1
nun
Student 1 Nun
Topic: Why does quality in LGBT community is necessary?
Thesis statement: Traditional value standards and appearance are some reasons cause discrimination in LGBT community
Annotated Bibliography
“The impact of discrimination” Beyond Blue ,27 January 2015, beyondblue.org.au/who-does-it-affect/lesbian-gay-bi-trans-and-intersex-lgbti-people/the-impact-of-discrimination
This a website that includes articles about racism in LGBT community. The idea of this argument shows how depression and concerns about social stereotypes the LGBT people feel when other people around them look and racist on them. For this reason, LGBT teenagers are trying to hide their feelings from their family and friends. Because of the lack of understanding about this community, other people sparked stigma with the LGBT community, and make their life become a trouble. In this article, we have learned the different in discrimination. Moreover, everything we say or do will affect the LGBT people can lead to negative health, including higher rates of depression, anxiety.
the author supports this idea by showing the evidence from our life, violence at work, school, and other social situations. That are all the things that LGBT people have experience in every day in their life. This article was written in 2015. At that time, not a lot of people are open minded, there are still mixed opinions and ideas, even openly disdain and offend people in this community. The leader of the page Beyond Blue has been searched and interviewed some LGBT people. The article includes statistics, and quotes experts from the real people and real stories. The writer experience is enough. I found no grammatical or spelling errors. The purpose of this article is the impact of discrimination in LGBT people is dangerous and this can cause so many feeling problems, especially, the mental health about being rejected. Moreover, prompt people to stop discrimination, and what you say will attack them, we need to respect them because we are human.
Mollman,Steve .“LGBT is a disease, not a human rights-a growing movement in Indonesia reject gay rights”, SBS,18 Feb 2016, sbs.com.au/topics/sexuality/article/2016/02/17/lgbt-disease-not-human-right-growing-movement-indonesia-rejects-gay-rights
This article talks about some Indonesian people still openly anti-LGBT. Many people
in Indonesia are happy because of their nation's acceptance of all kinds of people. The
However, a growing number of Twitter posts with the hashtag #TolakLGBT in recent
day Tolak means “reject”. Moreover, they called LGBT is a disease. This article
describe. The way other people do something bad to LGBT people like a group of
people put up the banner to remind LGBT people stay away from them. The article
was written in 2016 at 9:11AM. I am reading this article because this is the one that
write about how strong discrimination in LGBT people in Indonesia by Steve
Mollmon. His experience is not enough for me bec ...
SOUTHERN CROSS UNIVERSITYSouthern Cross Business SchoolASSIGNM.docxrafbolet0
SOUTHERN CROSS UNIVERSITY
Southern Cross Business School
ASSIGNMENT COVER SHEET
For use with online submission of assignments for
MNG03217 – Leading and Managing people only
Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document.
Your assignments must be submitted as either Word documents, text documents with .rtf extension or as .pdf documents. If you wish tosubmit in any other file format please discuss this with your lecturer well before theassignment submission date.
Unit Name:
Leading and Managing People
Unit Code:
MNG03217
Student Name:
Student ID:
Local Tutor’s name:
Dr Brian Morris
Assignment No.:
2
Assignment Title:
Final Compilation
Due date:
31/07/2015
Date submitted:
31/07/2015
Declaration:
By including this form as part of the assignment document, it is declared that each member of the team has read and understood the Rules Relating to Awards (Rule 3 Section 18 – Academic Misconduct Including Plagiarism) as contained in the SCU Policy Library. Each member understands the penalties that apply for plagiarism and agree to be bound by these rules. The work the team is submitting electronically is entirely the work of members of the team.
Assignment 2: Part 1 (Chapter 10 - Leadership 2.0: Virtual Leadership)
.How would you lead this team of international employees and friends?
Through the adaption of principles of project management - in order to be able to establish a leadership role amongst the group it is first necessary to outline the mission/vision that is aimed to be achieved from the creation of the group. From this point, it is then ideal to establish and delegate tasks and role (i.e. as leader, I would establish myself as project manager) so everyone is clear of what they are responsible for and what is expected of them.
2. Is building “community” important in a virtual world? If so, what would you do to promote a sense of community among these team members?
In order to promote a sense of community among team members I would take the time to get to know each member of my team on a more personal level (i.e. their interests, motivations, what they aim to get out of working in the group) and advise that I am here for support and questions via mobile, Skype etc. as well as designating regular monthly times to undertake team meetings online and introduce everyone to each other as an icebreaker and face to face meetings where possible.
Response
Lynette, I certainly agree with you that communication is key, and certainly in your response to the first question that providing communication channels is vital when leading a team.
One of the very successful factors that I have witnessed as being part of a team is clear communication of the team goal and communication of individual responsibilities within the team in ensuring the goal is successfully achieved. We can certainly provide communication channels to promote.
##FINAL-POSTED-GRADE##Add question on this pag.docxmayank272369
##FINAL-POSTED-GRADE##
Add question on this page
ETHICAL LEADERSHIP
Within any organization, there are certain responsibilities that begin and end with the leadership. One of the most important aspects is the ethical behavior of any organization. In different types of organizations, different ethical practices must be observed. There is not a one size fits all approach to every organization and making sure that they are making ethical decisions. Add two sentences here In this paper, the author will discuss diversity in the workplace, ethical behavior and guidelines that govern ethical practices.
Definition of Ethical Leadership
What is the definition of ethical leadership? Bennis defined “leadership is really a matter of character. The process of becoming a leader is no different than the process of becoming a fully integrated human being” (as cited in Gini & Green, 2014, p. 1). This quote really sums up the idea that there is no one definition of leadership. The definition of leadership can vary depending upon the people who are involved, time, place, and always the situation being addressed. A Coach of a basketball team and a Sales Manager will have a different definition for ethical leadership.
While there are many different definitions of leadership, there are three core characteristics that are always present in ethical leadership. They are character, stewardship, and experience (Gini & Green, 2014). Character can be most commonly related to how others see a person. When a situation happens, and a well-known person is involved in an incident, such as a fight, it might be hard for some people to believe that a person was involved. Because the person usually displays a very calm demeanor, it would be hard to believe that this person was involved in an altercation. The phrase “that is out of character” is used when something happens that a person would not normally be associated with. When using the term character, it is used to describe how others see a person. A person’s character is displayed in how they treat others as well as their values.
According to author Peter Senge, steward means that leaders recognize that the ultimate purpose of their work is others and not self (1990).A steward just like a leader is focused on others around him/her. A good steward will ensure that they are looking out for the best interest of those around them. When peeling back the onion on stewardship, the ability to ensure the it is closely and intimately like leadership. The steward looks to implement policies and procedures that will guarantee a positive change occurs for the benefit of those around him/her.
It is interesting how there are countless books about how to become successful in any given area of life. However, there are very few if any on how to fail. Although no one wants to fail, without failures, the successes would not be so sweet. Nelson Mandela attributed his success as a leader to being in prison. ...
SOUTHERN CROSS UNIVERSITYSouthern Cross Business SchoolASSIGNM.docxrafbolet0
SOUTHERN CROSS UNIVERSITY
Southern Cross Business School
ASSIGNMENT COVER SHEET
For use with online submission of assignments for
MNG03217 – Leading and Managing people only
Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document.
Your assignments must be submitted as either Word documents, text documents with .rtf extension or as .pdf documents. If you wish tosubmit in any other file format please discuss this with your lecturer well before theassignment submission date.
Unit Name:
Leading and Managing People
Unit Code:
MNG03217
Student Name:
Student ID:
Local Tutor’s name:
Dr Brian Morris
Assignment No.:
2
Assignment Title:
Final Compilation
Due date:
31/07/2015
Date submitted:
31/07/2015
Declaration:
By including this form as part of the assignment document, it is declared that each member of the team has read and understood the Rules Relating to Awards (Rule 3 Section 18 – Academic Misconduct Including Plagiarism) as contained in the SCU Policy Library. Each member understands the penalties that apply for plagiarism and agree to be bound by these rules. The work the team is submitting electronically is entirely the work of members of the team.
Assignment 2: Part 1 (Chapter 10 - Leadership 2.0: Virtual Leadership)
.How would you lead this team of international employees and friends?
Through the adaption of principles of project management - in order to be able to establish a leadership role amongst the group it is first necessary to outline the mission/vision that is aimed to be achieved from the creation of the group. From this point, it is then ideal to establish and delegate tasks and role (i.e. as leader, I would establish myself as project manager) so everyone is clear of what they are responsible for and what is expected of them.
2. Is building “community” important in a virtual world? If so, what would you do to promote a sense of community among these team members?
In order to promote a sense of community among team members I would take the time to get to know each member of my team on a more personal level (i.e. their interests, motivations, what they aim to get out of working in the group) and advise that I am here for support and questions via mobile, Skype etc. as well as designating regular monthly times to undertake team meetings online and introduce everyone to each other as an icebreaker and face to face meetings where possible.
Response
Lynette, I certainly agree with you that communication is key, and certainly in your response to the first question that providing communication channels is vital when leading a team.
One of the very successful factors that I have witnessed as being part of a team is clear communication of the team goal and communication of individual responsibilities within the team in ensuring the goal is successfully achieved. We can certainly provide communication channels to promote.
##FINAL-POSTED-GRADE##Add question on this pag.docxmayank272369
##FINAL-POSTED-GRADE##
Add question on this page
ETHICAL LEADERSHIP
Within any organization, there are certain responsibilities that begin and end with the leadership. One of the most important aspects is the ethical behavior of any organization. In different types of organizations, different ethical practices must be observed. There is not a one size fits all approach to every organization and making sure that they are making ethical decisions. Add two sentences here In this paper, the author will discuss diversity in the workplace, ethical behavior and guidelines that govern ethical practices.
Definition of Ethical Leadership
What is the definition of ethical leadership? Bennis defined “leadership is really a matter of character. The process of becoming a leader is no different than the process of becoming a fully integrated human being” (as cited in Gini & Green, 2014, p. 1). This quote really sums up the idea that there is no one definition of leadership. The definition of leadership can vary depending upon the people who are involved, time, place, and always the situation being addressed. A Coach of a basketball team and a Sales Manager will have a different definition for ethical leadership.
While there are many different definitions of leadership, there are three core characteristics that are always present in ethical leadership. They are character, stewardship, and experience (Gini & Green, 2014). Character can be most commonly related to how others see a person. When a situation happens, and a well-known person is involved in an incident, such as a fight, it might be hard for some people to believe that a person was involved. Because the person usually displays a very calm demeanor, it would be hard to believe that this person was involved in an altercation. The phrase “that is out of character” is used when something happens that a person would not normally be associated with. When using the term character, it is used to describe how others see a person. A person’s character is displayed in how they treat others as well as their values.
According to author Peter Senge, steward means that leaders recognize that the ultimate purpose of their work is others and not self (1990).A steward just like a leader is focused on others around him/her. A good steward will ensure that they are looking out for the best interest of those around them. When peeling back the onion on stewardship, the ability to ensure the it is closely and intimately like leadership. The steward looks to implement policies and procedures that will guarantee a positive change occurs for the benefit of those around him/her.
It is interesting how there are countless books about how to become successful in any given area of life. However, there are very few if any on how to fail. Although no one wants to fail, without failures, the successes would not be so sweet. Nelson Mandela attributed his success as a leader to being in prison. ...
Talk given to Ministry of Health, Education and Social Development officials in Wellington, new Zealand in August 2013. International progress on self-directed support remains slow, but important themes are emerging about what helps in system redesign and what is not helpful.
Read the pillars” carefully. Reflect on these 5 pillars and y.docxalisondakintxt
Read the “pillars” carefully. Reflect on these 5 pillars and your experience and goals.
Which of the 5 will be the toughest challenge for you on your engineering journey?
Why? Which of the 5 seems logical and easiest for you? Why?
Write a thoughtful reflection that includes all 5 questions. Length should be no more
than 2 pages. Double space.
Pillars
The Pillars comprise the core of an engineering leader. Students in the Leadership
Academy will hone abilities by engaging in a minimum of 3 learning opportunities for
each of the 5 Pillars (15 overall) to develop as EP2IC leaders.
ETHICAL
Leaders espouse humility, honesty, and ethical practices. They are committed to civic
engagement and dedicated service to others. Leaders have strong morals and put their
integrity ahead of personal or professional gains.
PURPOSEFUL
Leaders are flexible life-long learners who attack each day with purpose. They are
introspective and aware of personal strengths, weaknesses, beliefs, and
biases. Leaders’ honest self-understanding allows them to make meaningful life and
career decisions.
PROFESSIONAL
Leaders are polished individuals. They present strong personal brands, maximize
networking opportunities, and positively influence others. Leaders exhibit tact and
business savvy to skillfully navigate personal and organizational dynamics.
INCLUSIVE
Leaders are globally prepared individuals who value difference. They seek out diverse
team members and ensure inclusive environments where the convergence of cultures
and ideas drive innovation. Leaders work for positive change by recognizing and
addressing privilege, oppression, and systems of inequality in the world.
COLLABORATIVE
Leaders articulate compelling vision and inspire others. They draw from many
perspectives on leadership to guide their practice, using exceptional communication
skills, humor, and emotional intelligence to resolve conflicts and build relationships.
Leaders understand group dynamics, team-building, how to empower others, and solve
complex problems.
Final Paper (30 points) is due by 11:59 PM on Week #10.
In this assignment you will write a brief case study related to your specialization. Your task is to formulate an intervention plan / process based on your assessment of the problem/s. The case study should be one page or less single spaced, including both current presentation and related history.
Include the following in your intervention planning and implementation:
· Choose any evidence-informed intervention that we have studied to apply.
· Discuss assessment issues from the case study that have informed your decision around which evidence-informed intervention to choose. Why did you choose this type of intervention? What are other ways that you could intervene, and why did you not choose those options?
· Who would you include in the intervention process?
· Consider micro, mezzo and m.
1.Why is RTI an important tool for teachers2.How is R.docxdurantheseldine
1.Why is RTI an important tool for teachers?
2.How is RTI related to special teachers?
3.What are the benefits of RTI ?
4.Does the school provide a written intervention plan?
The Center on RTI
Links to an external site. is a national leader in supporting the successful implementation and scale-up of RTI and its components.
This is the
chapter to readDownload chapter to read
Reference: Salvia, J., Ysseldyke, J. E., & Witmer, S. (2017). Assessment in special and inclusive education, (13th ed.). Boston, MA: Cengage Learning.
Reference: Brown, J., Skow, K., & the IRIS Center. (2009). RTI: Progress monitoring. Retrieved from
http://iris.peabody.vanderbilt.edu/wp-content/uploads/pdf_case_studies/ics_rtipm.pdf
Read
RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).Download RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).
The RTI Action Network
Links to an external site. is dedicated to the effective implementation of Response to Intervention (RTI) in school districts nationwide. Our goal is to guide educators and families in the large-scale implementation of RTI so that each child has access to quality instruction and that struggling students – including those with learning and attention issues – are identified early and receive the necessary supports to be successful.
The PROJECT PERFECT White Paper Collection
02/04/09 www.projectperfect.com.au Page 1 of 7
Project Management Office
External Affairs Strategy
Eric Tse
Abstract
This paper discusses the external affairs of Project Management Offices instead of
focusing on the internals. The article was initiated by the “AtekPC Project
Management Office” [1], Most of the obstacles to establishing a PMO are beyond the
CIO and PMO Manager’s control. There are external factors within the enterprise
that will hinder progress of a PMO implementation.
We are going to take a PMO as a black box, and focus on how the PMO/Program
Manager can manage external relations from diplomatic, marketing, public relations,
international relations, corporate culture and political perspectives. This involves
cooperation between the PMO and other entities in or outside the enterprise, to
facilitate a successfully organizational integration.
Introduction
By reading the case studies in the “AtekPC Project Management Office” [1], we see a
lot of headaches for the CIO when implementation a PMO in the enterprise.
Regardless of the technical challenges during the implementation, the core of the
problems seems to be that the PMO is lacking organization support, from the top to
the bottom. There is not enough executive stakeholder support; there is no visibility
of the program; there is a conflict of interests within departments; people are reluctant
to change the ways they have been doing things. This paper is going to provide some
high level suggestions to i.
2011 Community Roundtable Webinar on Social Media TodaySocial Media Today
This is the deck that accompanies the April 2011 Webinar presented on the Social Customer. You can listen to the audio archive for free with simple registration at http://thesocialcustomer.com/37524/audio-archive-2011-state-community-management-report&ref=slideshare
WRITERSocial networking dilemma arises when the society is una.docxambersalomon88660
WRITER
Social networking dilemma arises when the society is unable to contain the advantages and disadvantages of using social media which apparently occur simultaneously. The use of social media is raising so many ethical issues among them the privacy of one’s life.
Social networking is the use of a dedicated application or website to reach a target audience, the main purpose being to communicate. The growing need for social networking is apparently raising the social dilemmas. The dilemmas include violation of privacy, bullying, misrepresentation, and creepiness just but a few. Invasion of privacy involves access to personal data either found on sites such as Facebook and even the data on bank cards. For the most part, the data is protected from unauthorized users, but the dilemma arises when the firm with which you have stored the information shares the data with other firms without your consent for marketing purposes. Such is the scenario where you begin to receive marketing features which relate to your spending pattern, which implies that there is a third party monitoring your transactions. This intrusion of privacy creates a pathway for continued bullying, misrepresentation, and creepiness. Businesses also experience the same challenge. But what can businesses do and how can they design approaches that regulate and control social networking dilemma to maintain ethics both in the business and in the society? This proposal, therefore, seeks to explain the ethical dilemma issues as well as bringing to perspective corrective measures to correct on social dilemma issue.
Spamming too with the aim of promoting a certain link has the problem of increasing the risk of possible hacks. Twitter and Facebook are common means through which individuals and firms promote a product, but this feature is turning to be a passage where individuals can hack into people’s data. Therefore the communication process becomes threatened. Other risks include dishonesty and distortion, improper anonymity and distorted endorsement, opportunism, and misuse of free expertise and contests.
The proposed solution to the social networking dilemma includes risk assessment, establishing policies and procedures, communication and education, monitoring an auditing and performing oversight role. Risk assessment in business and personal social networking will involve a review of the current social networking platforms and issues. This review will help to identify the recently introduced features and how they are being used. The reason being that the social media environment tends to change quickly, and as such, it is important to remain updated. Risk assessment also provides the person and the firm an idea of the possible risks that are associated with the use of social media.
Policies act as a guide towards implementation of actions by employees especially in the use of social media because employees represent the face of the organization. Other ways in which the company .
