THE CASK OF AMONTILLADOby Edgar Allan Poe(1846)THE thousand .docx

THE CASK OF AMONTILLADO
by Edgar Allan Poe
(1846)
THE thousand injuries of Fortunato I had borne as I best could,
but when he ventured upon insult I vowed revenge. You, who so
well know the nature of my soul, will not suppose, however,
that gave utterance to a threat. At length I would be avenged;
this was a point definitely, settled --but the very definitiveness
with which it was resolved precluded the idea of risk. I must not
only punish but punish with impunity. A wrong is unredressed
when retribution overtakes its redresser. It is equally
unredressed when the avenger fails to make himself felt as such
to him who has done the wrong.
It must be understood that neither by word nor deed had I given
Fortunato cause to doubt my good will. I continued, as was my
in to smile in his face, and he did not perceive that my to smile
now was at the thought of his immolation.
He had a weak point --this Fortunato --although in other regards
he was a man to be respected and even feared. He prided
himself on his connoisseurship in wine. Few Italians have the
true virtuoso spirit. For the most part their enthusiasm is
adopted to suit the time and opportunity, to practise imposture
upon the British and Austrian millionaires. In painting and
gemmary, Fortunato, like his countrymen, was a quack, but in
the matter of old wines he was sincere. In this respect I did not
differ from him materially; --I was skilful in the Italian vintages
myself, and bought largely whenever I could.
It was about dusk, one evening during the supreme madness of
the carnival season, that I encountered my friend. He accosted
me with excessive warmth, for he had been drinking much. The
man wore motley. He had on a tight-fitting parti-striped dress,
and his head was surmounted by the conical cap and bells. I was
so pleased to see him that I thought I should never have done
wringing his hand.

I said to him --"My dear Fortunato, you are luckily met. How
remarkably well you are looking to-day. But I have received a
pipe of what passes for Amontillado, and I have my doubts."
"How?" said he. "Amontillado, A pipe? Impossible! And in the
middle of the carnival!"
"I have my doubts," I replied; "and I was silly enough to pay the
full Amontillado price without consulting you in the matter.
You were not to be found, and I was fearful of losing a
bargain."
"Amontillado!"
"I have my doubts."
"Amontillado!"
"And I must satisfy them."
"Amontillado!"
"As you are engaged, I am on my way to Luchresi. If any one
has a critical turn it is he. He will tell me --"
"Luchresi cannot tell Amontillado from Sherry."
"And yet some fools will have it that his taste is a match for
your own.
"Come, let us go."
"Whither?"
"To your vaults."
"My friend, no; I will not impose upon your good nature. I
perceive you have an engagement. Luchresi--"
"I have no engagement; --come."
"My friend, no. It is not the engagement, but the severe cold
with which I perceive you are afflicted. The vaults are
insufferably damp. They are encrusted with nitre."
"Let us go, nevertheless. The cold is merely nothing.
Amontillado! You have been imposed upon. And as for
Luchresi, he cannot distinguish Sherry from Amontillado."
Thus speaking, Fortunato possessed himself of my arm; and
putting on a mask of black silk and drawing a roquelaire closely
about my person, I suffered him to hurry me to my palazzo.
There were no attendants at home; they had absconded to make
merry in honour of the time. I had told them that I should not

return until the morning, and had given them explicit orders not
to stir from the house. These orders were sufficient, I well
knew, to insure their immediate disappearance, one and all, as
soon as my back was turned.
I took from their sconces two flambeaux, and giving one to
Fortunato, bowed him through several suites of rooms to the
archway that led into the vaults. I passed down a long and
winding staircase, requesting him to be cautious as he followed.
We came at length to the foot of the descent, and stood together
upon the damp ground of the catacombs of the Montresors.
The gait of my friend was unsteady, and the bells upon his cap
jingled as he strode.
"The pipe," he said.
"It is farther on," said I; "but observe the white web-work which
gleams from these cavern walls."
He turned towards me, and looked into my eves with two filmy
orbs that distilled the rheum of intoxication.
"Nitre?" he asked, at length.
"Nitre," I replied. "How long have you had that cough?"
"Ugh! ugh! ugh! --ugh! ugh! ugh! --ugh! ugh! ugh! --ugh! ugh!
ugh! --ugh! ugh! ugh!"
My poor friend found it impossible to reply for many minutes.
"It is nothing," he said, at last.
"Come," I said, with decision, "we will go back; your health is
precious. You are rich, respected, admired, beloved; you are
happy, as once I was. You are a man to be missed. For me it is
no matter. We will go back; you will be ill, and I cannot be
responsible. Besides, there is Luchresi --"
"Enough," he said; "the cough's a mere nothing; it will not kill
me. I shall not die of a cough."
"True --true," I replied; "and, indeed, I had no intention of
alarming you unnecessarily --but you should use all proper
caution. A draught of this Medoc will defend us from the
damps.
Here I knocked off the neck of a bottle which I drew from a
long row of its fellows that lay upon the mould.

"Drink," I said, presenting him the wine.
He raised it to his lips with a leer. He paused and nodded to me
familiarly, while his bells jingled.
"I drink," he said, "to the buried that repose around us."
"And I to your long life."
He again took my arm, and we proceeded.
"These vaults," he said, "are extensive."
"The Montresors," I replied, "were a great and numerous
family."
"I forget your arms."
"A huge human foot d'or, in a field azure; the foot crushes a
serpent rampant whose fangs are imbedded in the heel."
"And the motto?"
"Nemo me impune lacessit."
"Good!" he said.
The wine sparkled in his eyes and the bells jingled. My own
fancy grew warm with the Medoc. We had passed through long
walls of piled skeletons, with casks and puncheons
intermingling, into the inmost recesses of the catacombs. I
paused again, and this time I made bold to seize Fortunato by an
arm above the elbow.
"The nitre!" I said; "see, it increases. It hangs like moss upon
the vaults. We are below the river's bed. The drops of moisture
trickle among the bones. Come, we will go back ere it is too
late. Your cough --"
"It is nothing," he said; "let us go on. But first, another draught
of the Medoc."
I broke and reached him a flagon of De Grave. He emptied it at
a breath. His eyes flashed with a fierce light. He laughed and
threw the bottle upwards with a gesticulation I did not
understand.
I looked at him in surprise. He repeated the movement --a
grotesque one.
"You do not comprehend?" he said.
"Not I," I replied.
"Then you are not of the brotherhood."

"How?"
"You are not of the masons."
"Yes, yes," I said; "yes, yes."
"You? Impossible! A mason?"
"A mason," I replied.
"A sign," he said, "a sign."
"It is this," I answered, producing from beneath the folds of my
roquelaire a trowel.
"You jest," he exclaimed, recoiling a few paces. "But let us
proceed to the Amontillado."
"Be it so," I said, replacing the tool beneath the cloak and again
offering him my arm. He leaned upon it heavily. We continued
our route in search of the Amontillado. We passed through a
range of low arches, descended, passed on, and descending
again, arrived at a deep crypt, in which the foulness of the air
caused our flambeaux rather to glow than flame.
At the most remote end of the crypt there appeared another less
spacious. Its walls had been lined with human remains, piled to
the vault overhead, in the fashion of the great catacombs of
Paris. Three sides of this interior crypt were still ornamented in
this manner. From the fourth side the bones had been thrown
down, and lay promiscuously upon the earth, forming at one
point a mound of some size. Within the wall thus exposed by
the displacing of the bones, we perceived a still interior crypt or
recess, in depth about four feet, in width three, in height six or
seven. It seemed to have been constructed for no especial use
within itself, but formed merely the interval between two of the
colossal supports of the roof of the catacombs, and was backed
by one of their circumscribing walls of solid granite.
It was in vain that Fortunato, uplifting his dull torch,
endeavoured to pry into the depth of the recess. Its termination
the feeble light did not enable us to see.
"Proceed," I said; "herein is the Amontillado. As for Luchresi --
"
"He is an ignoramus," interrupted my friend, as he stepped
unsteadily forward, while I followed immediately at his heels.

