Assessment Rubric for the Research Project Student .docxgalerussel59292
Assessment Rubric for the Research Project
Student:
Paper Title:
Mechanics:
• ______ Virtually free of grammatical and typographical errors
• ______ Neat and scholarly presentation
Content:
• ______ Identifies and provides appropriate details on all the components of
the project
• _______ Met content requirement
• _______ Demonstrates scholarly research skills
• _______ Documents sources accurately and appropriately
• _______ Citation format IAW APA Manual 6th Edition
• _______ Writes in a sustained, logical, coherent, and scholarly manner
Legend: E = Outstanding
G = Good
S = Satisfactory
U = Unsatisfactory
Comments:
Criteria for Grading Case Study Assignment
A B C F
Points
Earned
Introduction,
Analysis, and
Evaluation
(30 pts)
Student demonstrated
complete and thorough
outline of the facts
surrounding the case,
identified all key issues,
appropriately identified
alternative courses of
action, and clearly
outlined the reasons for
the recommendation.
30 – 25 points
Student satisfactorily
outlined the facts
surrounding the case,
identified most key
issues, appropriately
identified alternative
courses of action, and
satisfactorily outlined
the reasons for the
recommendation.
24 – 21 points
Student demonstrated
less than satisfactory
outline of the facts
surrounding the case,
identified some key
issues, identified some
alternative courses of
action, and/or less than
satisfactorily outlined
the reasons for the
recommendation.
20 – 17 points
Student unsatisfactorily
outlined the facts
surrounding the case,
key issues, alternative
courses of action, and
the reasons for the
recommendation.
16 – 0 points
Comments
Quality of
Content
(25 pts)
Student demonstrated
exceptional knowledge
of relevant concepts
and theories; all
statements and
opinions were
supported by
appropriate citations
from the literature.
25 – 21 points
Student demonstrated
satisfactory knowledge
of relevant concepts
and theories; most
statements and
opinions were
supported by
appropriate citations
from the literature.
20 – 18 points
Student demonstrated
less than satisfactory
knowledge of relevant
concepts and theories;
some statements and
opinions were not
supported by
appropriate citations
from the literature.
17 – 15 points
Student demonstrated
unsatisfactory
knowledge of relevant
concepts and theories;
many statements and
opinions were not
supported by
appropriate citations
from the literature.
14 – 0 points
Comments
Quality of
Research
(20 pts)
Student did an
exceptional job of
integrating course
readings with additional
research. Student cited
more than the required
number of references.
Sources listed were all
scholarly or practitioner
journals from the last
ten years.
20 - 18 points
Student did a
satisfactory.
Nexus expands services in North Dakota, Idaho, and Minnesota through an affiliation with PATH ND and a merge with PATH MN! Read all about our recent waves of change in this issue.
The document contains reviews and testimonials from various clients that Leslie Belay has worked with as a consultant. The clients express gratitude for Leslie's support, commitment, expertise, and the positive impact she had on their organizations. Some of the key impacts and contributions mentioned include: improving service quality, developing strategic plans and new initiatives, increasing diversity, resolving organizational issues, empowering boards and staff, and helping organizations through transitions. The clients recommend Leslie for future consulting work.
More at Predictiveresults.com
Lisa Daigle, founder and president of DataSys, knows first hand the unique challenges of managing a successful small business. She learned early that not only is every team member individually critical to the company's performance,
but the chemistry between team members is equally as important.
DSMGroup provides consulting services to help organizations carry out their missions more efficiently. Daniel Southern started the company in 1998 and now assists a variety of organizations worldwide. He has 35 years of experience with large organizations, including managing volunteers and organizing large public events. DSMGroup's services include improving effectiveness, developing staff, establishing procedures, and providing guidance to shape visions and opportunities.
A city manager molds a city government into a cohesive team! Michelle D. Reines
Check out this amazing story on Team Evolution in the Public Sector.
Discover Five Behaviors of a Cohesive Team powered by Everything DiSC.
MDR Coaching & Consulting, Inc. at MDR4You.com
Steve McKisic wrote a letter of recommendation for Dustin Halstead. He stated that Dustin has worked at DSi for several years in software development and support roles, enhancing his web development skills. Dustin is talented, driven, and works well with both small teams and large corporate clients. He has handled unexpected issues creatively and collaborated well with others. McKisic, as Dustin's manager, observed him interacting positively with coworkers and clients. He recommended Dustin highly.
Assessment Rubric for the Research Project Student .docxgalerussel59292
Assessment Rubric for the Research Project
Student:
Paper Title:
Mechanics:
• ______ Virtually free of grammatical and typographical errors
• ______ Neat and scholarly presentation
Content:
• ______ Identifies and provides appropriate details on all the components of
the project
• _______ Met content requirement
• _______ Demonstrates scholarly research skills
• _______ Documents sources accurately and appropriately
• _______ Citation format IAW APA Manual 6th Edition
• _______ Writes in a sustained, logical, coherent, and scholarly manner
Legend: E = Outstanding
G = Good
S = Satisfactory
U = Unsatisfactory
Comments:
Criteria for Grading Case Study Assignment
A B C F
Points
Earned
Introduction,
Analysis, and
Evaluation
(30 pts)
Student demonstrated
complete and thorough
outline of the facts
surrounding the case,
identified all key issues,
appropriately identified
alternative courses of
action, and clearly
outlined the reasons for
the recommendation.
30 – 25 points
Student satisfactorily
outlined the facts
surrounding the case,
identified most key
issues, appropriately
identified alternative
courses of action, and
satisfactorily outlined
the reasons for the
recommendation.
24 – 21 points
Student demonstrated
less than satisfactory
outline of the facts
surrounding the case,
identified some key
issues, identified some
alternative courses of
action, and/or less than
satisfactorily outlined
the reasons for the
recommendation.
20 – 17 points
Student unsatisfactorily
outlined the facts
surrounding the case,
key issues, alternative
courses of action, and
the reasons for the
recommendation.
16 – 0 points
Comments
Quality of
Content
(25 pts)
Student demonstrated
exceptional knowledge
of relevant concepts
and theories; all
statements and
opinions were
supported by
appropriate citations
from the literature.
25 – 21 points
Student demonstrated
satisfactory knowledge
of relevant concepts
and theories; most
statements and
opinions were
supported by
appropriate citations
from the literature.
20 – 18 points
Student demonstrated
less than satisfactory
knowledge of relevant
concepts and theories;
some statements and
opinions were not
supported by
appropriate citations
from the literature.
17 – 15 points
Student demonstrated
unsatisfactory
knowledge of relevant
concepts and theories;
many statements and
opinions were not
supported by
appropriate citations
from the literature.
14 – 0 points
Comments
Quality of
Research
(20 pts)
Student did an
exceptional job of
integrating course
readings with additional
research. Student cited
more than the required
number of references.
Sources listed were all
scholarly or practitioner
journals from the last
ten years.
20 - 18 points
Student did a
satisfactory.
Nexus expands services in North Dakota, Idaho, and Minnesota through an affiliation with PATH ND and a merge with PATH MN! Read all about our recent waves of change in this issue.
The document contains reviews and testimonials from various clients that Leslie Belay has worked with as a consultant. The clients express gratitude for Leslie's support, commitment, expertise, and the positive impact she had on their organizations. Some of the key impacts and contributions mentioned include: improving service quality, developing strategic plans and new initiatives, increasing diversity, resolving organizational issues, empowering boards and staff, and helping organizations through transitions. The clients recommend Leslie for future consulting work.
More at Predictiveresults.com
Lisa Daigle, founder and president of DataSys, knows first hand the unique challenges of managing a successful small business. She learned early that not only is every team member individually critical to the company's performance,
but the chemistry between team members is equally as important.
DSMGroup provides consulting services to help organizations carry out their missions more efficiently. Daniel Southern started the company in 1998 and now assists a variety of organizations worldwide. He has 35 years of experience with large organizations, including managing volunteers and organizing large public events. DSMGroup's services include improving effectiveness, developing staff, establishing procedures, and providing guidance to shape visions and opportunities.
A city manager molds a city government into a cohesive team! Michelle D. Reines
Check out this amazing story on Team Evolution in the Public Sector.
Discover Five Behaviors of a Cohesive Team powered by Everything DiSC.
