CHAPTER 10 Building an Organization Capable of Good Strategy Exe.docx

CHAPTER 10 Building an Organization Capable of Good
Strategy Execution: People, Capabilities, and Structure
LEARNING OBJECTIVES
THIS CHAPTER WILL HELP YOU UNDERSTAND:
What managers must do to execute strategy successfully
Why hiring, training, and retaining the right people constitute a
key component of the strategy execution process
That good strategy execution requires continuously building and
upgrading the organization’s resources and capabilities
What issues to consider in establishing a strategy-supportive
organizational structure and organizing the work effort
The pros and cons of centralized and decentralized decision
making in implementing the chosen strategy
© McGraw-Hill Education.
EXECUTING STRATEGY
Strategy execution
Is operations-driven, involving management of both people and
business processes
Is a job for the whole management team, not just a few senior
managers
Can take many more years to develop as a real proficiency than
implementing strategy
Requires a determined commitment to change, action, and
performance

A FRAMEWORK FOR EXECUTING STRATEGY
Committing to executing a strategy:
Entails figuring out the specific techniques, actions, and
behaviors necessary for a smooth strategy-supportive operation
Following through to get things done and deliver results
Making things happen (leadership) and making them happen
right (management)
Core Concept (1 of 5)
Good strategy execution requires a team effort. All managers
have strategy-executing responsibility in their areas of
authority, and all employees are active participants in the
strategy execution process.
FIGURE 10.1 The 10 Basic Tasks of the Strategy Execution
Process
Jump to Appendix 1 long image description
Strategic Management Principle (1 of 11)
When strategies fail, it is often because of poor execution.
Strategy execution is therefore a critical managerial endeavor.
The two best signs of good strategy execution are whether a

company is meeting or beating its performance targets and
whether they are performing value chain activities in a manner
that is conducive to companywide operating excellence.
BUILDING AN ORGANIZATION CAPABLE OF GOOD
STRATEGY EXECUTION: THREE KEY ACTIONS
Staffing: Assemble a strong management team and a cadre of
competent employees
Developing: Renew, upgrade, and revise resources and
capabilities to match chosen strategy
Structuring: Create strategy-supportive organization capable of
good strategy execution
FIGURE 10.2 Building an Organization Capable of
Proficient Strategy Execution: Three Types of Paramount
Actions
Putting together a talented management team with the right mix
of experiences, skills, and abilities to get things done is one of
the first steps to take in launching the strategy-executing
process.

STAFFING THE ORGANIZATION
Putting together a strong management team
Planners who ask tough questions and figure out what needs to
be done
Implementers who can select, manage, and lead the right people
Executors who turn decisions into actions that drive the changes
that produce sustainable competitive advantage
Key takeaway
A critical mass of talented activist managers
In many industries, adding to a company’s talent base and
building intellectual capital are more important to good strategy
execution than additional investments in capital projects.
Management Development at Deloitte Touche Tohmatsu Limited
Clear path to partnership
Formal training programs
Special programs
for high performers
Sponsorship, not mentorship
Learning and development programs that contribute
to Deloitte’s successful execution
of its talent strategy

RECRUITING, TRAINING, AND RETAINING CAPABLE
EMPLOYEES
Intensively screen and evaluate applicants to ensure selecting
those who are best-suited and best-fitted
Provide training programs throughout employee careers
Offer challenging, interesting, and skill-stretching assignments
Rotating people through jobs that span functional or geographic
boundaries
Make the work environment stimulating and engaging so that
the firm is considered a great place to work
Encourage employees to propose creative ways of operating
better, and to push ideas for new products or businesses
Use assorted financial incentives and perks to retain employees
Coach average performers to improve their skills and
capabilities, while weeding out underperformers
The best companies make a point of recruiting and retaining
talented employees; the objective is to make the firm’s entire
workforce (managers and rank-and-file employees) a genuine
competitive asset.
DEVELOPING AND BUILDING CRITICAL RESOURCES
AND CAPABILITIES
Develop
capabilities
internally
Acquire capabilities through mergers
and acquisitions
Access capabilities via collaborative partnerships

Approaches to Building and
Strengthening Capabilities
Building new competencies and capabilities is a multistage
process that occurs over a period of months and years. It is not
something that is accomplished overnight.
DEVELOPING CAPABILITIES INTERNALLY
Coordinate and integrate the efforts
of work groups and departments
Strengthen the
firm’s base of skills, knowledge, and intellect
Managerial Actions to Develop
Competencies and Capabilities
A company’s capabilities must be continually refreshed and
renewed to remain aligned with changing customer
expectations, altered competitive conditions, and new strategic
initiatives.