Toyota Motor CorporationEvaluation of the CaseComment by Jumacurranalmeta
Toyota Motor Corporation
Evaluation of the CaseComment by Jumana Ayoub: This section is very short
You need to have sections/headings for each of the risks and write a paragraph or two about each risk
This study presents the CSR and how globalization has influenced it
Thus, there is a lot you can write in terms of social risks, governance risks ….etc
One more thing, you need to extract the ideas of the effective practices from the case study
There are various risks; social risk and problems; governance risks; ethical criteria; financial criteria and quality management. There are risks that are connected with the increase of environmental cost. The environmental cost in TMC incorporate ecological degradation, energy crisis, environmental pollution that might affect the financial position of the company. The increase in the environmental cost have risk in material cost and might affect the sustainability reports of TMC with the real benefit as weighed in cost saving. Social risk that TMC might have the fact that they might have cause pollution which might affect the public and this might mean that they will not have the public support (Mion & Beghini, 2019).Comment by Jumana Ayoub: This is just an assertion; I cannot see explanation for it or supporting ideas related to the above risks
The risk of not following the ethical criteria when it comes to handling the environment. Controlling pollution caused by the products that they deal with is not easy for the organization to represent to the public. The company involves itself with the sustainable plant initiative whereby they deal with the ecological products, energy reduction, and energy conversion along with the local community involvement. It seems the social contribution sustainability is working in handling the issue of global warming for all the sustainable plants (Dang & Reynolds, 2017). Reduction in the cost of environmental cost is not working since every single year there is more need to handle the externalities since the production process is on the go which means more materials and products are being used. The externalities might cause market failure, wear and tear on the roads, environmental externalities and safety externalities. Comment by Jumana Ayoub: Incomplete sentence
Proposed
Solution
/Changes
Internalizing the externalities: the externalities cause by the TMC which is a private sector can be minimized by internalizing these externalities. This can be done by shifting the cost burden from the negative externalities like traffic congestion or pollution from the outside sector to the internal sectors and this can be facilitated using the government subsidies, property rights or through taxation which is the best way to handle the TMC externalities. The company should incorporate the subsidies offered by the government to handle their externalities. Comment by Jumana Ayoub: There should be an explanation to these concepts “externalities” what do they refer to?Comment by Ju ...
Toyota Motor CorporationEvaluation of the CaseComment by Juma.docxnovabroom
Toyota Motor Corporation
Evaluation of the CaseComment by Jumana Ayoub: This section is very short
You need to have sections/headings for each of the risks and write a paragraph or two about each risk
This study presents the CSR and how globalization has influenced it
Thus, there is a lot you can write in terms of social risks, governance risks ….etc
One more thing, you need to extract the ideas of the effective practices from the case study
There are various risks; social risk and problems; governance risks; ethical criteria; financial criteria and quality management. There are risks that are connected with the increase of environmental cost. The environmental cost in TMC incorporate ecological degradation, energy crisis, environmental pollution that might affect the financial position of the company. The increase in the environmental cost have risk in material cost and might affect the sustainability reports of TMC with the real benefit as weighed in cost saving. Social risk that TMC might have the fact that they might have cause pollution which might affect the public and this might mean that they will not have the public support (Mion & Beghini, 2019).Comment by Jumana Ayoub: This is just an assertion; I cannot see explanation for it or supporting ideas related to the above risks
The risk of not following the ethical criteria when it comes to handling the environment. Controlling pollution caused by the products that they deal with is not easy for the organization to represent to the public. The company involves itself with the sustainable plant initiative whereby they deal with the ecological products, energy reduction, and energy conversion along with the local community involvement. It seems the social contribution sustainability is working in handling the issue of global warming for all the sustainable plants (Dang & Reynolds, 2017). Reduction in the cost of environmental cost is not working since every single year there is more need to handle the externalities since the production process is on the go which means more materials and products are being used. The externalities might cause market failure, wear and tear on the roads, environmental externalities and safety externalities. Comment by Jumana Ayoub: Incomplete sentence
Proposed
Solution
/Changes
Internalizing the externalities: the externalities cause by the TMC which is a private sector can be minimized by internalizing these externalities. This can be done by shifting the cost burden from the negative externalities like traffic congestion or pollution from the outside sector to the internal sectors and this can be facilitated using the government subsidies, property rights or through taxation which is the best way to handle the TMC externalities. The company should incorporate the subsidies offered by the government to handle their externalities. Comment by Jumana Ayoub: There should be an explanation to these concepts “externalities” what do they refer to?Comment by Ju ...
Toyota Motor CorporationEvaluation of the CaseComment by Juma.docxjuliennehar
Toyota Motor Corporation
Evaluation of the CaseComment by Jumana Ayoub: This section is very short
You need to have sections/headings for each of the risks and write a paragraph or two about each risk
This study presents the CSR and how globalization has influenced it
Thus, there is a lot you can write in terms of social risks, governance risks ….etc
One more thing, you need to extract the ideas of the effective practices from the case study
There are various risks; social risk and problems; governance risks; ethical criteria; financial criteria and quality management. There are risks that are connected with the increase of environmental cost. The environmental cost in TMC incorporate ecological degradation, energy crisis, environmental pollution that might affect the financial position of the company. The increase in the environmental cost have risk in material cost and might affect the sustainability reports of TMC with the real benefit as weighed in cost saving. Social risk that TMC might have the fact that they might have cause pollution which might affect the public and this might mean that they will not have the public support (Mion & Beghini, 2019).Comment by Jumana Ayoub: This is just an assertion; I cannot see explanation for it or supporting ideas related to the above risks
The risk of not following the ethical criteria when it comes to handling the environment. Controlling pollution caused by the products that they deal with is not easy for the organization to represent to the public. The company involves itself with the sustainable plant initiative whereby they deal with the ecological products, energy reduction, and energy conversion along with the local community involvement. It seems the social contribution sustainability is working in handling the issue of global warming for all the sustainable plants (Dang & Reynolds, 2017). Reduction in the cost of environmental cost is not working since every single year there is more need to handle the externalities since the production process is on the go which means more materials and products are being used. The externalities might cause market failure, wear and tear on the roads, environmental externalities and safety externalities. Comment by Jumana Ayoub: Incomplete sentence
Proposed
Solution
/Changes
Internalizing the externalities: the externalities cause by the TMC which is a private sector can be minimized by internalizing these externalities. This can be done by shifting the cost burden from the negative externalities like traffic congestion or pollution from the outside sector to the internal sectors and this can be facilitated using the government subsidies, property rights or through taxation which is the best way to handle the TMC externalities. The company should incorporate the subsidies offered by the government to handle their externalities. Comment by Jumana Ayoub: There should be an explanation to these concepts “externalities” what do they refer to?Comment by Ju ...
Questions to Ask When Building an Online CommunityScott Moore
Given as part of the NTEN09 Conference Panel, "Building and Sustaining Vibrant Online Communities". I focus on what questions should be asked when building an online community. The preso is limited to 15 min. Questioning my assumptions is encouraged.
Please readRobert Geraci, Russia Minorities and Empire,” in .docxTatianaMajor22
Please read:
Robert Geraci, “Russia: Minorities and Empire,” in Abbott Gleason, ed., A Companion to Russian History (Oxford: Wiley-Blackwell, 2009), 243-260.
And discuss:
How does Geraci portray the legacy of the early Russian history for the make-up of 18-19th century Russia?
Please read: Leonard Victor Rutgers, “Roman Policy Towards the Jews: Expulsions from the City of Rome during the First Century C.E.,” in Classical Antiquity, Vol. 13, No. 1 (Apr., 1994), pp. 56-74.
And discuss: Rutgers surveys the different reasons historians have given for the expulsion of the Jews from Rome in the first century C.E. Who place did Jews have in Roman society at this time? Were they expelled because of their religious practices, or because they were ‘unruly’ as Rutgers argues? If so, what caused them to act in this way? What kind of historical evidence does the author use?
There are 2 essay, each one should write at least 300-350 words and plus one reference page.
MLA format. Must use quote( “ ”) for every source you use from website. And put (author, page number) behind quote.
Roman Policy towards the Jews: Expulsions from the City of Rome during the First Century
C.E.
Author(s): Leonard Victor Rutgers
Source: Classical Antiquity, Vol. 13, No. 1 (Apr., 1994), pp. 56-74
Published by: University of California Press
Stable URL: http://www.jstor.org/stable/25011005 .
Accessed: 26/08/2011 13:35
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LEONARD VICTOR RUTGERS
Roman Policy towards the Jews:
Expulsions from the City of Rome
during the First Century c. E.
Tant de causes secretes se melent souvent a la cause apparente, tant de ressorts
inconnus servent a persecuter un homme, qu'il est impossible de demeler dans les
siecles posterieures la source cachee des malheurs des hommes les plus consider
ables, a plus forte raison celle du supplice d'un particulier qui ne pouvait etre
connu que par ceux de son parti.
-Voltaire, Traite sur la tolerance (1763)
IN THIS ARTICLE I want to discuss the evidence for expulsions of Jews from
the city of Rome in the first century C.E. Scholars have long been interested in the
reasons underlying these expulsions. Because the anci.
Ford VS ChevroletThere are many reasons that make the Chevy.docxTatianaMajor22
Ford VS Chevrolet
There are many reasons that make the Chevy’s and Ford’s motors two most common trucks. Studies reveal that that they are the most popular vehicles on sales today. It is because they are powerful, versatile and reasonably priced. They also come in a wide variety of configurations and styles. However, many buyers and sellers have questioned themselves on the better vehicle compared to the other in terms of quality, Wi-Fi, price ranges, value, and costs. To compare and contrast on this subject, let us take an example of two vehicles each from each company to facilitate comparison.
Ford offers the full-size track with automatic high-beam control, automatic parallel parking and power-retractable running boards. Fords are elegant, and they are mostly aluminum making them save weight and bolster gas mileage. None of these features are offered Chevy’s. Chevrolets have outstanding quality. They are mostly comprised of steel, for instance, the Chevrolet Silverado. This makes them good for rough roads and difficult terrains.
Fords have employed the use of up to date Wi-Fi technology. Ford intends to provide the Ford Sync, which will provide robust connections for occupants. Latest Chevrolet brands Malibu utilize the 4G LTE Wi-Fi Technology that provides rich in-vehicle experiences. This technology is powerful compared to Ford Sync, and is used for connecting devices and executing few remote operations within the car.
From the value and cost standpoint, Ford can consume a little more, and its payload capacity is a little higher. Additionally, its mileage is too better. The prices vary from nation to nation. Chevrolet seems to be a little cheaper, and reasonably priced going for $33,044, which is slightly less than Ford, but the differences are not serious to propel buyers towards one truck leaving the other
Technophiles are likely to put their preferences on Ford to Chevrolet. On overall, Fords have many features as compared Chevy’s. However, they may be hard to maintain. Compared to Fords, Chevrolets are reliable and cheaper. However, the two brands are equally good performers. It is, therefore, prudent to pick what one thinks would fit his or her usage and preference and personal style
Ethical Systems, Research Paper, Spring 2015, Douglas Green, Page 1 of 1
Ethical
Systems/Final
Research
Paper
2,000
words
minimum,
double-‐spaced
Final
Draft
Due:
Tuesday,
April
28,
12:00
pm
(afternoon)
Please
email
your
final
research
paper
to
me
via
MS
Word
attachment
AND
by
cutting/pasting
the
entire
document
into
the
body
of
your
email.
IF
YOU
DO
NOT
RECEIVE
A
CONFIRMATION
EMAIL
BACK,
I
DID
NOT
RECEIVE
YOUR
ESSAY
AND
YOU
WILL
LOSE
ALL
CREDIT
FOR
THIS
REQUIREMENT.
NO
LATE
WORK
WILL
BE
ACCEPTED…
PERIOD!
.
Fairness and Discipline Weve all been disciplined at one.docxTatianaMajor22
Fairness and Discipline
We've all been disciplined at one time or another by a parent or a teacher. What disciplinary experiences have you had as a child that took a non-punitive approach?
I need paragraph or half page with reference
.
Appendix 12A Statement of Cash Flows—Direct MethodLEARNING .docxTatianaMajor22
Appendix 12A
Statement of Cash Flows—Direct Method
LEARNING OBJECTIVE
6
Prepare a statement of cash flows using the direct method.
To explain and illustrate the direct method, we will use the transactions of Computer Services Company for 2014, to prepare a statement of cash flows. Illustration 12A-1 presents information related to 2014 for Computer Services Company.
To prepare a statement of cash flows under the direct approach, we will apply the three steps outlined in Illustration 12-4.
Illustration 12A-1
Comparative balance sheets, income statement, and additional information for Computer Services Company
STEP 1: OPERATING ACTIVITIES
DETERMINE NET CASH PROVIDED/USED BY OPERATING ACTIVITIES BY CONVERTING NET INCOME FROM AN ACCRUAL BASIS TO A CASH BASIS
Under the direct method, companies compute net cash provided by operating activities by adjusting each item in the income statement from the accrual basis to the cash basis. To simplify and condense the operating activities section, companies report only major classes of operating cash receipts and cash payments. For these major classes, the difference between cash receipts and cash payments is the net cash provided by operating activities. These relationships are as shown in Illustration 12A-2.
Illustration 12A-2
Major classes of cash receipts and payments
An efficient way to apply the direct method is to analyze the items reported in the income statement in the order in which they are listed. We then determine cash receipts and cash payments related to these revenues and expenses. The following pages present the adjustments required to prepare a statement of cash flows for Computer Services Company using the direct approach.
CASH RECEIPTS FROM CUSTOMERS.
The income statement for Computer Services Company reported sales revenue from customers of $507,000. How much of that was cash receipts? To answer that, companies need to consider the change in accounts receivable during the year. When accounts receivable increase during the year, revenues on an accrual basis are higher than cash receipts from customers. Operations led to revenues, but not all of these revenues resulted in cash receipts.
To determine the amount of cash receipts, the company deducts from sales revenue the increase in accounts receivable. On the other hand, there may be a decrease in accounts receivable. That would occur if cash receipts from customers exceeded sales revenue. In that case, the company adds to sales revenue the decrease in accounts receivable. For Computer Services Company, accounts receivable decreased $10,000. Thus, cash receipts from customers were $517,000, computed as shown in Illustration 12A-3.
Illustration 12A-3
Computation of cash receipts from customers
Computer Services can also determine cash receipts from customers from an analysis of the Accounts Receivable account, as shown in Illustration 12A-4.
Illustration 12A-4
Analysis of Accounts Receivable
Illustration.
Effects of StressProvide a 1-page description of a stressful .docxTatianaMajor22
Effects of Stress
Provide a 1-page description of a stressful event currently occurring in your life.
Discuss I am married work a full time job as an occupational therapy assistant am taking two courses
Have to take care of a home feed the animals attend to laundry
Think of my pateitns worry about their well being and what I can do for them ( I bring home my patients issues)
Constantly doing paper work for work such as documentation for billing
I feel like I have no free time for me some days I don’t even eat dinner or lunch because I don’t have time to make anything or am just too tired to cook
On top of this I am married and married ppl do argue and my husband am I have been bunting heads on finances.
Then, referring to information you learned throughout this course, address the following:
· What physiological changes occur in the brain due to the stress response?
· What emotional and cognitive effects might occur due to this stressful situation?
· Would the above changes (physiological, cognitive, or emotional) be any different if the same stress were being experienced by a person of the opposite sex or someone much older or younger than you?
· If the situation continues, how might your physical health be affected?
· What three behavioral strategies would you implement to reduce the effects of this stressor? Describe each strategy. Explain how each behavior could cause changes in brain physiology (e.g., exercise can raise serotonin levels).
· If you were encouraging an adult client to make the above changes, what ethical considerations would you have to keep in mind? How would you address those ethical considerations?
In addition to citing the online course and the text, you are also required to cite a minimum of four scholarly sources. For reputable web sources, look for .gov or .edu sites as opposed to .com sites. Please do not use Wikipedia.
Your paper should be double-spaced, in 12-point Times New Roman font, and with normal 1-inch margins; written in APA style; and free of typographical and grammatical errors. It should include a title page with a running head, an abstract, and a reference page.
The body of the paper should be at least 6 pages in length total
not including the reference or title page
Assignment 1 Grading Criteria
Maximum Points
Described a stressful event.
20
Explained the physiological changes that occur in the brain due to the stress response.
36
Explained the emotional and cognitive effects that may occur due to this stressful situation.
32
Analyzed potential differences in physiological, cognitive, and emotional responses in someone of a different age or sex.
32
Discussed the physical health risks.
28
Provided three behavioral strategies to reduce the effects of the stressor and explained how each could cause changes in brain physiology.
40
Analyzed ethical considerations in implementing behavioral strategies and offered suggestions for addressing these.
40
Integrated at least two scholarly references .
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Read the “pillars” carefully. Reflect on these 5 pillars and your experience and goals.
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Pillars
The Pillars comprise the core of an engineering leader. Students in the Leadership
Academy will hone abilities by engaging in a minimum of 3 learning opportunities for
each of the 5 Pillars (15 overall) to develop as EP2IC leaders.
ETHICAL
Leaders espouse humility, honesty, and ethical practices. They are committed to civic
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PURPOSEFUL
Leaders are flexible life-long learners who attack each day with purpose. They are
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PROFESSIONAL
Leaders are polished individuals. They present strong personal brands, maximize
networking opportunities, and positively influence others. Leaders exhibit tact and
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INCLUSIVE
Leaders are globally prepared individuals who value difference. They seek out diverse
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addressing privilege, oppression, and systems of inequality in the world.
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Leaders articulate compelling vision and inspire others. They draw from many
perspectives on leadership to guide their practice, using exceptional communication
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Final Paper (30 points) is due by 11:59 PM on Week #10.
In this assignment you will write a brief case study related to your specialization. Your task is to formulate an intervention plan / process based on your assessment of the problem/s. The case study should be one page or less single spaced, including both current presentation and related history.
Include the following in your intervention planning and implementation:
· Choose any evidence-informed intervention that we have studied to apply.
· Discuss assessment issues from the case study that have informed your decision around which evidence-informed intervention to choose. Why did you choose this type of intervention? What are other ways that you could intervene, and why did you not choose those options?
· Who would you include in the intervention process?
· Consider micro, mezzo and m.
1.Why is RTI an important tool for teachers2.How is R.docxdurantheseldine
1.Why is RTI an important tool for teachers?
2.How is RTI related to special teachers?
3.What are the benefits of RTI ?
4.Does the school provide a written intervention plan?
The Center on RTI
Links to an external site. is a national leader in supporting the successful implementation and scale-up of RTI and its components.
This is the
chapter to readDownload chapter to read
Reference: Salvia, J., Ysseldyke, J. E., & Witmer, S. (2017). Assessment in special and inclusive education, (13th ed.). Boston, MA: Cengage Learning.