In niche, and finding an instant he had reached the extremity of
the niche, and finding his progress arrested by the rock, stood
stupidly bewildered. A moment more and I had fettered him to
the granite. In its surface were two iron staples, distant from
each other about two feet, horizontally. From one of these
depended a short chain, from the other a padlock. Throwing the
links about his waist, it was but the work of a few seconds to
secure it. He was too much astounded to resist. Withdrawing the
key I stepped back from the recess.
"Pass your hand," I said, "over the wall; you cannot help feeling
the nitre. Indeed, it is very damp. Once more let me implore you
to return. No? Then I must positively leave you. But I must first
render you all the little attentions in my power."
"The Amontillado!" ejaculated my friend, not yet recovered
from his astonishment.
"True," I replied; "the Amontillado."
As I said these words I busied myself among the pile of bones
of which I have before spoken. Throwing them aside, I soon
uncovered a quantity of building stone and mortar. With these
materials and with the aid of my trowel, I began vigorously to
wall up the entrance of the niche.
I had scarcely laid the first tier of the masonry when I
discovered that the intoxication of Fortunato had in a great
measure worn off. The earliest indication I had of this was a
low moaning cry from the depth of the recess. It was not the cry
of a drunken man. There was then a long and obstinate silence. I
laid the second tier, and the third, and the fourth; and then I
heard the furious vibrations of the chain. The noise lasted for
several minutes, during which, that I might hearken to it with
the more satisfaction, I ceased my labours and sat down upon
the bones. When at last the clanking subsided, I resumed the
trowel, and finished without interruption the fifth, the sixth, and
the seventh tier. The wall was now nearly upon a level with my
breast. I again paused, and holding the flambeaux over the
mason-work, threw a few feeble rays upon the figure within.
A succession of loud and shrill screams, bursting suddenly from

the throat of the chained form, seemed to thrust me violently
back. For a brief moment I hesitated, I trembled. Unsheathing
my rapier, I began to grope with it about the recess; but the
thought of an instant reassured me. I placed my hand upon the
solid fabric of the catacombs, and felt satisfied. I reapproached
the wall; I replied to the yells of him who clamoured. I re-
echoed, I aided, I surpassed them in volume and in strength. I
did this, and the clamourer grew still.
It was now midnight, and my task was drawing to a close. I had
completed the eighth, the ninth and the tenth tier. I had finished
a portion of the last and the eleventh; there remained but a
single stone to be fitted and plastered in. I struggled with its
weight; I placed it partially in its destined position. But now
there came from out the niche a low laugh that erected the hairs
upon my head. It was succeeded by a sad voice, which I had
difficulty in recognizing as that of the noble Fortunato. The
voice said--
"Ha! ha! ha! --he! he! he! --a very good joke, indeed --an
excellent jest. We will have many a rich laugh about it at the
palazzo --he! he! he! --over our wine --he! he! he!"
"The Amontillado!" I said.
"He! he! he! --he! he! he! --yes, the Amontillado. But is it not
getting late? Will not they be awaiting us at the palazzo, the
Lady Fortunato and the rest? Let us be gone."
"Yes," I said, "let us be gone."
"For the love of God, Montresor!"
"Yes," I said, "for the love of God!"
But to these words I hearkened in vain for a reply. I grew
impatient. I called aloud --
"Fortunato!"
No answer. I called again --
"Fortunato!"
No answer still. I thrust a torch through the remaining aperture
and let it fall within. There came forth in return only a jingling
of the bells. My heart grew sick; it was the dampness of the
catacombs that made it so. I hastened to make an end of my

labour. I forced the last stone into its position; I plastered it up.
Against the new masonry I re-erected the old rampart of bones.
For the half of a century no mortal has disturbed them. In pace
requiescat!
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All
rights reserved.
Chapter Fifteen
Effective Groups and Teams
15-*
Learning Objectives
Explain why groups and teams are key contributors to
organizational effectiveness.
Identify the different types of groups and teams that help
managers and organizations achieve their goals.
Explain how different elements of group dynamics influence the
functioning and effectiveness of groups and teams.
Explain why it is important for groups and teams to have a
balance of conformity and deviance and a moderate level of
cohesiveness.
Describe how managers can motivate group members to achieve
organizational goals and reduce social loafing in groups and
teams.
15-*

Groups, Teams and
Organizational EffectivenessGroupTwo or more people who
interact with each other to accomplish certain goals or meet
certain needs.
*
15-*
Groups, Teams and
Organizational EffectivenessTeamA group whose members work
intensely with each other to achieve a specific, common goal or
objective. All teams are groups but not all groups are
teams.Teams often are difficult to form.It takes time for
members to learn how to work together.
*
Two characteristics distinguish teams from groups
Intensity with which team members work together
Presence of a specific, overriding team goal or objective
15-*
Groups and Teams as
Performance EnhancersAdvantage of synergyPeople working in
a group are able to produce more outputs than would have been
produced if each person had worked separately

*
Factors that contribute to synergy
Ability of group members to bounce ideas off one another
To correct one another’s mistakes
To bring a diverse knowledge base to bear on a problem
To accomplish work that is too vast for any one individual to
achieve
To take advantage of the potential for synergy, managers need
to make sure groups are composed of members who have
complementary
skills and knowledge
relevant to the
group’s work
15-*
Groups’ and Teams’ Contributions to Organizational
Effectiveness
Figure 15.1
15-*
Groups and Teams and
Responsiveness to CustomersResponsiveness to
CustomersDifficult to achieve given the many constraints.Safety
issues, regulations, costs.Cross-functional teams can provide the
wide variety of skills needed to meet customer demands.Teams
consist of members of different departments.

*
15-*
Teams and InnovationInnovationThe creative development of
new products, new technologies, new services, or new
organizational structuresIndividuals rarely possess the wide
variety of skills needed for successful innovation.Team
members can uncover each other’s flaws and balance each
other’s strengths and weaknesses
*
Innovation
The creative development of new products, new technologies,
new services, or new organizational structures
Individuals rarely possess the wide variety of skills needed for
successful innovation.
Team members can uncover each other’s flaws and balance each
other’s strengths and weaknesses
Managers should empower the team and make it accountable for
the innovation process.
15-*
Groups and Teams as MotivatorsMembers of groups, and
particularly teams, are often better motivated and satisfied than
individuals.Team members are more motivated and satisfied
than if they were working alone.
*

Members of groups, and particularly teams, are often better
motivated and satisfied than individuals.
Team members are more motivated and satisfied than if they
were working alone.
Team members can see the effect of their contribution to
achieving team and organizational goals.
Teams provide needed social interaction and help employees
cope with work-related stressors.
15-*
The Types of Groups and Teams in Organizations
Figure 15.2
15-*
Question?
Which type of group is one that managers
establish to achieve organization goals?
Formal group
Informal group
Virtual team
Interest group
*
The correct answer is “A” – formal group. See next slide
15-*
The Types of Groups and Teams Formal GroupA group that
managers establish to achieve organization goals.Informal
GroupA group that managers or nonmanagerial employees form

to help achieve their own goals or to meet their own needs.
*
Cross-functional teams
composed of members from different departments
Cross-cultural teams
composed of members from different cultures or countries
15-*
The Types of Groups and Teams
*
Type of Team
Top-management team
A group composed of the CEO, the president, and the heads of
the most important departmentsResearch and development team
A team whose members have the expertise and experience
needed to develop new products
Command groups
A group composed of subordinates who report to the same
supervisor, also called a department or unit
Task forces
A committee of managers or nonmanagerial employees from
various departments or divisions who meet to solve a specific,
mutual problem; also called an “ad hoc” committee
15-*

The Types of Groups and Teams
*
Type of Team
Self-managed work team
A group of employees who supervise their own activities and
monitor the quality of the goods and services they
provide.Virtual team
A team whose members rarely or never meet face to face and
interact by using various forms of information technology such
as email, computer networks, telephone, fax and video
conferences.Friendship group
An informal group composed of employees who enjoy each
other’s company and socialize with each other.Interest group
An informal group composed of employees seeking to achieve a
common goal related to their membership in an organization.
15-*
Keys to Effective Self Managed TeamsGive the team enough
responsibility and autonomy to be self-managing.The team’s
task should be complex enough to include many different
steps.Select members carefully for their diversity, skills, and
enthusiasm.Managers should guide and coach, not
supervise.Analyze training needs and be sure it is provided.
*
15-*

Group SizeAdvantage of small groupsInteract more with each
other and easier to coordinate their effortsMore motivated,
satisfied, and committedEasier to share informationBetter able
to see the importance of their personal contributions
15-*
Group SizeAdvantages of large groupsMore resources at their
disposal to achieve group goalsEnables managers to obtain
division of labor advantages Disadvantages of large
groupsProblem of communication and coordinationLower level
of motivationMembers might not think their efforts are really
needed
15-*
Group TasksTask interdependence degree to which the work
performed by one member of the group influences the work
performed by other members
15-*
Group Dynamics: InterdependencePooledMembers make
separate, independent contributions to group such that group
performance is the sum of each member’s contributions
*
15-*