MDR Coaching & Consulting, Inc. at MDR4You.com
Steve McKisic wrote a letter of recommendation for Dustin Halstead. He stated that Dustin has worked at DSi for several years in software development and support roles, enhancing his web development skills. Dustin is talented, driven, and works well with both small teams and large corporate clients. He has handled unexpected issues creatively and collaborated well with others. McKisic, as Dustin's manager, observed him interacting positively with coworkers and clients. He recommended Dustin highly.
The document provides a summary of the November/December 2017 issue of the Nexus newsletter. It discusses Nexus' strategic planning process, the introduction of FranklinCovey leadership practices to sites, a quality improvement conference attended by Nexus staff, tips for effective sleep habits, and an overview of Stephen Covey's 7 Habits of Highly Effective People. The newsletter covers a variety of topics related to Nexus programs, services, and organizational initiatives."
- Rosie's Place promoted 4 young staff members to supervisor positions for the first time as the organization was growing rapidly. They partnered with Third Sector New England to develop a cohort-based professional development program for the new managers.
- The program consisted of 6 monthly meetings facilitated by a consultant where the managers built trust, learned management skills, and problem-solved as a group.
- The managers found the experience extremely valuable for building confidence and skills in their new roles, and continuing the group on their own after the program ended. Their growth benefited both themselves and the continued success of Rosie's Place.
Leading Change with Data and CollaborationKatheryn GonzalesSpe.docxpauline234567
Leading Change with Data and Collaboration
Katheryn Gonzales
Specialist in Early Childhood Education, Walden University
EDSD 7900: Capstone Project – Winter 2022
Dr. Sandra Johnson
December 18, 2022Leading Change with Data and Collaboration
Data-informed decision-making and collaborative efforts can lead to positive change within a community. Grand City Task Force is an excellent example of teams working together to use longitudinal data to collaborate with community leaders to make a positive impact. Mayor Keller brought together a task force to acknowledge the growth and change within the city due to the number of refugees in the community. The growth that Grand City is experiencing has led to some challenges, like school crowding, the need for additional community services, and a more comprehensive range of educational approaches (Walden University, 2017a). Each task force member came to the table with longitudinal data for the team to interpret and analyze to make the necessary changes to improve Grand City. I am fortunate to work on this task force with Mayor Keller and other community members.
My name is Katie Gonzales. I am the Early Childhood Education Specialist working on Mayor Keller’s task force in Grand city. I am excited to work with Mayor Keller on this task force because I believe in offering early childhood education through quality preschool and childcare for the families in Grand City. Research suggests that children who attend high-quality early childhood education programs are more likely to be prepared for academic grades later, less likely to repeat a grade, be less likely to be identified with special needs, more likely to graduate from high school, and become higher earners in the workforce (Association, 2021). To properly understand what Grand City needs in terms of its youngest members, the task force must look at the data to determine how to impact the community positively. Data alone does not secure change. However, data in action has the potential to unlock positive change. To enact data in action, the task force will need to collect, analyze, and organize data, combined with stakeholder understanding and knowledge, to become actionable. The process of data in action is a continuous cycle of collection, interpretation, and synthesis to support ongoing change (March & Farrell, 2015). Actionable data alone is not the only aspect of data that works to create positive change. Communicating and becoming transparent about data and its use leads to building trust among stakeholders (Guidera, 2015).
Collaboration is also essential for making meaningful changes within a community. Collaboration allows diverse groups of people to come together, utilizing differing perspectives and skills to promote productivity to create change (Morel, 2014). Collaboration begins by improving relationships among different community groups, as in the Grand City Task Force case. Coming together to collaborate allows the task force to b.
DiSC profiling is a personal assessment tool used to improve productivity, teamwork, and communication. It divides behaviors into four styles: D for dominance, I for influence, S for steadiness, and C for conscientiousness. Understanding your own style and others' styles helps increase understanding, learn to adapt, foster better group interactions, and build better relationships with coworkers and customers. Participants complete a questionnaire to determine their style profile and receive a detailed report and coaching to gain insights.
XYZ Engineering is proposing organizational changes to improve effectiveness. They plan to implement a flat, decentralized structure to improve communication and decision making. A new communication plan aims to break down silos and improve trust internally and uphold mission/values externally through ethical communication. Managers will follow a five P model focusing on purpose, principles, people, processes and performance. Leadership will take a transformational approach to motivate employees and inspire extraordinary results.
The document provides information about DD Consulting and their services related to M&A integration. DD Consulting assists with planning and executing integration strategies, managing integration offices, identifying synergies, and coaching clients through the integration process. They have extensive experience supporting deals across various industries. Their approach involves building internal client capabilities and quickly moving to program execution to deliver results.
Here's your chance to find out more about one of MCA Connect's Dynamics 365 (AX) Delivery Services Organization (DSO) Managers. Learn about what Dan looks for in new team members, the opportunities that are possible, and what his management style is like.
The document summarizes an executive leadership conference that used an innovative approach of interactive workshops and human-centered design thinking to address challenges of cross-agency collaboration. Participants provided overwhelmingly positive feedback. Key outcomes included:
- Three conceptual solutions were developed to promote citizen-centric government, enable creative thinking about shared solutions, and drive transformation through outcome-focused leadership.
- The concepts and discussions captured will be used by related interest groups to advance shared service initiatives across agencies.
- The new conference format engaged participants in problem-solving and garnered praise for moving beyond traditional panels, signaling its potential to inspire innovation at other events.
The document provides instructions for using an essay writing service. It outlines a 5-step process: 1) Create an account with required information. 2) Complete an order form with instructions, sources, and deadline. 3) Review writer bids and qualifications then select a writer. 4) Review the completed paper and authorize payment. 5) Request revisions to ensure satisfaction, with a refund offered for plagiarized work. The service aims to provide original, high-quality content through this process.
This document proposes aligning Cru leadership around a strategic approach to digital tools and media. Research found that Cru staff are most likely to adopt tools that are efficient, help their existing relationships, and match their passion for the gospel. The document recommends that Cru leadership focus digital decisions on tools that are staff-focused, data-driven, consistently branded, and integrated with ministry strategies. Aligning key leaders like the IT Council, Cru president, and regional directors could help staff see how tools enhance evangelism by helping them share the gospel more efficiently.
Running head: CSR BRIEF 1
2
CSR BRIEF
CSR BriefJared LinscombeMGT/426
December 6, 2017
Martin PayCSR Brief
Organizations can be responsible for the things that will affect the organization either internally or externally. Corporate Social Responsibility is a processed evaluation that initially aids the companies analyze and understand their responsibility to the society, customers, the surrounding as well as the staff of the organization. Walt Disney Company has grown to be the world largest entertainment and Information Company. In this “CSR Brief” summary, I will summarize Walt Disney Company culture. I will also display characteristics that have given Walt Disney Company the ability to be a learning organization as well as explain how Walt Disney Culture and learning organizational abilities support from a change initiative.
Review & Research
Culture is defined as the way people do things around here. It provides direction, whether intentional or in reality, on the things that should be done, how we should do them and as to why they are done that way. Culture pervades every firm, and it has the power to either sustain or wipe out even the most vital change strategies.
In the aftermath of the latest encounter regarding our organizational process, it was discovered that our organization was in fact utilizing the “Process” change model was it successful? In some ways I can say yes, and in others it was a communicational disaster. I can also truthfully state that having our delegation removed proved to be a lesson in not only humility but in Strategic Change, and once the decision was made the effects were swiftly and without recourse (Serrat, 2017).
Now that there are three other selected delegating agencies that will thoroughly review our departments’ decisions in the above three areas (personnel, contracting, technology). I then realized in that moment, our culture had changed.
My Company’s Ability as a Learning Organization
One may ask how you deal with such a drastic change. Was there a design model during this shift? And because we are all aware that creating a culture consist of various mindsets and attitude and behaviors (Serrat, 2017).
This change became not only a Power Culture but a Role Culture as well. Power cultures are known to be demanding of its leaders and its people within the organization. And the implementation of the Role Culture forced a non-existent collaboration among upper management and its leaders. And by doing so it did not allow a “processing time for staff and employees to process.
Did this Decision Support or Detract from a Change Initiative?