Reference: Brown, J., Skow, K., & the IRIS Center. (2009). RTI: Progress monitoring. Retrieved from
http://iris.peabody.vanderbilt.edu/wp-content/uploads/pdf_case_studies/ics_rtipm.pdf
Read
RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).Download RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).
The RTI Action Network
Links to an external site. is dedicated to the effective implementation of Response to Intervention (RTI) in school districts nationwide. Our goal is to guide educators and families in the large-scale implementation of RTI so that each child has access to quality instruction and that struggling students – including those with learning and attention issues – are identified early and receive the necessary supports to be successful.
The PROJECT PERFECT White Paper Collection
02/04/09 www.projectperfect.com.au Page 1 of 7
Project Management Office
External Affairs Strategy
Eric Tse
Abstract
This paper discusses the external affairs of Project Management Offices instead of
focusing on the internals. The article was initiated by the “AtekPC Project
Management Office” [1], Most of the obstacles to establishing a PMO are beyond the
CIO and PMO Manager’s control. There are external factors within the enterprise
that will hinder progress of a PMO implementation.
We are going to take a PMO as a black box, and focus on how the PMO/Program
Manager can manage external relations from diplomatic, marketing, public relations,
international relations, corporate culture and political perspectives. This involves
cooperation between the PMO and other entities in or outside the enterprise, to
facilitate a successfully organizational integration.
Introduction
By reading the case studies in the “AtekPC Project Management Office” [1], we see a
lot of headaches for the CIO when implementation a PMO in the enterprise.
Regardless of the technical challenges during the implementation, the core of the
problems seems to be that the PMO is lacking organization support, from the top to
the bottom. There is not enough executive stakeholder support; there is no visibility
of the program; there is a conflict of interests within departments; people are reluctant
to change the ways they have been doing things. This paper is going to provide some
high level suggestions to i.
2011 Community Roundtable Webinar on Social Media TodaySocial Media Today
This is the deck that accompanies the April 2011 Webinar presented on the Social Customer. You can listen to the audio archive for free with simple registration at http://thesocialcustomer.com/37524/audio-archive-2011-state-community-management-report&ref=slideshare
WRITERSocial networking dilemma arises when the society is una.docxambersalomon88660
WRITER
Social networking dilemma arises when the society is unable to contain the advantages and disadvantages of using social media which apparently occur simultaneously. The use of social media is raising so many ethical issues among them the privacy of one’s life.
Social networking is the use of a dedicated application or website to reach a target audience, the main purpose being to communicate. The growing need for social networking is apparently raising the social dilemmas. The dilemmas include violation of privacy, bullying, misrepresentation, and creepiness just but a few. Invasion of privacy involves access to personal data either found on sites such as Facebook and even the data on bank cards. For the most part, the data is protected from unauthorized users, but the dilemma arises when the firm with which you have stored the information shares the data with other firms without your consent for marketing purposes. Such is the scenario where you begin to receive marketing features which relate to your spending pattern, which implies that there is a third party monitoring your transactions. This intrusion of privacy creates a pathway for continued bullying, misrepresentation, and creepiness. Businesses also experience the same challenge. But what can businesses do and how can they design approaches that regulate and control social networking dilemma to maintain ethics both in the business and in the society? This proposal, therefore, seeks to explain the ethical dilemma issues as well as bringing to perspective corrective measures to correct on social dilemma issue.
Spamming too with the aim of promoting a certain link has the problem of increasing the risk of possible hacks. Twitter and Facebook are common means through which individuals and firms promote a product, but this feature is turning to be a passage where individuals can hack into people’s data. Therefore the communication process becomes threatened. Other risks include dishonesty and distortion, improper anonymity and distorted endorsement, opportunism, and misuse of free expertise and contests.
The proposed solution to the social networking dilemma includes risk assessment, establishing policies and procedures, communication and education, monitoring an auditing and performing oversight role. Risk assessment in business and personal social networking will involve a review of the current social networking platforms and issues. This review will help to identify the recently introduced features and how they are being used. The reason being that the social media environment tends to change quickly, and as such, it is important to remain updated. Risk assessment also provides the person and the firm an idea of the possible risks that are associated with the use of social media.
Policies act as a guide towards implementation of actions by employees especially in the use of social media because employees represent the face of the organization. Other ways in which the company .
Toyota Motor CorporationEvaluation of the CaseComment by Jumacurranalmeta
Toyota Motor Corporation
Evaluation of the CaseComment by Jumana Ayoub: This section is very short
You need to have sections/headings for each of the risks and write a paragraph or two about each risk
This study presents the CSR and how globalization has influenced it
Thus, there is a lot you can write in terms of social risks, governance risks ….etc
One more thing, you need to extract the ideas of the effective practices from the case study
There are various risks; social risk and problems; governance risks; ethical criteria; financial criteria and quality management. There are risks that are connected with the increase of environmental cost. The environmental cost in TMC incorporate ecological degradation, energy crisis, environmental pollution that might affect the financial position of the company. The increase in the environmental cost have risk in material cost and might affect the sustainability reports of TMC with the real benefit as weighed in cost saving. Social risk that TMC might have the fact that they might have cause pollution which might affect the public and this might mean that they will not have the public support (Mion & Beghini, 2019).Comment by Jumana Ayoub: This is just an assertion; I cannot see explanation for it or supporting ideas related to the above risks
The risk of not following the ethical criteria when it comes to handling the environment. Controlling pollution caused by the products that they deal with is not easy for the organization to represent to the public. The company involves itself with the sustainable plant initiative whereby they deal with the ecological products, energy reduction, and energy conversion along with the local community involvement. It seems the social contribution sustainability is working in handling the issue of global warming for all the sustainable plants (Dang & Reynolds, 2017). Reduction in the cost of environmental cost is not working since every single year there is more need to handle the externalities since the production process is on the go which means more materials and products are being used. The externalities might cause market failure, wear and tear on the roads, environmental externalities and safety externalities. Comment by Jumana Ayoub: Incomplete sentence
Proposed
Solution
/Changes
Internalizing the externalities: the externalities cause by the TMC which is a private sector can be minimized by internalizing these externalities. This can be done by shifting the cost burden from the negative externalities like traffic congestion or pollution from the outside sector to the internal sectors and this can be facilitated using the government subsidies, property rights or through taxation which is the best way to handle the TMC externalities. The company should incorporate the subsidies offered by the government to handle their externalities. Comment by Jumana Ayoub: There should be an explanation to these concepts “externalities” what do they refer to?Comment by Ju ...
Toyota Motor CorporationEvaluation of the CaseComment by Juma.docxnovabroom
Toyota Motor Corporation
Evaluation of the CaseComment by Jumana Ayoub: This section is very short
You need to have sections/headings for each of the risks and write a paragraph or two about each risk
This study presents the CSR and how globalization has influenced it
Thus, there is a lot you can write in terms of social risks, governance risks ….etc
One more thing, you need to extract the ideas of the effective practices from the case study
There are various risks; social risk and problems; governance risks; ethical criteria; financial criteria and quality management. There are risks that are connected with the increase of environmental cost. The environmental cost in TMC incorporate ecological degradation, energy crisis, environmental pollution that might affect the financial position of the company. The increase in the environmental cost have risk in material cost and might affect the sustainability reports of TMC with the real benefit as weighed in cost saving. Social risk that TMC might have the fact that they might have cause pollution which might affect the public and this might mean that they will not have the public support (Mion & Beghini, 2019).Comment by Jumana Ayoub: This is just an assertion; I cannot see explanation for it or supporting ideas related to the above risks
The risk of not following the ethical criteria when it comes to handling the environment. Controlling pollution caused by the products that they deal with is not easy for the organization to represent to the public. The company involves itself with the sustainable plant initiative whereby they deal with the ecological products, energy reduction, and energy conversion along with the local community involvement. It seems the social contribution sustainability is working in handling the issue of global warming for all the sustainable plants (Dang & Reynolds, 2017). Reduction in the cost of environmental cost is not working since every single year there is more need to handle the externalities since the production process is on the go which means more materials and products are being used. The externalities might cause market failure, wear and tear on the roads, environmental externalities and safety externalities. Comment by Jumana Ayoub: Incomplete sentence
Proposed
Solution
/Changes
Internalizing the externalities: the externalities cause by the TMC which is a private sector can be minimized by internalizing these externalities. This can be done by shifting the cost burden from the negative externalities like traffic congestion or pollution from the outside sector to the internal sectors and this can be facilitated using the government subsidies, property rights or through taxation which is the best way to handle the TMC externalities. The company should incorporate the subsidies offered by the government to handle their externalities. Comment by Jumana Ayoub: There should be an explanation to these concepts “externalities” what do they refer to?Comment by Ju ...
Toyota Motor CorporationEvaluation of the CaseComment by Juma.docxjuliennehar
Toyota Motor Corporation
Evaluation of the CaseComment by Jumana Ayoub: This section is very short
You need to have sections/headings for each of the risks and write a paragraph or two about each risk
This study presents the CSR and how globalization has influenced it
Thus, there is a lot you can write in terms of social risks, governance risks ….etc
One more thing, you need to extract the ideas of the effective practices from the case study
There are various risks; social risk and problems; governance risks; ethical criteria; financial criteria and quality management. There are risks that are connected with the increase of environmental cost. The environmental cost in TMC incorporate ecological degradation, energy crisis, environmental pollution that might affect the financial position of the company. The increase in the environmental cost have risk in material cost and might affect the sustainability reports of TMC with the real benefit as weighed in cost saving. Social risk that TMC might have the fact that they might have cause pollution which might affect the public and this might mean that they will not have the public support (Mion & Beghini, 2019).Comment by Jumana Ayoub: This is just an assertion; I cannot see explanation for it or supporting ideas related to the above risks
The risk of not following the ethical criteria when it comes to handling the environment. Controlling pollution caused by the products that they deal with is not easy for the organization to represent to the public. The company involves itself with the sustainable plant initiative whereby they deal with the ecological products, energy reduction, and energy conversion along with the local community involvement. It seems the social contribution sustainability is working in handling the issue of global warming for all the sustainable plants (Dang & Reynolds, 2017). Reduction in the cost of environmental cost is not working since every single year there is more need to handle the externalities since the production process is on the go which means more materials and products are being used. The externalities might cause market failure, wear and tear on the roads, environmental externalities and safety externalities. Comment by Jumana Ayoub: Incomplete sentence
Proposed
Solution
/Changes
Internalizing the externalities: the externalities cause by the TMC which is a private sector can be minimized by internalizing these externalities. This can be done by shifting the cost burden from the negative externalities like traffic congestion or pollution from the outside sector to the internal sectors and this can be facilitated using the government subsidies, property rights or through taxation which is the best way to handle the TMC externalities. The company should incorporate the subsidies offered by the government to handle their externalities. Comment by Jumana Ayoub: There should be an explanation to these concepts “externalities” what do they refer to?Comment by Ju ...
Questions to Ask When Building an Online CommunityScott Moore
Given as part of the NTEN09 Conference Panel, "Building and Sustaining Vibrant Online Communities". I focus on what questions should be asked when building an online community. The preso is limited to 15 min. Questioning my assumptions is encouraged.
Please readRobert Geraci, Russia Minorities and Empire,” in .docxTatianaMajor22
Please read:
Robert Geraci, “Russia: Minorities and Empire,” in Abbott Gleason, ed., A Companion to Russian History (Oxford: Wiley-Blackwell, 2009), 243-260.
And discuss:
How does Geraci portray the legacy of the early Russian history for the make-up of 18-19th century Russia?
Please read: Leonard Victor Rutgers, “Roman Policy Towards the Jews: Expulsions from the City of Rome during the First Century C.E.,” in Classical Antiquity, Vol. 13, No. 1 (Apr., 1994), pp. 56-74.
And discuss: Rutgers surveys the different reasons historians have given for the expulsion of the Jews from Rome in the first century C.E. Who place did Jews have in Roman society at this time? Were they expelled because of their religious practices, or because they were ‘unruly’ as Rutgers argues? If so, what caused them to act in this way? What kind of historical evidence does the author use?
There are 2 essay, each one should write at least 300-350 words and plus one reference page.
MLA format. Must use quote( “ ”) for every source you use from website. And put (author, page number) behind quote.
Roman Policy towards the Jews: Expulsions from the City of Rome during the First Century
C.E.
Author(s): Leonard Victor Rutgers
Source: Classical Antiquity, Vol. 13, No. 1 (Apr., 1994), pp. 56-74
Published by: University of California Press
Stable URL: http://www.jstor.org/stable/25011005 .
Accessed: 26/08/2011 13:35
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LEONARD VICTOR RUTGERS
Roman Policy towards the Jews:
Expulsions from the City of Rome
during the First Century c. E.
Tant de causes secretes se melent souvent a la cause apparente, tant de ressorts
inconnus servent a persecuter un homme, qu'il est impossible de demeler dans les
siecles posterieures la source cachee des malheurs des hommes les plus consider
ables, a plus forte raison celle du supplice d'un particulier qui ne pouvait etre
connu que par ceux de son parti.
-Voltaire, Traite sur la tolerance (1763)
IN THIS ARTICLE I want to discuss the evidence for expulsions of Jews from
the city of Rome in the first century C.E. Scholars have long been interested in the
reasons underlying these expulsions. Because the anci.
Ford VS ChevroletThere are many reasons that make the Chevy.docxTatianaMajor22
Ford VS Chevrolet
There are many reasons that make the Chevy’s and Ford’s motors two most common trucks. Studies reveal that that they are the most popular vehicles on sales today. It is because they are powerful, versatile and reasonably priced. They also come in a wide variety of configurations and styles. However, many buyers and sellers have questioned themselves on the better vehicle compared to the other in terms of quality, Wi-Fi, price ranges, value, and costs. To compare and contrast on this subject, let us take an example of two vehicles each from each company to facilitate comparison.
Ford offers the full-size track with automatic high-beam control, automatic parallel parking and power-retractable running boards. Fords are elegant, and they are mostly aluminum making them save weight and bolster gas mileage. None of these features are offered Chevy’s. Chevrolets have outstanding quality. They are mostly comprised of steel, for instance, the Chevrolet Silverado. This makes them good for rough roads and difficult terrains.
Fords have employed the use of up to date Wi-Fi technology. Ford intends to provide the Ford Sync, which will provide robust connections for occupants. Latest Chevrolet brands Malibu utilize the 4G LTE Wi-Fi Technology that provides rich in-vehicle experiences. This technology is powerful compared to Ford Sync, and is used for connecting devices and executing few remote operations within the car.
From the value and cost standpoint, Ford can consume a little more, and its payload capacity is a little higher. Additionally, its mileage is too better. The prices vary from nation to nation. Chevrolet seems to be a little cheaper, and reasonably priced going for $33,044, which is slightly less than Ford, but the differences are not serious to propel buyers towards one truck leaving the other
Technophiles are likely to put their preferences on Ford to Chevrolet. On overall, Fords have many features as compared Chevy’s. However, they may be hard to maintain. Compared to Fords, Chevrolets are reliable and cheaper. However, the two brands are equally good performers. It is, therefore, prudent to pick what one thinks would fit his or her usage and preference and personal style
Ethical Systems, Research Paper, Spring 2015, Douglas Green, Page 1 of 1
Ethical
Systems/Final
Research
Paper
2,000
words
minimum,
double-‐spaced
Final
Draft
Due:
Tuesday,
April
28,
12:00
pm
(afternoon)
Please
email
your
final
research
paper
to
me
via
MS
Word
attachment
AND
by
cutting/pasting
the
entire
document
into
the
body
of
your
email.
IF
YOU
DO
NOT
RECEIVE
A
CONFIRMATION
EMAIL
BACK,
I
DID
NOT
RECEIVE
YOUR
ESSAY
AND
YOU
WILL
LOSE
ALL
CREDIT
FOR
THIS
REQUIREMENT.
NO
LATE
WORK
WILL
BE
ACCEPTED…
PERIOD!
.
Fairness and Discipline Weve all been disciplined at one.docxTatianaMajor22
Fairness and Discipline
We've all been disciplined at one time or another by a parent or a teacher. What disciplinary experiences have you had as a child that took a non-punitive approach?
I need paragraph or half page with reference
.
Appendix 12A Statement of Cash Flows—Direct MethodLEARNING .docxTatianaMajor22
Appendix 12A
Statement of Cash Flows—Direct Method
LEARNING OBJECTIVE
6
Prepare a statement of cash flows using the direct method.
To explain and illustrate the direct method, we will use the transactions of Computer Services Company for 2014, to prepare a statement of cash flows. Illustration 12A-1 presents information related to 2014 for Computer Services Company.
To prepare a statement of cash flows under the direct approach, we will apply the three steps outlined in Illustration 12-4.
Illustration 12A-1
Comparative balance sheets, income statement, and additional information for Computer Services Company
STEP 1: OPERATING ACTIVITIES
DETERMINE NET CASH PROVIDED/USED BY OPERATING ACTIVITIES BY CONVERTING NET INCOME FROM AN ACCRUAL BASIS TO A CASH BASIS
Under the direct method, companies compute net cash provided by operating activities by adjusting each item in the income statement from the accrual basis to the cash basis. To simplify and condense the operating activities section, companies report only major classes of operating cash receipts and cash payments. For these major classes, the difference between cash receipts and cash payments is the net cash provided by operating activities. These relationships are as shown in Illustration 12A-2.
Illustration 12A-2
Major classes of cash receipts and payments
An efficient way to apply the direct method is to analyze the items reported in the income statement in the order in which they are listed. We then determine cash receipts and cash payments related to these revenues and expenses. The following pages present the adjustments required to prepare a statement of cash flows for Computer Services Company using the direct approach.
CASH RECEIPTS FROM CUSTOMERS.
The income statement for Computer Services Company reported sales revenue from customers of $507,000. How much of that was cash receipts? To answer that, companies need to consider the change in accounts receivable during the year. When accounts receivable increase during the year, revenues on an accrual basis are higher than cash receipts from customers. Operations led to revenues, but not all of these revenues resulted in cash receipts.
To determine the amount of cash receipts, the company deducts from sales revenue the increase in accounts receivable. On the other hand, there may be a decrease in accounts receivable. That would occur if cash receipts from customers exceeded sales revenue. In that case, the company adds to sales revenue the decrease in accounts receivable. For Computer Services Company, accounts receivable decreased $10,000. Thus, cash receipts from customers were $517,000, computed as shown in Illustration 12A-3.
Illustration 12A-3
Computation of cash receipts from customers
Computer Services can also determine cash receipts from customers from an analysis of the Accounts Receivable account, as shown in Illustration 12A-4.
Illustration 12A-4
Analysis of Accounts Receivable
Illustration.
Effects of StressProvide a 1-page description of a stressful .docxTatianaMajor22
Effects of Stress
Provide a 1-page description of a stressful event currently occurring in your life.