Group Dynamics: InterdependenceSequential Members perform
tasks in a sequential order making it difficult to determine
individual performanceReciprocalWork performed by one group
member is fully dependent on work done by other members.
15-*
Types of Task Interdependence
Figure 15.3
15-*
Group RolesGroup RolesThe set of behaviors and tasks that a
group member is expected to perform because of his or her
position in the group.
*
15-*
Group RolesIn cross-functional teams, members are expected to
perform roles in their specialty.Managers should clearly
describe expected roles to group members when they are
assigned to the group.Role-making occurs as workers take on
more responsibility in their roles as group members.Self-
managed teams may assign the roles to members themselves.
15-*

Group LeadershipEffective leadership is a key ingredient in
high performing groups, teams, and organizations.Formal
groups created by an organization have a leader appointed by
the organization.Groups that evolve independently in an
organization have an informal leader recognized by the group.
15-*
The Stages of Group Development
Figure 15.4
15-*
Stages of Group DevelopmentFormingGroup members get to
know each other and reach common
understandingStormingGroup members experience conflict
because some members do not wish to submit to demands of
other group membersNormingClose ties and consensus begin to
develop between group members.
*
15-*
Stages of Group DevelopmentPerformingThe group begins to do
its real work.AdjourningOnly for task forces that are
temporaryGroup is dispersed
*

15-*
Discussion Question?
What stage of group development is most
important?
Forming
Storming
Norming
Performing
*
There is no one best answer. Students should discuss what
happens at each stage.
15-*
Group NormsGroup NormsShared guidelines or rules for
behavior that most group members followManagers should
encourage members to develop norms that contribute to group
performance and the attainment of group goals
15-*
Group DynamicsConformity and DevianceMembers conform to
norms to obtain rewards, imitate respected members, and
because they feel the behavior is right.When a member deviates,
other members will try to make them conform, expel the
member, or change the group norms to accommodate them.
*

Conformity and deviance must be balanced for high
performance from the group.
Deviance allows for new ideas in the group.
15-*
Figure 15.5
Balancing Conformity and
Deviance in Groups
15-*
Question?
What is the degree to which members are
attracted to their group?
Group consistency
Group organization
Group cohesiveness
Group constancy
*
The correct answer is “C” – group cohesiveness. See next slide.
15-*
Group CohesivenessGroup cohesivenessThe degree to which
members are attracted to their groupThree major
consequencesLevel of participationLevel of conformity to group
normsEmphasis on group goal accomplishment

15-*
Sources and Consequences of
Group Cohesiveness
Figure 15.6
15-*
Factors Leading to Group Cohesiveness
*
Factor
Group Size
Smaller groups allow for high cohesiveness; Low cohesiveness
groups with many members can benefit from splitting into two
groups.Managed Diversity
Diverse groups often come up with better solutions.Group
Identity
Encouraging a group to adopt a unique identity and engage in
competition with others can increase cohesiveness.Success
Cohesiveness increases with success; finding ways for a group
to have some small successes increases cohesiveness.
15-*
Managing Groups and Teams
for High PerformanceMotivating group members to achieve
organizational goals:Members should benefit when the group
performs well—rewards can be monetary or in other forms such

as special recognition.Individual compensation is a combination
of both individual and group performance.
*
Motivating group members to achieve organizational goals:
Members should benefit when the group performs well—
rewards can be monetary or in other forms such as special
recognition.
Individual compensation is a combination of both individual and
group performance.
Make additional resources (beyond compensation) such as
choice assignments available to high-performance groups.
15-*
Managing Groups and Teams
for High PerformanceSocial loafingThe tendency of individuals
to put forth less effort in a group than individually.Results in
possibly lower group performance and failure to
attain group
goals
*
15-*
Three Ways to Reduce Social Loafing
Figure 15.7

Reducing social loafing:
Make individual efforts identifiable and accountable.
Emphasize the valuable contributions of individual members.
Keep group size at an appropriate level.
*
15-*
Movie Example: 13 going on 30How does the group on the
dance floor move through the stages of group development?
*
13 going on 30
Jenna Rink (Jennifer Garner) is turning 13 and wants to be one
of the “cool” kids. At her 13th birthday party, her wish is to be
thirty, flirty, and thriving. Some magic dust grants her wish and
she wakes up in her apartment working as a magazine editor and
30 years old. She soon discovers that she is not a nice person at
30. Her employees seem to be afraid of her and her best friend,
Matt (Mark Ruffalo), from Jr. High, is no longer her friend. She
sets out to win him back and to become a nice person again.
In this scene, Jenna is at a Poise magazine party.
How does the group on the dance floor move through the stages
of group development?
What type of group is the dance floor group?
15-*
Video Case: The Power to Change AnythingIs it easy to
influence behavior?How can managers influence the behavior of
individuals and teams?Why do individuals resist change? How

can they be influenced to embrace change?
The Power to Change Anything
Teaching Objective: To appreciate the difficulty managers
encounter in influencing the behavior of individuals and teams.
To learn how managers influence change and overcome
resistance to change.
Summary: The most important capacity we possess, says author
Joseph Grenny, is our ability to influence behavior;
unfortunately most of us aren’t very good at it. Those with the
ability to influence others understand that complex behavioral
problems are not easily solved. Since changing behavior is one
of the largest challenges organizations face, it is critical that
managers understand how to influence change and overcome
resistance to it.
Questions:
Is it easy to influence behavior?
It is very difficult to influence behavior, especially when some
behaviors have become ingrained over many years. Because
individuals become so committed to behaviors over time, it is
necessary to understand the sources of these behaviors to impact
them effectively.
How can managers influence the behavior of individuals and
teams?
Managers should first recognize that complex behavior
problems are not easily resolved. By locating opinion leaders
throughout the organization and convincing them what needs to
be changed, managers can harness peer pressure, a powerful

source of influence. Manager should realize that to change
behavior you have to change hearts and minds.
Why do individuals resist change? How can they be influenced
to embrace change?
Individuals resist change because when they feel they can’t do
what is being asked of them or when they don’t see how the
change benefits them. Successful influencers address these
issues by motivating people to change and ensuring they have
the ability and skills needed.
*
Type of Team
Top-management
team
A group composed of the CEO, the president,
and the heads of the most important
departments
Research and
development team
A team whose members have the expertise
and experience needed to develop new
products
Command groups A group composed of subordinates who
report to the same supervisor, a lso called a
department or unit
Task forces A committee of managers or nonmanagerial
employees from various departments or
divisions who meet to solve a specific,
mutual problem; al so called an “ad hoc”
committee
Type of Team
Self-managed work

team
A group of employees who supervise their
own activities and monitor the quality of the
goods and services they provide.
Virtual team A team whose members rarely or never meet
face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.
Friendship group An informal group composed of employees
who enjoy each other’s company and
socialize with each other.
Interest group An informal group composed of employees
seeking to achieve a common goal related to
their membership in an organization.
Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with many
members can benefit from splitting into two
groups.
Managed Diversity Diverse groups often come up with better
solutions.
Group Identity Encouraging a group to adopt a unique
identity and engage in competition with
others can increase cohesiveness.
Success Cohesiveness increases with success;
finding ways for a group to have some small
successes increases cohesiveness.
Copyright © 2009 by The McGraw-Hill Companies, Inc. All
rights reserved.