According to O’Connor (2017), “Firms need to change their structure in order for them to be able to accommodate internal expansions as well as have a chance to adjust and adapt to external factors,” I feel that this decision did indeed detract, meanin ...
This document provides a summary of Stacey A. Saunders' experience and qualifications. Over her 33 year career, she has held various leadership roles in non-profits, government agencies, and as an international consultant focused on child welfare systems. She has expertise in areas like strategic planning, program development, data analysis, facilitation, training and coaching. Testimonials highlight her strengths in driving transformational change through collaboration, creative solutions, and empowering others to continue progress.
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The Essence of Teamwork Essay
The Essence of Teamwork
Two are better than one, because they have a good reward for their hard work. For if one of them should fall, the other one can raise his partner up. But how will it be with just the one who falls when there is not another to raise him up? Ecclesiastes 4:9, 10
As the scriptural text quoted above implies, teamwork can accomplish what the individual cannot do on his or her own. Teamwork is defined as a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable. (Katzenbach and Smith, 1993) In today s society, with so much emphasis on pride and personal achievement, the concept of teamwork seems to be...show more content...However there is a problem when such methods frequently become a substitute for face to face communications. Face to face meetings allow for immediate feedback in regards to decision making and a greater familiarity with other team members. The problems associated with virtual project teaming are limited familiarity with other members, different time zones, inability to resolve conflicts effectively and as always the possibility of technical difficulties with the equipment.
Cross functional teams consist of team members of multiple disciplines, skills and talents. A great amount of projects have parameters that extend above engineering and reach into areas such as marketing, sales, public relations and so forth. Therefore, it is important that team members with different qualifications work in harmony with each other if a project is to be successful. Nevertheless, problems arise when vital team members are
Mergers & Acquisitions: How Organizational Culture Can Make or Break Your M&A...Denison Consulting
To enter new markets, acquire new technologies, increase scale or gain access to low cost operations, mergers and acquisitions are a key strategy for many organizations. While the strategy is a common one, it is also a risky one. One wrong move can have significant consequences for organizations.
Every month we “shine a light” on one Shared Intelligence member, by asking them a series of questions in order to share their background, insight and experiences with the Shared Intelligence community.
This month meet Eric Riego de Dios, Human Resources Director, Baker McKenzie Global Services.
For more information, please visit www.sharedintelligence.com.
Bringing on an associate advisor can help grow a financial advisory practice through succession planning and managing an increasing client base. However, advisors must carefully plan the hiring process and transition. They should take time to clearly define the role and find the best fit candidate. It also requires preparing to shift from being an advisor to a manager providing training. Structured coaching programs can help guide advisors through integrating a new associate and leveraging their skills to benefit both the advisor and clients. The success of adding an associate depends on a well-thought-out plan for onboarding, training, and managing the transition.
This document discusses the role of a business analyst and leadership in business analysis. It covers several topics related to business analysis including facilitative leadership, collaboration between business analysts and project managers, stakeholder management, and facilitation. The key responsibilities of a business analyst are to understand business needs, discover opportunities, and help realize business benefits and values. Effective leadership in business analysis requires taking a holistic and systemic approach while facilitating collaboration.
The document provides an overview of DD Consulting and their services related to M&A integration. DD Consulting offers integration strategy development, playbooks/checklists, integration management office setup, and coaching/consulting services to support clients through the M&A integration process. They have extensive experience developing integration strategies and running post-merger integrations on deals ranging from $6 billion to 100,000 employees across 30 countries. Their approach involves developing detailed integration plans, mapping organizational structures, conducting cultural assessments, and focusing on growth, synergies, and efficiencies.
Former Guam resident leading the way in organizational developmentJoanna C. Duenas
Former Guam resident Joanna Duenas is now the president and principal consultant of Duenas Consulting Group in Denver, introducing a new approach to organizational development. She works with mission-driven organizations to help them improve performance and culture through organizational change and development. Duenas' focus and experience in both the nonprofit and corporate worlds, along with her background in Guam, have prepared her to help organizations of all sizes through strategic planning and leadership coaching. Organizational development is now seen as a way for HR professionals to act as strategic partners within companies.
. According to your textbook, Contrary to a popular misconception.docxmadlynplamondon
According to a cross-cultural study of 186 societies, attitudes toward homosexuality vary significantly across cultures. Only 31% of societies studied stigmatized homosexual behavior, while 38% viewed it as a normal developmental phase for youth and 18% accepted committed same-sex relationships as an alternative form of marriage. The historical stigmatization of homosexuality in America is a product of enculturation rather than universal moral values.
-How did artwork produced in America from 1945 to 1960 compare to ar.docxmadlynplamondon
Post-World War II American art differed from European art by embracing abstract expressionism through artists like Jackson Pollock and his drip paintings, while European art focused more on figurative styles. Pollock's painting Number 1, 1950 (Lavender Mist) used dripped and splattered oil paint on canvas in 1950, as did Willem de Kooning's Woman I in 1952, showing the abstract expressionist movement in America. European art of the time included Alberto Giacometti's figurative sculpture Woman of Venice II from 1956.
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The document provides a summary of the November/December 2017 issue of the Nexus newsletter. It discusses Nexus' strategic planning process, the introduction of FranklinCovey leadership practices to sites, a quality improvement conference attended by Nexus staff, tips for effective sleep habits, and an overview of Stephen Covey's 7 Habits of Highly Effective People. The newsletter covers a variety of topics related to Nexus programs, services, and organizational initiatives."
- Rosie's Place promoted 4 young staff members to supervisor positions for the first time as the organization was growing rapidly. They partnered with Third Sector New England to develop a cohort-based professional development program for the new managers.
- The program consisted of 6 monthly meetings facilitated by a consultant where the managers built trust, learned management skills, and problem-solved as a group.
- The managers found the experience extremely valuable for building confidence and skills in their new roles, and continuing the group on their own after the program ended. Their growth benefited both themselves and the continued success of Rosie's Place.
Leading Change with Data and CollaborationKatheryn GonzalesSpe.docxpauline234567
Leading Change with Data and Collaboration
Katheryn Gonzales
Specialist in Early Childhood Education, Walden University
EDSD 7900: Capstone Project – Winter 2022
Dr. Sandra Johnson
December 18, 2022Leading Change with Data and Collaboration
Data-informed decision-making and collaborative efforts can lead to positive change within a community. Grand City Task Force is an excellent example of teams working together to use longitudinal data to collaborate with community leaders to make a positive impact. Mayor Keller brought together a task force to acknowledge the growth and change within the city due to the number of refugees in the community. The growth that Grand City is experiencing has led to some challenges, like school crowding, the need for additional community services, and a more comprehensive range of educational approaches (Walden University, 2017a). Each task force member came to the table with longitudinal data for the team to interpret and analyze to make the necessary changes to improve Grand City. I am fortunate to work on this task force with Mayor Keller and other community members.
My name is Katie Gonzales. I am the Early Childhood Education Specialist working on Mayor Keller’s task force in Grand city. I am excited to work with Mayor Keller on this task force because I believe in offering early childhood education through quality preschool and childcare for the families in Grand City. Research suggests that children who attend high-quality early childhood education programs are more likely to be prepared for academic grades later, less likely to repeat a grade, be less likely to be identified with special needs, more likely to graduate from high school, and become higher earners in the workforce (Association, 2021). To properly understand what Grand City needs in terms of its youngest members, the task force must look at the data to determine how to impact the community positively. Data alone does not secure change. However, data in action has the potential to unlock positive change. To enact data in action, the task force will need to collect, analyze, and organize data, combined with stakeholder understanding and knowledge, to become actionable. The process of data in action is a continuous cycle of collection, interpretation, and synthesis to support ongoing change (March & Farrell, 2015). Actionable data alone is not the only aspect of data that works to create positive change. Communicating and becoming transparent about data and its use leads to building trust among stakeholders (Guidera, 2015).
Collaboration is also essential for making meaningful changes within a community. Collaboration allows diverse groups of people to come together, utilizing differing perspectives and skills to promote productivity to create change (Morel, 2014). Collaboration begins by improving relationships among different community groups, as in the Grand City Task Force case. Coming together to collaborate allows the task force to b.