SETTING STRETCH GOALS: FROM CAPABILITY TO
COMPETENCE
Thinking
strategically
about a firm’s
knowledge and
skills base
Thinking
strategically
about a firm’s
opportunities
and challenges
Setting a stretch goal of developing an organizational ability to
do something well
Evolving the ability into a competence
or capability by performing it well
and at an acceptable cost
Refreshing, updating, and upgrading competencies and
capabilities as necessary
to gain and maintain competitive advantage
ACQUIRING CAPABILITIES THROUGH MERGERS AND
ACQUISITIONSA question of
market opportunity When a market opportunity can slip by
faster than a needed capability can be created internallyA
question of
competitive necessityWhen industry conditions, technology, or
competitors are moving at such a rapid clip that time is of the
essenceA question of
successful integrationTacit knowledge and complex routines
may not transfer readily from one organizational unit to another

ACCESSING CAPABILITIES THROUGH COLLABORATIVE
PARTNERSHIPS
Outsource the
function requiring
the capabilities to
a key supplier or another provider
Collaborate with
a firm that has complementary resources and capabilities
Engage in a collaborative partnership for the purpose of
learning how the partner
does things
Approaches to Acquiring
Capabilities from an External Source
THE STRATEGIC ROLE OF EMPLOYEE TRAINING
Training is important in:
Executing a strategy that requires different skills, competitive
capabilities, and operating methods
Organizational efforts to build skills-based competencies
Supplying technical know-how to employees when rapidly
changing technology puts a firm in danger of losing its ability
to compete

STRATEGY EXECUTION CAPABILITIES AND
COMPETITIVE ADVANTAGE
Superior strategy execution capabilities:
Are difficult to imitate and socially complex processes that take
a long time to develop.
Maximize organizational resources and competitive capabilities
in support of the business model
Lower costs and permit firms to deliver more value to customers
Enable a firm to react more quickly to market changes, beat
competitors to market with new products and services, and gain
uncontested market dominance
Zara’s Strategy-Execution Capabilities: Fast Fashion Retailer
Strategy is focused on rapid value chain execution
Quick and flexible design-to-production process
Close proximity to manufacturing factories
Lower percentage of commitment to fashion lines than
competitors to keep in-store items fresh
Small lot-size orders reduce retail discounting, and encourage
impulse-buying and frequent shopping
Placement of goods in proximity to high-fashion stores as a
substitute for advertising
Superior strategy execution capabilities are the only source of
sustainable competitive advantage when strategies are easy for
rivals to copy.

MATCHING ORGANIZATIONAL STRUCTURE TO THE
STRATEGY
Ensuring that structure follows strategy by:
Deciding which value chain activities to perform internally and
which to outsource
Aligning the firm’s organizational structure with its strategy
Determining how much authority to delegate
Facilitating collaboration with external partners and strategic
allies
A company’s organizational structure should be matched to the
particular requirements of implementing the firm’s strategy.
FIGURE 10.3 Structuring the Work Effort to Promote
Successful Strategy Execution
DECIDING WHICH VALUE CHAIN ACTIVITIES TO

PERFORM INTERNALLY AND WHICH TO OUTSOURCE
Outsourcing’s execution-related benefits
Helps in outperforming rivals in strategy-critical activities and
in turning a competence into a distinctive competence
Decreases bureaucracies, flattens structure, speeds decision
making, and shortens response time to changing market
conditions
Adds to a firm’s capabilities and contributes to better strategy
execution through partnerships with suppliers and channel
partners
Wisely choosing which activities to perform internally and
which to outsource can lead to several strategy-executing
advantages: lower costs, heightened strategic focus, less
internal bureaucracy, speedier decision making, and a better
arsenal of organizational capabilities.
Which Value Chain Activities Does Apple Outsource and Why?
How important is outsourcing to Apple’s marketplace success?
Is outsourcing to low-wage overseas manufacturers to avoid
paying higher wages in markets where it sells the majority of its
products a failure of corporate social responsibility by Apple?