McGraw-Hill/Irwin
Chapter Ten
Managing Organizational Structure and Culture
10-*
Organizational StructureOrganizational ArchitectureThe
organizational structure, control systems, culture, and human
resource management systems that together determine how
efficiently and
effectively
organizational
resources are used.
*
The four functions of managers include organizing, control,
leading and planning. To organize and control managers must
create an organizational architecture that makes the best use of
resources to produce the goods and services customers desire.
Organizational architecture is the combination of organizational
structure, culture, control systems, and human resource
management systems that together determine how efficiently
and effectively organizational resources are used.
10-*
Designing Organizational StructureOrganizingThe process by
which managers establish working relationships among

employees to achieve goals.Organizational StructureFormal
system of task and reporting relationships showing how workers
use resources.
*
One role managers must undertake is that of organizing.
Organizing is the process managers use to establish the
structure of working relationships among employees. The
organizational structure is the formal system of task and
reporting relationships that coordinates and motivates
organizational members, so that they work together to achieve
organizational goals. It is imperative that management develop
an organizational structure that develops a firm’s competitive
advantage rather than one that acts as an impediment.
10-*
Factors Affecting Organizational Structure
Figure 10.1
Managers must develop organizational structures to fit the
factors or circumstances that are affecting the company and
causing the most organizational uncertainty. There is no one
best way to design an organization but four factors are
important determinants of the type of organizational structure
managers select: the nature of the organizational environment,
the type of strategy the organization pursues, the technology the
organization uses and the characteristics of the organization’s
human resources. For example, if an organization is operating
in an ever changing environment the organizational structure
must be flexible with decentralized authority in order to respond
quickly to the changing environment.
*

10-*
Job DesignJob DesignThe process by which managers decide
how to divide tasks into specific jobs.The appropriate division
of labor results in an effective and efficient workforce.
*
All organizational design begins with job design. Job design is
the process by which managers decide how to divide tasks into
specific jobs. Managers must analyze the range of tasks to be
performed and then create jobs that best allow the organization
to meet the needs of customers. Job simplification is the
process of reducing the number of tasks that each worker
performs. While the process of job simplification may sound
appealing managers must refrain from too much job
simplification since studies have shown this lessens employee
motivation. The opposite of job simplification involves job
enlargement or job enrichment. Managers often use job
enlargement or job enrichment in an effort to increase worker
motivation.
10-*
Job DesignJob SimplificationThe process of reducing the tasks
each worker performs.Job EnlargementIncreasing the number of
different tasks in a given job by changing the division of
laborJob EnrichmentIncreasing the degree of responsibility a
worker has over a job
Fredrick Herzberg argued against job simplification and
proposed the way to achieve motivated and satisfied employees

was through job enlargement and job enrichment. Job
enlargement is the process of increasing the number of different
tasks in a given job by increasing the number of tasks employed
or making the job “larger”. Job enrichment is increasing the
degree of responsibility a worker has over a job by, for
example, empowering the workers to find better ways of doing
the job; encouraging workers to develop new skills; allowing
workers to decide how to do the work and allowing employees
to measure their own performance. The goal is to increase the
responsibility thus increase employee interest in the quality of
the goods they make or the service they provide.
*
10-*
Grouping Jobs into FunctionsFunctional StructureAn
organizational structure composed of all the departments that an
organization requires to produce its goods or services.
*
A function is a group of people, working together, who possess
similar skills or the same knowledge, tools or techniques to
perform their jobs. A functional structure is an organizational
structure composed of all the departments that an organization
requires to produce its goods or services. The big advantage to
this approach is that employees within each functional area
become more specialized and can perform at a higher level.
One disadvantage to this structure is that as the organization
grows the functional structure can impede communication and
coordination among functional areas.
10-*

Divisional StructuresDivisional StructureManagers create a
series of business units to produce a specific kind of product for
a specific kind of customerProduct, market, geographic
*
The divisional structure is an organizational structure
composed of separate business units within which are included
the functions that work together to produce a specific product
for a specific customer. Each division is a collection of
departments or functions that work together to produce the
product. One advantage to this approach is that if it is
implemented correctly, the divisional structure creates more
manageable units within the organization. If a manager
organizes divisions according to the type of good or service
they provide, they adopt a product structure. Another type of
divisional structure is based on geography or a geographic
structure. The final type of divisional structure is based on the
type of customer they focus on and is referred to as a market
structure.
10-*
Matrix Design StructureMatrix StructureAn organizational
structure that simultaneously groups people and resources by
function and product.The structure is very flexible and can
respond rapidly to the need for change.Each employee has two
bosses
*
One organizational structure that is particularly effective for
organizations operating in a dynamic market environment is the
matrix design structure. This organizational structure groups
people and resources together by function and by product. The

result is a complex network of reporting relationships among
product teams and functions creating a highly adaptable
organization. One problem with this structure is that each
employee has two bosses - a functional manager and a product
manager creating a situation in which the employee must
attempt to satisfy both.
10-*
Product Team Design StructureProduct Team StructureDoes
away with dual reporting relationships and two-boss
managersFunctional employees are permanently assigned to a
cross-functional team that is empowered to bring a new or
redesigned product to work
*
One issue with the matrix organization is the dual reporting
relationships created by this complex organizational structure.
In an effort to avoid this issue managers can use a product team
structure. The product team structure differs from the matrix
approach in that it eliminates the problems associated with dual
reporting relationships and two-boss employees. Also, the
product team structure permanently assigns functional
employees thus empowering them to redesign a product or bring
a new product to market.
10-*
Hybrid StructuresHybrid StructureThe structure of a large

organization that has many divisions and simultaneously uses
many different organizational structures
Figure 10.7
*
Managers can select the best structure for a particular division.
In this type of hybrid structure one division may use a
functional structure while another division may have a
geographic structure. The ability to break a large organization
into smaller units makes it easier to manage. When an
organization elects to use a hybrid structure they allow the
members of the organization to employ many different types of
organizational structures simultaneously. Figure 10.7 in your
textbook provides an excellent example of a hybrid
organizational structure.
14responses
SummarySee complete responses
We try to have set procedures or protocols to ensure that things
are orderly and run
smoothly (i.e. minimize interruptions, everyone gets the
opportunity to have his or her say).
Almost never 0 0%
Seldom 1 7%
Occasionally 2 14%
Frequently 7 50%
Almost always 4 29%
We are quick to get to the task at hand and do not spend much
time in the planning stage.

Almost never 0 0%
Seldom 4 29%
Occasionally 7 50%
Frequently 3 21%
Almost always 0 0%
Our team members feel that we are all in it together and we
share responsibility for the
team’s success or failure.
Almost never 0 0%
Seldom 5 36%
Occasionally 4 29%
Frequently 4 29%
Almost always 1 7%
Page 1 of 12Edit form - [ What stage is your team in? ] - Google
Docs
2/5/2013https://docs.google.com/spreadsheet/gform?key=0AgA
yar2UFpwedFBVbWFYZnpfbWlHa...
We have thorough procedures for agreeing on our goals and
planning the way we will
perform our tasks.
Almost never 1 7%
Seldom 1 7%
Occasionally 6 43%
Frequently 5 36%
Almost always 1 7%
Team members are afraid to ask others for help.
Almost never 2 14%

Seldom 4 29%
Occasionally 4 29%
Frequently 2 14%
Almost always 2 14%
We take our team's goals literally and assume a shared
understanding.
Almost never 0 0%
Seldom 0 0%
Docs
Occasionally 8 57%
Frequently 5 36%
Almost always 1 7%
The team leader tries to keep order and contributes to the task at
hand.
Almost never 0 0%
Seldom 0 0%
Occasionally 1 7%
Frequently 8 57%
Almost always 5 36%
We do not have fixed procedures; we make them up as the task
or project progresses.
Almost never 4 29%
Seldom 2 14%
Occasionally 3 21%
Frequently 4 29%

Almost always 1 7%
We generate lots of ideas, but we don’t use many of them
because we fail to listen carefully
and tend to reject them without fully understanding them.
Almost never 3 21%
Seldom 6 43%
Docs
Occasionally 5 36%
Frequently 0 0%
Almost always 0 0%
Team members do not fully trust the other members and tend to
closely monitor others who
are working on a specific task.
Almost never 5 36%
Seldom 4 29%
Occasionally 4 29%
Frequently 1 7%
Almost always 0 0%
The team leader or facilitator ensures that we follow the
procedures, do not argue, do not
interrupt, and keep to the point.
Almost never 1 7%

Seldom 0 0%
Occasionally 2 14%
Frequently 3 21%
Almost always 8 57%
We enjoy working together; we have a fun and productive time.
Almost never 0 0%
Seldom 0 0%
Docs
Occasionally 2 14%
Frequently 3 21%
Almost always 9 64%
We have accepted each other as members of the team.
Almost never 0 0%
Seldom 2 14%
Occasionally 2 14%
Frequently 6 43%
Almost always 4 29%
The team leader is democratic and collaborative.
Almost never 0 0%
Seldom 0 0%
Occasionally 1 7%
Frequently 4 29%
Almost always 9 64%
We are trying to define the team’s goals and what tasks need to

be accomplished.
Almost never 0 0%
Seldom 0 0%
Occasionally 4 29%
Docs
Frequently 6 43%
Almost always 4 29%
Many of the team members have their own ideas about the
team’s process; personal
agendas are rampant.
Almost never 0 0%
Seldom 3 21%
Occasionally 3 21%
Frequently 5 36%
Almost always 3 21%
We fully accept each other's strengths and weaknesses.
Almost never 0 0%
Seldom 3 21%
Occasionally 3 21%
Frequently 4 29%
Almost always 4 29%
We assign specific roles to team members (team leader,
facilitator, time keeper, note taker,
etc.).