Discuss I am married work a full time job as an occupational therapy assistant am taking two courses
Have to take care of a home feed the animals attend to laundry
Think of my pateitns worry about their well being and what I can do for them ( I bring home my patients issues)
Constantly doing paper work for work such as documentation for billing
I feel like I have no free time for me some days I don’t even eat dinner or lunch because I don’t have time to make anything or am just too tired to cook
On top of this I am married and married ppl do argue and my husband am I have been bunting heads on finances.
Then, referring to information you learned throughout this course, address the following:
· What physiological changes occur in the brain due to the stress response?
· What emotional and cognitive effects might occur due to this stressful situation?
· Would the above changes (physiological, cognitive, or emotional) be any different if the same stress were being experienced by a person of the opposite sex or someone much older or younger than you?
· If the situation continues, how might your physical health be affected?
· What three behavioral strategies would you implement to reduce the effects of this stressor? Describe each strategy. Explain how each behavior could cause changes in brain physiology (e.g., exercise can raise serotonin levels).
· If you were encouraging an adult client to make the above changes, what ethical considerations would you have to keep in mind? How would you address those ethical considerations?
In addition to citing the online course and the text, you are also required to cite a minimum of four scholarly sources. For reputable web sources, look for .gov or .edu sites as opposed to .com sites. Please do not use Wikipedia.
Your paper should be double-spaced, in 12-point Times New Roman font, and with normal 1-inch margins; written in APA style; and free of typographical and grammatical errors. It should include a title page with a running head, an abstract, and a reference page.
The body of the paper should be at least 6 pages in length total
not including the reference or title page
Assignment 1 Grading Criteria
Maximum Points
Described a stressful event.
20
Explained the physiological changes that occur in the brain due to the stress response.
36
Explained the emotional and cognitive effects that may occur due to this stressful situation.
32
Analyzed potential differences in physiological, cognitive, and emotional responses in someone of a different age or sex.
32
Discussed the physical health risks.
28
Provided three behavioral strategies to reduce the effects of the stressor and explained how each could cause changes in brain physiology.
40
Analyzed ethical considerations in implementing behavioral strategies and offered suggestions for addressing these.
40
Integrated at least two scholarly references .
Design Factors NotesCIO’s Office 5 People IT Chief’s Offi.docxTatianaMajor22
Design Factors
Notes
CIO’s Office
5 People
IT Chief’s Office
5 People
LAN/WAN Maint.
20 People
Reception
4 People
Telecommunications
20 People
LAN Management
50 People
Server Room A
2 Person
Server Room B
4 Person
Equipment:
Patch Cable
Computer to Wall
Patch Cable
LAN Room
Cable Trays/Runs
Horizontal Runs
Cisco Border Router
Research: Attached to 5 Floor Switches
Server Room A
10 Servers
Server Room B
10 Servers
Computers
One Per Person
Standard floor (first floor) Lesson 2 Project Plan info
Design Factors
Notes
CIO’s Office
5 People
IT Chief’s Office
5 People
LAN/WAN Maint.
20 People
Reception
4 People
Telecommunications
20 People
LAN Management
50 People
Server Room A
2 Person
Server Room B
4 Person
Equipment:
Patch Cable
Computer to Wall
Patch Cable
LAN Room
Cable Trays/Runs
Horizontal Runs
Cisco Border Router
Research: Attached to 5 Floor Switches
Server Room A
10 Servers
Server Room B
10 Servers
Computers
One Per Person
Basement floor
Design Factors
Notes
Vertical Riser Run
On Outside Wall of LAN Room on Each Floor.
Fiber-Optic Multimode
Riser Runs: Backbone
SC Connectors
Fiber-Optic Cable
Cisco Catalyst: Switch: WS-C3750G-24PS-S: 24 Ports
Leave a Minimum of four ports free on each switch
Color Laser Printer
Minimum of One per Room or One per 20 people
Vertical Riser Run
On Outside Wall of LAN Room on Each Floor and Server RM B on this floor.
Fiber-Optic Multimode
Riser Runs: Backbone
SC Connectors
Fiber-Optic Cable
Cable Trays/Runs
Horizontal Runs
Horizontal Runs
Leave a Minimum of four ports free on each switch
Applicataion
U.S. Minimum Requirement Ranges
Space per Employee - 1997
Two people, such as a supervisor and an employee, can meet in an office with a table or desk between them
60" to 72" x 90" to 126:/5.78m2 to 11.7m2
280Sq. Ft./26.0m2
Worker has a primary desk plus a return
60" to 72"x60"to 84"/5.78 to 7.8m2
193Sq. Ft./17.9m2
Executive office - three to four people can meet around a desk
105 to 130"x96 to 123"/9.75 to 11.4 m2
142Sq. Ft./13.2m2
Basic workstation such as a call center
42" to 52" x 60" to 72"/3.9 to 6.7 m2
114Sq. Ft./10.6 m2
NT1310: Project
Page 1
PRO JECT D ESC RIPT ION
As the project manager for the Cable Planning team, you will manage the creation of the cable plan for
the new building that will be built, with construction set to begin in six weeks.
The deliverables for the entire Cable Plan will consist of an Executive Summary, a PowerPoint
Presentation and an Excel Spreadsheet. You will develop different parts of each of these in three parts.
The final organization should contain these elements:
The Executive Summary:
o Project Introduction
o Standards and Codes
Cable Standards and Codes
Building Standards and Codes
o Project Materials
o Copper Cable, Tools, and Test Equipment
o Fiber-Optic Cable, Tools, and Test Equipment
o Fiber-Optic Design Considerations
o Basement Server Comp.
Question 12.5 pointsSaveThe OSU studies concluded that le.docxTatianaMajor22
Question 1
2.5 points
Save
The OSU studies concluded that leaders exhibit two main types of behavior: structure behavior and consideration behavior.
True
False
Question 2
2.5 points
Save
Fiedler suggests when there is a mismatch between the type of situation in which leaders find themselves, and the leaders style of leadership:
leaders should shift to situations for which they are best suited
the situation should be changed
immediate training is necessary no matter how long it may take
any leadership style is appropriate
the leaders should be flexible enough to adapt to the new situation
Question 3
2.5 points
Save
The OSU studies concluded that leaders exhibit two main styles of behavior:
employee-centered behavior and job-centered behavior
structure behavior and consideration behavior
boss-centered behavior and subordinate-centered behavior
consideration behavior and job-centered behavior
structure behavior and employee-centered behavior
Question 4
2.5 points
Save
The life cycle theory of leadership maintains that:
as a manager becomes more mature, he/she should become more participatory
the organization should match the individual with a specific leadership situation
a manager's leadership style should be independent of the follower's maturity levels
the leader's abilities will peak when the leader is 45 years old, and decline thereafter
a manager's leadership style will be effective only if it is appropriate for the maturity level of the followers
Question 5
2.5 points
Save
According to the characteristics of the emerging leader versus characteristics of the manager, which of the following would be associated with the leader?
problem-solving
independent
consulting
stabilizing
authoritative
Question 6
2.5 points
Save
Under which of the following conditions would Fiedler say a considerate leader would be most effective?
good leader-member relations, high task structure, and strong leader position power
moderately poor leader-member relations, high task structure, and weak leader position power
moderately poor leader-member relations, weak task structure and weak leader position power
good leader-member relations, high task structure, and weak leader position power
good leader-member relations, weak task structure, and weak leader position power
Question 7
2.5 points
Save
Which approach to leadership suggests successful leadership requires a unique combination of leaders, followers, and leadership situations?
transformational leadership
the trait approach
the situational approach to leadership
contingency approach
the contemporary leader approach
Question 8
2.5 points
Save
According to the Vroom-Yetton-Jago Model, when a manager and subordinates meet as a group to discuss the situation, and the group makes the decision, it is the ________ de.
Case Study 1 Questions1. What is the allocated budget .docxTatianaMajor22
Case Study 1 Questions:
1. What is the allocated budget ? $250,000
2. Where does the server room located? Currently, there is no server room
3. What is the number of users with PCs inside each existing site?
Currently there are
4. What is the current cabling used in each location? (cat5e or cat6) Current cabling does not meet the company’s current and future needs
5. Do want us to upgrade token Ring or use a completely new Ethernet network What is your recommendation and why?
6. regarding the ordering system , it is not clear what the we should do , do you want to talk about how to connect the system to the network or how to built the ordering online system because it is more software engineering than networking . Talk about the kind of network (hardware) you recommend based on the business requirements
7. all the sites should have access to our servers in the main branch? yes
8. Regarding the order software, do you need more details about the way it works or just about its connection with the network? Your solution should be from a network point of view
9. Distances are given in Meters or feet? feet
10. Shipment is done by truck, or ships? Currently, only trucking
11. In Dimebox branch, where are administration offices located? See Business goals # 4
12. What is the current network connectivity status? How many devices are currently on the network? How they are physically laid out? Is cabling running all over the floor, hidden in walls or threaded through the ceiling? What are the switches used and its speed? Currently, only the office is networked (token ring) NOVELL
13. What is the minimum Internet speed wanted? See Business Goals on page 2 – I only can tell you what we need the network for, you must tell me what we need to meet the business needs
14. Will the corporation provide wireless access? If yes will it be in all department and buildings? Wireless access would be helpful if we can justify the cost
15. Are there phones in offices? yes
16. What is the internet speed available now? What speed do you want for future? Internet access is through time warner cable company which is not very reliable
17. Do employees access their emails outside the company? yes
18. Do you have plans for future expansion? We like to increase our customer base by 20% over the next year
REMEMBER, you are the IT expert, I’m only a business person who must rely on your expertise.
Network Design and Performance
Case Study
Dooma-Flochies, Inc. with headquarters located on Podunk Road in Trumansburg, NY, is the sole manufacturer of Dooma-Flochies (big surprise). They currently have a manufacturing facility in, Lake Ridge, NY (across Cayuga Lake) on Cayuga Dr. and have recently diversified by purchasing a company, This-N-That, on Industry Ave. in, Dime Box Texas. This-N-That is the sole competitor of Domma-Flochies with their product Thinga-Ma-Jigs. This acquisition gives Dooma-Flochies, Inc a monopoly in this mark.
Behavior in OrganizationsIntercultural Communications Exercise .docxTatianaMajor22
Behavior in Organizations
Intercultural Communications Exercise Response Paper –
Week 5
The most overt cultural differences, such as greeting rituals and name format, can be overcome most easily. The underlying, intangible differences are very difficult to overcome. In this case, the underlying cultural differences are
· Assumptions about the purpose of the event (is the party strictly for fun and for relationship building, or are their business matters to take care of?).
· Assumptions about the purpose and the nature of business relationship.
· Assumptions about power and leadership relationships (who makes the decisions and how?).
· Response styles (verbal and nonverbal signals of agreement, disagreement, politeness, etc.).
Many (though not all) cultural differences can be overcome if you carefully observe other people, think creatively, remain flexible, and remember that your own culture is not inherently superior to others.
The Scenario
Three corporations are planning a joint venture to sponsor an international concert tour. The corporations are Decibel, an agency representing the musicians (from the US, Britain, and Japan); Images, a marketing firm which will handle sales of tickets, snacks and beverages, clothing, and CDs; and Event, a special events company which will hire the ushers, concessionaires, and security officers; print the programs; and clean up the arenas after the shows. The companies come from three different cultures: Blue, Green, and Red. Each has specific cultural traits, customs, and practices.
You are a manager in one of these companies. You will attend the opening cocktail party in Perth, Australia the evening before a 3-day meeting during which the three companies will negotiate the details of the partnership. Your management team includes a Vice President and a number of other managers.
During the 3-day meeting, the companies have the following goals:
Decibel
· As high a royalty rate as possible on sales of T-shirts, videos, and CDs
· Aggressive marketing and advertising to increase attendance and sales
· Good security, both before and during the show Image
Image
· Well known bands that will be easy to market
· As much income as possible from the concerts
· Smoothly functioning event so that publicity from early concerts is positive
Event
· Bands that are not likely to provoke stampedes, riots, or other antisocial behavior
· Bands that are reliable and will show up on time, ready to play
· As much income as possible from the concerts
The cultures that are assigned to the various companies are:
BLUE CULTURE
Image (Marketing Company)
Beliefs, Values, and Attitudes that Underlie This Culture’s Communication
Believe that fate and luck control most things.
Believe in feelings more than reasoning.
An authoritarian leader makes the ultimate decisions.
Nonverbal Traits of This Culture
Treat time as something that is unimportant. It is not a commodity that can be lost.
Conversation distance is close (about 15 inches, face-.
Discussion Question Comparison of Theories on Anxiety Disord.docxTatianaMajor22
Discussion Question:
Comparison of Theories on Anxiety Disorders
There are numerous theories that attempt to explain the development and manifestation of psychological disorders. Some researchers hold that certain disorders result from learned behaviors (behavioral theory), while other researchers believe that there is a genetic or biological basis to psychological disorders (medical model), while still others hold that psychological disorders stem from unresolved unconscious conflict (psychoanalytic theory). How would each of these theoretical viewpoints explain anxiety disorders? Does one explain the development and manifestation of anxiety disorders better than the others?
200- 400 words please
Three min resources with
in text citations and examples
you can use the following as a module reference
cite as university 2014
Anxiety Disorders
Anxiety disorders such as panic disorder, specific phobias, and social anxiety disorder feature a heightened autonomic nervous system response that is above and beyond what would be considered normal when faced with the object or situation that the person reacts to. For example, a person with a specific phobia of spiders (called arachnophobia) experiences a heightened autonomic response when confronted with a spider (or even an image of a spider). This anxiety response must result in significant distress or impairment. In general, anxiety disorders have been linked to underactive gamma-aminobutyric acid (GABA) in the brain, resulting in overexcitability of the amygdala and the anterior cingulate cortex. Additionally, genetic research shows that anxiety disorders demonstrate a clear pattern of genetic predisposition
Charles Darwin's Perspective
We talked about Charles Darwin when discussing evolution and natural selection. Darwin was also very interested in emotions. One of his books published in 1872,The Expression of Emotions in Man and Animals, was devoted to this topic.
Darwin believed that emotions play an important role in the survival of the species and result from evolutionary processes in the same way as other behaviors and psychological functions. Darwin's writing on this topic also prompted psychologists to study animal behavior as a way to better understand human behavior.
James–Lange Theory of Emotions
Modern theories of emotion can be traced to William James and Carl Lange (Pinel, 2011). William James was a renowned Harvard psychologist who is sometimes called the father of American psychology. Carl Lange was a Danish physician. James and Lange formulated the same theory of emotions independently at about the same time (1884). As a result, it is called the James–Lange theory of emotions. This theory reversed the commonsensical notion that emotions are automatic responses to events around us. Instead, it proposes that emotions are the brain's interpretation of physiological responses to emotionally provocative stimuli.
Cannon–Bard Theory of Emotions
In 1915, Harvard physiologist Walt.
I have always liked Dustin Hoffmans style of acting, in this mov.docxTatianaMajor22
I have always liked Dustin Hoffman's style of acting, in this movie he takes on a sexually deprived young male just out of college, and has never been with a female, and is duped by horny older woman that feels neglected. Dustin Hoffman takes the characters form of a young male, goofy, respectful virgin and intelligent male, missing something but not really sure at the beginning till Ann Bancroft coaxes him with seduction to fulfill her own needs. In an other movie called "The life of Little Big Man" he plays almost the same character but as a white child raised by the Native Americans and a wise old chief that deeply care and loves him as his own, and Fay Dunaway plays a Holy rollers wife that is older and sexually deprived and feeling neglected by her husband and also she goes through major changes in her life from devoted wife, to a honey bell/ house hooker, whats funny Dustin Hoffman is a awesome actor but has to have his surrounding characters bring his character to life. The Graduate was Dustin Hoffman's first big movie of his career.
I actually liked movie "Little Big man" way better due to he went through major changes in his life, from being a Native boy warrior, captured by Yankees, meets Fay Dunaway who loves to give baths, to finding his sister who teaches him to be a gunslinger and then returns to his Grand Father to be a native again and tells his blind Grand Father the world of the white man is a crazy one, then his see the Psyho Col. Custer and gets his revenge by telling Custer the truth. The movie Little Big Man makes you laugh, teaches you things about people and survial and cry at times... its a must see...
Although a stray away from the Benjamin Braddock written about in the novel The Graduate, Dustin Hoffman does an awesome job with this character on film. When you first meet Ben he is at a party that his parents are throwing in his academic honor upon his graduation from school and return home. The whole night, Hoffman stumbles though various conversations and tries to coyly escape from the festivities. Small things such as this Hoffman did a great job at, conveying the hesitance and crisis that Ben was going through as a graduate. There are multiple times in the movie he hardly expresses anything at all, yet it clearly shows you that Ben is having a very hard time internally with everything going on. Even through his relationships with Mrs. Robinson and her daughter Elaine you see the young man struggling with himself through either failed attempts at affection or lack thereof.
.
Is obedience to the law sufficient to ensure ethical behavior Wh.docxTatianaMajor22
Is obedience to the law sufficient to ensure ethical behavior? Why, or why not? Support your answer with at least three reasons that justify your position.
100 words
Discuss the differences between an attitude and a behavior. Provide 4 substantive reasons why it is important for organizations to monitor and mitigate employee behavior that is either beneficial or detrimental to the organization's goals and existence.
150 words
.
If you are using the Blackboard Mobile Learn IOS App, please clic.docxTatianaMajor22
If you are using the Blackboard Mobile Learn IOS App, please click "View in Browser." V BUS 520Week 9 Assignment 4 Paper
I need the paper as soon as possible
Students, please view the "Submit a Clickable Rubric Assignment" in the Student Center.
Instructors, training on how to grade is within the Instructor Center.
Assignment 4: Leadership Style: What Do People Do When They Are Leading?
Due Week 9 and worth 100 points
Choose one (1) of the following CEOs for this assignment: Larry Page (Google), Tony Hsieh (Zappos), Gary Kelly (Southwest Airlines), Meg Whitman (Hewlett Packard), Ursula Burns (Xerox), Terri Kelly (W.L. Gore), Ellen Kullman (DuPont), or Bob McDonald (Procter & Gamble). Use the Internet to investigate the leadership style and effectiveness of the selected CEO. (Note: Just choose one that is easier for you to right about.) It does not matter to me which CEO you pick
Write a five to six (5-6) page paper in which you:
1. Provide a brief (one [1] paragraph) background of the CEO.
2. Analyze the CEO’s leadership style and philosophy, and how the CEO’s leadership style aligns with the culture.
3. Examine the CEO’s personal and organizational values.
4. Evaluate how the values of the CEO are likely to influence ethical behavior within the organization.
5. Determine the CEO’s three (3) greatest strengths and three (3) greatest weaknesses.
6. Select the quality that you believe contributes most to this leader’s success. Support your reasoning.
7. Assess how communication and collaboration, and power and politics influence group (i.e., the organization’s) dynamics.
8. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
· Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
· Analyze the formation and dynamics of group behavior and work teams, including the application of power in groups.
· Outline various individual and group decision-making processes and key factors affecting these processes.
· Examine the primary conflict levels within organization and the process for negotiating resolutions.
· Examine how power and influence empower and affect office politics, political interpretations, and political behavior.
· Use technology and information resources to research issues in organizational behavior.
· Write clearly and concisely about organizational behavior using proper writing mechanics.
Click here.
Is the proliferation of social media and communication devices a .docxTatianaMajor22
Is the proliferation of social media and communication devices a good thing or a bad thing for society? Use personal examples to support your opinion.
( I’m currently a freshmen in university)
.
MATH 107 FINAL EXAMINATIONMULTIPLE CHOICE1. Deter.docxTatianaMajor22
MATH 107 FINAL EXAMINATION
MULTIPLE CHOICE
1. Determine the domain and range of the piecewise function.
A. Domain [–2, 2];
B. Domain [–1, 1];
C. Domain [–1, 3];
D. Domain [–3/2, –1/2];
2. Solve:
A. 3
B. 3,7
C. 9
D. No solution
3. Determine the interval(s) on which the function is increasing.
A. (−1.3, 1.3)
B. (1, 3)
C. (−∞,−1)and (3,∞)
D. (−2.5, 1)and (4.5,∞)
4. Determine whether the graph of y = 2|x| + 1 is symmetric with respect to the origin,
the x-axis, or the y-axis.
A. symmetric with respect to the origin only
B. symmetric with respect to the x-axis only
C. symmetric with respect to the y-axis only
D. not symmetric with respect to the origin, not symmetric with respect to the x-axis, and
not symmetric with respect to the y-axis
5. Solve, and express the answer in interval notation: | 9 – 7x | ≤ 12.
A. (–∞, –3/7]
B. (–∞, −3/7] ∪ [3, ∞) C. [–3, 3/7]
D. [–3/7, 3]
6. Which of the following represents the graph of 7x + 2y = 14 ?
A. B.
C. D.
7. Write a slope-intercept equation for a line parallel to the line x – 2y = 6 which passes through the point (10, – 4).
A.
B.
C.
D.
8. Which of the following best describes the graph?
A. It is the graph of a function and it is one-to-one.
B. It is the graph of a function and it is not one-to-one.
C. It is not the graph of a function and it is one-to-one.
D. It is not the graph of a function and it is not one-to-one.
9. Express as a single logarithm: log x + log 1 – 6 log (y + 4)
A.
B.
C.
D.
10. Which of the functions corresponds to the graph?
A.
B.
C.
D.
11. Suppose that a function f has exactly one x-intercept.
Which of the following statements MUST be true?
A. f is a linear function.
B. f (x) ≥ 0 for all x in the domain of f.
C. The equation f(x) = 0 has exactly one real-number solution.
D. f is an invertible function.
12. The graph of y = f(x) is shown at the left and the graph of y = g(x) is shown at the right. (No formulas are given.) What is the relationship between g(x) and f(x)?
y = f (x) y = g(x)
A. g(x) = f (x – 3) + 1
B. g(x) = f (x – 1) + 3
C. g(x) = f (x + 3) – 1
D. g(x) = f (x + 1) .
If the CIO is to be valued as a strategic actor, how can he bring.docxTatianaMajor22
If the CIO is to be valued as a strategic actor, how can he bring to the table the ethos of alignment, bound to the demands of process strategic planning to move IT to the forefront of the organization's future? Is there a lack of information on strategic planning? Nope. I think the process of planning is poorly understood, and rarely endorsed. The reasons are simple enough. Planning requires a commitment of resources (time, talent, money); it requires insight; it requires a total immersion in the corporate culture. While organizations do plan, planning is invariably attached to the budget process. It is typically here that the CIO lays out his/her vision for the coming year Now a few years ago authors began writing on the value of aligning IT purpose to organizational purpose. They wrote at a time when enterprise architectural planning was fairly new, and enterprise resource management was on the lips of every executive. My view is that alignment is a natural process driven by the availability of the tools to accomplish it. Twenty years ago making sense of IT was more about processing power, and database management. We are in a new age of IT, and it is the computer that is the network, not the network as an independent self-contained exchange of information. If you will spend some time reviewing the basic materials I provided on strategic planning and alignment, we can begin our discussions for the course. Again, here is the problem I would like for us to tackle: If the CIO is to be valued as a strategic actor, how can he bring to the table the ethos of alignment, bound to the demands of process strategic planning to move IT to the forefront of the organization's future? Most of the articles I bundled together for this week are replete with tables and charts. These can be a heavy read. Your approach should be to review these articles for the "big ideas" or lessons that are take away. I think these studies are significant enough that we will conclude our first week with an understanding of the roles between executive leaders, and how they see Information Technology playing a role in shaping a business strategy.
Read the articles to answer the question. Please No Plagerism or verbatim but you are allowed to quote from the article.
Achieving and Sustaining
Business-IT Alignment
Jerry Luftman
Tom Brier
I
n recent decades, billions of dollars have been invested in intormation tech-
nology (IT). A key concern of business executives is alignment—applying IT
in an appropriate and timely way and in harmony with business strategies,
goals, and needs. This issue addresses both how IT is aligned with the busi-
ness and how the business should be aligned with IT Frustratingly, organizations
seem to find it difficult or impossible to harness the power of information tech-
nology for their own long-term benefit, even though there is worldwide evi-
dence that IT has the power to transform whole industries and markets.' How
can companies.
I am showing below the proof of breakeven, which is fixed costs .docxTatianaMajor22
I am showing below the proof of breakeven, which is fixed costs/ contribution margin.
We start with the definition of breakeven and proceed using elementary algebra to derive the formula. Breakeven is a number and is created by knowing fixed and variable costs, and the retail sales price. It is thus not a point of discussion but is based on the assumptions of these variables.
Proof of Breakeven
Definition of BreakevenVolume: Total Revenue = Total Expenses
Definition
1.Total Revenue = Total Expenses
Breakdown of Definition
2. Retail Price * Volume = Fixed Expenses + Variable Expenses
Further Analysis
3. Retail Price * Volume = Fixed Expenses + (Volume * Unit Variable Expenses)
Subtract (Volume * Unit Variable Expenses) from both sides
4. Fixed Expenses = (Retail Price * Volume) — (Volume * Unit Variable Expenses)
Factor
5. Fixed Expenses = Volume * (Retail Price – Unit Variable Expenses)
Divide both sides by (Retail Price – Unit Variable Expenses)
6. Volume = Fixed Expenses
(Retail Price – Unit Variable Expenses)
Substitution based on Definition
7. Since (Retail Price — Unit Variable Expenses) is called Contribution Margin,
Therefore:
Breakeven Volume = Fixed Expenses / Contribution Margin
NAME_________________________________________________ DATE ____________
1. Explain some of the economic, social, and political considerations involved in changing the tax law.
2. Explain the difference between a Partnership, a Limited Liability Partnership (LLP) and a Limited Liability Company (LLC). In each structure who has liability?
3. How is “control” defined for purposes of Section 351 of the IRS Code?
4. What are the advantages and disadvantages of using debt in a firm’s capital structure?
5. Under what circumstances is a corporation’s assumption of liabilities considered boot in a Section 351exchange?
6. What are the tax consequences for the transferor and transferee when property is transferred to a newly created corporation in an exchange qualifying as nontaxable under Section 351?
7. Why are corporations allowed a dividend-received deduction? What dividends qualify for this special deduction?
8. Provide 3 examples of a Constructive Dividend. Are these Constructive Dividends taxable?
9. Discuss the tax consequences of a new Partnership Formation and give details to gain and losses and basis?
10. Provide 2 similarities and 2 differences when comparing Sections 351 and 721 of the IRS Code.
11. What is the difference between inside and outside basis with a partnership?
12. ABC Partnership distributes $12,000 of taxable income to partner Bob and $24,000 of tax-exempt income to Partner Bob. As a result of these two distributions, how does Bob’s basis change?
13. On January 1, Katie pays $2,000 for a 10% capital, profits, and loss interest in a partnership.
Examine the way in which death and dying are viewed at different .docxTatianaMajor22
Examine the way in which death and dying are viewed at different points in human development.
Using only my text as a reference:
Berger, K.S. (2011). The developing person through the life span (8th ed.).
I need 3 detailed PowerPoint slide with very detailed speaker notes. There must be detailed speaker notes on each slide. The 4th slide will be the reference.
.
Karimi 1 Big Picture Blog Post First Draft College .docxTatianaMajor22
Karimi 1
Big Picture Blog Post First Draft
College Girls in Media
Sogand Karimi
Media and Hollywood movies have affected and influenced society’s perception on
female college students. Due to Hollywood movies and media, society mostly recognizes the
negative stereotypes of a college women. Saran Donahoo, an associate professor and education
administration of Southern Illinois University, once said, “The messages in these films
consistently emphasized college as a place where young women come to have fun, engage in
romances with young men, experiment with sex and alcohol, face dilemmas regarding body
image, and encounter difficulties in associating with other college women.” In this essay I will
be talking about the recurring stereotypes and themes portrayed in three hollywood movies,
Spring Breakers, The house bunny and Legally Blond and how these stereotypes affect our
society.
The movie Spring Breakers is about four college girls who are bored with their daily
routines and want to escape on a spring break vacation to Florida. After realizing they don’t have
enough money, they rub a local diner with fake guns and ski masks. They break the laws in order
to get down to Florida, just to break more rules and laws once they’re there. During the film, you
will notice a lot of partying, drugs and sexual activity. The four girls wear bikinis for majority of
the film and are overly sexual. These are some common themes and stereotypes seen in all three
movies. Media and movies like spring breakers have made it a norm to constantly want to party,
get drunk and have sex as a college woman. In an article by Heather Long, she mentions how the
movie can even be seen as supporting rape culture. She believes because of these stereotypes
always being shown in media, it is contributing to the “girls asking for it” excuse when it comes
to rape cases with young girls. Long also said “...never mind the fact that thousands of college
students are spending their spring break not on a beach, but volunteering with groups like Habitat
for Humanity and the United Way, especially after Hurricanes Katrina and Sandy.” THIS shows
how media only displays one side of a certain group or story. Even though not all college girls
like to party and lay on a beach naked for spring break, that’s what media likes to portray. Not
only does this give the wrong message to our society but it influences bigger issues like rape, as
the author mentioned.
http://www.huffingtonpost.com/2010/03/10/alternative-spring-break_n_494028.html
http://www.huffingtonpost.com/2010/03/10/alternative-spring-break_n_494028.html
Karimi 2
The movie House bunny. The House bunny is a movie about an ex playmate or girlfriend
if Hugh Hefner that gets kicked out of the Playboy Mansion due to her aging. She then becomes
a mother of an unpopular sorority with girls that are bit geeky, and unusual compared to other
girls on campus. The story.
Please try not to use hard words Thank youWeek 3Individual.docxTatianaMajor22
Please try not to use hard words Thank you
Week 3
Individual
Problems and Goals Case Study
Select one of the following three case studies in Ch. 6 of The Helping Process:
· Case Susanna
· Case James and Samantha
· Case Alicia and Montford
Identify three to five problems in the case study you have selected.
Write a 500- to 700-word paperthatincludes the following:
· A problem-solving strategy and a goal for each problem
· The services, resources, and supports the client may need and why
· A description of how goals are measurable and realistically attainable for the client
Here is the case studies
Exercise 3: Careful Assessment
The following case studies are about Susanna, James, Samantha, Alicia, and Montford, all
homeless children attending school. The principal of the school has asked you to conduct
an assessment of these children and provide initial recommendations.
Before you begin this exercise, go to the website that accompanies this book: www.
wadsworth.com/counseling/mcclam, Chapter Three, Link 1, to read more about homeless
families and children.
Susanna
Susanna is 15 years old. Th e city where she lives has four schools: two elementary, one
middle, and one high school. Th ere are about 1,500 students enrolled in the city/county
school district and about 450 in the local high school that Susanna is attending. For the
past six months, Susanna has been living with her boyfriend and his parents. Prior to this,
she left her mother’s home and lived on the streets. She is pregnant and her boyfriend’s
parents want her to move out of their home. Her father lives in a town with his girlfriend,
about 50 miles from the city. Her mother lives outside the city with Susanna’s baby brother.
Right now Susanna’s mother is receiving child support for the two children. Susanna wants
to have a portion of the child support so that she can find a place of her own to live. Her
mother says that the only way that Susanna can have access to that money is to move back
home. Susanna refuses to move back in with her mother.
You receive a call from the behavior specialist at Susanna’s high school. Susanna’s
mother is at the school demanding that Susanna be withdrawn from school. Susanna’s
mother indicates that Susanna will be moving in with her and will be enrolling in another
school district.
Currently Susanna is not doing very well in school. She misses school and she tells the
helper it is because she is tired and that she does not have good food to eat. She has not told
the helper that she is looking for a place to live. Right now she is failing two of her classes
and she has one B and two Ds. Her boyfriend has missed a lot of school, too.
James and Samantha
James is 10 years old and he has a sister, Samantha, who is 8. At the beginning of the
school year, both of the children were attending Boone Elementary School. Both children
live with their aunt and uncle; their parents are in prison. In the middle of the scho.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
1nunStudent 1 NunTopic Why does quality in LGBT communi
1. 1
nun
Student 1 Nun
Topic: Why does quality in LGBT community is necessary?
Thesis statement: Traditional value standards and appearance
are some reasons cause discrimination in LGBT community
Annotated Bibliography
“The impact of discrimination” Beyond Blue ,27 January 2015,
beyondblue.org.au/who-does-it-affect/lesbian-gay-bi-trans-and-
intersex-lgbti-people/the-impact-of-discrimination
This a website that includes articles about racism in LGBT
community. The idea of this argument shows how depression
and concerns about social stereotypes the LGBT people feel
when other people around them look and racist on them. For this
reason, LGBT teenagers are trying to hide their feelings from
their family and friends. Because of the lack of understanding
about this community, other people sparked stigma with the
LGBT community, and make their life become a trouble. In this
article, we have learned the different in discrimination.
Moreover, everything we say or do will affect the LGBT people
can lead to negative health, including higher rates of
depression, anxiety.
the author supports this idea by showing the evidence from our
life, violence at work, school, and other social situations. That
are all the things that LGBT people have experience in every
day in their life. This article was written in 2015. At that time,
not a lot of people are open minded, there are still mixed
opinions and ideas, even openly disdain and offend people in
this community. The leader of the page Beyond Blue has been
searched and interviewed some LGBT people. The article
includes statistics, and quotes experts from the real people and
real stories. The writer experience is enough. I found no
2. grammatical or spelling errors. The purpose of this article is the
impact of discrimination in LGBT people is dangerous and this
can cause so many feeling problems, especially, the mental
health about being rejected. Moreover, prompt people to stop
discrimination, and what you say will attack them, we need to
respect them because we are human.
Mollman,Steve .“LGBT is a disease, not a human rights-a
growing movement in Indonesia reject gay rights”, SBS,18 Feb
2016, sbs.com.au/topics/sexuality/article/2016/02/17/lgbt-
disease-not-human-right-growing-movement-indonesia-rejects-
gay-rights
This article talks about some Indonesian people still
openly anti-LGBT. Many people
in Indonesia are happy because of their nation's acceptance
of all kinds of people. The
However, a growing number of Twitter posts with the
hashtag #TolakLGBT in recent
day Tolak means “reject”. Moreover, they called LGBT is
a disease. This article
describe. The way other people do something bad to LGBT
people like a group of
people put up the banner to remind LGBT people stay
away from them. The article
was written in 2016 at 9:11AM. I am reading this article
because this is the one that
write about how strong discrimination in LGBT people in
Indonesia by Steve
Mollmon. His experience is not enough for me because
there are so many mixed
opinion in his argument. Which means the positive and
negative in the same
paragraph. I think it is better if he separates the pros and
cons into separate paragraph
However, he is very good at pointing the time and the
picture that can support his
3. evidence. The purpose of this article is about racism is
spreading more and more, for
them, the toxic LGBT culture is enveloping young people.
Yamaguchi, Mari. “LGBT groups want equality law in Japan
before Tokyo Olympics”. ABC NEWS, 25 March 2021,
abcnews.go.com/Sports/wireStory/lgbt-groups-equality-law-
japan-tokyo-olympics-76672764
This news article talks about a group of LBGT people and
others are standing up and
submitting a petition signature to Japan’s ruling party.
They want to be equal before
Olympic happens. The published day is March 25 at
5:37AM. The author of this
article, Mari Yamaguchi is experience enough. There is no
mistake or error about this
article. At the end of article, we can see the author’s
twitter,
twitter.com/mariyamaguchi. The important information in
ties argument is everybody
submitted their signature to take the equality for LGBT
community. Based on the
end of the article, there are some mixed comments. The
purpose of this article
talks about how that supporters are increasing, however,
lacks legal protections.
Hello Ngan Nguyen,
Your annotated bibliography assignment is the same format as
the template the professor gave us a great job on that. Also, you
follow and met the requirements of the assignment to give at
least three sources. I noticed some mistake in the course code, It
is "ENGL 1302 NOT ENG 1301". Your thesis statement needs
more points to attract the reader. However, you have a good
topic and it is a big discussion for a society that needs more
attention.
4. 199
gam27636_ch10_199-230.indd 199 01/09/18 08:40 PM
LEARNING OBJECTIVES
After reading this chapter, you should be able to:
LO10-1 Recognize what managers must do to build an
organization capable
of good strategy execution.
LO10-2 Explain why resource allocation should always be
based on
strategic priorities.
LO10-3 Understand why policies and procedures should be
designed to
facilitate good strategy execution.
LO10-4 Understand how process management programs that
drive continuous
improvement help an organization achieve operating excellence.
LO10-5 Recognize the role of information and operating
systems in enabling
company personnel to carry out their strategic roles
proficiently.
LO10-6 Explain how and why the use of well-designed
incentives and
rewards can be management’s single most powerful tool for
5. promoting operating excellence.
LO10-7 Explain how and why a company’s culture can aid the
drive for proficient strategy execution.
LO10-8 Recognize what constitutes effective managerial
leadership in achieving superior strategy execution.
10
c
h
a
p
te
r
Superior Strategy
Execution—Another Path
to Competitive Advantage
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200 Part 1 Section D: Executing the Strategy
gam27636_ch10_199-230.indd 200 01/09/18 08:40 PM
Once managers have decided on a strategy, the emphasis turns
to converting it into
actions and good results. Putting the strategy into place and
getting the organization
to execute it well call for different sets of managerial skills.