ALIGNING THE FIRM’S ORGANIZATIONAL STRUCTURE
WITH ITS STRATEGY
Organizational structure
Comprises the formal and informal arrangement
of tasks, responsibilities, lines of authority, and reporting
relationships for the firm
Structure is aligned with strategy when:
Its design contributes to the creation of value for customers
Its parts are aligned with one another and also matched to the
requirements of the strategy
It lowers operating costs through lower bureaucratic costs and
operational efficiencies
A firm’s organizational structure comprises the formal and
informal arrangement of tasks, responsibilities, lines of
authority, and reporting relationships by which the firm is
administered.
MATCHING TYPE OF ORGANIZATIONAL STRUCTURE TO
STRATEGY EXECUTION REQUIREMENTS
Simple Structure
(Line-and-Staff)
Functional Structure
(Departmental or Unitary)

Multidivisional Structure
(Divisional or M-form)
Matrix Structure
(Composite or Combination)
Strategy Execution Requirements:
Chosen
Strategy
Capabilities
and Competencies
Centralized
or
Decentralized Control
Core Concepts (3 of 5)
A simple structure (line-and-staff structure) consists of a central
executive (often the owner-manager) who handles all major
decisions and oversees all operations with the help of a small
staff.
A functional structure is organized into functional departments,
with departmental managers who report to the CEO and small
corporate staff.
Core Concepts (4 of 5)

A multidivisional structure is a decentralized structure
consisting of a set of operating divisions organized along
business, product, customer group, or geographic lines, and a
central corporate headquarters that allocates resources, provides
support functions, and monitors divisional activities.
A matrix structure combines two or more organizational forms,
with multiple reporting relationships. It is used to foster cross-
unit collaboration.
DETERMINING HOW MUCH AUTHORITY TO DELEGATE
Organizational Approaches
to Decision-Making
Decentralized Decision Making
Centralized Decision Making
Authority is retained
by top management
Authority delegated to
lower-level managers
and employees
BASIC TENETS OF CENTRALIZED VERSUS
DECENTRALIZED DECISION MAKINGCentralized
Organizational StructuresDecentralized Organizational
StructuresBasic tenetsBasic tenetsDecisions on most matters of
importance should be in the hands of top-level managers who
have the experience, expertise, and judgment to decide what is

the best course of action.Decision-making authority should be
put in the hands of the people closest to, and most familiar with,
the situation.Lower-level personnel have neither the knowledge,
time, nor inclination to properly manage the tasks they are
performing.Those with decision-making authority should be
trained to exercise good judgment.Strong control from the top is
a more effective means for coordinating company actions.A
company that draws on the combined intellectual capital of all
its employees can outperform a command-and-control company.
CHIEF ADVANTAGES OF CENTRALIZED VERSUS
DECENTRALIZED DECISION MAKINGCentralized
Organizational
StructuresDecentralized Organizational StructuresChief
advantagesChief AdvantagesFixes accountability through tight
control from the topEncourages company employees to exercise
initiative and act responsiblyEliminates potential for conflicting
goals and actions on the part of lower-level managersPromotes
greater motivation and involvement in the business on the part
of more company personnelFacilitates quick decision making
and strong leadership in crisis situationsSpurs new ideas and
creative thinkingAllows for fast response to market
changeEntails fewer layers of management
PRIMARY DISADVANTAGES OF CENTRALIZED
VERSUS DECENTRALIZED DECISION MAKINGCentralized
Organizational StructuresDecentralized Organizational
StructuresPrimary disadvantagesPrimary

disadvantagesLengthens response times by those closest to the
market conditions because they must seek approval for their
actionsMay result in higher-level managers being unaware of
actions taken by empowered personnel under their
supervisionDoes not encourage responsibility among lower-
level managers and rank-and-file employeesCan lead to
inconsistent or conflicting approaches by different managers
and employeesDiscourages lower-level managers and rank-and-
file employees from exercising any initiativeCan impair cross-
unit collaboration
The ultimate goal of decentralized decision making is to put
authority in the hands of those persons closest to and most
knowledgeable about the situation.
CAPTURING CROSS-BUSINESS STRATEGIC FIT IN A
DECENTRALIZED STRUCTURE
Centralizing related functions
requiring close coordination
at the corporate level
Enforcing close cross-
business collaboration to
avoid duplication of effort
Capturing
Cross-Business
Strategic Fit