DiSC profiling is a personal assessment tool used to improve productivity, teamwork, and communication. It divides behaviors into four styles: D for dominance, I for influence, S for steadiness, and C for conscientiousness. Understanding your own style and others' styles helps increase understanding, learn to adapt, foster better group interactions, and build better relationships with coworkers and customers. Participants complete a questionnaire to determine their style profile and receive a detailed report and coaching to gain insights.
XYZ Engineering is proposing organizational changes to improve effectiveness. They plan to implement a flat, decentralized structure to improve communication and decision making. A new communication plan aims to break down silos and improve trust internally and uphold mission/values externally through ethical communication. Managers will follow a five P model focusing on purpose, principles, people, processes and performance. Leadership will take a transformational approach to motivate employees and inspire extraordinary results.
The document provides information about DD Consulting and their services related to M&A integration. DD Consulting assists with planning and executing integration strategies, managing integration offices, identifying synergies, and coaching clients through the integration process. They have extensive experience supporting deals across various industries. Their approach involves building internal client capabilities and quickly moving to program execution to deliver results.
Here's your chance to find out more about one of MCA Connect's Dynamics 365 (AX) Delivery Services Organization (DSO) Managers. Learn about what Dan looks for in new team members, the opportunities that are possible, and what his management style is like.
The document summarizes an executive leadership conference that used an innovative approach of interactive workshops and human-centered design thinking to address challenges of cross-agency collaboration. Participants provided overwhelmingly positive feedback. Key outcomes included:
- Three conceptual solutions were developed to promote citizen-centric government, enable creative thinking about shared solutions, and drive transformation through outcome-focused leadership.
- The concepts and discussions captured will be used by related interest groups to advance shared service initiatives across agencies.
- The new conference format engaged participants in problem-solving and garnered praise for moving beyond traditional panels, signaling its potential to inspire innovation at other events.
The document provides instructions for using an essay writing service. It outlines a 5-step process: 1) Create an account with required information. 2) Complete an order form with instructions, sources, and deadline. 3) Review writer bids and qualifications then select a writer. 4) Review the completed paper and authorize payment. 5) Request revisions to ensure satisfaction, with a refund offered for plagiarized work. The service aims to provide original, high-quality content through this process.
This document proposes aligning Cru leadership around a strategic approach to digital tools and media. Research found that Cru staff are most likely to adopt tools that are efficient, help their existing relationships, and match their passion for the gospel. The document recommends that Cru leadership focus digital decisions on tools that are staff-focused, data-driven, consistently branded, and integrated with ministry strategies. Aligning key leaders like the IT Council, Cru president, and regional directors could help staff see how tools enhance evangelism by helping them share the gospel more efficiently.
Running head: CSR BRIEF 1
2
CSR BRIEF
CSR BriefJared LinscombeMGT/426
December 6, 2017
Martin PayCSR Brief
Organizations can be responsible for the things that will affect the organization either internally or externally. Corporate Social Responsibility is a processed evaluation that initially aids the companies analyze and understand their responsibility to the society, customers, the surrounding as well as the staff of the organization. Walt Disney Company has grown to be the world largest entertainment and Information Company. In this “CSR Brief” summary, I will summarize Walt Disney Company culture. I will also display characteristics that have given Walt Disney Company the ability to be a learning organization as well as explain how Walt Disney Culture and learning organizational abilities support from a change initiative.
Review & Research
Culture is defined as the way people do things around here. It provides direction, whether intentional or in reality, on the things that should be done, how we should do them and as to why they are done that way. Culture pervades every firm, and it has the power to either sustain or wipe out even the most vital change strategies.
In the aftermath of the latest encounter regarding our organizational process, it was discovered that our organization was in fact utilizing the “Process” change model was it successful? In some ways I can say yes, and in others it was a communicational disaster. I can also truthfully state that having our delegation removed proved to be a lesson in not only humility but in Strategic Change, and once the decision was made the effects were swiftly and without recourse (Serrat, 2017).
Now that there are three other selected delegating agencies that will thoroughly review our departments’ decisions in the above three areas (personnel, contracting, technology). I then realized in that moment, our culture had changed.
My Company’s Ability as a Learning Organization
One may ask how you deal with such a drastic change. Was there a design model during this shift? And because we are all aware that creating a culture consist of various mindsets and attitude and behaviors (Serrat, 2017).
This change became not only a Power Culture but a Role Culture as well. Power cultures are known to be demanding of its leaders and its people within the organization. And the implementation of the Role Culture forced a non-existent collaboration among upper management and its leaders. And by doing so it did not allow a “processing time for staff and employees to process.
Did this Decision Support or Detract from a Change Initiative?
According to O’Connor (2017), “Firms need to change their structure in order for them to be able to accommodate internal expansions as well as have a chance to adjust and adapt to external factors,” I feel that this decision did indeed detract, meanin ...
This document provides a summary of Stacey A. Saunders' experience and qualifications. Over her 33 year career, she has held various leadership roles in non-profits, government agencies, and as an international consultant focused on child welfare systems. She has expertise in areas like strategic planning, program development, data analysis, facilitation, training and coaching. Testimonials highlight her strengths in driving transformational change through collaboration, creative solutions, and empowering others to continue progress.
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The Essence of Teamwork Essay
The Essence of Teamwork
Two are better than one, because they have a good reward for their hard work. For if one of them should fall, the other one can raise his partner up. But how will it be with just the one who falls when there is not another to raise him up? Ecclesiastes 4:9, 10
As the scriptural text quoted above implies, teamwork can accomplish what the individual cannot do on his or her own. Teamwork is defined as a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable. (Katzenbach and Smith, 1993) In today s society, with so much emphasis on pride and personal achievement, the concept of teamwork seems to be...show more content...However there is a problem when such methods frequently become a substitute for face to face communications. Face to face meetings allow for immediate feedback in regards to decision making and a greater familiarity with other team members. The problems associated with virtual project teaming are limited familiarity with other members, different time zones, inability to resolve conflicts effectively and as always the possibility of technical difficulties with the equipment.
Cross functional teams consist of team members of multiple disciplines, skills and talents. A great amount of projects have parameters that extend above engineering and reach into areas such as marketing, sales, public relations and so forth. Therefore, it is important that team members with different qualifications work in harmony with each other if a project is to be successful. Nevertheless, problems arise when vital team members are
Mergers & Acquisitions: How Organizational Culture Can Make or Break Your M&A...Denison Consulting
To enter new markets, acquire new technologies, increase scale or gain access to low cost operations, mergers and acquisitions are a key strategy for many organizations. While the strategy is a common one, it is also a risky one. One wrong move can have significant consequences for organizations.
Every month we “shine a light” on one Shared Intelligence member, by asking them a series of questions in order to share their background, insight and experiences with the Shared Intelligence community.
This month meet Eric Riego de Dios, Human Resources Director, Baker McKenzie Global Services.
For more information, please visit www.sharedintelligence.com.
Bringing on an associate advisor can help grow a financial advisory practice through succession planning and managing an increasing client base. However, advisors must carefully plan the hiring process and transition. They should take time to clearly define the role and find the best fit candidate. It also requires preparing to shift from being an advisor to a manager providing training. Structured coaching programs can help guide advisors through integrating a new associate and leveraging their skills to benefit both the advisor and clients. The success of adding an associate depends on a well-thought-out plan for onboarding, training, and managing the transition.
This document discusses the role of a business analyst and leadership in business analysis. It covers several topics related to business analysis including facilitative leadership, collaboration between business analysts and project managers, stakeholder management, and facilitation. The key responsibilities of a business analyst are to understand business needs, discover opportunities, and help realize business benefits and values. Effective leadership in business analysis requires taking a holistic and systemic approach while facilitating collaboration.
The document provides an overview of DD Consulting and their services related to M&A integration. DD Consulting offers integration strategy development, playbooks/checklists, integration management office setup, and coaching/consulting services to support clients through the M&A integration process. They have extensive experience developing integration strategies and running post-merger integrations on deals ranging from $6 billion to 100,000 employees across 30 countries. Their approach involves developing detailed integration plans, mapping organizational structures, conducting cultural assessments, and focusing on growth, synergies, and efficiencies.