Almost never 4 29%
Seldom 2 14%
Docs
Occasionally 4 29%
Frequently 3 21%
Almost always 1 7%
We try to achieve harmony by avoiding conflict.
Almost never 0 0%
Seldom 0 0%
Occasionally 2 14%
Frequently 8 57%
Almost always 4 29%
The team’s tasks are very different from what we imagined and
seem very difficult to
accomplish.
Almost never 2 14%
Seldom 7 50%
Occasionally 4 29%
Frequently 0 0%
Almost always 1 7%
There are many abstract discussions of the concepts and issues;
some members are
impatient with these discussions.

Almost never 2 14%
Seldom 7 50%
Docs
Occasionally 3 21%
Frequently 0 0%
Almost always 2 14%
We are able to work through group problems.
Almost never 1 7%
Seldom 1 7%
Occasionally 5 36%
Frequently 5 36%
Almost always 2 14%
We argue a lot even though we agree on the real issues.
Almost never 4 29%
Seldom 2 14%
Occasionally 5 36%
Frequently 2 14%
Almost always 1 7%
The team is often tempted to go beyond the original scope of
the project.
Almost never 2 14%
Seldom 2 14%
Occasionally 7 50%

of 12Edit form - [ What stage is your team in? ] - Google
Docs
Frequently 3 21%
Almost always 0 0%
We express criticism of others constructively
Almost never 2 14%
Seldom 2 14%
Occasionally 3 21%
Frequently 4 29%
Almost always 3 21%
There is a close attachment to the team.
Almost never 0 0%
Seldom 4 29%
Occasionally 6 43%
Frequently 2 14%
Almost always 2 14%
It seems as if little is being accomplished towards the team's
goals.
Almost never 5 36%
Seldom 6 43%
Occasionally 1 7%
Docs

Frequently 2 14%
Almost always 0 0%
The goals we have established seem unrealistic.
Almost never 7 50%
Seldom 4 29%
Occasionally 1 7%
Frequently 2 14%
Almost always 0 0%
Although we are not fully sure of the project's goals and issues,
we are excited and proud to
Almost never 1 7%
Seldom 2 14%
Occasionally 6 43%
Frequently 5 36%
Almost always 0 0%
We feel like we can share personal problems with each other
whenever we need to do so.
Almost never 0 0%
Seldom 6 43%
Occasionally 6 43%
Page 10 of 12Edit form - [ What stage is your team in? ] -
Google Docs
Frequently 1 7%

Almost always 1 7%
There is a lot of resistance to the tasks at hand or to quality
improvement approaches.
Almost never 3 21%
Seldom 3 21%
Occasionally 4 29%
Frequently 4 29%
Almost always 0 0%
We get a lot of work done.
Almost never 0 0%
Seldom 0 0%
Occasionally 2 14%
Frequently 6 43%
Almost always 6 43%
Number of daily responses
Google Docs
Google Docs

<PROJECT NAME>IMPLEMENTATION PLAN
Version <1.0>
<mm/dd/yyyy>VERSION HISTORY
[Provide information on how the development and distribution
of the Project Implementation Plan was controlled and tracked.
Use the table below to provide the version number, the author
implementing the version, the date of the version, the name of
the person approving the version, the date that particular
version was approved, and a brief description of the reason for
creating the revised version.]
Version #
Implemented
By
Revision
Date
Approved
By
Approval
Date
Reason
1.0
<Author name>
<mm/dd/yy>
<name>
<mm/dd/yy>
<reason>

Notes to the Author
[This document is a template of a Project Implementation Plan
document for a project. The template includes instructions to
the author, boilerplate text, and fields that should be replaced
with the values specific to the project.
· Blue italicized text enclosed in square brackets ([text])
provides instructions to the document author, or describes the
intent, assumptions and context for content included in this
document.
· Blue italicized text enclosed in angle brackets (<text>)
indicates a field that should be replaced with information
specific to a particular project.
· Text and tables in black are provided as boilerplate examples
of wording and formats that may be used or modified as
appropriate to a specific project. These are offered only as
suggestions to assist in developing project documents; they are
not mandatory formats.
When using this template, the following steps are

recommended:
1. Replace all text enclosed in angle brackets (e.g., <Project
Name>) with the correct field document values. These angle
brackets appear in both the body of the document and in headers
and footers. To customize fields in Microsoft Word (which
display a gray background when selected) select File-
>Properties->Summary and fill in the appropriate fields within
the Summary and Custom tabs.
After clicking OK to close the dialog box, update all fields
throughout the document selecting Edit>Select All (or Ctrl-A)
and pressing F9. Or you can update each field individually by
clicking on it and pressing F9.
These actions must be done separately for any fields contained
with the document’s Header and Footer.
2. Modify boilerplate text as appropriate for the specific
project.
3. To add any new sections to the document, ensure that the
appropriate header and body text styles are maintained. Styles
used for the Section Headings are Heading 1, Heading 2 and
Heading 3. Style used for boilerplate text is Body Text.
4. To update the Table of Contents, right-click on it and select
“Update field” and choose the option - “Update entire table”.
5. Before submission of the first draft of this document, delete
this instruction section “Notes to the Author” and all
instructions to the author throughout the entire document.
Table of Contents
61Introduction
61.1 Purpose
61.2 System Overview

61.2.1 System Description
61.2.2 Assumptions and Constraints
61.2.3 System Organization
61.3 Glossary
62 Management Overview
62.1 Description of Implementation
72.2 Points-of-Contact
72.3 Major Tasks
82.4 Implementation Schedule
82.5 Security and Privacy
82.5.1 System Security Features
92.5.2 Security Set Up During Implementation
93 Implementation Support
93.1 Hardware, Software, Facilities, and Materials
93.1.1 Hardware
93.1.2 Software
103.1.3 Facilities
103.1.4 Materials
103.2 Documentation
103.3 Personnel
103.3.1 Staffing Requirements
113.3.2 Training of Implementation Staff
113.4 Outstanding Issues
113.5 Implementation Impact
123.6 Performance Monitoring
123.7 Configuration Management Interface
124 Implementation Requirements By Site
124.1 Site Name or Identification for Site X
124.1.1 Site Requirements
134.1.2 Site Implementation Details
144.1.3 Risks and Contingencies
144.1.4 Implementation Verification and Validation
144.2 Acceptance Criteria
15APPENDIX A: Project Implementation Plan Approval
16APPENDIX B: REFERENCES
17APPENDIX C: KEY TERMS

18APPENDIX D: System Hardware Inventory
19APPENDIX E: System Software Inventory
1 Introduction
1.1 Purpose
[This subsection of the Project Implementation Plan describes
the purpose of the plan and identifies the system to be
implemented.]1.2 System Overview
[This subsection of the Project Implementation Plan provides a
description of the system to be implemented and its
organization.]
1.2.1 System Description
[This subsection of the Project Implementation Plan provides an
overview of the processes the system is intended to support. If
the system is a database, provide a description of the type of
data maintained, sources and uses of that data. Include any
identification numbers, titles, abbreviations, version numbers
and release numbers to describe the system. ]
1.2.2 Assumptions and Constraints
the assumptions made regarding the development and execution
of this document as well as the applicable constraints. Some
items to consider when identifying the assumptions and
constraints are:
· Schedule
· Budget
· Resource availability and skill sets,
· Software and other technology to be reused or purchased,
· Constraints associated with product interfaces ]

1.2.3 System Organization
description of the system structure and the major system
components essential to its implementation. It should describe
both hardware and software, as appropriate. Charts, diagrams,
and graphics may be included as necessary to provide a clear
picture of the system.]1.3 Glossary
[This subsection of the Project Implementation Plan lists all
terms and abbreviations used in this plan. If it is several pages
in length, it may be placed in an appendix.]2 Management
Overview
[This section of the Project Implementation Plan provides a
description of how the implementation will be managed and
identifies the major tasks involved.]2.1 Description of
Implementation
description of the planned deployment, installation, and
implementation approach. Include whether the system will be
implemented using a phased approach or an “instant-on”
approach. ]2.2 Points-of-Contact
[This subsection of the Project Implementation Plan identifies
the System Proponent, the name of the responsible
organization(s), titles, and telephone numbers of the staff who
serve as points of contact for the system implementation. These
points-of-contact should include the Business Sponsor, Program
Manager, Project Manager, Quality Assurance Manager,
Configuration Management Manager, Security Officer, Database
Administrator, or other managers and representatives with
responsibilities relating to the system implementation. The site
implementation representative for each field installation or
implementation site should also be included, if appropriate.]
Add additional lines as needed to the table. If the applicable
team members are listed in the Project Management Plan,
reference the appropriate section within that document.]Role
Name

