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Activity Instructions This discussion will help you build skill in evaluating the interdependent variables that impact the value and trajectory of global leadership development programs in terms of their effectiveness in fostering deep self-awareness and growth as well as cultural intelligence and nonlinear systems thinking. Part of the evaluation will involve the sets of interdependent variables that are built into the paths that enhance skills for global leaders. Revisit PepsiCo's leadership development program. Evaluate its capacity to foster the "leading from behind" skills (Hill & Hemp, 2008, p. 3 ). Look specifically at variables such as cultural intelligence, nonlinear systems thinking, self-awareness, and growth. Include answers to the following questions in your post: Does the PepsiCo program challenge existing assumptions about what leaders should be in such a way as to empower a more self-directed and self-selected leadership development trajectory or process? Does the program support an outside-in or an inside-out focus (imposed or self-generated)? Does the PepsiCo program foster the capacity to support the personal growth of self and others in a nonlinear, multi-minded system? Does the program develop cultural intelligence? .
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Need to be between 200 to 250 words. This discussion will help y.docx
Need to be between 200 to 250 words.
This discussion will help you build skill in evaluating the interdependent variables that impact the value and trajectory of global leadership development programs in terms of their effectiveness in fostering deep self-awareness and growth as well as cultural intelligence and nonlinear systems thinking. Part of the evaluation will involve the sets of interdependent variables that are built into the paths that enhance skills for global leaders.
Revisit PepsiCo's leadership development program, and evaluate its capacity to foster the "leading from behind" skills ("Where Will We Find Tomorrow's Leaders?," 2008, p. 126). Look specifically at variables such as cultural intelligence, nonlinear systems thinking, self-awareness, and growth. Include answers to the following questions in your post:
Does the PepsiCo program challenge existing assumptions about what leaders should be in such a way as to empower a more self-directed and self-selected leadership development trajectory or process?
Does the program support an outside-in or an inside-out focus (imposed or self-generated)?
Does the PepsiCo program foster the capacity to support the personal growth of self and others in a nonlinear, multi-minded system?
Does the program develop cultural intelligence?
.
One page only pleaseActivity ContextThis discussion helps you .docx
One page only please
Activity Context
This discussion helps you develop the skills to master the following course competency:
Evaluate the leader's responsibility to prepare the self for work in a competitive, complex, and diverse workplace.
Activity Instructions
This discussion will help you build skill in evaluating the interdependent variables that impact the value and trajectory of global leadership development programs in terms of their effectiveness in fostering deep self-awareness and growth as well as cultural intelligence and nonlinear systems thinking. Part of the evaluation will involve the sets of interdependent variables that are built into the paths that enhance skills for global leaders.
Revisit PepsiCo's leadership development program, and evaluate its capacity to foster the "leading from behind" skills ("Where Will We Find Tomorrow's Leaders?," 2008, p. 126). Look specifically at variables such as cultural intelligence, nonlinear systems thinking, self-awareness, and growth. Include answers to the following questions in your post:
Does the PepsiCo program challenge existing assumptions about what leaders should be in such a way as to empower a more self-directed and self-selected leadership development trajectory or process?
Does the program support an outside-in or an inside-out focus (imposed or self-generated)?
Does the PepsiCo program foster the capacity to support the personal growth of self and others in a nonlinear, multi-minded system?
Does the program develop cultural intelligence?
Response Guidelines
Respond to two of your peers. In your responses to your colleagues, analyze the implications of the PepsiCo program in regard to whether the assessment of the variables presented by colleagues actually develops the self as you would wish the self to evolve as a global leader.
Reference
Where will we find tomorrow's leaders? (2008).
Harvard Business Review, 86
(1), 123–129.
.
Running head NEGATIVE AND POSITVE IMPACTS OF TECHNOLOGY1N.docx
Running head: NEGATIVE AND POSITVE IMPACTS OF TECHNOLOGY 1
NEGATIVE AND POSITIVE IMPACTS OF TECHNOLOGY 4
Ways Technology Has Made Us More/Less Productive at Work
Brandon Battle
University of Phoenix
Thesis Statement: Technological development has positive impacts such as availability, automation, and in the productivity of an individual.
Automation
The rise of technology led to automation whereby individuals are able to complete their tasks in a set and forget method. For that reason, a businessperson can always give updates of his or her business development regularly without even visiting the exact site. The technology is important for people who have no time to visit social media sites to update people on the latest trends in their businesses. Services such as HootSuite and Buffer have helped people since they can upload their updates for a few days, weeks, or months and forget about social media (Di Cesare, Silveri, Sala, & Petti, 2018). Therefore, social media updates for businesses and entrepreneurs are the best examples of how people can free up their time for more productive tasks. Due to technological development, there are high-quality software and technology solutions that offer automation for business and leisure related reasons. For instance, Buffer technology, which has helped many business people in the world.
Availability
Technological development has helped many individuals to be available for their businesses no matter where they are. The presence of social media networks and internet, for instance, has enabled people to run their businesses from any part of the world. Managers can still organize their staff even if they are on a business trip to another continent. The contribution, therefore, indicates the positive impact of technological development in productivity. A few years ago, many firms were suffering losses because their key supervisors or managers were unavailable and for that reason, they could not get appropriate information on the progress of their companies. However, the emergence of WIFI connectivity and social media has boosted that since they are able to get the relevant updates of their businesses from various parts of the world. That development has improved the output of many companies since their key executives are able to organize and instruct their team on the crucial tasks they are supposed to undertake. Likewise, the development has enabled significant people in the company to be reached to prepare plans and fix issues instantly, which is a critical set in preventing problems escalating during their absence (Di Cesare, Silveri, Sala, & Petti, 2018).
Organization
Technology advance is the apt solution to organization issues in the companies. The introduction of Trello, for instance, enabled people to organize their contacts in their phones quickly (Ramanathan, Subramanian, & Parrott, 2017). In addition, t ...
chapter 8 Performance Management and Employee Develo
chapter
8
Performance
Management and
Employee Development
One of the tests of leadership is the ability to recognize
a problem before it becomes an emergena;.
- Arnold H. Glasow
Learning Objectives
By t he end of this cha pter, you will be able to do t he following:
1. Design your own personal developmental plan that ad·
dresses how you can continually learn and grow in the
next year, how you can do better in the future. how you
can avoid performance problems faced in the past. and
where you are now and where you would like to be in
terms of your ca reer path.
2. Formulate a developmental plan so you can improve your
own reflective, communicative, and behavioral ca reer
competencies.
3. Prepa re a developmental plan that includes professional
development needs, resources/support needed, and a
ti meline for meeting each need with the goals of improving
performance in current position, sustaining performance in
current position. preparing employees for advancement .
and enriching the employee's work experience.
4. Produce a development plan that includes a range of
activities (e.g .. on-the-job training, courses. self-guided
studying, mentoring. attending a conference or trade
show. mixing with the best. job rotation. getting a degree).
5. Propose a developmental plan that highlights the key role
of the supervisor as a guide and facilitator of the devel-
opmental process (e.g., explaining what is required of the
employee to reach a required performance level. referring
to appropriate developmental activiti es. reviewing and
making suggestions about developmental objectives).
6. Implement a multisource (i.e .. supervisors. peers. self, di-
rect reports. customers) feedback system with the goal of
providing feedback on and improving performance.
7. Implement multisource feedback systems t hat takes ad-
vantage of all of its benefits (e.g .• increased awareness
of expectations. improved performance, reduced " undis-
cussables" and defensiveness).
8. Implement multisource feedback systems that minimize
potential risks and pitfalls (e.g .• could hurt employees' feel·
ings. individuals may feel uncomfortable with the system and
believe they will not be rated honesHy and treated fairly, is un·
likely to work well in organizations that have highly hierarchical
cultures that do not support open and honest feedback).
225
226 Part Ill Employee and Leadership Development
Part I of this text described strategic and macro-organizational issues in designing
a performance management system. Part II described operational and technical
details on how to roll out and implement the system. As is mentioned throughout
this book, employee development is a key result of state-of-the-science performance
management systems. Accordingly, Part III incl udes two chapters dealing with
developmental issues and pertains to two key stakeholders in the developmental
process: (1) the employees of the organizati ...