Former Guam resident leading the way in organizational developmentJoanna C. Duenas
Former Guam resident Joanna Duenas is now the president and principal consultant of Duenas Consulting Group in Denver, introducing a new approach to organizational development. She works with mission-driven organizations to help them improve performance and culture through organizational change and development. Duenas' focus and experience in both the nonprofit and corporate worlds, along with her background in Guam, have prepared her to help organizations of all sizes through strategic planning and leadership coaching. Organizational development is now seen as a way for HR professionals to act as strategic partners within companies.
Similar to 10-107 September 10, 2010 This case was prepared .docx (20)
. According to your textbook, Contrary to a popular misconception.docxmadlynplamondon
According to a cross-cultural study of 186 societies, attitudes toward homosexuality vary significantly across cultures. Only 31% of societies studied stigmatized homosexual behavior, while 38% viewed it as a normal developmental phase for youth and 18% accepted committed same-sex relationships as an alternative form of marriage. The historical stigmatization of homosexuality in America is a product of enculturation rather than universal moral values.
-How did artwork produced in America from 1945 to 1960 compare to ar.docxmadlynplamondon
Post-World War II American art differed from European art by embracing abstract expressionism through artists like Jackson Pollock and his drip paintings, while European art focused more on figurative styles. Pollock's painting Number 1, 1950 (Lavender Mist) used dripped and splattered oil paint on canvas in 1950, as did Willem de Kooning's Woman I in 1952, showing the abstract expressionist movement in America. European art of the time included Alberto Giacometti's figurative sculpture Woman of Venice II from 1956.
-Just thoughts and opinion on the reading-Consent and compen.docxmadlynplamondon
-Just thoughts and opinion on the reading
-Consent and compensation are two things that the Johns Hopkins doctors did not provide Henrietta Lacks. How are these ideas at odds?
-African Americans today face disparities in the health care system even today. How can Henrietta's story motivate change in our current system?
.
. The Questioned Documents Unit (QDU) provides forensic support .docxmadlynplamondon
. The Questioned Documents Unit (QDU) provides forensic support to federal, state and local law enforcement agencies by conducting examinations on evidence collected during their investigation as well as expert testimony concerning information contained in the reports. The Cryptanalysis and Racketeering Records Unit (CRRU) supports law enforcement by assisting in the analysis of cryptic communications such as codes found in letters, notes and diaries (FBI.gov).
After an individual is arrested, I will obtain fingerprints and photographs of the subject and complete a number of forms that are used to start a criminal file on the subject. I will use the Buccal Collection DNA test kit provided by the FBI on my subject. Once completed properly and submitted to the FBI, the kit will be sent to the Federal DNA Database Unit (FDDU). The FDDU will take the DNA test kit and upload it into NDIS creating a DNA profile for my subject. The subject’s DNA profile will be searched against unknown forensic profiles from crime scenes across the country. If my subject’s DNA matches with another crime from another state he can be charged for that crimes as well. In my opinion this is the most important service the FBI has. This allows all agencies to communicate and share information based off of DNA evidence. The flaw is that they need the criminal to be apprehended and processed in order for the DNA to be in the system.
In Knoxville Tennessee, FBI Emergency Response agents train how to excavate a body at the Body Farm. The agents pair up in teams with forensic anthropologists to learn how to best identify and excavate human remains to preserve the clues and pieces of evidence that decaying bodies may leave behind. The weeklong training gives agents step by step instructions while surprising the agents with twists and surprises during their excavations. This was very interesting to me because it helps put things into perspective. Teaches them to put the victim first, which will motivate them to slow down, be methodical with their techniques and be very thorough because it only can be done once.
respond to this discussion question 150 words
.
. What is it about the fundamental nature and structure of the Olym.docxmadlynplamondon
. What is it about the fundamental nature and structure of the Olympics that helps explain why the conflict arose and escalated?
b. Was the form of aggression displayed by the attackers hostile aggression or instrumental aggression? Explain your reasoning. (Note: you
must
make a decision between these alternatives and defend your decision.)
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-Learning objectives for presentation-Brief background o.docxmadlynplamondon
Madeleine Leininger developed the transcultural nursing theory to address the need for culturally competent care (Leininger, 2002). Her theory focuses on how culture impacts health, wellness, and nursing care. It emphasizes understanding a patient's cultural values, beliefs and practices to provide sensitive and respectful care.
-You will need to play a phone game Angry Birds (any version) to mak.docxmadlynplamondon
-You will need to play a phone game Angry Birds (any version) to make observation.
-Make an observation on how you must launch the birds in order to knock over the items.
-Pay attention to how the path of the birds (the projectiles) changes as you change the launch angle and how far back you pull the birds at launch.
-You will also need to complete the calculations in assignment.
Assignment file below...
.
. EDU 571 Week 5 Discussion 1 -
"Data Collection" Please respond to the following:
· Using your planned evaluation project, assume that the client paying for the evaluation has requested that you primarily use audio/visual interview and observation techniques. The client envisions using clips in the evaluation report and in marketing campaigns. Discuss the appropriateness, advantages, and disadvantages of using digital capabilities to capture sound, video, and photographs of the interviewees, focus groups, and observations. Provide reasons for opposing or supporting the request (partially or completely).
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·
EDU 571 Week 5 Discussion 2 -
"Benefits of Meta-Evaluation" Please respond to the following:
· Your client told you that a meta-evaluation should not be included in the plan or budget. Explain two (2) reasons for including a meta-evaluation in the evaluation plan. Recommend two (2) ways to reduce the costs.
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EDU 571 Week 3 Target of Program Evaluation Plan, Part 1 -
Target of Program Evaluation Plan, Part 1
Assignment 1 is the first part of a five-part project to plan the various elements of a program evaluation for education. Select a program target from your school district, workplace, (e.g., business training program) or your university (where you are a student). For you to gain the most from the assignment, you should select a program that you are interested in, would like to see evaluated, and are able to obtain information about. (Possible programs include: student assessment, teacher assessment, pay for student achievement, new teacher or employee training, online classrooms, anti-bullying, gender equity for girls in math and science, school to work, retention of at-risk students, and schools of choice (charter schools), etc.). As you develop the entire plan, gather information, and receive feedback from your professor (or others), you should revise and refine each part of the project. Think of your professor as your project evaluator and supervisor who will help guide you so that you produce an outstanding, well-developed evaluation plan for the stakeholders.
Write a 1000 words paper in which you:
1. Describe three (3) elements of a worthy object for program evaluation - its type, the department administrating it, and target population.
2. Describe the program's history, primary purpose(s), and / or expected outcomes.
3. Explain three (3) reasons for selecting the program (e.g., program's value or lack of it, issues surrounding it, age, relevance, cost, impact on students, etc.).
4. Discuss three (3) advantages of evaluating the program at this time.
5. Discuss two (2) major constraints in conducting an evaluation on this program and a method of addressing them.
6. Use at least three (3) peer-reviewed academic resources in this assignment. Note: Wikipedia and many Websites do not qualify as academic resources. Peer-reviewed academic resources refer to articles and scholarly journals that are reviewe.
. What were the causes of World War II Explain how and why the Unit.docxmadlynplamondon
. What were the causes of World War II? Explain how and why the United States got involved in the war. Discuss the U.S. home front. How did women and minorities respond to the war? Explain the war in North Africa and Europe. Discuss the Allied invasion of Normandy on June 6, 1944. What was Adolf Hitler’s “final solution,” and what were the consequences of the Holocaust? How did the Allies end the war in Europe? Discuss the war in the Pacific. What proved to be an effective U.S. strategy in the Pacific? Analyze Harry Truman’s controversial decision to drop the atomic bombs on Japan. What were the consequences of World War II?
.
. Complete the prewriting for the progress reportPrewriting p.docxmadlynplamondon
. Complete the prewriting for the progress report:
Prewriting prepares you to write and helps you organize your ideas.
You may print the lesson and jot notes for yourself on the paper, or you may write notes on your own.
You do not have to submit prewriting for any points, but don't skip this important step!
2. Complete a draft of the progress report:
Remember to use the memo format style in typing this progress report.
This report should be two or more pages when you are completed.
The draft will be much shorter than your final report.
Follow a logical structure: introduction, what is finished, what is underway, what is left to do, and a conclusion.
Use specifics such as dates, proper names, numbers, costs, etc.
Include one or more visuals may such as pictures, graphs, charts, tables, etc.
.