Contact Number
Business Sponsor
Project/Program Manager
Government Project Officer
System Developer or System Maintainer
Quality Assurance Manager
Configuration Management Manager
Security Officer
Database Administrator
Site Implementation Representative
IV&V Representative
Table 2.2 – Points-of-Contact
2.3 Major Tasks
[This subsection of the Project Implementation Plan provides
descriptions of the major system implementation tasks. Add as
many subsections as necessary to this subsection to describe all

the major tasks. The tasks described in this subsection are not
site-specific, but generic or overall project tasks that are
required to install hardware, software, and databases, prepare
data, and validate the system
If several implementation approaches are being reviewed, then
identify the advantages, disadvantages, risks, issues, estimated
time frames, and estimated resource requirements for each
option considered. These options could include:
· Incremental implementation or phased approach
· Parallel execution
· One-time conversion and switchover
· Any combinations of the above.
Include the following information for the description of each
major task, if appropriate:
· What the task will accomplish
· Resources required to accomplish the task
· Key person(s) responsible for the task
· Criteria for successful completion of the task (e.g., “user
acceptance”)
Examples of major tasks are the following:
· Provide overall planning and coordination for the
implementation
· Provide appropriate training for personnel

· Ensure that all manuals applicable to the implementation
effort are available when needed
· Provide all needed technical assistance
· Schedule any special computer processing required for the
implementation
· Perform site surveys before implementation
· Ensure that all prerequisites have been fulfilled before the
implementation date
· Provide personnel for the implementation team
· Acquire special hardware or software
· Perform data conversion before loading data into the system
· Prepare site facilities for implementation
Consider addressing the changes that may be necessary once the
system has been implemented. These changes may include, but
are not limited to, personnel and technology equipment
alignment, and contractor support.]2.4 Implementation Schedule
schedule of activities to be accomplished. Show the required
tasks (described in Subsection 2.3, Major Tasks) in
chronological order, with the beginning and end dates of each
task. If MS Project is used to plan the implementation, include
the project Gantt chart. Include any milestones from the
projects that are dependent on this project and vice-
versa.]2.5 Security and Privacy
[This subsection of the Project Implementation Plan includes an
overview of the system security and requirements that must be

followed during implementation. If the system contains personal
data, describe how Privacy Act concerns will be addressed.]
2.5.1 System Security Features
[This subsection of the Project Implementation Plan provides an
overview and discussion of the security features that must be
addressed when it is implemented. It should include the
determination of system sensitivity and the actions necessary to
ensure that the system meets all the criteria appropriate to its
Certification level. Reference the applicable security guidance
documents.]
2.5.2 Security Set Up During Implementation
[This subsection of the Project Implementation Plan addresses
security issues specifically related to the implementation effort,
if any. For example, if LAN servers or workstations will be
installed at a site with sensitive data preloaded on non-
removable hard disk drives, address how security would be
provided for the data on these devices during shipping,
transport, and installation because theft of the devices could
compromise the sensitive data.]3 Implementation Support
[This section of the Project Implementation Plan describes the
support hardware, software, facilities, and materials required
for the implementation, as well as the documentation, necessary
personnel and training requirements, outstanding issues and
implementation impacts to the current environment. The
information provided in this section is not site-specific. If there
are additional support requirements not covered by the
subsequent sections, others may be added as
needed.]3.1 Hardware, Software, Facilities, and Materials
[This subsection of the Project Implementation Plan lists all
support hardware, software, facilities, and materials required
for the implementation.]
3.1.1 Hardware

list of support equipment and includes all hardware used for
installing and testing. This hardware may include computers,
servers, peripheral equipment, simulators, emulators, diagnostic
equipment, other non-computer equipment as well as any
network and data communication requirements. The description
should include the specific models, versions, configuration
settings, and the equipment owner. Also include information
about manufacturer support, licensing, and usage and ownership
rights, and maintenance agreement details.
If this information is recorded in another document or system,
such as the Configuration Management Plan or tool, identify
that item here. Otherwise, refer to the Hardware Inventory table
in Appendix D.
For example, if a web-enabled database is to be implemented,
identify the application and web servers that will provide
network access. If the hardware is site-specific, list it in Section
4, Implementation Requirements by Site.]
3.1.2 Software
list of non-hardware components (software, databases, and
compilers, operating systems, utilities, etc.) required to support
the implementation. Identify the component by specific name,
code, or acronym, identification numbers, version numbers,
release numbers, and applicable configuration settings. Also,
include information about vendor support, licensing, usage, and
ownership rights, as well as any required service and/or
maintenance contract costs and associated payment
responsibility. Identify whether the component is commercial
off-the-shelf, custom developed or legacy. Identify any
component used to facilitate the implementation process.
If this information is recorded in another document or system,
such as the Configuration Management Plan or tool, identify

that item here. Otherwise, refer to the Software Inventory table
in Appendix E.
If the component is site-specific, list it in Section 4,
Implementation Requirements by Site.]
3.1.3 Facilities
the physical facilities, accommodations and their location(s)
required during implementation. Examples include physical
workspace for assembling and testing hardware components,
desk space for software installers, floor space for equipment,
and classroom space for training the implementation staff.
Specify the hours per day needed, number of days, and
anticipated dates.
If the facilities needed are site-specific, provide this
information in Section 4, Implementation Requirements by
Site.]
3.1.4 Materials
any other consumables (i.e. technology, supplies, and materials)
required to support the system. Provide the names,
identification numbers, version numbers, release numbers,
owners, and any associated maintenance or operational costs.
If the materials needed are site-specific, provide this
information in Section 4, Implementation Requirements by
Site.]3.2 Documentation
[This subsection of the Project Implementation Plan lists any
additional documentation needed to support the deliverable
system. Include any security or privacy protection
considerations associated with the systems use. If created, make
reference to the Software User Documentation Guide for user
documentation.]3.3 Personnel

committed and proposed staffing requirements. Describe the
training, if any, to be provided for the implementation staff.]
3.3.1 Staffing Requirements
the number of personnel, length of time needed, types of skills,
skill levels, expertise, and any necessary security clearances for
the staff required during the implementation period. If
particular staff members have been selected or proposed for the
implementation, identify their roles and responsibilities.]
3.3.2 Training of Implementation Staff
the training, if any, necessary to prepare staff for implementing
the system; it does not address user training, which is the
subject of the Software Training Plan.
Describe the type and amount of training required for each of
the following areas, if appropriate, for the system:
· System hardware/software installation
· System support
· System maintenance and modification
List the courses that will be provided, a course sequence, and a
proposed schedule. If appropriate, identify which courses
particular types of staff should attend by job position
description.
If one or more commercial vendors will provide training,
identify them, the course name(s), and a description of the
course content.

If Center staff will provide the training, provide the course
name(s) and an outline of the content of each course. Identify
the resources, support materials, and proposed instructors
required to teach the course(s).]3.4 Outstanding Issues
[This subsection of the Project Implementation Plan states any
known issues or problems relevant to implementation planning.
This section answers the question, “Are there any specific
issues, restrictions, or limitations that must be considered as a
part of the deployment?”
If issues are site-specific, provide this information in Section 4,
Implementation Requirements by Site.]3.5 Implementation
Impact
how the system’s implementation is expected to impact the
network infrastructure, support staff, user community, etc.
Include any references to Service Level Agreements which
describe the performance requirements, availability, security
requirements, expected response times, system backups,
expected transaction rates, initial storage requirements with
expected growth rate, as well as help desk support requirements.
If impacts are site-specific, provide this information in Section
4, Implementation Requirements by Site.]3.6 Performance
Monitoring
the performance monitoring tool, techniques and how it will be
used to help determine if the implementation is
successful.]3.7 Configuration Management Interface
Configuration Management, such as when versions will be
distributed. Reference the Configuration Management
Plan.]4 Implementation Requirements by Site
[This section of the Project Implementation Plan describes site-
specific implementation requirements and procedures. If
requirements and procedures differ by site, provide this