6. Whereas crafting strategy
is largely a market-driven and resource-driven activity, strategy
implementation is an
operations-driven activity primarily involving the man-
agement of people and business processes. Successful
strategy execution depends on management’s ability
to direct organizational change and do a good job of
allocating resources, building and strengthening com-
petitive capabilities, instituting strategy-supportive poli-
cies, improving processes and systems, motivating and
rewarding people, creating and nurturing a strategy-
supportive culture, and consistently meeting or beat-
ing performance targets. While an organization’s chief
executive officer and other senior managers are ultimately
responsible for ensuring that
the strategy is executed successfully, it is middle and lower -
level managers who must see
to it that frontline employees and work groups competently
perform the strategy-critical
activities that allow companywide performance targets to be
met. Hence, strategy execu-
tion requires every manager to think through the answer to the
question “What does my
area have to do to implement its part of the strategic plan, and
what should I do to get these
things accomplished effectively and efficiently?”
The Principal Managerial Components
of Strategy Execution
Executing strategy entails figuring out the specific techniques,
actions, and behaviors
that are needed to get things done and deliver results. The exact
items that need to be
placed on management’s action agenda always have to be
7. customized to fit the par-
ticulars of a company’s situation. The hot buttons for
successfully executing a low-cost
provider strategy are different from those in executing a
differentiation strategy. Imple-
menting a new strategy for a struggling company in the midst of
a financial crisis is dif-
ferent from improving strategy execution in a company where
the execution is already
pretty good. While there’s no definitive managerial recipe for
successful strategy execu-
tion that cuts across all company situations and all types of
strategies, certain manage-
rial bases have to be covered no matter what the circumstances.
Eight managerial tasks
crop up repeatedly in company efforts to execute strategy (see
Figure 10.1).
1. Building an organization with the capabilities,
people, and structure needed to
execute the strategy successfully
2. Allocating ample resources to strategy-critical
activities
3. Ensuring that policies and procedures facilitate
rather than impede effective strat-
egy execution
4. Adopting process management programs that drive
continuous improvement in
how strategy execution activities are performed
5. Installing information and operating systems that
enable company personnel to
perform essential activities
8. 6. Tying rewards directly to the achievement of
performance objectives
CORE CONCEPT
Good strategy execution requires a team
effort. All managers have strategy execution
responsibility in their areas of authority, and all
employees are active participants in the strat-
egy execution.
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Chapter 10 Superior Strategy Execution—Another Path to
Competitive Advantage 201
gam27636_ch10_199-230.indd 201 01/09/18 08:40 PM
7. Fostering a corporate culture that promotes good
strategy execution
8. Exerting the internal leadership needed to propel
implementation forward
How well managers perform these eight tasks has a decisive
impact on whether the
outcome is a spectacular success, a colossal failure, or
something in between. In the
remainder of this chapter, we will discuss what is involved in
performing the eight key
managerial tasks that shape the process of implementing and
executing strategy.
Building an Organization Capable of Good
9. Strategy Execution: Three Key Actions
Proficient strategy execution depends heavily on competent
personnel, better-than-
adequate competitive capabilities, and an effective internal
organization. Building a
capable organization is thus always a top priority in strategy
execution. Three types of
organization building actions are paramount:
1. Staffing the organization—putting together a strong
management team, and recruit-
ing and retaining employees with the needed experience,
technical skills, and intel-
lectual capital
Recognize what managers must do to build an organization
capable of good strategy execution.LO10-1
The Action Agenda
for Implementing
and Executing
Strategy
Exerting strong
leadership to drive
execution forward and
attain operating
excellence
Allocating ample
resources to strategy-
10. critical activities
Instituting policies
and procedures that
facilitate strategy
execution
Installing information
and operating systems that
enable company personnel
to carry out their strategic
roles proficiently
Tying rewards and
incentives directly to the
achievement of
performance targets
Instilling a corporate
culture that promotes
good strategy
execution
Adopting process
management programs
that drive continuous
improvement in strategy
execution activities
Building an
organization with the
11. capabilities, people,
and structure needed
to execute the strategy
successfully
The Eight Components of Strategy ExecutionFIGURE 10.1
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202 Part 1 Section D: Executing the Strategy
gam27636_ch10_199-230.indd 202 01/09/18 08:40 PM
2. Acquiring, developing, and strengthening strategy-
supportive resources and capabilities—
accumulating the required resources, developing proficiencies
in performing
strategy-critical value chain activities, and updating them to
match changing mar-
ket conditions and customer expectations
3. Structuring the organization and work effort—
organizing value chain activities and
business processes, establishing lines of authority and reporting
relationships, and
deciding how much decision-making authority to push down to
lower-level manag-
ers and frontline employees
Staffing the Organization
No company can hope to perform the activities required for
12. successful strategy execu-
tion without attracting and retaining talented managers and
employees with suitable
skills and intellectual capital.
Building Managerial Talent Assembling a capable management
team is a corner-
stone of the organization-building task.1 While company
circumstances sometimes call
for different mixes of backgrounds, experiences, management
styles, and know-how, the
most important consideration is to fill key managerial slots with
people who are good at
figuring out what needs to be done and skilled in “making it
happen” and delivering good
results.2 Without a capable, results-oriented management team,
the implementation–
execution process ends up being hampered by missed deadlines,
misdirected or waste-
ful efforts, and/or managerial ineptness.3 Weak executives are
serious impediments
to getting optimal results because they are unable to
differentiate between ideas that
have merit and those that are misguided. In contrast, managers
with strong strategy-
implementing capabilities have a talent for asking tough,
incisive questions. They know
enough about the details of the business to be able to challenge
and ensure the sound-
ness of the approaches of the people around them, and they can
discern whether the
resources people are asking for make sense strategically. They
are good at getting things
done through others, typically by making sure they have the
right people under them
and that these people are put in the right jobs. They consistently
13. follow through on
issues and do not let important details slip through the cracks.
Sometimes a company’s existing management team is suitable;
at other times, it may
need to be strengthened or expanded by promoting qualified
people from within or by
bringing in outsiders. The overriding aim in building a
management team should be to
assemble a critical mass of talented managers who can function
as agents of change and
further the cause of first-rate strategy execution. When a first-
rate manager enjoys the
help and support of other first-rate managers, it’s possible to
create a managerial whole
that is greater than the sum of individual efforts: talented
managers who work well
together as a team can produce organizational results that are
dramatically better than
what one- or two-star managers acting individually can
achieve.4
Recruiting and Retaining a Capable Workforce Assembling a
capable man-
agement team is not enough. Staffing the organization with the
right kinds of peo-
ple must go much deeper than managerial jobs in order for value
chain activities to
be performed competently. The quality of an organization’s
people is always an essen-
tial ingredient of successful strategy execution—knowledgeable,
engaged employees are a
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14. Chapter 10 Superior Strategy Execution—Another Path to
Competitive Advantage 203
gam27636_ch10_199-230.indd 203 01/09/18 08:40 PM
company’s best source of creative ideas for the nuts-and-bolts
operating improvements that
lead to operating excellence. Companies such as Mercedes-
Benz, Google, Boston Con-
sulting Group, and Procter & Gamble make a concerted effort to
recruit the best and
brightest people they can find and then retain them with
excellent compensation pack-
ages, opportunities for rapid advancement and professional
growth, and challenging
and interesting assignments. Having a pool of “A players” with
strong skill sets and lots
of brainpower is essential to their business. Facebook makes a
point of hiring the very
brightest and most talented programmers it can find and
motivating them with both
good monetary incentives and the challenge of working on
cutting-edge technology
projects. The leading global accounting firms screen candidates
not only on the basis of
their accounting expertise but also on whether they possess the
people skills needed to
relate well with clients and colleagues. Southwest Airlines goes
to considerable lengths
to hire people who can have fun and be fun on the job; it uses
special interviewing and
screening methods to gauge whether applicants for customer-
contact jobs have outgo-
ing personality traits that match its strategy of creating a high-
spirited, fun-loving, in-
15. flight atmosphere for passengers. Southwest Airlines is so
selective that only about
3 percent of the people who apply are offered jobs.
The tactics listed here are common among companies dedicated
to staffing jobs with
the best people they can find:
1. Putting forth considerable effort in screening and
evaluating job applicants—
selecting only those with suitable skill sets, energy, initiative,
judgment, aptitudes
for learning, and adaptability to the company’s culture
2. Investing in training programs that continue
throughout employees’ careers
3. Providing promising employees with challenging,
interesting, and skill-stretching
assignments
4. Rotating people through jobs that span functional
and geographic boundaries
5. Striving to retain talented, high-performing
employees via promotions, salary
increases, performance bonuses, stock options and equity
ownership, fringe ben-
efit packages, and other perks
6. Coaching average performers to improve their skills
and capabilities, while weed-
ing out underperformers and benchwarmers
Acquiring, Developing, and Strengthening
Key Resources and Capabilities
16. High among the organization-building priorities in the strategy
execution process is
the need to build and strengthen competitively valuable
resources and capabilities. As
explained in Chapter 1, a company’s ability to perform value-
creating activities and real-
ize its strategic objectives depends upon its resources and
capabilities. In the course of
crafting strategy, it is important for managers to identify the
resources and capabilities
that will enable the firm’s strategy to succeed. Good strategy
execution requires put-
ting those resources and capabilities into place, refreshing and
strengthening them as
needed, and then modifying them as market conditions evolve.
“Fast fashion” retailer
Zara has developed valuable resources and capabilities that
allow it to execute its strat-
egy with great proficiency; see Concepts & Connections 10.1.
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ZARA’S STRATEGY EXECUTION CAPABILITIES
Concepts Connections 10.1
Zara, a member of Inditex Group, is a “fast fashion” retailer. As
soon as designs are seen in high-end fashion houses such as
Prada, Zara’s design team sets to work altering the clothing
designs so that they can produce high fashion at mass-retailing
17. prices. Zara’s strategy is clever but by no means unique. The
company’s competitive advantage is in strategy execution.
Every
step of Zara’s value chain execution is geared toward putting
fashionable clothes in stores quickly, realizing high turnover,
and
strategically driving traffic.
The first key lever is a quick production process. Zara’s
design team uses inspiration from high fashion and nearly real -
time feedback from stores to create up-to-the-minute pieces.
Manufacturing largely occurs in factories close to headquarters
in Spain, northern Africa, and Turkey, all areas considered to
have a high cost of labor. Placing the factories strategically
close
allows for more flexibility and greater responsiveness to mar -
ket needs, thereby outweighing the additional labor costs. The
entire production process, from design to arrival at stores, takes
only two weeks, while other retailers take six months. While
tra-
ditional retailers commit up to 80 percent of their lines by the
start of the season, Zara commits only 50 to 60 percent, mean-
ing that up to half of the merchandise to hit stores is designed
and manufactured during the season. Zara purposefully manu-
factures in small lot sizes to avoid discounting later on and also
to encourage impulse shopping, as a particular item could be
gone in a few days. From start to finish, Zara has engineered its
production process to maximize turnover and turnaround time,
creating a true advantage in this step of strategy execution.
Zara also excels at driving traffic to stores. First, the small
lot sizes and frequent shipments (up to twice a week per store)
drive customers to visit often and purchase quickly. Zara shop-
pers average 17 visits per year, versus 4 to 5 for The Gap. On
average, items stay in a Zara store only 11 days. Second, Zara
spends no money on advertising, but it occupies some of the
19. by making capability-
building activities a routine part of their strategy execution,
some firms are able to
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develop dynamic capabilities that assist them in man-
aging resource and capability change, as discussed in
Chapter 4. The most common approaches to capability
building include (1) internal development, (2) acquir-
ing capabilities through mergers and acquisitions, and
(3) accessing capabilities via collaborative partnerships.5
Developing Capabilities Internally Capabilities develop
incrementally along
an evolutionary path as organizations search for solutions to
their problems. The pro-
cess is complex because capabilities are the product of bundles
of skills and know-
how. In addition, capabilities tend to require the combined
efforts of teams that are
often cross-functional in nature, spanning a variety of
departments and locations. For
instance, the capability of speeding new products to market
involves the collaborative
efforts of personnel in R&D, engineering and design,
purchasing, production, market-
ing, and distribution.
20. Because the process is incremental, the first step is to develop
the ability to do some-
thing, however imperfectly or inefficiently. This entails
selecting people with the requi-
site skills and experience, upgrading or expanding individual
abilities as needed, and
then molding the efforts of individuals into a collaborative
effort to create an organiza-
tional ability. At this stage, progress can be fitful since it
depends on experimentation,
active search for alternative solutions, and learning through
trial and error.6 As experi-
ence grows and company personnel learn how to perform the
activities consistently
well and at an acceptable cost, the ability evolves into a tried-
and-true competence.
It is generally much easier and less time-consuming
to update and remodel a company’s existing capabili-
ties as external conditions and company strategy change
than it is to create them from scratch. Maintaining capa-
bilities in top form may simply require exercising them
continually and fine-tuning them as necessary. Simi-
larly, augmenting a capability may require less effort if it
involves the recombination
of well-established company capabilities and draws on existing
company resources.7
For example, Williams-Sonoma first developed the capability to
expand sales beyond
its brick-and-mortar location in 1970, when it launched a
catalog that was sent to
customers throughout the United States. The company extended
its mail-order busi-
ness with the acquisitions of Hold Everything, a garden
products catalog, and Pottery
Barn, and entered online retailing in 2000 when it launched e-
21. commerce sites for
Pottery Barn and Williams-Sonoma. The ongoing renewal of
these capabilities has
allowed Williams-Sonoma to generate revenues of nearly $5
billion in 2016 and become
the 13th-largest online retailer in the United States.
Acquiring Capabilities Through Mergers and Acquisitions
Sometimes a
company can build and refresh its competencies by acquiring
another company with
attractive resources and capabilities.8 An acquisition aimed at
building a stronger port-
folio of resources and capabilities can be every bit as valuable
as an acquisition aimed
at adding new products or services to the company’s lineup of
offerings. The advantage
of this mode of acquiring new capabilities is primarily one of
speed, since developing
new capabilities internally can take many years. Capabilities -
motivated acquisitions are
Building new competencies and capabilities is
a multistage process that occurs over a period
of months and years. It is not something that is
accomplished overnight.
A company’s capabilities must be continually
refreshed and renewed to remain aligned with
changing customer expectations, altered competi-
tive conditions, and new strategic initiatives.
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essential (1) when a market opportunity can slip by faster than a
needed capability can
be created internally and (2) when industry conditions,
technology, or competitors are
moving at such a rapid clip that time is of the essence.
At the same time, acquiring capabilities in this way is not
without difficulty. Capabili-
ties tend to involve tacit knowledge and complex routines that
cannot be transferred read-
ily from one organizational unit to another. This may limit the
extent to which the new
capability can be utilized by the acquiring organization. For
example, since 2005 Face-
book has spent more than $23 billion to acquire producers of
augmented reality, voice
recognition, image filters, language translation, face
recognition, and other technologies
to add capabilities that might enhance the social media
experience. Transferring and inte-
grating these capabilities to other parts of the Facebook
organization prove easier said
than done, however, as many technology acquisitions fail to
yield the hoped-for benefits.
Accessing Capabilities Through Collaborative Partnerships
Another
method of acquiring capabilities from an external source is to
access them via collab-
orative partnerships with suppliers, competitors, or other
companies having the cutting-
edge expertise. There are three basic ways to pursue this course
23. of action:
1. Outsource the function or activity requiring new
capabilities to an outside provider.
As discussed in Chapter 6, outsourcing has the advantage of
conserving resources
so the firm can focus its energies on those activities most
central to its strategy.
It may be a good choice for firms that are too small and
resource-constrained to
execute all the parts of their strategy internally.
2. Collaborate with a firm that has complementary
resources and capabilities in a joint
venture, strategic alliance, or other type of partnership to
achieve a shared strategic
objective. Since the success of the venture will depend on how
well the partners
work together, potential partners should be selected as much for
their management
style, culture, and goals as for their resources and capabilities.
3. Engage in a collaborative partnership for the purpose
of learning how the partner per-
forms activities, internalizing its methods and thereby acquiring
its capabilities. This
may be a viable method when each partner has something to
learn from the other.
But in other cases, it involves an abuse of trust and puts the
cooperative venture
at risk.
Matching Organizational Structure to the Strategy
Building an organization capable of good strategy executio n
also relies on an organiza-
tional structure that lays out lines of authority and reporting
24. relationships in a manner
that supports the company’s key strategic initiatives. The best
approach to settling on
an organizational structure is to first consider the key value
chain activities that deliver
value to the customer. In any business, some activities in the
value chain are always
more critical than others. For instance, hotel/motel enterprises
have to be good at fast
check-in/check-out, housekeeping, food service, and creating a
pleasant ambience. In
specialty chemicals, the strategy-critical activities include
R&D, product innovation,
getting new products onto the market quickly, effective
marketing, and expertise in
assisting customers. It is important for management to build its
organization structure
around proficient performance of these activities, making them
the centerpieces or
main building blocks on the organization chart.
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The rationale for making strategy-critical activities the main
building blocks in struc-
turing a business is compelling: If activities crucial to strategic
success are to have the
resources, decision-making influence, and organizational impact
they need, they have
25. to be centerpieces in the organizational scheme. In addition, a
new or changed strategy
is likely to entail new or different key activities or capabilities
and therefore to require a
new or different organizational structure.9 Attempting to carry
out a new strategy with
an old organizational structure is usually unwise.
Types of Organizational Structures It is common for companies
engaged in a
single line of business to utilize a functional (or
departmental) organizational structure
that organizes strategy-critical activities into distinct
functional, product, geographic, pro-
cess, or customer groups. For instance, a technical instruments
manufacturer may be
organized around research and development, engineering,
supply chain management,
assembly, quality control, marketing technical services, and
corporate administration.
A company with operations scattered across a large geographic
area or many countries
may organize activities and reporting relationships by
geography.
Many diversified companies utilize a multidivisional (or
divisional) organizational
structure consisting of a set of operating divisions organized
along market, customer,
product, or geographic lines, along with a central corporate
headquarters, which moni-
tors divisional activities, allocates resources, and exercises
overall control. A multidivi-
sional structure is appropriate for a diversified building
materials company that designs,
produces, and markets cabinets, plumbing fixtures, windows,
26. and paints and stains. The
divisional structure organizes all of the value chain activities
involved with making each
type of home construction product available to home buil ders
and do-it-yourselfers into
a common division and makes each division an independent
profit center. Therefore
the paint division, plumbing products division, cabinets
division, and windows division
all operate separately and report to a central corporate
headquarters.