-in Filomena by Roberta Fernandez the author refers to the Mexican r.docxmadlynplamondon
-in Filomena by Roberta Fernandez the author refers to the Mexican rituals for the day of the dead how is this celebration portrayed in the story?
-in "La doctora Barr" how does Mary Helen Ponce describe the traditional way Mexican-American women prepared for a childbirth in their community?
-how does Nilda feel about Sophies's presence in her home?
-how is bilingualism used in the story "Filomena"? Support your opinions with examples from the story
-describe the incident with the vanilla ice cream . Why was it so upsetting for Nilda?
.
-Write about a violent religious event in history.(Ex. Muslim ex.docxmadlynplamondon
-Write about a violent religious event in history.
(Ex. Muslim extremist acts in history, or the Christian crusades, etc.)
-Write about belief/reasoning/justification those certain people believe their actions have and affects of...
-(Identity)They're view of the world and themselves. Is it rationale or is it a problem. Why?
5-pages minimum
4-scholarly sources min. 2 of 4 book sources Need Dec. 2nd by 9pm.
.
-This project is an opportunity to demonstrate the ability to analyz.docxmadlynplamondon
-This project is an opportunity to demonstrate the ability to analyze and write about music with clarity and purpose. Assume the role of a reviewer/critic who is applying for a job writing a music column for a progressive weblog catering to readers who on average have at least a bachelor's degree and are concerned with issues of justice and equality
-The CD reviewed is one that will allow reflection about how music can provide people the opportunity to imagine the lives and experiences of others different from oneself. Questions to guide reflection while listening should include:
1. Who are the peoples performing the music or who is the music about?
2.What type of life is presented through the music's lyrics and musical sound?
3.What themes or issues are presented by the music?
4. How do the various musical selections relate to each other?
5.What can be learned about people by listening to this CD?
6.Why should other people listen to this music?
-A list of CDs is available for this assignment. CDs may be downloaded for a fee from a preferred site.
-The review will need to include:
1.CD title, artist, genre, release date, etc
2.Background information about the artist or artists for those who may not be familiar.
-The review should be between 800 and 1000 words.
-Conventions of good writing (e.g., correct grammar, spelling, appropriate use of quotations, unctuation) should be observed throughout this project. Moreover, it is important to consider the audience and write in a style that is appropriate. Quotations or information from a primary or secondary source should be cited correctly using APA, Turabian, or MLA.
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-7 Three men are trapped in a cave with no hope of rescue and no foo.docxmadlynplamondon
Judge A belongs to the legal positivist school of thought. He bases his decision solely on statutory law and case precedents interpreting the law, without considering other factors.
Judge B belongs to the natural law school of thought. He believes the laws of nature apply in extraordinary situations where people are cut off from civilization, rather than man-made laws.
Judge C belongs to the sociological jurisprudence school of thought. She bases her decision on a scientific survey of the community's beliefs, rather than just statutory law or precedent.
-1. Are the three main elements of compensation systems—internal.docxmadlynplamondon
-1.
Are the three main elements of compensation systems—internal consistency, market competitiveness, and recognizing employee contributions—equally important, or do you believe that they differ in importance? If different, which do you believe is most important? Least important? Give your rationale.
use 1 online reference and
Martocchio, J. (2017). Strategic Compensation: A human resource management approach (9th ed.). Upper Saddle River, NJ: Pearson.
.
- What are the key differences between national health service (.docxmadlynplamondon
- What are the key differences between national health service (NHS) and national health insurance (NHI) systems?
- How do NHI and NHS systems compare with the health care system in the United States?
- How do most countries with similar levels per capita income differ from and resemble the United States with respect to provider payments, coordination of care, workforce and information technology, and health system performance?
Cite at least 2 peer reviewed journal/article. Write in APA format
.
--Describe and analyze the ways in which Alfons Heck’s participation.docxmadlynplamondon
Alfons Heck participated in the Hitler Youth and Nazi culture as a child, which helped shape his sense of purpose and identity. In his memoir "A Child of Hitler", written many decades later, Heck reflects on his experiences and how the acts of writing and reflection allowed him to craft a new identity in the present. Students are asked to analyze how Heck's participation in the Hitler Youth influenced his identity, and how writing his memoir also impacted his identity later in life, in a 2-4 page paper with citations.
------ Watch an online speechpresentation of 20 minutes or lo.docxmadlynplamondon
------
Watch an online speech/presentation of 20 minutes or longer.
( please cite the presentation you would use)
Write a speech analysis essay of
2-3 pages
I: List the speaker, date, location, & topic, and describe the audience. Describe each of these elements and analyze the effect that each of these elements had on the speaker and/or speech.
II: Describe and analyze the effectiveness of each part of the speaker's introduction (attention getter, revelation of topic, statement of credibility, statement of central idea, preview of main points).
III: Summarize each of the speaker's main points. What pattern of organization did the speaker utilize? Was this effective? Why or why not?
IV: Describe and analyze the effectiveness of the evidence/supporting material that the speaker used.
V: Describe and analyze the effectiveness of the speaker's language.
VI: Describe and analyze the effectiveness of the speaker's delivery.
VII: Describe and analyze the effectiveness of each part of the speaker's conclusion.
.
) Florida National UniversityNursing DepartmentBSN.docxmadlynplamondon
)
Florida National University
Nursing Department
BSN Program
NUR 4636-Community Health Nursing
Prof. Eddie Cruz, RN MSN
Please choose one infectious disease or communicable disease and present a 1,000 words essay including the follow;
Name of the disease including agents that cause Infectious/Communicable Disease, the mode of contamination or how it is spread.
The modes of prevention applying the three levels of prevention with at least one example of each one.
Prevalence and control of the condition according to the Center for Disease Control and Prevention (CDC) including morbidity and mortality.
Implications of the disease in the community and the role of the community health nurse in the control and prevention of the disease.
The essay must be presented in a Word Document, APA format, Arial 12 font attached to the forum in the tab of the Discussion Question title “Infections/Communicable disease essay” and in the assignment tab under the exercise title “SafeAssign infectious/communicable disease”. A minimum of 3 references no older than 5 years must be used. If you use any reference from any website make sure they are reliable sites such as CDC, NIH, Institute of Medicine, etc.
There is a rubric attached to the assignment for your guidance.
Below please see the definitions of infectious disease and communicable disease. They are similar but differ in some characteristics.
Infectious diseases
are disorders caused by organisms — such as bacteria, viruses, fungi or parasites. Many organisms live in and on our bodies. They're normally harmless or even helpful. But under certain conditions, some organisms may cause
disease
. Some
infectious diseases
can be passed from person to person.
Communicable
, or infectious
diseases
, are caused by microorganisms such as bacteria, viruses, parasites and fungi that can be spread, directly or indirectly, from one person to another. Some are transmitted through bites from insects while others are caused by ingesting contaminated food or water.
.
- Please answer question 2 at the end of the case.- cita.docxmadlynplamondon
- Please answer
question 2
at the end of the case.
- citations and references in
IEEE
style
( at least two)
- your answer should be in regards to the case
+
regarding the question itself.
Do it twice ( two different copies)
.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
2. organization at DSS. The changes and
new structure had created dissatisfaction and a fair amount of
anxiety among many of DSS’s
consultants, but Chris felt her team had overcome their concerns
to become a very effective group.
They had worked together well, avoided the conflicts that often
plague these kinds of teams, and
generally maintained a high level of motivation and satisfaction.
Most of all, Chris was proud of the
work her team had done. They had created a budget and
planning system that the team believed
would be embraced by DSS’s clients. The team had not gotten
much support from other groups at
DSS in developing the system, so team members had done much
of the technical work on their own
that would have normally been done by support people in the
company. Despite this, Chris was very
pleased with the system and looked forward to sharing her
team’s accomplishments with Meg.
DSS Consulting
DSS Consulting was formed in 1997 to provide administrative
support to small school districts
primarily in the mid-west and mountain west. The company was
founded by three retired school
district administrators to help small school districts that had
limited staff deal with difficult and
somewhat specialized administrative problems, such as
negotiating labor agreements or setting up
procurement systems.
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
3. September 10, 2010 2
During the late 1990s, DSS grew rapidly as small school
districts faced more complex challenges and
pressures to cut costs, particularly in administration. In
response to this growth, DSS organized itself
into four practice departments—Procurement and Systems,
Information Technology, Contract
Negotiation, and Facilities Planning—to deal with different
types of engagements. Business came
primarily through contacts the five founders had developed.