information in an appendix and reference it here.
The "X" in the subsection number should be replaced with a
sequenced number beginning with 1. Each subsection with the
same value of "X" is associated with the same implementation
site. If a complete set of subsections will be associated with
each implementation site, then "X" is assigned a new value for
each site.]4.1 Site Name or Identification for Site X
the site by name, location and ownership.]
4.1.1 Site Requirements
[This subsection of the Project Implementation Plan defines the
requirements that must be met for the orderly implementation of
the system and describes the hardware, software, and facilities
requirements for this site.
Any site requirements that do not fall into the following three
categories and were not described in Section 3, Implementation
Support, may be described in this subsection, or other
subsections may be added following Facilities Requirements
below:
· Hardware Requirements -- Describe the hardware requirements
necessary tosupport the implementation (such as, workstations
that will run on a LAN).
· Software Requirements -- Describe any software required to
implement the system (such as, software specifically designed
for automating the installation process).
· Database Requirements – Describe any databases that are
required to implement this system and their contents.
· Data Requirements -- Describe any specific data preparation
requirements and data that must be available for the system

implementation. An example would be the assignment of
individual IDs associated with data preparation.
· Facilities Requirements -- Describe the physical facilities and
accommodations required during the system implementation
period. Some examples of this type of information are provided
in Section 3, Implementation Support.]
4.1.2 Site Implementation Details
the specifics of the implementation for this site. Include a
description of the implementation team, schedule, procedures,
and database and data updates. This subsection should also
provide information on the following:
· Team -- If an implementation team is required, describe its
composition and the tasks to be performed at this site by each
team member.
· Schedule -- Provide the subsection of the master
implementation schedule described in paragraph 2.4,
Implementation Schedule, above that applies to this site.
· Procedures -- Provide the detailed procedures required to
accomplish the implementation at this site. If necessary, other
documents may be referenced. If appropriate, include a step-by-
step sequence of the detailed procedures. A checklist of the
installation events may be provided to record the results of the
process.
· If the site operations startup is an important factor in the
implementation, then address startup procedures in some detail.
· If the system will replace an already operating system, then
address the startup and cutover processes in detail.

· If there is a period of parallel operations with an existing
system, then address the startup procedures that include
technical and operations support during the parallel cycle and
the consistency of data within the databases of the two systems.
· Database -- Describe the environment where the system and
the database(s) will be installed. Include a description of the
different types of databases and library environments (such as,
production, test, and training databases).
· Reference database operating procedures, database file and
library naming conventions, database system generation
parameters, and any other information needed to effectively
establish the database.
· Reference the database administration testing procedures to be
used before the system implementation.
· Data Update -- If data update procedures are described in
another document, such as the operations manual or conversion
plan, that document may be referenced here. The following are
examples of information to be included:
· Control inputs
· Operating instructions
· Database data sources and inputs
· Output reports
· Restart and recovery procedures]
4.1.3 Risks and Contingencies
the risks and specific actions to be taken in the event the

implementation fails or needs to be altered at any point and
includes the factors to be used for making the decision. Refer to
the Project’s Contingency Plan, Risk Management Plan and the
Risk Management Process for additional guidance. ]
4.1.4 Implementation Verification and Validation
the process for ensuring that the implementation was not poorly
executed. It describes how any noted discrepancies will be
rectified. It also references the system Contingency Plan, if, as
a result of the discrepancies, a no-go decision is made to
implement the system. ]4.2 Acceptance Criteria
[This subsection of the Project Implementation Plan establishes
the exit or acceptance criteria for transitioning the system into
production. Identify the criteria that will be used to determine
the acceptability of the deliverables as well as any required
technical processes, methods, tools, and/ or performance
benchmarks required for product acceptance. ]
APPENDIX A: Project Implementation Plan Approval
The undersigned acknowledge that they have reviewed the
<Project Name> Implementation Plan and agree with the
information presented within this document. Changes to this
Project Implementation Plan will be coordinated with, and
approved by, the undersigned, or their designated
representatives.
Signature:
Date:
Print Name:

Title:
Role:
Project Manager
APPENDIX B: REFERENCES
[Insert the name, version number, description, and physical
location of any documents referenced in this document. Add
rows to the table as necessary.]
The following table summarizes the documents referenced in
this document.
Document Name
Description
Location
<Document Name and Version Number>
<Document description>
<URL or location where document is located>
APPENDIX C: KEY TERMS
The following table provides definitions and explanations for

terms and acronyms relevant to the content presented within this
document.
Term
Definition
[Insert Term]
<Provide definition of term and acronyms used in this
document.>
APPENDIX D: System Hardware Inventory
Name/ ID
Type
Model/ Version
Physical Location
Equipment Owner
(Person or Dept)
Maintenance Contract? Y/N
Maintenance Contact Point
Maintenance Type/ Level of Coverage
Maintenance Period Expiration Date
Required Licenses

APPENDIX E: System Software Inventory
Name/ ID
Type
Model/ Version
Physical Location
Equipment Owner
(Person or Dept)
Maintenance Contract? Y/N
Maintenance Contact Point
Maintenance Type/ Level of Coverage

Maintenance Period Expiration Date
Required Licenses
[Insert appropriate disclaimer(s)]
PAGE
[Insert appropriate disclaimer(s)]

Working on Teams: Survey: What Stage is our Team in?
Survey: What Stage is Your Team in?
How to use this tool:
This survey allows a team to create a “snapshot” of its
behaviors based on Tuckman’s four stages of team development
(Forming, Storming, Norming, and Performing). There are no
rights or wrong answers! The greatest value of the survey is in
generating conversation on the team about how each member
views the team.
Methods for completing and tallying the survey:
1. The survey can be distributed and tallied by an outside
facilitator. Responses are presented in the aggregate, without
any individual’s responses being revealed to the team. The
facilitator can facilitate a team discussion on any or all of the
measures.
2. Team members can complete the survey and ask some
members (or the team leader) to tally the responses and
facilitate the discussion. (This provides less anonymity than
#1.)
3. Team members can complete the survey and post their
individual results on one flip chart. This will allow the team to
see the various responses across the team. The team can then
discuss these responses.
What should we discuss?
If most team members have identified the team as being in the

same stage, you might discuss if this is the appropriate
developmental stage for the team at this time. If not, what
activities or actions can the team do to move from the current
stage? If there is some divergence from the majority
assessment, it might be helpful to discuss the minority
viewpoint. Working to understanding the reasons for these
differences of perspective can lead to a rich discussion.
If the responses show a range of viewpoints about which
developmental stage the team is in, the discussion might focus
on the perceptions that lead to that range of viewpoints. The
survey’s answer key connects specific questions with each
developmental stage. Discussion could focus on specific
questions, or it might focus on the answers associated with each
stage.
Remember – there are no right or wrong answers, just the
variation in perceptions that can make teams a rich working
environment. The point of any discussion is not to force an
agreement about the team’s developmental stage, or to convince
someone to change his or her answers, but to reflect as a team
about the team’s development.Scoring. Mark the score of each
item at the appropriate place on the questionnaire. (The answer
lines are not in strict numerical order.) When you have entered
all the scores for each question, total each of the four
columns.Item Score Item Score Item Score
Item Score
1. ______ 2. ______ 4. ______
3. ______
5. ______ 7. ______ 6. ______
8. ______
10. ______ 9. ______ 11. ______
12. ______
15. ______ 16. ______ 13. ______
14. ______

18. ______ 20. ______ 19. ______
17. ______
21. ______ 23. ______ 24. ______
22. ______
27. ______ 28. ______ 25. ______
26. ______
29. ______ 31. ______ 30. ______
32. ______
TOTAL ___ TOTAL ___ TOTAL ___
TOTAL ___
Forming Stage Storming Stage Norming Stage Performing Stage
Understanding the Scores
The lowest score possible for a stage is 8 (Almost Never) while
the highest score possible for a stage is 40 (Almost Always).
The highest of the four scores indicates which stage you
perceive your team normally operates in. If your highest score
is 32 or more, it indicates a clear sense on your part that your
team is in this stage.
The lowest of the four scores is an indicator of the stage you
believe your team is least likely to be in. If your lowest score is
16 or less, it is a strong indicator of your belief that your team
is not in this developmental stage.
If two of the scores are close, your team may be going through a
transition phase. However, if you score high in both the
Forming and Storming phases, then your team is likely to be in
the Storming phase. If you score high in both the Norming and
Performing phases, then your team is likely to be in the
Performing stage.
If there is only a small difference among the four scores, this
may indicate one of the following:
· that you have no clear perception of the way your team
operates