Matrix organizational structures is a combination structure
in which the organiza-
tion is organized along two or more dimensions at once (e.g.,
business, geographic
region, value chain function) for the purpose of enhancing
cross-unit communication,
collaboration, and coordination. In essence, it overlays one type
of structure onto
another type. Matrix structures are managed through multiple
reporting relationships,
so a middle manager may report to several bosses. For example,
in a matrix structure
based on product line, region, and function, a sales manager for
plastic containers in
Georgia might report to the manager of the plastics division, the
head of the southeast
sales region, and the head of marketing.
Organizational Structure and Authority in Decision Making
Responsibil-
ity for results of decisions made throughout the organization
ultimately lies with man-
agers at the top of the organizational structure, but in practice,
lower-level managers
27. might possess a great deal of authority in decision making.
Companies vary in the
degree of authority delegated to managers of each organization
unit and how much
decision-making latitude is given to individual employees in
performing their jobs. The
two extremes are to centralize decision making at the top (the
CEO and a few close
lieutenants) or to decentralize decision making by giving
managers and employees con-
siderable decision-making latitude in their areas of
responsibility. The two approaches
are based on sharply different underlying principles and beliefs,
with each having its
pros and cons. In a highly decentralized organization, decision-
making authority is pushed
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down to the lowest organizational level capable of making
timely, informed, competent
decisions. The objective is to put adequate decision-making
authority in the hands of
the people closest to and most familiar with the situation and
train them to weigh all
the factors and exercise good judgment. Decentralized decision
making means that the
managers of each organizational unit are delegated lead
responsibility for deciding how
best to execute strategy.
28. The case for empowering down-the-line managers and
employees to make decisions
related to daily operations and executing the strategy is based
on the belief that a com-
pany that draws on the combined intellectual capital of all its
employees can outper-
form a command-and-control company.10 Decentralized
decision making means, for
example, employees may be empowered to do what it takes to
please customers and
increase sales. At TJX, parent company of T. J. Maxx,
Marshalls, and four other fashion
and home decor retail store chains, buyers are encouraged to be
intelligent risk takers
in deciding what items to purchase for TJX stores—there is the
story of a buyer for a
seasonal product category who cut her own budget to have
dollars allocated to other
categories where sales were expected to be stronger. Another
example of employee
empowerment involves an employee at Starbucks who
enthusiastically offered free cof-
fee to waiting customers when a store’s computerized cash
register system went offline.
Pushing decision-making authority deep down into the
organization structure and
empowering employees presents its own organizing challenge:
how to exercise adequate
control over the actions of empowered employees so that the
business is not put at risk at the
same time that the benefits of empowerment are realized.
Maintaining adequate organiza-
tional control over empowered employees is generally
accomplished by placing limits
29. on the authority that empowered personnel can exercise, holding
people accountable
for their decisions, instituting compensation incentives that
reward people for doing
their jobs in a manner that contributes to good company
performance, and creating a
corporate culture where there’s strong peer pressure on
individuals to act responsibly.
In a highly centralized organization structure, top executives
retain authority for most
strategic and operating decisions and keep a tight rein on
business-unit heads, department
heads, and the managers of key operating units; comparatively
little discretionary authority
is granted to frontline supervisors and rank-and-file employees.
The command-and-control
paradigm of centralized structures is based on the underlying
assumptions that front-
line personnel have neither the time nor the inclination to direct
and properly control
the work they are performing and that they lack the knowledge
and judgment to make
wise decisions about how best to do it.
The big advantage of an authoritarian structure is that it is easy
to know who is
accountable when things do not go well. But there are some
serious disadvantages. Hier-
archical command-and-control structures make an organization
sluggish in responding
to changing conditions because of the time it takes for the
review/approval process to
run up all the layers of the management bureaucracy. Also,
centralized decision mak-
ing is often impractical—the larger the company and the more
30. scattered its operations,
the more that decision-making authority has to be delegated to
managers closer to the
scene of the action.
Facilitating Collaboration with External Partners and Strategic
Allies
Strategic alliances, outsourcing arrangements, joint ventures,
and cooperative part-
nerships can contribute little of value without active
management of the relation-
ship. Building organizational bridges with external partners and
strategic allies can be
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accomplished by appointing “relationship managers”
with responsibility for fostering the success of strate-
gic partnerships. Relationship managers have many
roles and functions: getting the right people together,
promoting good rapport, facilitating the flow of infor-
mation, nurturing interpersonal communication and
cooperation, and ensuring effective coordination.11
Communication and coordination are particularly
important since information sharing is required to
make the relationship work and to address conflicts,
trouble spots, and changing situations.
Communication and coordination are also aided
31. by the adoption of a network structure that links inde-
pendent organizations involved in cooperative arrange-
ments to achieve some common undertaking. A well-managed
network structure
typically includes one firm in a more central role, with the
responsibility of ensuring
that the right partners are included and the activities across the
network are coordi-
nated. The high-end Italian motorcycle company Ducati
operates in this manner,
assembling its motorcycles from parts obtained from a hand-
picked, integrated network
of parts suppliers.
Allocating Resources to
Strategy-Critical Activities
Early in the process of implementing and executing a new or
different strategy, top man-
agement must determine what funding is needed to execute new
strategic initiatives, to
bolster value-creating processes, and to strengthen the
company’s capabilities and com-
petencies. This includes careful screening of requests for more
people and new facilities
and equipment, approving those that hold promise for making a
contribution to strat-
egy execution, and turning down those that do not. Should
internal cash flows prove
insufficient to fund the planned strategic initiatives, then
management must raise addi-
tional funds through borrowing or selling additional shares of
stock to willing investors.
A company’s ability to marshal the resources needed to support
new strategic
32. initiatives has a major impact on the strategy execution process.
Too little funding
slows progress and impedes the efforts of organizational units
to execute their pieces
of the strategic plan proficiently. Too much funding wastes
organizational resources
and reduces financial performance. Both outcomes argue for
managers to be deeply
involved in reviewing budget proposals and directing the proper
amounts of resources
to strategy-critical organization units.
A change in strategy nearly always calls for budget
reallocations and resource
shifting. Previously important units having a lesser role in the
new strategy may need
downsizing. Units that now have a bigger strategic role may
need more people, new
equipment, additional facilities, and above-average increases in
their operating budgets.
Strategy implementers have to exercise their power to put
enough resources behind new
CORE CONCEPT
A network structure is the arrangement linking a
number of independent organizations involved in
some common undertaking.
The ultimate goal of decentralized decision mak-
ing is to put decision-making authority in the
hands of those persons or teams closest to and
most knowledgeable about the situation.
Explain why resource allocation should always be based on
strategic priorities.LO10-2
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strategic initiatives to make things happen, and they have to
make the tough decisions
to kill projects and activities that are no longer justified.
Google’s strong support of R&D activities helped it to grow to a
$527 billion giant
in just 18 years. In 2013, however, Google decided to kill its 20
percent time policy,
which allowed its staff to work on side projects of their choice
one day a week. While
this side project program gave rise to many innovations, such as
Gmail and AdSense
(a big contributor to Google’s revenues), it also meant that
fewer resources were avail-
able to projects that were deemed closer to the core of Google’s
mission. In the years
since Google killed the 20 percent policy, the com-
pany has consistently topped Fortune, Forbes, and Fast
Company magazine’s “most innovative companies” list
for ideas such as Google Chromebooks and its Waymo
self-driving automobile project.
Instituting Strategy-Supportive Policies
and Procedures
A company’s policies and procedures can either assist or
become a barrier to good
34. strategy execution. Anytime a company makes changes to its
business strategy, manag-
ers are well advised to carefully review existing policies and
procedures, and revise or
discard those that are out of sync. Well-conceived policies and
operating procedures act
to facilitate organizational change and good strategy execution
in three ways:
1. Policies and procedures help enforce needed consis-
tency in how particular strategy-critical activities are
performed. Standardization and strict conformity
are sometimes desirable components of good strat-
egy execution. Eliminating significant differences
in the operating practices of different plants, sales
regions, or customer service centers helps a company
deliver consistent product
quality and service to customers.
2. Policies and procedures support change programs by
providing top-down guidance
regarding how certain things now need to be done. Asking
people to alter established
habits and procedures always upsets the internal order of things.
It is normal for
pockets of resistance to develop and for people to exhibit some
degree of stress
and anxiety about how the changes will affect them. Policies are
a particularly use-
ful way to counteract tendencies for some people to resist
change—most people
refrain from violating company policy or going against
recommended practices
and procedures without first gaining clearance or having strong
justification.
35. 3. Well-conceived policies and procedures promote a
work climate that facilitates good
strategy execution. Managers can use the policy-changing
process as a powerful
lever for changing the corporate culture in ways that produce a
stronger fit with
the new strategy.
A company’s strategic priorities must drive how
capital allocations are made and the size of
each unit’s operating budgets.
Understand why policies and procedures should be designed to
facilitate good strategy
execution.
LO10-3
Well-conceived policies and procedures aid
strategy execution; out-of-sync ones are barri-
ers to effective implementation.
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McDonald’s policy manual spells out detailed procedures that
personnel in each
McDonald’s unit are expected to observe to ensure consistent
quality across its 31,000
36. units. For example, “Cooks must turn, never flip, hamburgers. If
they haven’t been
purchased, Big Macs must be discarded in 10 minutes after
being cooked and French
fries in 7 minutes.” To get store personnel to dedicate
themselves to outstanding cus-
tomer service, Nordstrom has a policy of promoting only those
people whose personnel
records contain evidence of “heroic acts” to please customers,
especially customers
who may have made “unreasonable requests” that require
special efforts.
One of the big policy-making issues concerns what activities
need to be rigidly pre-
scribed and what activities allow room for independent action
on the part of empow-
ered personnel. Few companies need thick policy manuals to
prescribe exactly how
daily operations are to be conducte d. Too much policy can be
confusing and erect
obstacles to good strategy implementation. There is wisdom in a
middle approach:
Prescribe enough policies to place boundaries on employees’
actions; then empower them to
act within these boundaries in whatever way they think makes
sense. Allowing company
personnel to act anywhere between the “white lines” is
especially appropriate when
individual creativity and initiative are more essential to good
strategy execution than
standardization and strict conformity.
Striving for Continuous Improvement
in Processes and Activities
37. Company managers can significantly advance the cause of
superior strategy execu-
tion by pushing organization units and company personnel to
strive for continuous
improvement in how value chain activities are performed. In
aiming for operating
excellence, many companies have come to rely on three potent
management tools:
business process reengineering, total quality management
(TQM) programs, and Six
Sigma quality control techniques. Business process
reengineering involves pulling the
pieces of strategy-critical activities out of different departments
and unifying their
performance in a single department or cross-functional work
group.12 When done
properly, business process reengineering can produce dramatic
operating benefits.
Hallmark reengineered its process for developing new greeting
cards, creating teams
of mixed-occupation personnel (artists, writers, lithographers,
merchandisers, and
administrators) to work on a single holiday or greeting card
theme. The reengineered
process speeded development times for new lines of greeting
cards by up to 24 months,
was more cost-efficient, and increased customer satisfaction.13
Total quality management (TQM) is a philosophy of managing a
set of business prac-
tices that emphasizes continuous improvement in all phases of
operations, 100 percent
accuracy in performing tasks, involvement and empowerment of
employees at all levels,
team-based work design, benchmarking, and total customer
satisfaction.14 While TQM
38. concentrates on the production of quality goods and fully
satisfying customer expecta-
tions, it achieves its biggest successes when it is extended to
employee efforts in all
departments—human resources, billing, R&D, engineering,
accounting and records, and
Understand how process management programs that drive
continuous improvement help an
organization achieve operating excellence.
LO10-4
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information systems. It involves reforming the corporate culture
and shifting to a total
quality/continuous improvement business philosophy that
permeates every facet of the
organization.15 TQM doctrine preaches that there is no such
thing as “good enough”
and that everyone has a responsibility to participate in
continuous improvement. TQM
is thus a race without a finish. Success comes from making little
steps forward each day,
a process that the Japanese call kaizen.
Six Sigma quality control consists of a disciplined, statistics -
based system aimed at
producing not more than 3.4 defects per million iterations for
39. any business process—
from manufacturing to customer transactions.16 The Six Sigma
process of define, mea-
sure, analyze, improve, and control (DMAIC, pronounced dee-
may-ic) is an improvement
system for existing processes falling below specification. The
Six Sigma DMADV
(define, measure, analyze, design, and verify) methodology is
used to develop new pro-
cesses or products at Six Sigma quality levels.17 DMADV is
sometimes referred to as
Design for Six Sigma (DFSS). The statistical thinking
underlying Six Sigma is based on
the following three principles: all work is a process, all
processes have variability, and
all processes create data that explain variability.18
Since the programs were first introduced, thousands of
companies and nonprofit
organizations around the world have used Six Sigma to promote
operating excellence.
In the first five years of its adoption, Six Sigma at Bank of
America helped the bank
reap about $2 billion in revenue gains and cost savings. General
Electric (GE), one
of the most successful companies implementing Six Sigma
training and pursuing Six
Sigma perfection across the company’s entire operations,
estimated benefits of some
$10 billion during the first five years of implementation—its
Lighting division, for
example, cut invoice defects and disputes by 98 percent.
Concepts & Connections 10.2
describes Charleston Area Medical Center’s use of Six Sigma as
a health care provider
coping with the challenges facing the industry. The hospital
40. implemented a program
requiring doctors to type the prescription into a computer,
which slashed the number
of errors dramatically.
While Six Sigma programs often improve the efficiency of
many operating activi-
ties and processes, evidence shows that Six Sigma programs can
stifle innovation. The
essence of Six Sigma is to reduce variability in processes, but
creative processes, by
nature, include quite a bit of variability. In many instances,
breakthrough innovations
occur only after thousands of ideas have been abandoned and
promising ideas have
gone through multiple iterations and extensive prototyping.
Alphabet Executive Chair-
man of the Board Eric Schmidt has commented that the
innovation process is “anti–Six
Sigma” and applying Six Sigma principles to those performing
creative work at Google
would choke off innovation at the company.19
A blended approach to Six Sigma implementation that is gaining
in popularity pur-
sues incremental improvements in operating efficiency, while
R&D and other processes
that allow the company to develop new ways of offering value
to customers are given
more free rein. Managers of these ambidextrous organizations
are adept at employing
continuous improvement in operating processes but allowing
R&D to operate under a
set of rules that allows for the development of breakthrough
innovations. Ciba Vision,
a global leader in contact lenses, dramatically reduced operating
41. expenses through the
use of continuous improvement programs, while simultaneously
and harmoniously
developing new series of contact lens products that grew its
revenues by 300 percent
over a 10-year period.20
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The Difference Between Business Process Reengineering
and Continuous Improvement Programs
Business process reengineering and continuous improvement
efforts such as TQM
and Six Sigma both aim at improved efficiency, better product
quality, and greater cus-
tomer satisfaction. The essential difference between business
process reengineering and
CHARLESTON AREA MEDICAL CENTER’S SIX SIGMA
PROGRAM
Concepts Connections 10.2
Established in 1972, Charleston Area Medical
Center (CAMC) is West Virginia’s largest health
care provider in terms of beds, admissions, and
revenues. In 2000, CAMC implemented a Six
Sigma program to examine quality problems
and standardize care processes. Performance
42. improvement was important to CAMC’s manage-
ment for a variety of strategic reasons, including
competitive positioning and cost control.
The United States has been evolving
toward a pay-for-performance structure, which
rewards hospitals for providing quality care.
CAMC has utilized its Six Sigma program to
take advantage of these changes in the health
care environment. For example, to improve
its performance in acute myocardial infarc-
tion (AMI), CAMC applied a Six Sigma DMAIC
(define-measure-analyze-improve-control)
approach. Nursing staff members were educated on AMI care
processes, performance targets were posted in nursing units,
and adherence to the eight Hospital Quality Alliance (HQA)
indi-
cators of quality care for AMI patients was tracked. As a result
of the program, CAMC improved its compliance with HQA-
recommended treatment for AMI from 50 to 95 percent. Harvard
researchers identified CAMC as one of the top-performing
hospi-
tals reporting comparable data.
Controlling cost has also been an important aspect of
CAMC’s performance improvement initiatives due to local
regu-
lations. West Virginia is one of two states where medical ser -
vices rates are set by state regulators. This forces CAMC to
limit
expenditures because the hospital cannot raise prices. CAMC
first applied Six Sigma in an effort to control costs by managing
the supply chain more effectively. The effort created a one-time
$150,000 savings by working with vendors to remove outdated
inventory. As a result of continuous improvement, a 2015 report
stated that CAMC had achieved supply chain management sav-
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continuous improvement programs is that reengineering aims at
quantum gains on the
order of 30 to 50 percent or more, whereas total quality
programs stress incremen-
tal progress—striving for inch-by-inch gains again and again in
a never-ending stream.
The two approaches to improved performance of value
chain activities and operating excellence are not mutu-
ally exclusive; it makes sense to use them in tandem.
Reengineering can be used first to produce a good
basic design that yields quick, dramatic improvements
in performing a business process. Total quality pro-
grams can then be used as a follow-up to deliver con-
tinuing improvements.
Installing Information and Operating Systems
Company strategies and value-creating internal processes cannot
be executed well
without a number of internal operating systems. FedEx has
internal communication
systems that allow it to coordinate its more than 49,000 vehicles
in handling a daily
average of 11 million shipments to 220 countries. Its leading-
edge flight operations
systems allow a single controller to direct as many as 200 of
FedEx’s 650 aircraft simul-
taneously, overriding their flight plans should weather problems
or other special cir-
45. cumstances arise. In addition, FedEx has created e-business
tools for customers that
allow them to track packages online, create address books,
review shipping history,
generate custom reports, simplify customer billing, reduce
internal warehousing and
inventory management costs, purchase goods and services from
suppliers, and respond
to quickly changing customer demands. All of FedEx’s systems
support the company’s
strategy of providing businesses and individuals with a broad
array of package delivery
services and enhancing its competitiveness against United
Parcel Service, DHL, and
the U.S. Postal Service.
Siemens Healthcare, one of the largest suppliers to the health
care industry, uses a
cloud-based business activity monitoring (BAM) system to
continuously monitor and
improve the company’s processes across more than 190
countries. Customer satisfac-
tion is one of Siemens’s most important business objectives, so
the reliability of its
order management and services is crucial. Caesars
Entertainment uses a sophisticated
customer relationship database that records detailed information
about its custom-
ers’ gambling habits. When a member of the Caesars’ Total
Rewards program calls
to make a reservation, the representative can review
previous spending, including average bet size, to offer
an upgrade or complimentary stay at Caesars Palace
or one of the company’s other properties. At Uber,
there are systems for locating vehicles near a customer
46. and real-time demand monitoring to price fares during
high-demand periods.