Targeted Capacity Building - CCAT Webinar
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
Recommended
Need to be between 200 to 250 words. This discussion will help y.docx
Need to be between 200 to 250 words.
This discussion will help you build skill in evaluating the interdependent variables that impact the value and trajectory of global leadership development programs in terms of their effectiveness in fostering deep self-awareness and growth as well as cultural intelligence and nonlinear systems thinking. Part of the evaluation will involve the sets of interdependent variables that are built into the paths that enhance skills for global leaders.
Revisit PepsiCo's leadership development program, and evaluate its capacity to foster the "leading from behind" skills ("Where Will We Find Tomorrow's Leaders?," 2008, p. 126). Look specifically at variables such as cultural intelligence, nonlinear systems thinking, self-awareness, and growth. Include answers to the following questions in your post:
Does the PepsiCo program challenge existing assumptions about what leaders should be in such a way as to empower a more self-directed and self-selected leadership development trajectory or process?
Does the program support an outside-in or an inside-out focus (imposed or self-generated)?
Does the PepsiCo program foster the capacity to support the personal growth of self and others in a nonlinear, multi-minded system?
Does the program develop cultural intelligence?
.
One page only pleaseActivity ContextThis discussion helps you .docx
One page only please
Activity Context
This discussion helps you develop the skills to master the following course competency:
Evaluate the leader's responsibility to prepare the self for work in a competitive, complex, and diverse workplace.
Activity Instructions
This discussion will help you build skill in evaluating the interdependent variables that impact the value and trajectory of global leadership development programs in terms of their effectiveness in fostering deep self-awareness and growth as well as cultural intelligence and nonlinear systems thinking. Part of the evaluation will involve the sets of interdependent variables that are built into the paths that enhance skills for global leaders.
Revisit PepsiCo's leadership development program, and evaluate its capacity to foster the "leading from behind" skills ("Where Will We Find Tomorrow's Leaders?," 2008, p. 126). Look specifically at variables such as cultural intelligence, nonlinear systems thinking, self-awareness, and growth. Include answers to the following questions in your post:
Does the PepsiCo program challenge existing assumptions about what leaders should be in such a way as to empower a more self-directed and self-selected leadership development trajectory or process?
Does the program support an outside-in or an inside-out focus (imposed or self-generated)?
Does the PepsiCo program foster the capacity to support the personal growth of self and others in a nonlinear, multi-minded system?
Does the program develop cultural intelligence?
Response Guidelines
Respond to two of your peers. In your responses to your colleagues, analyze the implications of the PepsiCo program in regard to whether the assessment of the variables presented by colleagues actually develops the self as you would wish the self to evolve as a global leader.
Reference
Where will we find tomorrow's leaders? (2008).
Harvard Business Review, 86
(1), 123–129.
.
Running head NEGATIVE AND POSITVE IMPACTS OF TECHNOLOGY1N.docx
Running head: NEGATIVE AND POSITVE IMPACTS OF TECHNOLOGY 1
NEGATIVE AND POSITIVE IMPACTS OF TECHNOLOGY 4
Ways Technology Has Made Us More/Less Productive at Work
Brandon Battle
University of Phoenix
Thesis Statement: Technological development has positive impacts such as availability, automation, and in the productivity of an individual.
Automation
The rise of technology led to automation whereby individuals are able to complete their tasks in a set and forget method. For that reason, a businessperson can always give updates of his or her business development regularly without even visiting the exact site. The technology is important for people who have no time to visit social media sites to update people on the latest trends in their businesses. Services such as HootSuite and Buffer have helped people since they can upload their updates for a few days, weeks, or months and forget about social media (Di Cesare, Silveri, Sala, & Petti, 2018). Therefore, social media updates for businesses and entrepreneurs are the best examples of how people can free up their time for more productive tasks. Due to technological development, there are high-quality software and technology solutions that offer automation for business and leisure related reasons. For instance, Buffer technology, which has helped many business people in the world.
Availability
Technological development has helped many individuals to be available for their businesses no matter where they are. The presence of social media networks and internet, for instance, has enabled people to run their businesses from any part of the world. Managers can still organize their staff even if they are on a business trip to another continent. The contribution, therefore, indicates the positive impact of technological development in productivity. A few years ago, many firms were suffering losses because their key supervisors or managers were unavailable and for that reason, they could not get appropriate information on the progress of their companies. However, the emergence of WIFI connectivity and social media has boosted that since they are able to get the relevant updates of their businesses from various parts of the world. That development has improved the output of many companies since their key executives are able to organize and instruct their team on the crucial tasks they are supposed to undertake. Likewise, the development has enabled significant people in the company to be reached to prepare plans and fix issues instantly, which is a critical set in preventing problems escalating during their absence (Di Cesare, Silveri, Sala, & Petti, 2018).
Organization
Technology advance is the apt solution to organization issues in the companies. The introduction of Trello, for instance, enabled people to organize their contacts in their phones quickly (Ramanathan, Subramanian, & Parrott, 2017). In addition, t ...
chapter 8 Performance Management and Employee Develo
chapter
8
Performance
Management and
Employee Development
One of the tests of leadership is the ability to recognize
a problem before it becomes an emergena;.
- Arnold H. Glasow
Learning Objectives
By t he end of this cha pter, you will be able to do t he following:
1. Design your own personal developmental plan that ad·
dresses how you can continually learn and grow in the
next year, how you can do better in the future. how you
can avoid performance problems faced in the past. and
where you are now and where you would like to be in
terms of your ca reer path.
2. Formulate a developmental plan so you can improve your
own reflective, communicative, and behavioral ca reer
competencies.
3. Prepa re a developmental plan that includes professional
development needs, resources/support needed, and a
ti meline for meeting each need with the goals of improving
performance in current position, sustaining performance in
current position. preparing employees for advancement .
and enriching the employee's work experience.
4. Produce a development plan that includes a range of
activities (e.g .. on-the-job training, courses. self-guided
studying, mentoring. attending a conference or trade
show. mixing with the best. job rotation. getting a degree).
5. Propose a developmental plan that highlights the key role
of the supervisor as a guide and facilitator of the devel-
opmental process (e.g., explaining what is required of the
employee to reach a required performance level. referring
to appropriate developmental activiti es. reviewing and
making suggestions about developmental objectives).
6. Implement a multisource (i.e .. supervisors. peers. self, di-
rect reports. customers) feedback system with the goal of
providing feedback on and improving performance.
7. Implement multisource feedback systems t hat takes ad-
vantage of all of its benefits (e.g .• increased awareness
of expectations. improved performance, reduced " undis-
cussables" and defensiveness).
8. Implement multisource feedback systems that minimize
potential risks and pitfalls (e.g .• could hurt employees' feel·
ings. individuals may feel uncomfortable with the system and
believe they will not be rated honesHy and treated fairly, is un·
likely to work well in organizations that have highly hierarchical
cultures that do not support open and honest feedback).
225
226 Part Ill Employee and Leadership Development
Part I of this text described strategic and macro-organizational issues in designing
a performance management system. Part II described operational and technical
details on how to roll out and implement the system. As is mentioned throughout
this book, employee development is a key result of state-of-the-science performance
management systems. Accordingly, Part III incl udes two chapters dealing with
developmental issues and pertains to two key stakeholders in the developmental
process: (1) the employees of the organizati ...
Targeted Capacity Building - CCAT Webinar
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
Going the Distance: Planning for Sustainability
Presented by Marilyn Coleman, Marilyn Coleman Consulting, August 23, 2010, for the Strengthening Pittsburgh Arts Kickoff Event at Father Ryan Arts Center
The road ahead may look a bit long and treacherous, but with the right fine-tuning, you can prepare your organization to miss the major bumps along the way and go the distance. This presentation outlines how arts organizations can revisit their strategic plan and develop goals appropriate for today’s environment. It also takes a look at characteristics of healthy arts organizations, demonstrates how to focus on what’s truly mission critical, assess the mission and financial effectiveness of programs and projects, and manage effectively so that projects achieve desired results. The presentation also reviews what funders look for when considering requests for support and what they’re saying about prospects for the near future.