· the team's behaviors are highly variable or
· that you are in the Storming phase (this phase can be
extremely volatile with high and low points).
This survey is copyrighted by Donald Clark ([email protected])
as part of a Web site with sections on training, leadership and
performance
(http://www.nwlink.com/~donclark/leader/leader.html). Created
January 1, 1998. Last update - April 21, 2002.
Don Clark’s Note on Reliability and Validity: Since this survey
is a training tool, it has not been formally checked for
reliability or validity. However, since I have had a lot of
feedback from various training classes, other trainers, and
various sources, I feel that it is fairly accurate.
Any educational or training activity may make copies of any
material on this site for instructional use, providing that no
profit is made from the material and I am given some credit
within the material.
Find this tool and other organization development resources
online:
http://web.mit.edu/hr/oed/learn/
Page 2 of 2
Gustave 0

ENC 1102
Friend or Foe
The Cask of Amontillado, written by Edger Allen Poe is a
story of two friends turned foe over pride and revenge.
Montresor, a man with pride for his family and his family’s
name, is insulted by Fortunato. He decides that Fortunato must
be punished and to punish him with impunity. Overcome with
revenge against Fortunate, He vows vengeance regardless of
how extreme it may be. As for motive, Edger Allen Poe, does
not reveal to his audience exactly what Fortunato did or said but
leaves hints throughout the story. After a through analyses it is
apparent that Montresor wants to kill Fortunato for spilling all
his secrets. He states that when Fortunato ventures upon insult,
is when he vows for revenge and it is evident that Fortunato can
easily be influenced when intoxicated.
Montresor wants to kill Fortunato for spilling all his secrets.
In the presence of his countrymen Fortunato is a quack but
when it comes to fine expensive wine, he is sincere.
He states that when fortunate ventures upon insult he vowed
revenge
Another motive is that Fortunato spill Montresor family secret
cause the secret to diminish his family name. ” NEMO ME

IMPUNE LACESSIT “No one attacks me with impunity”.
Writing Assignment Number 3 with Research
ENC 1102
Length: Roughly 1200 to 1400 words. (5/6 pages)
Please follow MLA format. This is of utmost importance.
Follow each and every rule listed. This is not optional. Read
everything in this assignment and be sure you have followed the
directions and tips listed before you submit your paper.
Due Dates: Do NOT blow these due dates! You have been given
plenty of time.
Annotated Bibliography:
And the research paper
Your research paper will be five or six pages (1200 to 1400
words) written about one of the options below. Your research
paper will require you to use Modern Language Association
(MLA) documentation format to incorporate research and source
materials (criticism, analysis, quotes form the text) into your
writing to support your ideas.
You will use parenthetical references throughout the paper to
indicate citations which will be listed on a works cited page.
Failure to include both in-text citations AND a corresponding
Works Cited page will result in a zero for the assignment and
force your failure for the course.
· You must use at least five sources which offer commentary on
your topic, plus quotes from the text. You will have a minimum
of six sources listed in your Works Cited page, as the text itself
will also be included.
· All of your sources must come from serious, reputable,
academic sources; the best way to ensure this is to utilize
sources that you find in the databases on the Valencia library
website and the literary criticism books in the library itself.
(See Library Research Handout) You do NOT want to cite
general online sources like Wikipedia, Book Rags, Enotes,
Gradesaver, Suite 101, blogs and the like.

· Your paper must show appropriate integration of quotes (see
quote integration handouts).
Please choose one of the following on which to base your paper:
As usual, if you have an idea other than the prompts that
interests you, please email your thoughts to me so I can approve
them. Your idea must be related to the stories we have read for
Weeks 7, 8 or 9.
Please choose one of the following on which to base your paper:
1. What is the motive for murder in “The Cask of Amontillado”?
Be specific. Do not say it was the “insult.” Tell me what the
“insult” is specifically. Did Fortunato steal from Montresor?
Did he cut him in the lunch line? What did he do? Remember,
whatever Fortunato did do happened before the story begins.
Play a little game of CSI.
General Guidelines for MLA format:
· Double-space the text of your paper, and use a legible font
(e.g. Times New Roman). Whatever font you choose, MLA
recommends that the regular and italics type styles contrast
enough that they are recognizable one from another. The font
size should be 12 pt.
· Leave only one space after periods or other punctuation marks.
· Set the margins of your document to 1 inch on all sides.
· Indent the first line of paragraphs one half-inch from the left
margin. MLA recommends that you use the Tab key as opposed
to pushing the Space Bar five times.
· Create a header that numbers all pages consecutively in the
upper right-hand corner, one-half inch from the top and flush
with the right margin.
· Use italics throughout your essay for the titles of longer works
and, only when absolutely necessary, providing emphasis.
Formatting the First Page of Your Paper:
· Do not make a title page for your paper.
· In the upper left-hand corner of the first page, list your name,
your instructor's name, the course, and the date. Again, be sure
to use double-spaced text.
· Double space again and center the title. Do not bold,

underline, italicize, or place your title in quotation marks; write
the title in Title Case (standard capitalization), not in all capital
letters.
· Use quotation marks and/or italics when referring to other
works in your title, just as you would in your text: Fear and
Loathing in Las Vegas as Morality Play; Human Weariness in
"After Apple Picking"
· Double space between the title and the first line of the text.
· Create a header in the upper right-hand corner that includes
your last name, followed by a space with a page number;
number all pages consecutively with Arabic numerals (1, 2, 3,
4, etc.), one-half inch from the top and flush with the right
margin. (Note: Your instructor or other readers may ask that
you omit last name/page number header on your first page.
Always follow instructor guidelines.)
Tips:
· Do not use contractions (don’t, can’t, shouldn’t)
· Stay away from the pronoun I as much as possible. Discuss the
characters, not yourself, your feelings or your thoughts. Your
thoughts and feelings should shine through in your discussion of
the topic.
· Do not make me part of your discussion by using the
pronoun you. Avoid sentences like “You can see how much
Sammy wants out.” Do not assume anything about the reader.
Use the words the reader.
· Do not make unsubstantiated assumptions about anything. Do
not start your paper out by saying something like “Life in 1960s
was boring.”
· Everything you write in your paper should in some way be
substantiating your thesis. Everything.

Writing to Persuade: Annotated Bibliography Assignment
(Upload Only)
In order to complete your Research Paper, you will need to do
research. One of the more useful tools in conducting research is
the annotated bibliography. An annotated bibliography
combines the citations found in the Works Cited at the end of
documents in MLA format with annotations about each of the
sources. For this assignment, you will construct an annotated
bibliography based upon the story that you have chosen to
research.
Length: 4 or 5 pages
Purpose: An annotated bibliography is an organizing tool that
is helpful when working on a research project. An effective
annotated bibliography is used to compile research sources in
one location and provide the researcher with quick access to the
information contained in each source.
Content/Subject: Your annotated bibliography will consist of
the sources that you have deemed relevant to your thesis. While
you may encounter sources that are not relevant or do not fit the
scope of your project while researching, for the purposes of this
assignment, you will only include the ones that you find useful
and relevant.

1. Cite the source in proper MLA format. The citations should
be organized in alphabetical order by author just as in an MLA
Works Cited page.
2. Follow with a brief annotation that summarizes the source
(approx. 8-10 sentences). You may include very small quotes
from the source, but do not copy and paste the abstract. Ideally,
all of the annotation should be in your own words.
3. In 1 or 2 sentences, explain the source’s relevance and
importance to proving your thesis.
Constraints: The annotated bibliography is a fairly rigid genre.
Your citations must adhere to MLA format. This will be one of
the central components of the grade for this assignment. Failure
to follow MLA format exactly will harm your grade.
The annotations for each source should follow an academic
style. This means that you must construct, with elevated and
sophisticated language, correct grammatical sentences that
effectively summarize what each source has to say.
Additionally, you should explain how each source is relevant to
the thesis that you have selected.
Specific guidelines to follow when completing this assignment
are:
· 5 academic sources
· Sources focused around a narrowed issue or question of
inquiry
· Adherence to MLA format for all citations
· Sources in alphabetical order according to author
· Thoughtful and complete annotations of 150 to 200 words for
each entry
· Correct grammar, punctuation, and spelling

Kirkham, E. Bruce. "Poe's Amontillado, One More Time." Short
Story Criticism, edited by Anna Sheets-Nesbitt,
vol. 35, Gale, 2000. Literature Criticism Online,
http://link.galegroup.com/apps/doc/
YWDEXZ606383313/LCO?u=lincclin_vcc&sid=LCO&xid=5583
2df3. Accessed 1 Apr. 2019.
Originally published in American Notes & Queries, vol. 24, no.
9-10, May-June 1986, pp. 144-145.

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