Efforts to decentralize decision making and give company
personnel some leeway in conducting operations must be
tempered with the need to maintain adequate control and cross-
unit coordination.
FACILITATING COLLABORATION WITH EXTERNAL
PARTNERS AND STRATEGIC ALLIES
Strategic alliances
Outsourcing arrangements
Joint ventures
Cooperative partnerships
Creating a
Network Structure:
Using “relationship managers”
to build and maintain cooperative
arrangements of value both parties

A network structure is a configuration composed of a number of
independent organizations engaged in some common
undertaking, with one firm typically taking on a more central
role.
FURTHER PERSPECTIVES ON STRUCTURING THE WORK
EFFORT
Matching Structure to Strategy
Pick a basic organizational design that matches
structure to strategy
Supplement design with appropriate coordinating mechanisms
Institute collaborative networking and communication
arrangements
Appendix 1 Figure 10.1 The 10 Basic Tasks of the Strategy
Execution Process
Staff the organization with managers and employees capable of
executing the
strategy well
Develop the resources and organizational capabilities required
for successful strategy execution
Create a strategy-supportive organizational structure
Allocate sufficient resources (budgetary and otherwise) to

the strategy execution effort.
Institute policies and procedures that facilitate strategy
execution.
Adopt best practices and business processes that drive
continuous improvement in strategy execution activities.
Install information and operating systems that enable company
personnel to carry out their strategic roles proficiently.
Tie rewards and incentives directly to the achievement of
strategic and financial targets.
Instill a corporate culture that promotes good strategy
execution.
Exercise the internal leadership needed to propel strategy
implementation forward.
Return to slide
Appendix 2 Figure 10.2 Building an Organization Capable of
Proficient Strategy Execution: Three Types of Paramount
Actions
Staffing the organization. This includes putting together a
strong management team and recruiting and retaining talented
employees.
Acquiring, developing and strengthening key resources and
capabilities. This action includes developing a set of resources
and capabilities suited to the current strategy; updating
resources and capabilities as external conditions and the firm's
strategy change; and finally, training and retaining company
personnel to maintain knowledge-based and skills-based
capabilities.
Structuring the organization and work effort. The steps for this
action include instituting organizational arrangements that
facilitate good strategy execution; establishing lines of
authority and reporting relationships; and deciding how much

decision-making authority to delegate.
These actions will lead to both strategy-supportive resources
and capabilities, and a strategy-supportive organizational
structure.
Return to slide
Appendix 3 Management Development at Deloitte Touche
Tohmatsu Limited
In the beginning, the employee gains broad exposure through
building a broad consulting experience. Next, an employee will
focus in a field of interest, driving delivery and building
expertise within this field. Finally, eminence is developed in the
chosen field, and it is here that the expertise is broadly applied.
A clear path to partnership, formal training programs, special
programs for high performers, and sponsorship, not mentorship,
are all learning and development programs that contribute to
Deloitte's successful execution of its talent strategy.
Return to slide
Appendix 4 Developing and Building Critical Resources and
Capabilities
Three approaches to building and strengthening capabilities are:
Developing capabilities internally
Acquiring capabilities through mergers and acquisitions
Accessing capabilities via collaborative partnerships
Return to slide

Appendix 5 Developing Capabilities Internally
In order to develop competencies and capabilities internally,
managers should strengthen the firm's base of skills, knowledge,
and intellect. They should also coordinate and integrate the
efforts of work groups and departments.
Return to slide
Appendix 6 Setting Stretch Goals: From Capability to
Competence
Five steps take a stretch goal from capability to competence:
Thinking strategically about a firm's knowledge and skills base
Setting a stretch goal of developing an organizational ability to
do something well
Evolving the ability into a competence or capability by
performing it well and at an acceptable cost
Thinking strategically about a firm's opportunities and
challenges
Refreshing, updating, and upgrading competencies and
capabilities as necessary to gain and maintain competitive
advantage
Return to slide
Appendix 7 Accessing Capabilities Through Collaborative
Partnerships
Acquiring capabilities from an external source can be done by:
Outsourcing the function requiring the capabilities to a key