Culture And Change Advisory
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Measuring ROI of Leadership Development
Vistage presented research conducted by the Human Capital Institute to a group of HR executives at the Talent Management Alliance conference in Atlanta, GA on April 24, 2013.
Research shows that leadership development programs that leverage non-traditional methods such as peer advisory groups, executive coaching, and cross-functional team meetings are far more successful in gaining alignment, increasing collaboration, executing strategic initiatives, making decisions and course corrections, resolving conflict, and more.
Visit www.vistage.com/hci for more info.
The Star Model™The Star Model™ framework for organization .docx
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
InstructionsPart 6 Team Development PlanFor the project sel
Instructions
Part 6: Team Development Plan
For the project selected in Unit I, create a simple project team development plan. Your plan should follow the process for developing and managing a team, as referred to in Figures 6.1 and 6.2 in the textbook. Your plan should include an introduction and should answer the following questions:
1. What human resource tools will you draw upon in the overall development and management of the project team?
2. What approach will you take to kick off the project team?
3. What ground rules will you establish for team meetings and interaction?
4. What specific ways will you demonstrate emotional intelligence in the development of the project team?
5. What methods will you employ to resolve conflict throughout the stages of team development?
6. What will be the conflict sources within the team development process?
7. How will you set and measure goals and reward achievement?
Compile the team development plan that addresses the questions above. Feel free to use a table to summarize your policy and approach. (As one example, refer to Table 6.2 in the textbook).
Submit your team development plan in the form of a minimum two-page document. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed.
.
Note: In Unit VIII of this course, you will include a summary of your team development plan as part of a PowerPoint presentation.
Figure 6
The scope of developing project human resources includes the following key activities:
•
Improving project team skills and competencies
By comparing the wanted (target) skills and competencies with current (baseline) skills and competencies
By offering training and development opportunities to fill the
skills and competencies gaps
•
Improving interaction among project team members
By creating a culture based on trust, respect, and collaboration
By offering team-building opportunities
•
Improving project team environment
By creating a
project environment that is conducive for diverse teams to work together amicably
•
Motivating project team members
By providing challenges and opportunities, providing coaching and feedback in a timely manner
By recognizing and rewarding the good behavior.
Timing
Started early in the project life cycle, the project team development process is performed throughout the project life cycle for ongoing improvements in the team performance and also for quicker onboarding of the new team members.
Mechanism
The following sections explain how to develop project human resources.
How to Develop Project Human Resources
The project human resource acquisition process contains the following key steps:
1. Review project staff assignments.
2. Review human resource management plan.
3. Determine resource availability.
4. Utilize project ...
The work of HR part two the flow ofinformation and work.docx
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Training and development with emphasis on Sahara India
Training and development with emphasis on Sahara India
LED560Learning OutcomesUpon successful completion of this co.docx
LED560
Learning Outcomes
Upon successful completion of this course, the student will be able to satisfy the following outcomes:
Module 1
Describe the role of an organization's leadership in deciding the overall purpose, vision, and mission of an organization, and discuss how the vision and mission statements become the foundation of strategic choice.
Evaluate the mission, vision, and values statements of a session-long organization selected by the student.
Module 2
Evaluate the extent to which monitoring of the external environment assists the organization to best adapt to the threats and opportunities existing within the external environment.
Discuss the ways in which environmental opportunities and threats serve to limit strategic choice.
Module 3
Turn the organization’s vision and mission into action, applying the Grand Strategy Matrix and the BCG Matrix as tools to determine an organization’s “grand strategy.”
Apply the Grand Strategy Matrix to determine the organizational strategy that should be pursued.
Module 4
Assess the extent to which an organization’s culture is supportive of the organization’s strategic direction.
Identify the stated values of an organization, assessing the extent to which the organization’s sense of “morality” (values) aligns with its strategic choices.
COURSE MATERIALS/BIBLIOGRAPHY
Module 1
Required Resources
Bass, B. M. (2007). Executive and strategic leadership. International Journal of Business, 12(1), 33–52. Retrieved from ProQuest.
Blumentritt, T. (2015, April 24). Introduction to strategic management. Youtube. Retrieved from https://www.youtube.com/watch?v=DB90xGiWHIA
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: What do they say? Organization Development Journal, 29(1), 63–78. Retrieved from ProQuest.
Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning at Saint Francis de Sales Schools. International Journal of Case Studies in Management (Online), 10(2), 1–20. Retrieved from ProQuest.
McNamara, C. (2000). Basics of developing mission, vision, and values statements. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/strategicplanning/mission-vision-values.htm
Olsen, E. (2012, September 5). Overview of the strategic planning process. Virtual Strategist. Podcast retrieved on April 29, 2014 from http://www.youtube.com/watch?v=sU3FLxnDv_A
United States Air War College - National Defense University. (n.d.). Strategic vision. Strategic Leadership and Decision Making. Retrieved from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html
Williams, L. S. (2008). The mission statement: A corporate reporting tool with a past, present, and future. Journal of Business Communications, 45(2), 94–119. Retrieved from EBSCO.
Optional Resources
Boal, K. B., & Hoojiberg, R. (2000). Strategic leadership research: Moving on. Leadership Quarterly, 11(4), 515–549. Retrieved from Science Direct.
Crossan, M., Vera, D., & Na ...
A Competency-Based Approach to Managing
Sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploit an organization's core competencies. Opportunities exist in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage.
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...MRG (Management Research Group)
Effectively coaching and developing High Potentials starts with informed selection. New research from MRG reveals that HiPos share a select group of core competencies that are consistent across the board. However, when segmented, the data also reveal surprising diversity within the HiPo population. When we examine the data by region, industry, and other demographics, we find that unique profiles develop within these segments – some that vary significantly from the overall HiPo profile.Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Proposal for Development of a ProgramWrite a 1-paragraph summary.docx
Proposal for Development of a Program
Write a 1-paragraph summary of your proposal for the development of a program for your Leadership Development Proposal assignment due in Week Six. If a program is already in place, describe the evaluation of the program.
Instruction:
As a future health care leader, you may see leaders transition through many positions in an organization. In health care, it is important to have leaders who understand the leadership process and follow strategies for becoming effective coaches and mentors. However, many organizations do not offer leadership programs to help develop strong leaders for their organization or for the next generation.
Create a Leadership Development Proposal that might be presented to your organization's board of directors to request funding for the creation of a leadership program.
If your organization already has a program in place, you must then evaluate the program for its use and effectiveness. Describe the advantages and disadvantages of the program, if it is used, and explain how the program might be improved. Also, address how you might involve more people and enroll them in the program.
Interview effective leaders that you know to gain insight into becoming an effective leader and mentor. You may also interview ineffective leaders and mentors to understand how to avoid those issues with your program.
Create a 12- to 15-slide Microsoft® PowerPoint® presentation with detailed speaker notes that might be presented to your organization's board of directors to receive funding for the program.
Address the following questions in your plan or evaluation:
· How are participants selected for the program and monitored for their progress?
· What incentives exist for participating in the program?
· What are the differences among leadership theories and how might these theories be applied to developing leaders within your leadership program for the health care industry?
· Which competencies are important for leaders in the health care industry and why?
· How are these leadership competencies acquired during the program?
· How might these leadership competencies be applied in the health care workplace as a reflection of current and future workplace needs?
· What is the role of a leader in planning and preparing for the future of the health care industry?
· How do management and leadership theories and styles differ, including how the leadership model may be applied to management theories at different levels within the organization, from entry to advanced?
· Which characteristics of professionalism--such as ethics, networking, professional growth, and community involvement--are essential for leaders within the health care industry and why are they important?
· What are some challenges and issues that affect leadership in the health care industry?
· How might these challenges and issues that affect leadership in the health care industry be overcome?
· What follow-up strategies are available to ensure the.
Leadership excellence
WANT TO LEARN MORE ABOUT THE CENTER AND OUR PROGRAMS?