Once DSS was engaged, the project
would be referred to the head of the appropriate practice group
who would assign consultants to the
project.
By 2005, a number of changes had begun to affect DSS. First,
the founders were cutting back their
involvement in the company. As a result, management decisions
were being passed on to new leaders,
including people hired from other consulting companies. In
addition, since much of DSS’s business
was generated through contacts established by the founders,
their reduced involvement was creating a
need for new marketing strategies. Second, the types of
problems for which districts were looking for
help were becoming more diverse and often didn’t fit clearly
into a specific practice area. The
increasing complexities districts were facing were both reducing
the need for the relatively
straightforward projects DSS had been working on and creating
demands for new types of services.
Finally, state standards for school districts were diverging from
one another, so that certain issues
4. were more important in one region than in another. All of these
changes led to stagnation in revenue
growth for DSS.
Because of these changes, the founders decided that a shift in
strategy would be necessary for DSS to
continue to grow and be successful. As a first step, they
promoted Meg Cooke to the position of Chief
Operating Officer. Meg had joined DSS in the Contract
Negotiation group about four years earlier
after spending time with a larger east coast firm. Two years
after joining DSS, she had been promoted
to head the Contract Negotiation group. The founders and Meg
had concluded that if DSS was to
continue to be successful, it would need to expand beyond its
traditional customer base of small
districts and offer services to larger districts much more than it
had in the past. They felt that
accomplishing this would require developing new services and
reorganizing into a more cross-
functional, customer-focused organization. A major part of the
strategic change involved reorganizing
DSS from a purely practice-oriented functional structure to a
hybrid structure. Most of the
consultants would now be assigned to new cross-functional
teams that would be responsible for
marketing and delivering services to districts within a particular
geographic region. The practice
groups were maintained to provide specialized expertise to
support the cross-functional teams in their
work but with many fewer staff members than in the past.
The new cross-functional teams were given two responsibilities.
Over the long run, the teams were to
build relationships with the school districts in their regions and
5. provide a full range of DSS consulting
services to those districts. The teams were also to develop new
consulting offerings in response to
district needs. The expectations were that the cross-functional
teams would eliminate the functional
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 3
“silos” that constrained the services DSS could provide and help
DSS develop services that could be
sold to larger districts. Both these were seen as crucial steps in
the plan to grow DSS.
Chris Peterson and the Southwest Region Team
Chris Peterson joined DSS in 2001. She started her career as a
high school teacher in a small school
district in Iowa. When the district began to deploy personal
computers, she was asked to head up the
implementation in her school. The process went so smoothly
that she was asked to give up classroom
teaching and work full-time for the district in rolling out
technology across all the schools. After five
years in that job she joined DSS as a consultant in the
Information Technology group. She rose to the
position of project manager in the group and had been very
successful in leading consulting projects.
When the decision was made to reorganize into cross-functional
teams, Chris was seen as a “natural”
to lead one of the teams and was assigned to head the Southwest
Region team.
6. Chris looked on her new assignment with a mixture of
excitement and apprehension. Much of the
excitement came from the opportunity to lead a permanent team
rather than coordinate individuals for
short consulting projects. Her apprehension came in large part
because of some uncertainties about
how the new strategy would unfold. Chris was aware that many
people were ambivalent about the
new strategy and uncertain about the necessity of the change
and whether or not it was likely to be
successful. The result of this was that there was a great deal of
anxiety among many consultants
about the future of DSS and their roles in the new structure.
Chris also suspected that the strategy
was still evolving and might change as management got a sense
of how well the new organization
was working.
One of the decisions that Meg had made about the new teams
was that the team leaders ought to have
a great deal of flexibility in inviting people to join their teams.
Chris welcomed this opportunity. In
thinking about who she wanted for the team, she considered two
factors. First, she wanted people
who had good skills and were experienced in the DSS
consulting process. Second, she felt she
needed people who would be able to work together well. She
believed this would be important
because of both the nature of the work to be done and her fear
that the anxiety created by the change
would boil over into dissatisfaction if people had trouble
working together.
Chris gave a great deal of thought about who to ask to join the
Southwest Region team. She decided
7. that one thing that would help the group work together smoothly
would be to select people who
already had some experience in working with one another.
Overall, Chris was quite happy with the
team she was able to put together. She ended up asking two
consultants each from Contract
Negotiations, Procurement and Systems, and Information
Technology, and one consultant from the
Facilities group to join the team, all of whom accepted. Even
though the consultants had not worked
on specific projects with each other in the past, they knew one
another and had a great deal in
common. Nearly all of them had worked on DSS’s annual
Habitat for Humanity project and all had
started at DSS at about the same time. Many members of the
group socialized with one another
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 4
outside of work. At the first group meeting Chris realized that
her strategy had worked well. Two of
the consultants marveled about how nice it would be to work
with people who were both very
competent and friends as well. Another consultant mentioned
that he didn’t know many people at
DSS other than the members of his new team and he was really
looking forward to the project. Like
most DSS consultants, members of Chris’s new team had some
questions about the new strategy and
leadership; however all believed that their new team had
tremendous potential.
8. Beginning the Work
As DSS was making the transition to the new structure,
consultants continued to finish existing
projects even as they began working with their new teams.
Chris believed it was very important that
her team members be located together as soon as possible even
though the team would not be
working together full-time right away. She believed that co-
locating the team would allow the group
to get a quick start on the major deliverable of developing new
products for DSS and prevent the
group from getting distracted by some of the uncertainties
created by the new structure. Chris was
able to identify some space and a plan that could bring the full
team together. Since none of the other
new team managers felt as strongly about the co-location of
their teams as Chris did, Meg allowed
Chris’s team to move together before the other teams did.
Once the team got settled into its new location, they quickly got
to work. Chris believed that the first
issue for the team would be to share their experiences and use
their collective knowledge to identify
one or more potential new products, and that her initial job
would be to help the group pull together
their experiences. The group had a number of meetings over the
next month discussing their
perspectives. Chris was very pleased with what happened in the
meetings. The team members
seemed comfortable sharing information with one another. If a
disagreement emerged, the team dealt
with it without creating animosity or substantial delay. Chris
was particularly pleased when two of
the team members told her that this was one of the best groups
9. they had ever been a part of.
Even though they were from different functional areas, the team
members found that they had very
similar experiences in dealing with districts. All of them had at
least one story about how they had
been delayed in a project because the people they were working
with in the district were not able to
get accurate data about budgets or long term plans. What
emerged from the discussions was that
small districts seemed to lack any integrated system for linking
plans and budgets over time. The
superintendent of the district seemed to be the only person who
knew everything that was going on
and if he or she was not available it was difficult to get timely
information. The team concluded that
what small districts needed was an integrated system for
planning and budgeting. Although most
large districts had the systems or the human resources to do
this, the costs were prohibitive for a small
district. The team determined, therefore, that a scaled down
system could provide the level of
planning small districts needed at a price they could afford.
Further, this project both excited the
team and was something they felt they could do well.
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 5
Planning the New Product
As members of the team began finishing the consulting projects
10. they had been working on, they were
able to devote more time to developing specifications for the
new system. The majority of the team
were now spending nearly all their time working with one
another and saw less and less of the other
consultants who were not on the team. Occasionally people
would bring up what other consultants
had said their teams were doing, but this seldom generated
much interest and was sometimes seen as
almost a distraction to the group. At this point in time, Chris
had two primary goals for the team.
First, she wanted to keep the group focused on the jobs of
defining the new system and determining
exactly how DSS consultants would use it. Second, she wanted
to help the group avoid distractions
and continue to build cohesion.
In addition to working with the team, Chris tried to deal with
people outside the group. She had
developed friendships with two superintendents in small
districts and when she saw them, she took
the opportunity to describe the system her team was developing.
Generally, the feedback she
received was positive and she relayed this to her team. Chris
also met occasionally with Meg to
update her on the project; however these meetings were
generally short. Chris observed that some of
the other team leaders spent more time meeting with Meg than
she did, but she didn’t see that there
was much need for her to do so, given the progress her team was
making.