supplier or another provider
Collaborating with a firm that has complementary resources and
capabilities
Engaging in a collaborative partnership for the purpose of
learning how the partner does things
Return to slide
Appendix 8 Figure 10.3 Structuring the Work Effort to Promote
Successful Strategy Execution
To create an organizational structure that is matched to the
requirements of successful strategy execution, the following
actions should be taken
Decide which value chain activities to perform internally and
which ones to outsource
Align the organizational structure with the strategy
Decide how much authority to centralize at the top and how
much to delegate to down-the-line managers and employees
Finally, facilitate collaboration with external partners and
strategic allies
This will structure the work effort to promote successful
strategy execution
Return to slide
Appendix 9 Matching Type of Organizational Structure to
Strategy Execution Requirements
The four types of organizational structures are: simple structure
(line-and-staff), functional structure (departmental or unitary),
multidivisional structure (divisional or M-form), and matrix
structure (composite or combination).
The three strategy execution requirements are: chosen strategy,
capabilities and competencies, and centralized or decentralized
control.

Return to slide
Appendix 10 Determining How Much
Authority to Delegate
In centralized decision making, authority in retained by top
management. In decentralized decision making, authority is
delegated to lower-level managers and employees.
Return to slide
Appendix 11 Capturing Cross-Business Strategic Fit in a
Decentralized Structure
Capturing cross-business strategic fit includes enforcing close
cross-business collaboration to avoid duplication of effort, as
well as centralizing related functions requiring close
coordination at the corporate level.
Return to slide
Appendix 12 Facilitating Collaboration with External Partners
and Strategic Allies
"Relationship managers" can be used to build and maintain
cooperative arrangements of value to both parties. They
facilitate strategic alliances, outsourcing arrangements, joint
ventures, and cooperative partnerships.
Return to slide
Appendix 13 Further Perspectives on Structuring the Work
Effort
The progression of matching structure to strategy first begins by

picking a basic organizational design that matches structure to
strategy. Next, design is supplemented with appropriate
coordinating mechanisms. Finally, collaborative networking and
communication arrangements are instituted.
Return to slide
Week 2: Refinement of a Nursing Concern into an Evidence-
based Practice Proposal Using the Research ProcessPurpose
This assignment provides the opportunity for the student to
continue work on a previously identified area or phenomenon of
interest related to their MSN specialty track. Week Two’s
assignment builds upon the identified area of interest by
developing an overview of the evidence-based practice (EBP)
project and the PCIOT/PICo question. This assignment
initiates the evidence-based practice proposal that is continued
throughout the entire course with each assignment adding
components of the research process. Course Outcomes
This assignment enables the student to meet the following
course outcomes:
CO#1 Integrate evidence-based practice and research to support
advancement of holistic nursing care in diverse healthcare
settings. PO 1
CO#2 Integrate knowledge related to evidence-based practice
and person-centered care to improve healthcare outcomes. PO
2, 5
CO#4 Develop knowledge related to research and evidence-
based practice as a basis for designing and critiquing research
studies. PO 1, 2, 3, 5
Due Date: Sunday 11:59 PM MT at the end of Week Two
Total Points Possible: 150 points Requirements
Description of the Assignment
This assignment builds on the identification of a nursing
concern from NR 500 and the application of a nursing theory to
the selected concern from NR 501. For this course, the selected

concern and nursing theory then serve as a foundation to the
identification of PICOT/PICo. Identification of the literature
search strategy is also required. The purpose of the MSN
project proposal is to translate evidence currently found in the
literature into practice within the chosen specialty track. Due
to the research complexity, time involvement, and implications
regarding human subjects, drug studies are not acceptable areas
of interest for a MSN project.
Criteria for Content
1. Overview of Selected Evidenced-based Practice Project: This
section provides a foundation to the MSN EBP scholarly
project. It should contain the following elements:
· Explain the relationship between research and evidenced-
based practice (EBP)
· Distinguish how EBP is different from research
· Explain the contribution of EBP to professional nursing
· Identify your MSN Program Specialty Track and practice
focus
· Explain how EBP promotes change within your future practice
setting
2. Identification of the Nursing Concern to be Improved: This
section provides a comprehensive discussion of the selected
nursing concern. It should contain the following elements:
· Explain the selected nursing concern in detail
· Identify how frequently the selected concern occurs within
your specialty track setting
· Identify the stakeholders impacted by the concern
· Identify the consequences of the selected concern
· Identify your proposed solution to the selected concern
· Identify a purpose statement for this EBP proposal
3. PICOT/PICo question and Literature Search Process: This
section identifies the PICOT/PICo question that will used for