Read more in an exclusive interview from Leadership Excellence with our Associate Director, Garth D. Headley, published in that magazine's July Issue. Garth was interviewed by HR.com and Leadership Excellence at the time they announced the Center for Leadership's #1 Ranking of our executive leadership programs. http://bit.ly/1oLL0TD
Alternate Work ArrangementsVarious alternative work arrangements e.docx
Alternate Work Arrangements
Various alternative work arrangements exist for use in businesses and other types of organizations; included among the options are compressed work weeks, flexible work schedules, telecommuting, and job sharing. This case focuses on alternative work arrangements in general rather than on a particular one exclusively; however, telecommuting does receive additional attention.
The case revolves around the potential advantages and disadvantages that are associated with alternative work arrangements, and the factors that are contributing to an increased use of various alternative work arrangements by employers. With respect to the various advantages and disadvantage that are identified in the case, the positives seem to outweigh the negatives. “Organizations that offer flexible working arrangements are, and will continue to be, employers of choice. ¼ Employees consistently rank flexible schedules high on their list of desired benefits; employers who are reluctant to offer these popular perks will find themselves falling short in the bidding wars for talent.” The case identifies three underlying factors that are driving the movement toward the increased utilization of alternative work arrangements in many different workplaces. These factors are: (a) the needs, desires, and expectations of workers for greater flexibility at work; (b) fuel costs and fuel consumption associated with commuting, and the related carbon footprint impact; and (c) the restrictive impact of the 2008-2009 economic recession on job opportunities.
The case concludes by pointing out that many nations have experimented successfully with various flexible work programs and some countries have enacted legislation promoting alternative work arrangements. It then poses the question: “Will the United States government and American businesses be adequately prepared to meet future economic challenges, at least in part, by embracing the movement toward increasing use of alternative work arrangements?”
Case Study - Alternative Work Arrangements: Possible
Solution
s for a Plethora of Problems?
Alternative work arrangements, such as compressed work weeks, flexible work schedules, telecommuting, or job sharing, can have positive and negative consequences for employers and employees. In general, alternative work arrangements can generate beneficial outcomes, particularly for employers, such as “increased employee retention, loyalty and morale; higher productivity; improved recruiting of highly qualified workers; decreased employee tardiness and unscheduled absences; and maximum use of facilities and equipment.” On the employees’ side, telecommuting—one type of alternative work arrangement—has favorable effects on perceived autonomy, the resolution of work–family conflicts, job performance, job satisfaction, and the experience of stress. What is more, it does not harm perceived career prospects or the quality of workplace relationships. On the downside, however, are t.
Also, Hugo van der goes is not Italian, he is actually a Northern Fl.docx
Also, Hugo van der goes is not Italian, he is actually a Northern Flemish artist. His work was one of the few "Northern" paintings that made its way to Italy (due to the shipowner, Portinari). Your visual analysis on elements of art you mention, "The angels down on the right Is a group of angels magnificently dressed In their cheerful hats with red feathers and golden color cloaks and the magnificent beauty of their wings. Joseph Is represented as an old man, with a beard as painted In the old traditional way of style and texture to the composition. The shepherds are pretty mean looking with their rustic looking faces but their form of kneeling down Is gentle, and behind the three that are In the front shows some signs of movement Involved."
Question 1. :
Can you walk us through why discussing colors in a Northern Renaissance work of art reflects the Northern Renaissance?
Question 2. :
Also, when you mention texture - what textures do you specifically see? You also mention the "rustic looking faces" - again, in your opinion, how does this reflect, specifically, the Northern Renaissance?
.
More Related Content
Similar to Activity InstructionsThis discussion will help you build skill in .docx
Going the Distance: Planning for Sustainability
Presented by Marilyn Coleman, Marilyn Coleman Consulting, August 23, 2010, for the Strengthening Pittsburgh Arts Kickoff Event at Father Ryan Arts Center
The road ahead may look a bit long and treacherous, but with the right fine-tuning, you can prepare your organization to miss the major bumps along the way and go the distance. This presentation outlines how arts organizations can revisit their strategic plan and develop goals appropriate for today’s environment. It also takes a look at characteristics of healthy arts organizations, demonstrates how to focus on what’s truly mission critical, assess the mission and financial effectiveness of programs and projects, and manage effectively so that projects achieve desired results. The presentation also reviews what funders look for when considering requests for support and what they’re saying about prospects for the near future.
Culture And Change Advisory
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Measuring ROI of Leadership Development
Vistage presented research conducted by the Human Capital Institute to a group of HR executives at the Talent Management Alliance conference in Atlanta, GA on April 24, 2013.
Research shows that leadership development programs that leverage non-traditional methods such as peer advisory groups, executive coaching, and cross-functional team meetings are far more successful in gaining alignment, increasing collaboration, executing strategic initiatives, making decisions and course corrections, resolving conflict, and more.
Visit www.vistage.com/hci for more info.
The Star Model™The Star Model™ framework for organization .docx
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
InstructionsPart 6 Team Development PlanFor the project sel
Instructions
Part 6: Team Development Plan
For the project selected in Unit I, create a simple project team development plan. Your plan should follow the process for developing and managing a team, as referred to in Figures 6.1 and 6.2 in the textbook. Your plan should include an introduction and should answer the following questions:
1. What human resource tools will you draw upon in the overall development and management of the project team?
2. What approach will you take to kick off the project team?
3. What ground rules will you establish for team meetings and interaction?
4. What specific ways will you demonstrate emotional intelligence in the development of the project team?
5. What methods will you employ to resolve conflict throughout the stages of team development?
6. What will be the conflict sources within the team development process?
7. How will you set and measure goals and reward achievement?
Compile the team development plan that addresses the questions above. Feel free to use a table to summarize your policy and approach. (As one example, refer to Table 6.2 in the textbook).
Submit your team development plan in the form of a minimum two-page document. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed.
.
Note: In Unit VIII of this course, you will include a summary of your team development plan as part of a PowerPoint presentation.
Figure 6
The scope of developing project human resources includes the following key activities:
•
Improving project team skills and competencies
By comparing the wanted (target) skills and competencies with current (baseline) skills and competencies
By offering training and development opportunities to fill the
skills and competencies gaps
•
Improving interaction among project team members
By creating a culture based on trust, respect, and collaboration
By offering team-building opportunities
•
Improving project team environment
By creating a
project environment that is conducive for diverse teams to work together amicably
•
Motivating project team members
By providing challenges and opportunities, providing coaching and feedback in a timely manner
By recognizing and rewarding the good behavior.
Timing
Started early in the project life cycle, the project team development process is performed throughout the project life cycle for ongoing improvements in the team performance and also for quicker onboarding of the new team members.
Mechanism
The following sections explain how to develop project human resources.
How to Develop Project Human Resources
The project human resource acquisition process contains the following key steps:
1. Review project staff assignments.
2. Review human resource management plan.
3. Determine resource availability.
4. Utilize project ...
The work of HR part two the flow ofinformation and work.docx
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Training and development with emphasis on Sahara India
Training and development with emphasis on Sahara India
LED560Learning OutcomesUpon successful completion of this co.docx
LED560
Learning Outcomes
Upon successful completion of this course, the student will be able to satisfy the following outcomes:
Module 1
Describe the role of an organization's leadership in deciding the overall purpose, vision, and mission of an organization, and discuss how the vision and mission statements become the foundation of strategic choice.
Evaluate the mission, vision, and values statements of a session-long organization selected by the student.
Module 2
Evaluate the extent to which monitoring of the external environment assists the organization to best adapt to the threats and opportunities existing within the external environment.
Discuss the ways in which environmental opportunities and threats serve to limit strategic choice.
Module 3
Turn the organization’s vision and mission into action, applying the Grand Strategy Matrix and the BCG Matrix as tools to determine an organization’s “grand strategy.”
Apply the Grand Strategy Matrix to determine the organizational strategy that should be pursued.
Module 4
Assess the extent to which an organization’s culture is supportive of the organization’s strategic direction.
Identify the stated values of an organization, assessing the extent to which the organization’s sense of “morality” (values) aligns with its strategic choices.
COURSE MATERIALS/BIBLIOGRAPHY
Module 1
Required Resources
Bass, B. M. (2007). Executive and strategic leadership. International Journal of Business, 12(1), 33–52. Retrieved from ProQuest.
