SAS Institute. Organizational Dynamics 41(1), 35-39 [.

ORGANIZATIONAL CULTURERequired MaterialA good place to start is .docx

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Bashar H. Malkawi, Editorial Note: New horizons in Corporate Governance Research

Bashar H. Malkawi

For this two-part assessment, you will create an Excel spreadsheet of credible sources to use when studying the impact of the Internet and social media on a company of your choice. You will then create a 5–7-page annotated outline of an Internet and social media strategy for the company, based on the sources you identified. Note : The assessments in this course are sequenced in such a way as to help you build specific skills that you will use throughout your program. Complete the assessments in the order in which they are presented. This assessment allows you to show your ability to research and to organize information, as well as to develop the outline of a strategy for application in a business environment. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Examine the use of critical, strategic, and ethical thinking in decision-making. Assess the ethical impact of the Internet on a business. Competency 2: Integrate the Internet, collaboration, and virtual environment strategies into general business management planning and decision-making. Assess the current use of the Internet by a company. Assess the strengths, weaknesses, opportunities, and threats of Internet use for business issues. Identify existing technology for management's consideration. Competency 3: Integrate business strategies into general business management planning and decision-making. Propose a business strategy recommendation that is well organized, professional, and persuasive. Competency 4: Analyze relevant global business concerns for the future. Assess the use of the Internet in a global environment. Competency 5: Communicate in a manner that is professional and consistent with expectations for members of the business professions. Communicate in a manner that is professional and consistent with expectations for members of the business profession. Locating the Best Sources In today's marketplace, the ability to support operational and strategic decisions with solid information is a critical skill. Finding information is not difficult, but finding the most useful, high-quality information can be. Locating the best sources requires several subskills, equally important for business and academic work, including the ability to search for appropriate resources, to evaluate the credibility and usefulness of information, and to synthesize information to make evidence-based decisions. To locate useful information, you need to know what you are looking for and understand the questions you need to ask to get you there. The assessments throughout this course encourage you to build skills in using the library, though the Internet is sometimes a better source for answering certain questions. For that reason, you should use both the Capella library and the Internet for your asse Creating an Annotated Outline While each person has his or her own process for writing, creatin.

For this two-part assessment, you will create an Excel spreadsheet o.docx

mckellarhastings

Week 6 Discussion 2 TemplateLeadership Development and Social Change Leadership and management development can go beyond the day-to-day operations of an organization and can actually help contribute to promoting positive social change at many levels. The human resource skills of effective managers translate well in promoting social causes like gender and economic equality. Based on your reading for this week: Consider how companies can utilize leadership development to promote positive social change within an organization and around the community. Post by Day 4 a substantive response of approximately 200–250 words that addresses the following: · Identify a company from your professional experience, including its industry and location. · Describe leadership development strategies that the company could employ within the organization to promote positive social change. · Explain how these leadership strategies could benefit both the company and the industry. Be sure to support your work with specific citations from the Learning Resources and any additional sources. Below are three UNRELATED EXAMPLES of how to cite within a paragraph in APA format. You need to cite resources in your Assignment to support and justify your thinking: Haag and Cummings (2003) base their information on their experience and concepts of IT at the time, and... The authors base their information on their experience and concepts of IT at the time, and... (Haag & Cummings, 2003). The authors base their information on their experience and concepts of IT at the time. They stated that “…IT is the most important aspect that needs attention by upper management” (Haag & Cummings, 2003, p. 89). Now, draft your response of at least 200–250 words below: After you have finished addressing all elements of the Discussion prompt, do not forget to include your references in APA format. You will need to write the references to any resources that you cite in your Discussion Response. Below are examples of references, including your course text. When complete, please copy and paste your response in the appropriate thread in the Discussion Forum. References Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed.). Upper Saddle River, NJ: Pearson Prentice-Hall. Below are UNRELATED REFERENCES from a journal, a newspaper, and website. These references are only intended to illustrate correct APA formatting: Ismail, A., Mohamad, M. H., Mohamed, H. A.-B., Rafiuddin, N. M., & Zhen, K. W. P. (2010). Transformational and transactional leadership styles as a predictor of individual outcomes. Theoretical and AppliedEconomics, 17(6), 89–104. Porter, E. (2014, May 13). The politics of income inequality. The New York Times. Retrieved from http://www.nytimes.com/2014/05/14/business/economy/the-politics-of-income-inequality.html?module=Search&mabReward=relbias%3Ar%2C%7B%222%22%3A%22RI%3A18%22%7D Walmart. (n.d.). Our business. Retrieved from.

Week 6 Discussion 2 TemplateLeadership Development and Social Chan.docx

cockekeshia

The nature of the workforce across the organizations is going through a change because of the increasing significance of the internet in daily life, forces of globalization and various other factors. Companies have to deal with changes in their workforce very effectively so as to survive in current highly competitive marketplace. Specifically, programs and initiatives are to be devised by firms which aim to handle the issues related to ageing population of workforce in the developed nations (Enns 2005). Moreover, they are also aimed to ensure diversity in the workforce so as to ensure the overall growth of the employees in the firm by interacting with employees of different cultural background. Companies are left with no choice but to accommodate workforce who have a preference of new pattern of working because of the change in pattern of employment which includes job sharing and working from home (Remery 2003).

Diversity management in apple inc.

Service_supportAssignment

Organizational Managment ~ Key Aspects of the Merger Process

Cynthia Smith-Walker, MBA

Global virtual team members' perceptions

aburaja

1. Traditional Approaches to Leaders’ Impact on Organizations Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development. But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010). LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing. Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions. More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...

1. Traditional Approaches to Leaders’ Impact on OrganizationsS

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