this EBP proposal. The literature search parameters will also be
identified. It should contain the following elements:
· Identify the question in correct format with all required
elements
· PICOT for quantitative research approach
· PICo for qualitative research approach
· Identify how the expected outcome will be useful to your
future practice setting
· Discuss the purpose of conducting a literature review and the
contribution it will provide to this EBP proposal
· Identify the steps used to conduct a literature review for this
EBP proposal by including:
· The specific library databases used
· The key search terms and phrases used
· The minor (additional) search terms and phrases used
· Identify any specialty organization that is relevant to this EBP
proposal
4. Theoretical Framework: This section presents the theoretical
framework that will used in this EBP project. It should contain
the following section:
· Explain the theoretical framework to be used in this EBP
proposal
· Describe how the identified theoretical framework is applied
to this EBP proposal
Preparing the Assignment
Criteria for Format and Special Instructions
1. The paper (excluding the title page and reference page)
should be at least 5, but no more than 8 pages. Points will be
lost for not meeting these length requirements.
2. Title page, running head, body of paper, and reference page
must follow APA guidelines as found in the 6th edition of the
manual. This includes the use of headings for each section of
the paper except for the introduction where no heading is used.
3. A minimum of 6 (six) appropriate research-based scholarly
references must be used. Required textbook for this course,

dictionary and Chamberlain College of Nursing lesson
information may NOT be used as scholarly references for this
assignment. For additional assistance regarding scholarly
nursing references, please see “What is a scholarly source”
located in the Course Resources tab. Be aware that information
from .com websites may be incorrect and should be avoided.
References are current - within a 5-year time frame unless a
valid rationale is provided and the instructor has approved them
prior to submission of the assignment.
4. Ideas and information from scholarly, peer reviewed, nursing
sources must be cited and referenced correctly.
5. Rules of grammar, spelling, word usage, and punctuation are
followed and consistent with formal, scientific
writing.Directions and Assignment Criteria
Assignment Criteria
Points
%
Description
Overview of Selected Evidenced-based Practice Project
25
17
Required content for this section includes:
· Explain the relationship between research and evidenced-
based practice (EBP)
focus
setting
Identification of the Nursing Concern to be Improved
25
17
Required content for this section includes:

your specialty track
PICOT/PICo question and Literature Search Process
20
13
The required content for this section includes:
Identify the question in correct format with all required
elements:
· Discuss the purpose of conducting a literature review and the
proposal
Theoretical Framework
20
16
The required content for this section includes:
proposal
· Describe how the identified theoretical framework is applied
Paper Specifications

10
8
Paper meets length requirements of 5 to 8 pages.
Minimum of 6 (six) appropriate research scholarly nursing
references
A dictionary, required textbook for this course and Chamberlain
College of Nursing lesson information, may NOT be used as
scholarly references for this assignment.
References are current - within a 5-year time frame unless a
valid rationale is provided and the instructor has approved them
prior to assignment submission.
APA Format (6th edition)
25
17
Title page, running head, body of paper, and reference page
must follow APA guidelines as found in the 6th edition of the
manual. This includes the use of headings for each section of
the paper except for the introduction where no heading is used.
One deduction for each type of APA style error
Citations in Text
10
7
Ideas and information that come from readings must be cited
and referenced correctly.
Writing Mechanics
15
10
Rules of grammar, spelling, word usage, and punctuation are
followed and consistent with formal written work as found in
the 6th edition of the APA manual.
Total
150
100 %
Chamberlain College of Nursing NR505 Advanced
Research Methods: Evidenced Based Practice