Blumentritt, T. (2015, April 24). Introduction to strategic management. Youtube. Retrieved from https://www.youtube.com/watch?v=DB90xGiWHIA
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: What do they say? Organization Development Journal, 29(1), 63–78. Retrieved from ProQuest.
Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning at Saint Francis de Sales Schools. International Journal of Case Studies in Management (Online), 10(2), 1–20. Retrieved from ProQuest.
McNamara, C. (2000). Basics of developing mission, vision, and values statements. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/strategicplanning/mission-vision-values.htm
Olsen, E. (2012, September 5). Overview of the strategic planning process. Virtual Strategist. Podcast retrieved on April 29, 2014 from http://www.youtube.com/watch?v=sU3FLxnDv_A
United States Air War College - National Defense University. (n.d.). Strategic vision. Strategic Leadership and Decision Making. Retrieved from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html
Williams, L. S. (2008). The mission statement: A corporate reporting tool with a past, present, and future. Journal of Business Communications, 45(2), 94–119. Retrieved from EBSCO.
Optional Resources
Boal, K. B., & Hoojiberg, R. (2000). Strategic leadership research: Moving on. Leadership Quarterly, 11(4), 515–549. Retrieved from Science Direct.
Crossan, M., Vera, D., & Na ...
A Competency-Based Approach to Managing
Sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploit an organization's core competencies. Opportunities exist in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage.
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...MRG (Management Research Group)
Effectively coaching and developing High Potentials starts with informed selection. New research from MRG reveals that HiPos share a select group of core competencies that are consistent across the board. However, when segmented, the data also reveal surprising diversity within the HiPo population. When we examine the data by region, industry, and other demographics, we find that unique profiles develop within these segments – some that vary significantly from the overall HiPo profile.Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Proposal for Development of a ProgramWrite a 1-paragraph summary.docx
Proposal for Development of a Program
Write a 1-paragraph summary of your proposal for the development of a program for your Leadership Development Proposal assignment due in Week Six. If a program is already in place, describe the evaluation of the program.
Instruction:
As a future health care leader, you may see leaders transition through many positions in an organization. In health care, it is important to have leaders who understand the leadership process and follow strategies for becoming effective coaches and mentors. However, many organizations do not offer leadership programs to help develop strong leaders for their organization or for the next generation.
Create a Leadership Development Proposal that might be presented to your organization's board of directors to request funding for the creation of a leadership program.
If your organization already has a program in place, you must then evaluate the program for its use and effectiveness. Describe the advantages and disadvantages of the program, if it is used, and explain how the program might be improved. Also, address how you might involve more people and enroll them in the program.
Interview effective leaders that you know to gain insight into becoming an effective leader and mentor. You may also interview ineffective leaders and mentors to understand how to avoid those issues with your program.
Create a 12- to 15-slide Microsoft® PowerPoint® presentation with detailed speaker notes that might be presented to your organization's board of directors to receive funding for the program.
Address the following questions in your plan or evaluation:
· How are participants selected for the program and monitored for their progress?
· What incentives exist for participating in the program?
· What are the differences among leadership theories and how might these theories be applied to developing leaders within your leadership program for the health care industry?
· Which competencies are important for leaders in the health care industry and why?
· How are these leadership competencies acquired during the program?
· How might these leadership competencies be applied in the health care workplace as a reflection of current and future workplace needs?
· What is the role of a leader in planning and preparing for the future of the health care industry?
· How do management and leadership theories and styles differ, including how the leadership model may be applied to management theories at different levels within the organization, from entry to advanced?
· Which characteristics of professionalism--such as ethics, networking, professional growth, and community involvement--are essential for leaders within the health care industry and why are they important?
· What are some challenges and issues that affect leadership in the health care industry?
· How might these challenges and issues that affect leadership in the health care industry be overcome?
· What follow-up strategies are available to ensure the.
Leadership excellence
WANT TO LEARN MORE ABOUT THE CENTER AND OUR PROGRAMS?
Read more in an exclusive interview from Leadership Excellence with our Associate Director, Garth D. Headley, published in that magazine's July Issue. Garth was interviewed by HR.com and Leadership Excellence at the time they announced the Center for Leadership's #1 Ranking of our executive leadership programs. http://bit.ly/1oLL0TD
Similar to Activity InstructionsThis discussion will help you build skill in .docx (20)
The Star Model™The Star Model™ framework for organization .docx
The Star Model™The Star Model™ framework for organization .docx
InstructionsPart 6 Team Development PlanFor the project sel
InstructionsPart 6 Team Development PlanFor the project sel
Key Characteristics Of Organizational Development In The...
Key Characteristics Of Organizational Development In The...
The work of HR part two the flow ofinformation and work.docx
The work of HR part two the flow ofinformation and work.docx
Training and development with emphasis on Sahara India
Training and development with emphasis on Sahara India
Organizational Culture And Its Effects On Team Development...
Organizational Culture And Its Effects On Team Development...
LED560Learning OutcomesUpon successful completion of this co.docx
LED560Learning OutcomesUpon successful completion of this co.docx
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
Proposal for Development of a ProgramWrite a 1-paragraph summary.docx
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Alternate Work ArrangementsVarious alternative work arrangements e.docx
Alternate Work Arrangements
Various alternative work arrangements exist for use in businesses and other types of organizations; included among the options are compressed work weeks, flexible work schedules, telecommuting, and job sharing. This case focuses on alternative work arrangements in general rather than on a particular one exclusively; however, telecommuting does receive additional attention.
The case revolves around the potential advantages and disadvantages that are associated with alternative work arrangements, and the factors that are contributing to an increased use of various alternative work arrangements by employers. With respect to the various advantages and disadvantage that are identified in the case, the positives seem to outweigh the negatives. “Organizations that offer flexible working arrangements are, and will continue to be, employers of choice. ¼ Employees consistently rank flexible schedules high on their list of desired benefits; employers who are reluctant to offer these popular perks will find themselves falling short in the bidding wars for talent.” The case identifies three underlying factors that are driving the movement toward the increased utilization of alternative work arrangements in many different workplaces. These factors are: (a) the needs, desires, and expectations of workers for greater flexibility at work; (b) fuel costs and fuel consumption associated with commuting, and the related carbon footprint impact; and (c) the restrictive impact of the 2008-2009 economic recession on job opportunities.
The case concludes by pointing out that many nations have experimented successfully with various flexible work programs and some countries have enacted legislation promoting alternative work arrangements. It then poses the question: “Will the United States government and American businesses be adequately prepared to meet future economic challenges, at least in part, by embracing the movement toward increasing use of alternative work arrangements?”
Case Study - Alternative Work Arrangements: Possible
Solution
s for a Plethora of Problems?
Alternative work arrangements, such as compressed work weeks, flexible work schedules, telecommuting, or job sharing, can have positive and negative consequences for employers and employees. In general, alternative work arrangements can generate beneficial outcomes, particularly for employers, such as “increased employee retention, loyalty and morale; higher productivity; improved recruiting of highly qualified workers; decreased employee tardiness and unscheduled absences; and maximum use of facilities and equipment.” On the employees’ side, telecommuting—one type of alternative work arrangement—has favorable effects on perceived autonomy, the resolution of work–family conflicts, job performance, job satisfaction, and the experience of stress. What is more, it does not harm perceived career prospects or the quality of workplace relationships. On the downside, however, are t.
Also, Hugo van der goes is not Italian, he is actually a Northern Fl.docx
Also, Hugo van der goes is not Italian, he is actually a Northern Flemish artist. His work was one of the few "Northern" paintings that made its way to Italy (due to the shipowner, Portinari). Your visual analysis on elements of art you mention, "The angels down on the right Is a group of angels magnificently dressed In their cheerful hats with red feathers and golden color cloaks and the magnificent beauty of their wings. Joseph Is represented as an old man, with a beard as painted In the old traditional way of style and texture to the composition. The shepherds are pretty mean looking with their rustic looking faces but their form of kneeling down Is gentle, and behind the three that are In the front shows some signs of movement Involved."
Question 1. :
Can you walk us through why discussing colors in a Northern Renaissance work of art reflects the Northern Renaissance?