Developing the Planning and Budgeting System
Once the specific design of the proposed budget and planning
system was complete, Chris felt it was
11. time to share the work of the team with others. She took a
detailed description of the program out to
a number of districts she had worked with in the past and asked
for comments. She also emailed the
program description to Meg and some of the DSS functional
specialists who would have to provide
some technical support in developing the consulting protocols
and specifying parts of the code for
managing the data base.
The conversations with people in the districts were informative
and more-or-less positive. While
generally expressing support for the new system, people in the
districts raised some specific
questions. Many of the comments or questions were about how
the system would deal with issues
that were unique to a district. A few questions emerged about
the price of the product and how it
would differ from other products already on the market. When
Chris took these comments back to
the group they tried to modify the initial design and
specifications of the program to meet the
concerns that were raised. This worked well in the short run,
but as more comments came in, the
group began to flounder as the team tried to adapt the design to
meet many of the questions from
outsiders.
The reactions from others inside DSS were different from those
in the districts. Most of the
functional specialists who received descriptions of the project
simply acknowledged receiving them
but did not offer any real comments. Meg responded by asking
a couple of questions and saying that
12. CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 6
she and Chris would talk more about it later. Overall, the group
was pleased with these responses; no
one had raised any objections to the program design or
identified any difficulties that would slow the
project down.
As the group worked to change the project specifications in
response to the comments coming in from
the districts, Chris felt that the effective process the group had
developed was beginning to break
down. There were disagreements about how important various
comments actually were and progress
in finalizing the specifications seemed to slow. Team members
began to voice more concerns than
they had in the past about the direction DSS was going and
question whether the team would be able
to accomplish its task. Chris decided that something needed to
be done to get the group back on
track. She cancelled work on the next Friday and had the whole
team meet at a nearby nature
preserve. After a hike, the group returned to Chris’s house for a
barbeque lunch. Following lunch,
the members spent the rest of the afternoon discussing how they
were performing and what they
needed to do to finish designing the project. Overall, this
seemed to work quite well. When the team
got back to work on Monday, they quickly finalized the
specifications and identified the steps that
would be necessary to actually develop the product and
consulting protocols.
13. The team turned its attention to completing the project. The
project had four components: a database
program provided by a third-party vendor; a program for putting
information into the database
program written by an outside consulting firm; a set of forms
districts would use to organize
information about schedules and budgets; and a set of
instructions for consultants to use in helping
districts use the program and its results. The team split into
sub-groups to work on pieces of the final
project.
Putting together the forms and developing instructions for
consultants were the most challenging
parts of the project. Both of these tasks required detailed
knowledge about the different types of
projects districts might undertake. Although members of the
team had the knowledge and experience
to complete most of this work, they often found that they
needed to draw on the specialized
knowledge of the DSS specialists in the practice groups. When
a specific question came up that the
team could not answer, one member of the Southwest team
would either email a question or have a
face-to-face meeting with the specialist. This worked well for
simple issues but not for more
complex problems. When team members tried to get functional
specialists to spend time working on
these more complex problems, they were often not given much
help and were occasionally rebuffed.
Chris found that she often had to go directly to the manager of
the practice area to try to get support.
Even this didn’t always work. One event typified the problem
Chris was experiencing. She met with
the head of Contract Negotiation to identify the specific
14. information about a district’s employees that
would need to be entered into the program. He told Chris that
he would ask one of his specialists to
work on it with the team. When one member of Chris’s team
contacted the specialist, he was told that
this project had not been built into her schedule and that she
would not be able to help him until other
things got done.
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 7
When Chris learned of this she scheduled a meeting with Meg to
discuss the difficulty her team was
having in getting support. From Chris’s perspective, the
meeting with Meg did not go particularly
well. Meg seemed sympathetic to the difficulty Chris was
having getting support and suggested that
she could keep working with the practice group managers to get
the final elements of the project
completed. Chris had hoped that Meg would take more direct
action. When Chris reported back to
the team, the overall reaction by team members was negative.
There were a number of comments
about how decisions at DSS seemed to be more “political” under
the new organization and how the
“new Meg” seemed to be playing favorites.
Finishing the Project
Despite the difficulty in getting support from others in the
15. organization, Chris knew that the project
was close to completion and could still be a success in the
market. Chris conveyed this to her team.
She reminded them that even if they were not getting the type of
support they would like, they had the
experience necessary to finish the program on their own.
Chris’s optimism was contagious. The
team increased their efforts and did independent research to fill
in their own knowledge gaps. The
project came together quickly and within 10 days the team had a
full product ready for beta testing.
A few weeks earlier, Chris had recruited a district that would be
willing to serve as a test site and a
date was scheduled for the team to go into the district to
demonstrate the product.
The Meeting with Meg Cooke
As Chris came into work on Friday morning, she thought back
over the last few months and was quite
pleased. The group had done a terrific job of specifying and
developing a new product that was ready
for a beta test. Initially her team members had doubts about the
new strategy and their new roles but
they had overcome those, and some real obstacles, to finish the
assignment. Chris was looking
forward to sharing this with Meg.
From Chris’s perspective, the Friday morning meeting with Meg
started off very well. Chris outlined
the progress her team had made on the integrated budget and
planning system. She spoke about how
she was managing the beta test for the program and of the
positive comments she was getting from
the district. She also talked about how effective her team was.
They worked together very well, were
16. cohesive, and made decisions easily and quickly. Chris also
mentioned that a number of the team
members had not supported the reorganization at first but
despite that had invested a great deal of
effort in making the team and project work and were now
committed to the new direction for DSS. In
particular, Chris complimented the team members on their
initiative in finishing the project even
when they didn’t have a great deal of help from the specialists
in the practice groups.
Meg thanked Chris for all the hard work on the project and
mentioned that she had heard very
positive things about Chris’s leadership from members of the
Southwest Region team. Meg then
shifted the conversation and asked Chris for a report about the
types of services districts in her region
might be looking for DSS to provide in the future and whether
some of the other projects the DSS
CHRIS PETERSON AT DSS CONSULTING
Deborah Ancona and David Caldwell
September 10, 2010 8
regional teams were working on would be of interest to the
districts. Chris responded that she had a
general idea of what the other teams had been working on but
did not feel she had sufficient
information to present them to districts at this time. She went
on to say that her team had focused on
their project and that the plan was for them to go out and meet
with all districts in the region after the
project was in a beta test so that they would have something
17. specific to discuss. She reassured Meg
that although she did not have a clear answer to the question
right now, she would in the near future.
Meg then asked Chris how she saw the integrated budget and
planning system being marketed to
large school districts given that most of them already seemed to
have either systems or personnel to
do this. Chris responded that she understood the concern and
that, at this point in time, large districts
might not be interested in the system in its current form. She
went to say that as the system was
modified and expanded it would very likely be of interest to
larger districts. After this, Chris and
Meg exchanged a few pleasantries and the meeting ended.
The Monday Morning Meeting
When Chris arrived for work on Monday morning she found that
she had a message from Meg asking
if they could meet for coffee at 10:30. Chris was curious about
the meeting, but quickly responded
that she would be available, and the two agreed to meet at a
nearby coffee shop. After getting coffee
and talking a bit about the weekend, Meg told Chris that after
reviewing her team’s project and its
potential, she had decided that DSS would not go forward with
the scheduling and budgeting project.
When Chris asked for the reasons for this decision, Meg replied
that the number of new products DSS
could support was limited and that teams in the other regions
had not reported any interest on the part
of the districts they had worked with for this type of product.
Meg also said that she was concerned
that the project would not be of interest to the large districts.
Chris responded that she certainly
understood the issue about large districts but did not agree with
18. Meg’s observation. She went on to
say that she did not understand how other regional teams could
say that there would not be a demand
for the product when they did not even know what the planning
and scheduling system could do.
Meg said that she appreciated Chris’s concerns but that the
decision to cancel the project was final.
An awkward silence followed this last exchange. After a
moment or two, Meg said that there was
one more thing left to discuss. She said that the Southwest
Region Team would focus exclusively on
marketing DSS products and not be involved in product
development work in the future and that there
would be some change to the composition of the team. Meg
ended by asking Chris if she was
prepared to lead the group in a new direction or if she would be
more comfortable and successful
returning to the IT practice group as a functional specialist.