Chamberlain College of Nursing NR505 Advanced
Research Methods: Evidenced Based Practice
NR505: W2 Assignment Refinement of Nsg. Concern Rev-
7/31/2017 (AR)
7/31/2017 (AR),
REV 1/10/18 (AR)
1
Grading Rubric
Assignment Criteria
Exceptional
(100%)
Outstanding or highest level of performance
Exceeds
(88%)
Very good or high level of performance
Meets
(80%)
Competent or satisfactory level of performance
Needs Improvement
(38%)
Poor or failing level of performance
Developing
(0)
Unsatisfactory level of performance
Content
Possible Points = 100 Points
Overview of Selected Evidenced-based Practice Project
25 Points
22 Points
20 Points
10 Points

0 Points
Presentation of information was exceptional and included all of
the following elements:
· Explain the relationship between research and evidence-based
practice (EBP)
focus
setting
Presentation of information was good, but was superficial in
places and included all of the following elements:
practice (EBP)
focus
setting
Presentation of information was minimally demonstrated in the
all of the following elements:
practice (EBP)
focus
setting

Presentation of information in one or two of the following
elements fails to meet expectations:
practice (EBP)
focus
setting
Presentation of information is unsatisfactory in three or more of
practice (EBP)
focus
setting
Identification of the Nursing Concern to be Improved
25 Points
22 Points
20 Points
10 Points
0 Points

Presentation of information in one, two or three of the
following elements fails to meet expectations:

Presentation of information is unsatisfactory in four or more of
PICOT/PICo question and Literature Search Process
20 Points
18 Points
16 Points
8 Points
0 Points
elements
· Discuss the purpose of conducting literature review and the

proposal
elements
proposal
elements
· Identify how the expected outcome
will be useful to your future practice setting

proposal
Presentation of information in one or two of the following
elements fails to meet expectations:
elements
proposal
Presentation of information is unsatisfactory in three or more of
elements

proposal
Theoretical Framework
20 Points
18 Points
16 Points
8 Points
0 Points
proposal
· Describe how the identified theoretical framework is applies
proposal
proposal
Presentation of information in one of the following elements
fails to meet expectations:

proposal
Presentation of information is unsatisfactory in two of the
following:
proposal
Paper Specifications
10 Points
9 Points
8 Points
4 Points
0 Points
This section included all of the following:
· Paper meet length requirements of 5 to 8 page.
· Minimum of 6 (six) scholarly nursing references
· Dictionary, required textbook for this course and Chamberlain
College of Nursing lesson information, were NOT used as
scholarly references.
· All references are current - within a 5-year time frame unless
a valid rationale was provided and the instructor approved them.
This section included three of the following:

This section included only two of the following:
This section included only one of the following:
This section included none of the following:
Content Subtotal ________of 100 points
Format
Possible Points = 50 Points
APA Style
25 Points
22 Points
20 Points
10 Points
0 Points

APA guidelines, as per the 6th edition of the manual, are
demonstrated for the
· title page,
· running head,
· body of paper (including margins, headings, font etc), and
reference page
One deduction for each type of APA format error
0 to 1 APA error was present
· title page,
· running head,
reference page
2 - 3 APA errors were present
· title page,
· running head,
reference page
4 – 5 APA errors were are present
· title page,
· running head,
reference page
6 – 7 APA errors were present

· title page,
· running head,
body of paper (including margins, headings, font etc), and
reference page
8 or greater APA errors were present
Citations
10 Points
9 Points
8 Points
4 Points
0 Points
There were 0-1 errors in the crediting of ideas, and information
that contributed to knowledge
There were 8 or greater errors in the crediting of ideas, and
information that contributed to knowledge
Writing Mechanics
15 Points
13 Points
12 Points
6 Points

0 Points
1–2 errors or exceptions to the rules of grammar, spelling, word
usage, punctuation and other aspects of formal written work as
found in the 6th edition of the APA manual
3 – 4 errors or exceptions to the rules of grammar, spelling,
word usage, punctuation and other aspects of formal written
work as found in the 6th edition of the APA manual
9 or greater errors or exceptions to the rules of grammar,
spelling, word usage, punctuation and other aspects of formal
written work as found in the 6th edition of the APA manual
Format Subtotal
_____of 50 points
Total Points
_____of 150 points
7/31/2017 (AR); Rev 11/20/2017 (AR)
13

CHAPTER 10 Building an Organization Capable of Good Strategy Exe.docx

CHAPTER 10 Building an Organization Capable of Good Strategy Exe.docx

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