Question 2. :
Also, when you mention texture - what textures do you specifically see? You also mention the "rustic looking faces" - again, in your opinion, how does this reflect, specifically, the Northern Renaissance?
.
All work needs to be completely original as it goes through a turnit.docx
All work needs to be completely original as it goes through a turnitin program. Also I'm irishon my mother's side my mom has some college education but not alot 2 of my aunts have and degrees 2 aunts dont my grandparents have 8th grade education and my generation seems to be more successful in higher education there are 8 of us and 4 of us have degrees or are working towards degrees. On my father's side mostly high school drop outs for my generation my aunts finished high school but no higher education my dad dropped out in 7th grade and my grandparents have 8th grade educations
Social Mobility
For this assignment, you will trace your own family’s history of social mobility. Consider various types of social mobility, including intragenerational mobility, intergenerational mobility, and status attainment.
You should examine at least three generations of your family and think about their achievements and ascriptions and whether people climbed upward, slid downward, or remained the same. Be sure to think about race and gender and their role in mobility and social status. You should also make predictions about your own social mobility and your children’s (real or imagined) future mobility.
To complete this assignment, perform the following tasks:
Describe your family’s history of social mobility through at least three generations. Types of social mobility to discuss include intragenerational mobility, intergenerational mobility, and status attainment. Explain the role of race and gender in the discussion on mobility and social status.Explore and then explain why each generation achieved different levels of social mobility.Predict your own social mobility and if you have children, their mobility.Support your work with the text readings, lectures, and appropriate outside resources.
Name your file LastnameFirstInitial_M4_A2.doc and submit it to the M4: Assignment 2 Dropbox by Wednesday, December 10, 2014.
.
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Almost from its inception, the personal computer marketplace became fragmented around choices about which operating system people thought was best or coolest, or about which choice of systems offered users the best integrated and reliable options versus price. But while that Apple vs. Microsoft debate rages on, look what's happened: the basic idea of personal computing has profoundly changed. It's not only about manipulating the contents of files anymore -- it's more about bringing streams of interaction to your fingertips, or to the blink of your eye.
Other portable device makers have entered this marketplace -- Linux-based choices, Android-based systems (owned by Google), and other technologies are becoming more and more commonplace. Dual-personality systems (or "dual-boot") are much easier to buy and operate. And the devices themselves come with the underlying OS buried further and further away from what the user interacts with.
For which kinds of computing and information systems do users really need to care about underlying technologies -- which is what an operating system is? Which kinds of users ought to pay more attention to how well a variety of devices and applications work together (and how seamlessly)? Which kind of user are you? And... do you want to be the other kind?
Your initial post should be 2-3 paragraphs in length (about 250 words).
.
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ALL WORK MUST BE COMPLETELY ORIGINAL NO RECYCLED WORK
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Memory Models
Learning about the structure of memory can improve your study skills. In this assignment, you will discuss the academic applications of memory models and try to apply the principles to yourself. Use the readings for the module and the terminology of the subject and respond to these questions:
You are a teaching assistant for an undergraduate history class and need to prepare a test. You want evidence to show that students know the material well. What kind of test would you prepare? What kind of test do you think requires the most in-depth knowledge? Why?
As Dan took his history test, he could not recollect many of the dates he had studied. Dan had memorized some important dates just before the test. While he was doing this, he was also talking on the phone. Which of Dan's memory stores—sensory memory, short-term memory (STM), or long-term memory (LTM)—do you think were most affected by his phone conversation? Why? Could Dan have done something differently to prevent forgetting the dates? Explain.
Identify two different kinds of mnemonic devices that could help Dan remember dates for his history test. Explain how they could be used.
Melissa is disappointed that she received yet another “D” on a test. She studied for several hours by reading and rereading her textbook and class notes. Based on the levels-of-processing memory theory, explain why Melissa’s method of studying was not very effective? What could she have done differently?
Using Baddeley’s working memory model, give an example of two tasks that could successfully be performed simultaneously (For example, can you listen to music while studying at the same time?). Discuss two other tasks that probably would interfere with each other. Make sure to discuss your answers in terms of the visuospatial scratchpad, the phonological loop, and the central executive.
Write your initial response in 4–5 paragraphs. Apply APA standards to citation of sources.
By
Saturday, February 14, 2015
, post your response to the appropriate
Discussion Area
. Through
Wednesday, February 18, 2015
, review and comment on at least two peers’ responses.
Discussion Grading Criteria and Rubric
This discussion assignment is worth 40 points and will be graded using the discussion rubric.
Discussion Grading Criteria
Maximum
Points
Initial Discussion Response
16
Discussion Participation
16
Writing Craftsmanship and Ethical Scholarship
8
Total:
40
Unsatisfactory
Emerging
Proficient
Exemplary
Initial Discussion Response *
Initial response:
·
Did not relate to the concepts or ideas presented in the discussion topic(s)
·
Claims were not supported.
Initial response:
·
Lacked substance
·
Was not original
·
Relied on personal experience only to support ideas
Initial response was:
·
Original and accurate
·
Substantive
·
Demonst.
all work must be original as it goes through a turnitin program .docx
all work must be original as it goes through a turnitin program
Stereotypes Set by Culture and Society
Sociology came into existence in the 19th century to explain the enormous changes occasioned by the Industrial Revolution, urbanization, and an individualistic mind-set. Unlike agrarian communities, the emerging urban populations were large, numbering in the tens of thousands.
These city dwellers neither grew their own food nor knew each other. In characterizing individuals, they found it convenient to speak in categories or stereotypes. According to the structural-functional perspective, stereotypes served an important communication function, helping them to compare and contrast groups.
The social-conflict perspective, on the other hand, argues that stereotypes serve the needs of those groups and categories benefitting from social inequality. Stereotypes help dominant groups to contrast social categories and to justify subordinating the less powerful. Furthermore, by lumping subordinate groups into faceless statistical categories, members of the dominant group dissipate the guilt they would have felt were they dealing with the subordinate categories as individuals.
Based on your readings, the online lectures, and your understanding of the above-noted issues, prepare a response to the following question:
Is it possible to speak of ethnic groups in America in terms other than stereotypes?
Create a response in 3 paragraphs to the discussion question. Cite sources and include references in your response. Submit your response to the
Discussion Area
by
Saturday, November 22, 2014
.
Also in the attachment thers is example of the case tooA Model for.docx
Also in the attachment thers is example of the case too
A Model for Analyzing Cases
What is a case?
A written description of events and activities that have taken place in an organization.
Purpose of Case Analysis
Apply theories to specific organizational problems.
Develop analytical and problem-solving skills.
0
Approaches to Case Analysis
Decision-maker approach
Sort out information
Propose solutions
Evaluator approach
Evaluate outcomes
Propose alternative solutions
Preparation of written cases
No absolutely right or wrong solution to a case problem.
To present a coherent and defensible analysis.
Preparation for written cases
A general reading
Second time reading and notes taking on critical facts
Information and data on
attitudes and values,
relative power and influence,
the nature and quality of relationship
The organization’s objectives and policies and functions.
Written cases analysis model
Problem identification
Identify the causes of the problem
Alternative solutions
Select the best alternative
Implementation steps
.
All this just need to be reworded. NOT APA nor MLA needed.Questi.docx
All this just need to be reworded. NOT APA nor MLA needed.
Question 1
Distinguish between the concepts of mission and vision. Provide examples in your explanation.
Your response should be at least 75 words in length.
(needs to be re-worded)
Mission and vision statement are used in many organization to lay out who they and to identify their business to the external and internal customers. A vision statement is the foundation of an organization. It clearly states to the internal and external customers what the organization is all about. For example for the 375th Air Mobility Wing vision statement is “The Vision of the 375 Air Mobility Wing is providing precise combat capabilities to the warfighter….always”. This clearly states what the vision of the organization is which is ensuring the warfighters have the combat capabilities to do their jog. With a mission statement it is used to state the values and of the organization and it is used to separate the organization from it competitors. For example the 375th Air Mobility Wing mission statement is “The mission of the 375th Air Mobility Wing is enabling combat power”. With this mission statement it clearly states that the organization will enable combat power which tells the employees within the organization that they are trusted with power ensure the warfighters have what they need in a timely manner.
Question 2
Are "strategic management" and "strategic planning" synonymous terms? Explain.
Your response should be at least 75 words in length.
(needs to be re-worded)
Strategic management and strategic planning are considered synonymous terms because they are both used to discuss how organizations make decisions regarding their business vision and mission and goals for the future. Even though the term strategic management is used in mainly within the realm of education and strategic planning is used more in the business world they both follow the same concept. Both strategic management and strategic planning focus around organizations focus on strategy to remain competitive and diverse through the changing economy.
Question 3
Describe the strategic management process, and include how it is used by organizations.
Your response should be at least 75 words in length.
(needs to be re-worded)
The strategic management process has three stages which are strategy formulation, strategy implementation, and finally strategy evaluation. When looking at the strategy formulation this requires an organization to create the foundation of their organization. This includes creating a mission and vision statement and looking at what external and internal threats or opportunities that will affect the organization. When looking at the strategy implementation this entails an organization to establish objectives that will need to be meet and according to what time frame these objectives will be meet. This requires employ.
All sources of information (whether the textbook or a web site) are .docx
All sources of information (whether the textbook or a web site) are cited
Length
: A quality post is one that is somewhere between 150 and 200 words.
What do you believe are two or three of the most important cultural, political, religious or economic inheritances which the West received from the Byzantine or Islamic civilizations? Why?
a list of hints and some clarification to help guide you on this discussion.
First, the question is asking you what inheritances the West received at the time, not today. Be sure to focus on the Middle Ages, particularly the Dark Ages, when addressing this question.
Second, try to focus on just a few inheritances. If everyone posts the same few inheritances, then it's hard to have a discussion because we keep repeating ourselves.
Finally, influences are difficult to prove at the best of times, so don't get too hung up on right or wrong answers. I'm looking for you to make connections based on the content of the Unit's chapters.
.
All Questions should have 2-apa format references beneath each answe.docx
All Questions should have 2-apa format references beneath each answer. All answers should be more than 250 words and numbered accordingly
1 What role does health communication have in public health? Provide an example of how health communication is applied in public health and the impact it has had. Describe the key features and characteristics of health communication and comment on which you think are the most important and why.
2 Select a public health problem or health issue and describe communication channels, vehicles, and platforms used to deliver messages related to that problem or issue. What are the limitations of health communication with regard to this problem or health issue?
3 Compare and contrast two different theories described in your textbook reading for this topic. Highlight the key elements, strengths, and limitations of each theory, and provide an example of how each theory has been applied in practice.
4 Why is an understanding of health beliefs, culture, and cultural values relevant in the context of health communication? Describe ways in which health communication messages can potentially be at odds with cultural or spiritual values or health beliefs. Provide an example of a health communication message that illustrates culturally competent communication. How did this message address cultural values or health beliefs for the intended audience?
5 How is health literacy defined according to Healthy People 2030, and how does it differ from previous definitions of health literacy? Describe why health literacy is a critical public health issue.
6 Describe the factors that can contribute to low health literacy and the impact of low health literacy on health outcomes. Give an example of what public health professionals can do to improve individual and organizational health literacy.
7 Describe an example from the research literature of an effective health communication program using mass media. What were the key outcomes of this program? What factors and features made it successful?
8 During Diabetes Awareness Month, you are pitching a local online magazine with a story aimed at raising awareness of the importance of getting an A1C test for the prevention and management of diabetes. Describe the elements, viewpoints, and key health message you would include in your story to attract the reporter's attention and increase the likelihood of media coverage. Provide a rationale for your approach.
9 Describe the key elements of an effective health communication plan. Why is planning so important? Provide examples of how public health professionals can apply ethical considerations in the planning process.
10 Compare the core communication strategies of engage, inform, and persuade. Provide an example of each strategy for the health issue and each audience you identified in your "Health Communication Plan Part 1" assignment. Provide a rationale for why your selected strategies are appropriate.
11 In previous cours.
albn102015-02-22 1731can you answer this questionIn this dis.docx
albn10
2015-02-22 17:31
can you answer this question?
In this discussion, we will investigate confidence intervals and t tests for continuous data. To do this, we will revisit the TAA data that you studied in the Week Three assignment.
You may recall from the Week Three assignment that you have available data on 12 tumor-associated antigens (TAAs), from 90 normal individuals (controls) and 160 hepatocellular carcinoma patients (cases). These data are in the Excel file
MHA610_Week 3_Assignment_Data.xls
; the levels of the 12 TAAs are given in the columns with headings Ab14, HCC1, IMP1, KOC, MDM2, NPM1, P16, P53, P90, RaIA, and Survivin.
First, randomly select three of the 12 TAAs for further study.
Next, Perform two sample t-tests for comparing the levels of each of your three TAAs between the cases and the controls.
Then, Use the t-tests to order the TAAs in terms of relative ability to discriminate between the cases and controls, from best to worst discriminator. Is this ordering helpful if you want to select a subset of TAAs to discriminate between cases and controls? Assume for now that you can judge the relative merits of your three TAAs by the magnitudes of their respective two-sided p-values from the two sample t-tests, so that your best discriminator is the TAA with the smallest p-value.
Lastly, Construct and report 95% confidence intervals for the mean level of your best TAA discriminator in the controls, the mean level of your best TAA discriminator in the cases, and the difference in mean levels (cases - controls). Discuss whether your confidence intervals are concordant with the t-tests.
source
group
groupid
Ab14
HCC1
IMP1
KOC
MDM2
NPM1
P16
P53
P62
P90
SD
control
0
0.102
0.068
0.083
0.023
0.117
0.12
0.102
0.098
0.177
0.097
SD
control
0
0.02
0.06
0.035
0.016
0.005
0.004
0.017
0.014
0.049
0.011
SD
control
0
0.064
0.13
0.111
0.058
0.092
0.046
0.258
0.057
0.28
0.05
SD
control
0
0.068
0.041
0.056
0.019
0.077
0.05
0.067
0.055
0.104
0.049
SD
control
0
0.036
0.07
0.067
0.04
0.026
0.019
0.057
0.027
0.107
0.019
SD
control
0
0.049
0.188
0.079
0.063
0.073
0.018
0.107
0.053
0.128
0.027
SD
control
0
0.053
0.231
0.214
0.105
0.05
0.009
0.277
0.061
0.253
0.06
SD
control
0
0.071
0.045
0.133
0.19
0.086
0
0.098
0.055
0.161
0.058
SD
control
0
0.066
0.139
0.105
0.065
0.095
0.041
0.193
0.075
0.188
0.037
SD
control
0
0.071
0.077
0.095
0.039
0.132
0.058
0.22
0.077
0.108
0.064
SD
control
0
0.033
0.091
0.064
0.059
0.012
0.01
0.039
0.034
0.087
0.025
SD
control
0
0.053
0.024
0.06
0.026
0.147
0.102
0.114
0.064
0.108
0.05
SD
control
0
0.045
0.014
0.05
0.02
0.045
0.144
0.051
0.039
0.049
0.029
SD
control
0
0.153
0.08
0.071
0.034
0.021
0.118
0.063
0.041
0.071
0.029
SD
control
0
0.033
0.023
0.047
0.019
0.048
0.219
0.056
0.043
0.071
0.039
SD
control
0
0.111
0.047
0.104
0.049
0.103
0.064
0.285
0.09
0.185
0.452
SD
control
0
0.082
0.023
0.071
0.258
0.091
0.129
0.116
0.055
0.165
0.11
SD
control
0
0.115
0.01
0.383
0.162
0.113
0.229
0.298
0.075.
All of the following are characteristics of managerial accounting,.docx
All of the following are characteristics of managerial accounting, except:
[removed]
A)
Reports are used primarily by insiders rather than by persons outside of the business entity.
[removed]
B)
Its purpose is to assist managers in planning and controlling business operations.
[removed]
C)
Information must be developed in conformity with generally accepted accounting principles or with income tax regulations.
[removed]
D)
Information may be tailored to assist in specific managerial decisions.
.
All of the indigenous cultures that we have explored this week were .docx
All of the indigenous cultures that we have explored this week were at one time “discovered” by European explorers who often connected traditional art objects to take back with them to Europe as “curiosities.” These
objets d’art
inspired collectors and artists alike and opened the Western world up to new ideas, new cultures, and new art forms.
This is Part 1 of a two-part assignment and spans
Weeks 3 and 4
. Imagine that you are one of these intrepid European explorers who has set out to discover and collect the traditional art forms created by the four cultures we have learned about this week:
India
China
Korea
Japan
As you “travel” and collect two works from each of your four cultures, you need to document some important field notes that will help you to explain what these treasures are upon your return home. These field notes need to include for each work of art:
Name of the culture that produced the object
Title or name of the object
Date of the object
Medium/materials used to create the object
Current location
Assignment Instructions
Using the textbook and Internet sources, locate 2 traditional works of art from India, China, Japan, and Korea. Copy and paste the 8 objects into your Microsoft Word document and label each one:
Name of the culture that produced the object
Title of the work
Date of the work
Medium/materials used to create the work
Current location
Offer a citation of your sources for each image and the information you found in the textbook and on the Internet.
Use your textbook to find out as much as you can about cultural context for each object. Go online and find some reference sources to provide you with more information.
Thoroughly explain and analyze:
What each object is
How you think your European friends back home will react to each object, and why
Why it is culturally important
.
All Fungi Are Not the Same!In this activity, you have the opportun.docx
All Fungi Are Not the Same!
In this activity, you have the opportunity to apply your understanding of material covered in your textbook on fungi and how they are alike and how they differ.
Using what you’ve learned from your reading, in your own words please:
Differentiate among the three fungal phyla, Zygomycota, Ascomycota, and Basidiomycota on the basis of their reproduction methods, means of obtaining nutrients, and importance to humans. Be sure to include representative examples of each type of organism in your response.
Your essay should be approximately two pages in length, double-spaced in 10 to 12 point font. If you refer to sources of information besides the textbook, please be sure to cite them in the text and on a reference page using APA format.
.
Albert and Baker form a corporation and start their business as the .docx
Albert and Baker form a corporation and start their business as the Lending Store, Inc. They begin making mortgage loans. They lease a large office building and eventually hire twenty employees. After several months it becomes obvious that one of their more experienced employees, Mary Smith, has some personal problems. Ms. Smith is 60 years old and has a permanent disability that requires her to work from a wheelchair. She is often late for work because of health issues and has some absences each month. She shows up ten minutes late for work one morning and Albert fires her on the spot without explanation. The company then promotes from within and allows John Jones to take Ms. Smith’s position. John Jones is 25 years old. He has no mortgage lending experience but is on time for work every day.
1. Mary Smith is unhappy about being fired. She is unable to find another comparable job so decides to sue the company to either get her job back or to recover past and future wages. Explain the possible legal claims that Ms. Smith could pursue against the company.
2. Albert and Baker come to you for advice again. Explain the best defenses the company would have against any legal claims made by Ms. Smith. Include in your explanation what you believe would be the most likely outcome of this lawsuit known as Smith v. Lending Store, Inc.
3. The other employees of the company are concerned that Mary Smith was terminated unfairly. Some of them are considering joining the White Collar Workers of America Union to protect themselves from a similar fate. Explain the steps these employees would have to take in order to allow a union to represent them in their relationship with the Lending Store, Inc.
4. Albert and Baker do not prefer to deal with a union and are most concerned that their employees would go on strike and financially damage the company. While a strike may be possible with any union, explain to Albert and Baker some of the circumstances under which the union could not legally go on strike against the company.
5. The Lending Store, Inc. has now decided to hire a few part-time independent contractors. These persons will take mortgage loan applications for the company at various shopping malls. Explain the type of relationship the company will have with this category of worker. Include in this explanation some of the key differences between an independent contractor and a regular employee of the company.
.
Airport Assessment Part 1 InstructionsYou have been tasked to comp.docx
Airport Assessment Part 1 Instructions
You have been tasked to comprise a comprehensive analysis of all potential threats and vulnerabilities at the Richmond International Airport. This assessment should be conducted without consideration to, or analysis of, existing measures. This is your personal assessment based on your knowledge gained from the information in this course and any outside sources you locate (scholarly, governmental, or academic).
Make sure that you thoroughly review the website
http://www.flyrichmond.com
,
as it provides significant information about the airport including a building plan, services, and map links. Note that south of the terminal building (at bottom of the screen on the Google map) is a cargo area for FedEx, etc. Make sure that assets such as these are included in your assessment. Consideration should be given to infrastructure impact at various levels.
Prepare a formal report on your findings. The report should follow
strict APA guidelines
and at
least 4 sources
must be properly cited. This report will include a qualitative analysis. As such, separate spreadsheets must be developed for the threats and vulnerabilities respectively. All resource elements should be presented and discussed. The report must consist of
900–1,400 words.
The outline of the report must include at a minimum:
·
Introduction
[Provide a brief introduction outlining the purpose and scope of this report.]
·
Security Stakeholders
[Identify the stakeholders for ensuring security, prevention, and risk management. Discuss interdependences, relationships, and legal requirements.]
·
Descriptions of Assessments
§
Threat Assessment
[Present the all identified threats and hazards. Explain the threat(s) listing all potentially affected resources. Organize threats as natural, accidental, and intentional or malicious.]
§
Vulnerability Assessment
[Discuss the identified vulnerabilities. Use the following potential impact categories: Catastrophic, Critical, Limited, Minor, and
Negligible
. Develop appropriate definitions for each category. Similarly, definitions should be developed for the likelihood of occurrence using the following options: Highly Likely, Likely, Possible, Unlikely, and
Remote/Rare
. Do not assign weights or probabilities to each category. This will be addressed in the Part 2.]
·
Summary
Summarize your findings. Do not make recommendations (this will be included in Part 2).
.
Aijalon Williams For this essay you will need to incorporate the.docx
Aijalon Williams
For this essay you will need to incorporate the following:
Apply the appropriate terms and concepts used in psychology.
Utilize APA format and style for
writing/
Define psychology and explain what makes it a science.
Briefly explain the history of psychology and its impact on modern psychology.
Describe scientific research in psychology.
Independent and dependent variables
Hypothesis formation
Theory
.
All of the following are qualities of good writing EXCEPTAstoundi.docx
All of the following are qualities of good writing EXCEPT:
Astoundingly new ideas that have never been discussed in print
Effective organization so that the writing is easily followed
The language projects the writer's views and personality
The expression of ideas is credible, not far-fetched
.
All healthcare organizations must convert to an Electronic Health .docx
All healthcare organizations must convert to an Electronic Health Record (EHR) system within the next year. This is a major capital expense that will cost many healthcare organizations millions of dollars. Purchasing an EHR system will undoubtedly require the acquisition and use of long-term assets under a capital budget. Prepare a proposal, addressed to the hospital's management, for financing a 1.5 million dollar EHR system for your local hospital. Be sure to include a strategic plan for financing, implementing, and controlling/monitoring the new system. You will need to draw on some of the material you have learned in the class in other modules.
.
Aliens in the U.S.There are many ways in which aliens enter .docx
Aliens in the U.S.
There are many ways in which aliens enter the U.S. illegally or legally and penetrate the US society until or when they are caught and removed. Illegal aliens enter the US mainstream society by using illegally obtained documents to obtain authentic government issued documents.
Explain with the help of examples, how illegal aliens obtain documents illegally.
According to you, what is the most common document sought by illegal aliens? Explain how is it feasible for them to obtain it? Why do you think so?
What is a legal entry document? What is the difference between a counterfeit document and a fraudulently altered document? According to you, which is easier to obtain and why?
What, according to you, are illegal alien networks? Explain how and what they do to facilitate illegal alien entry and the acquisition of documents, and to assist in reaching a final destination.
Alien networks are loosely related but are distinct to their function and geographic area. Explain these distinctions with the help of appropriate examples.
In what geographic areas would pro-immigrant groups concentrate their network activities? Why? What two strategies would you employ to break this nexus?
.
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Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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