Information systems need to cover five broad areas: (1)
customer data, (2) operations
data, (3) employee data, (4) supplier/partner/collaborative ally
data, and (5) financial
The purpose of using benchmarking, best prac-
tices, business process reengineeri ng, TQM,
Six Sigma, or other operational improvement
programs is to improve the performance of
strategy-critical activities and promote superior
strategy execution.
Recognize the role of information and operating systems in
enabling company personnel to
carry out their strategic roles proficiently.
LO10-5
Having state-of-the-art operating systems, infor-
mation systems, and real-time data is integral
to competent strategy execution and operating
excellence.
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performance data. All key strategic performance indicators must
47. be tracked and reported
in real time whenever possible. Real-time information systems
permit company manag-
ers to stay on top of implementation initiatives and daily
operations and to intervene
if things seem to be drifting off course. Tracking key
performance indicators, gather-
ing information from operating personnel, quickly identifying
and diagnosing problems,
and taking corrective actions are all integral pieces of the
process of managing strategy
execution and overseeing operations.
Using Rewards and Incentives to Promote
Better Strategy Execution
To create a strategy-supportive system of rewards and
incentives, a company must
emphasize rewarding people for accomplishing results related to
creating value for cus-
tomers, not for just dutifully performing assigned tasks.
Focusing jobholders’ attention
and energy on what to achieve as opposed to what to do makes
the work environment
results-oriented. It is flawed management to tie incentives and
rewards to satisfactory
performance of duties and activities instead of desired business
outcomes and company
achievements.21 In any job, performing assigned tasks is not
equivalent to achieving
intended outcomes. Diligently showing up for work and
attending to job assignment does not, by itself, guar-
antee results. As any student knows, the fact that an
instructor teaches and students go to class doesn’t nec-
essarily mean that the students are learning.
48. Motivation and Reward Systems
It is important for both organization units and individuals to be
properly aligned with
strategic priorities and enthusiastically committed to executing
strategy. To get employ-
ees’ sustained, energetic commitment, management has to be
resourceful in designing and
using motivational incentives—both monetary and nonmonetary.
The more a manager
understands what motivates subordinates and is able to use
appropriate motivational
incentives, the greater will be employees’ commitment to good
day-in, day-out strategy
execution and achievement of performance targets.
Guidelines for Designing Monetary Incentive Systems
Guidelines for creating incentive compensation systems that
link employee behavior to
organizational objectives include:
1. Make the performance payoff a major, not a minor,
piece of the total compensation
package. The payoff for high-performing individuals and teams
must be meaning-
fully greater than the payoff for average performers, and the
payoff for average
performers meaningfully bigger than for below-average
performers.
2. Have incentives that extend to all managers and all
workers, not just top management.
Lower-level managers and employees are just as likely as senior
executives to be
motivated by the possibility of lucrative rewards.
A properly designed reward structure is manage-
49. ment’s most powerful tool for gaining employee
commitment to superior strategy execution and
excellent operating results.
Explain how and why the use of well-designed incentives and
rewards can be management’s
single most powerful tool for promoting operating excellence.
LO10-6
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3. Administer the reward system with scrupulous
objectivity and fairness. If performance
standards are set unrealistically high or if individual/group
performance evalua-
tions are not accurate and well documented, dissatisfaction with
the system will
overcome any positive benefits.
4. Tie incentives to performance outcomes directly
linked to good strategy execution
and financial performance. Incentives should never be paid j ust
because people
are thought to be “doing a good job” or because they “work
hard.” An argument
can be presented that exceptions should be made in giving
rewards to people who
have come up short because of circumstances beyond their
control. The problem
50. with making exceptions for unknowable, uncontrollable, or
unforeseeable circum-
stances is that once good excuses start to creep into justifying
rewards for subpar
results, the door is open for all kinds of reasons actual
performance has failed to
match targeted performance.
5. Make sure the performance targets that each
individual or team is expected to
achieve involve outcomes that the individual or team can
personally affect. The role
of incentives is to enhance individual commitment and channel
behavior in ben-
eficial directions.
6. Keep the time between achieving the target
performance outcome and the payment of
the reward as short as possible. Weekly or monthly payments
for good performance
work much better than annual payments for employees in most
job categories.
Annual bonus payouts work best for higher-level managers and
for situations
in which target outcome relates to overall company profitability
or stock price
performance.
Once the incentives are designed, they have to be communicated
and explained. Every-
body needs to understand how their incentive compensation is
calculated and how indi-
vidual/group performance targets contribute to organizational
performance targets.
Nonmonetary Rewards
51. Financial incentives generally head the list of motivating tools
for trying to gain whole-
hearted employee commitment to good strategy execution and
operating excellence.
But most successful companies also make extensive use of
nonmonetary incentives.
Some of the most important nonmonetary approaches used to
enhance motivation are
listed here:22
• Provide attractive perks and fringe benefits. The various
options include full cover-
age of health insurance premiums; college tuition
reimbursement; paid vacation
time; onsite child care; onsite fitness centers; telecommuting;
and compressed
workweeks (four 10-hour days instead of five 8-hour days).
• Adopt promotion-from-within policies. This practice helps
bind workers to their
employers and employers to their workers, plus it is an
incentive for good
performance.
• Act on suggestions from employees. Research indicates that
the moves of many com-
panies to push decision making down the line and empower
employees increase
employee motivation and satisfaction, as well as boost
productivity.
• Create a work atmosphere in which there is genuine sincerity,
caring, and mutual
respect among workers and between management and
employees. A “family” work
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environment in which people are on a first-name basis and there
is strong camara-
derie promotes teamwork and cross-unit collaboration.
• Share information with employees about financial
performance, strategy, operational
measures, market conditions, and competitors’ actions. Broad
disclosure and prompt
communication send the message that managers trust their
workers.
• Have attractive office spaces and facilities. A workplace
environment with appealing
features and amenities usually has decidedly positive effects on
employee morale
and productivity.
Concepts & Connections 10.3 presents specific examples of the
motivational tactics
employed by several prominent companies that have appeared
on Fortune’s list of the
“100 Best Companies to Work For” in America.
Instilling a Corporate Culture That Promotes
Good Strategy Execution
Every company has its own unique culture. The character of a
53. company’s culture or
work climate defines “how we do things around here,” its
approach to people man-
agement, and the “chemistry” that permeates its work
environment. The meshing of
shared core values, beliefs, ingrained behaviors and attitudes,
and business principles
constitutes a company’s corporate culture. A company’s
culture is important because it
influences the organization’s actions and approaches
to conducting business—in a very real sense, the culture
is the company’s organizational DNA.23
The psyche of corporate cultures varies widely. For
instance, the bedrock of Walmart’s culture is dedica-
tion to customer satisfaction, zealous pursuit of low
costs and frugal operating practices, a strong work
ethic, ritualistic Saturday-morning headquarters meet-
ings to exchange ideas and review problems, and
company executives’ commitment to visiting stores,
listening to customers, and soliciting suggestions from
employees. At Nordstrom, the corporate culture is centered on
delivering exceptional
service to customers, where the company’s motto is “Respond to
unreasonable cus-
tomer requests,” and each out-of-the-ordinary request is seen as
an opportunity for a
“heroic” act by an employee that can further the company’s
reputation for unparalleled
customer service. Nordstrom makes a point of promoting
employees noted for their
heroic acts and dedication to outstanding service. The company
motivates its sales-
people with a commission-based compensation system that
enables Nordstrom’s best
salespeople to earn more than double what other department
54. stores pay. Concepts &
Connections 10.4 describes the corporate culture at Epic
Systems, a provider of soft-
ware used in the health care industry.
Explain how and why a company’s culture can aid the drive for
proficient strategy execution.LO10-7
CORE CONCEPT
Corporate culture is a company’s internal work
climate and is shaped by its core values, beliefs,
and business principles. A company’s culture is
important because it influences its traditions, work
practices, and style of operating
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HOW THE BEST COMPANIES TO WORK FOR MOTIVATE
AND REWARD EMPLOYEES
Concepts Connections 10.3
Companies design a variety of motivational and reward prac-
tices to create a work environment that energizes employees
and promotes better strategy execution. Other benefits of a
successful recognition system include high job satisfaction,
high
retention rates, and increased output. Here’s a sampling of what
some of the best companies to work for in America are doing to
motivate their employees:
55. • Software developer SAS prioritizes work-life balance
and
mental health for its workforce of 7,200. The onsite Work-
Life Center helps employees with such personal matters
as planning for their kids’ college or evaluating eldercare
options. The center also includes an on-site gym, indoor
swimming pool, walking and biking trails, massage thera-
pists, and a nail salon. With such an environment, it should
come as no surprise that 95 percent of employees report
looking forward to heading to the office every day.
• Salesforce.com Inc., a global cloud-
computing company
based in San Francisco, has been listed by Forbes maga-
zine as the most innovative company in America. More than
quadrupling its workforce from 5,000 to 22,000 between
2011 and 2017, Salesforce.com incentivizes new hires to
work cooperatively with existing teams. The company’s
recognition programs include rewards for achievement both
in the office and in the larger community. In addition, the
company provides employees with seven paid days off to
volunteer and $5,000 in matching grants for philanthropic
causes supported by employees.
• Publix is the largest employee-owned
company in the
United States and Florida-based grocer with 2016 annual
sales of $32.4 billion. The company’s stock ownership pro-
gram extends to part-time workers with the goal of giving
employees a “great opportunity to retire worry-free.” Publix
also offers job sharing, health insurance for part-time employ-
ees, onsite child care, and college tuition reimbursement.
• Hilcorp, an oil and gas exploration
56. company, made head-
lines in 2011 for its shocking generosity. After reaching its
five-year goal to double in size, the company gave every
employee a $50,000 dream car voucher (or $35,000 in
cash). Employees are encouraged to “work like you own the
company” and are eligible for annual bonuses averaging
36 percent in 2016. Also in 2016, Hilcorp awarded every
employee a $100,000 bonus after the company achieved
its ambitious Dream 2015 five-year financial objectives.
Source: “100 Best Companies to Work For, 2017,” Fortune,
http://fortune.com/best-companies/ (accessed July 13, 2017).
&
High-Performance Cultures
Some companies have so-called “high-performance” cultures in
which the standout
cultural traits are a “can-do” spirit, pride in doing things right,
no-excuses accountabil-
ity, and a pervasive results-oriented work climate in which
people go the extra mile to
meet or beat stretch objectives. In high-performance cultures,
there is a strong sense of
involvement on the part of company personnel and emphasis on
individual initiative
and creativity. Performance expectatio ns are clearly stated for
the company as a whole,
for each organizational unit, and for each individual. Issues and
problems are promptly
addressed—there’s a razor-sharp focus on what needs to be
done. A high-performance
culture in which there’s constructive pressure to achieve good
results is a valuable con-
tributor to good strategy execution and operating excellence.
Results-oriented cultures
58. of this success has been attributed to Epic’s
strong corporate culture—one based on the
slogan “Do good, have fun, make money.”
By remaining true to its 10 commandments
and principles, its homegrown version of core values, Epic has
nurtured a work climate where employees are on the same page
and all have an overarching standard to guide their actions.
Epic’s 10 Commandments:
1. Do not go public.
2. Do not be acquired.
3. Software must work.
4. Expectations = reality.
5. Keep commitments.
6. Focus on competency. Do not tolerate mediocrity.
7. Have standards. Be fair to all.
8. Have courage. What you put up with is what you stand for.
9. Teach philosophy and culture.
10. Be frugal. Do not take on debt for operations.
Epic’s Principles:
1. Make our products a joy to use.
2. Have fun with customers.
59. 3. Design in collaboration with users.
4. Make it easy for users to do the right thing.
5. Improve the patient’s health and health care experience.
6. Generalize to benefit more.
7. Follow processes. Find root causes. Fix processes.
8. Dissent when you disagree; once decided, support.
9. Do what is difficult for us if it makes things easier for
our users.
10. Escalate problems at the start, not when all hell
breaks loose.
Epic fosters this high-performance culture from the get-go.
It targets top-tier universities to hire entry-level talent, focus-
ing on skills rather than personality. A rigorous training and
orientation program indoctrinates each new employee. In
2002, Faulkner claimed that someone coming straight from col-
lege could become an “Epic person” in three years, whereas
it takes six years for someone coming from another company.
This culture positively affects Epic’s strategy execution because
employees are focused on the most important actions, there is
peer pressure to contribute to Epic’s success, and employees
are genuinely excited to be involved. Epic’s faith in its ability
to
acculturate new team members and stick true to its core values
has allowed it to sustain its status as a premier provider of
health
care IT systems.
Note: Developed with Margo Cox.
61. way of good results. They must work at knowing the strengths
and weaknesses of their
subordinates so as to better match talent with task. In sum, there
has to be an overall
disciplined, performance-focused approach to managing the
organization.
Adaptive Cultures
In direct contrast to change-resistant cultures, adaptive
cultures are very supportive of
managers and employees at all ranks who propose or help
initiate useful change. The
hallmark of adaptive cultures is a willingness on the part of
organizational members to
accept change and take on the challenge of introducing and
executing new strategies.
Company personnel share a feeling of confidence that the
organization can deal with
whatever threats and opportunities arise; they are receptive to
risk taking, innovation,
and changing strategies and practices. Internal entrepreneurship
on the part of individ-
uals and groups is encouraged and rewarded. Senior executives
seek out, support, and
promote individuals who exercise initiative, spot opportunities
for improvement, and
display the skills to take advantage of them. As in high-
performance cultures, the company exhibits a proactive
approach to identifying issues, evaluating the implica-
tions and options, and quickly moving ahead with work-
able solutions.
Technology companies, software companies, and Internet-based
companies are
good illustrations of organizations with adaptive cultures. Such
62. companies thrive on
change—driving it, leading it, and capitalizing on it (but
sometimes also succumbing
to change when they make the wrong move or are swamped by
better technologies or
the superior business models of rivals). Companies such as
Amazon, Groupon, Apple,
Adobe, Google, and Intel cultivate the capability to act and
react rapidly. They are avid
practitioners of entrepreneurship and innovation, with a
demonstrated willingness to
take bold risks to create new products, new businesses, and new
industries. To create
and nurture a culture that can adapt rapidly to changing or
shifting business conditions,
they staff their organizations with people who are proactive,
who rise to the challenge
of change, and who have an aptitude for adapting.
In fast-changing business environments, a corporate culture that
is receptive to alter-
ing organizational practices and behaviors is a virtual necessity.
However, adaptive
cultures work to the advantage of all companies, not just those
in rapid-change environ-
ments. Every company operates in a market and business
climate that is changing to
one degree or another. As a company’s strategy evolves, an
adaptive culture is a definite
ally in the strategy implementation, strategy execution process
as compared to cultures that
have to be coaxed and cajoled to change.
Unhealthy Corporate Cultures
The distinctive characteristic of an unhealthy corporate culture
is the presence of coun-
63. terproductive cultural traits that adversely impact the work
climate and company per-
formance.25 Five particularly unhealthy cultural traits are a
heavily politicized internal
environment, hostility to change, an insular “not invented here”
mindset, a disregard for
high ethical standards, and the presence of incompatible,
clashing subcultures.
As a company’s strategy evolves, an adaptive
culture is a definite ally in the strategy execu-
tion process.
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Politicized Cultures A politicized internal environment is
unhealthy because politi-
cal infighting consumes a great deal of organizational energy
and often results in the
company’s strategic agenda taking a backseat to political
maneuvering. In companies in
which internal politics pervades the work climate, empire-
building managers pursue their
own agendas, and the positions they take on issues are usually
aimed at protecting or
expanding their turf. The support or opposition of politically
influential executives and/
or coalitions among departments with vested interests in a
particular outcome typically
64. weighs heavily in deciding what actions the company takes. All
this maneuvering detracts
from efforts to execute strategy with real proficiency and
frustrates company personnel
who are less political and more inclined to do what is in the
company’s best interests.
Change-Resistant Cultures Change-resistant cultures encourage
a number of
undesirable or unhealthy behaviors—avoiding risks, hesitation
in pursuing emerging
opportunities, and widespread aversion to continuous
improvement in performing
value chain activities. Change-resistant companies have little
appetite for being first
movers or fast followers, believing that being in the forefront of
change is too risky
and that acting too quickly increases vulnerability to costly
mistakes. They are more
inclined to adopt a wait-and-see posture, learn from the
missteps of early movers, and
then move forward cautiously with initiatives that are deemed
safe. Hostility to change
is most often found in companies with multilayered management
bureaucracies that
have enjoyed considerable market success in years past and that
are wedded to the “We
have done it this way for years” syndrome.
General Motors, IBM, Sears, and Eastman Kodak are classic
examples of compa-
nies whose change-resistant bureaucracies have damaged their
market standings and
financial performance; clinging to what made them successful,
they were reluctant to
alter operating practices and modify their business approaches
65. when signals of market
change first sounded. As strategies of gradual change won out
over bold innovation, all
four lost market share to rivals that quickly moved to institute
changes more in tune
with evolving market conditions and buyer preferences. While
IBM and GM have made
strides in building a culture needed for market success, Sears
and Kodak are still strug-
gling to recoup lost ground.
Insular, Inwardly Focused Cultures Sometimes a company
reigns as an indus-
try leader or enjoys great market success for so long that its
personnel start to believe
they have all the answers or can develop them on their own.
Such confidence breeds
arrogance—company personnel discount the merits of what
outsiders are doing and
what can be learned by studying best-in-class performers.
Benchmarking and a search
for the best practices of outsiders are seen as offering little
payoff. The big risk of a
must-be-invented-here mindset and insular cultural thinking is
that the company can
underestimate the competencies and accomplishments of rival
companies and overesti-
mate its own progress—with a resulting loss of competitive
advantage over time.
Unethical and Greed-Driven Cultures Companies that have little
regard for
ethical standards or that are run by executives driven by greed
and ego gratification are
scandals waiting to happen. Executives exude the negatives of
arrogance, ego, greed,
66. and an “ends-justify-the-means” mentality in pursuing
overambitious revenue and prof-
itability targets.26 Senior managers wink at unethical behavior
and may cross the line
to unethical (and sometimes criminal) behavior themselves.
They are prone to adopt
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accounting principles that make financial performance look
better than it really is.
Legions of companies have fallen prey to unethical behavior
and greed, most notably
Enron, Countrywide Financial, World Savings Bank, JPMorgan
Chase, and BP with
executives being indicted and/or convicted of criminal behavior.
Incompatible Subcultures It is not unusual for companies to
have multiple sub-
cultures with values, beliefs, and ingrained behaviors and
attitudes varying to some
extent by department, geographic location, division, or business
unit. These subcul-
tures within a company don’t pose a problem as long as the
subcultures don’t conflict
with the overarching corporate work climate and are supportive
of the strategy execu-
tion effort. Multiple subcultures become unhealthy when they
are incompatible with
each other or the overall corporate culture. The existence of
67. conflicting business phi-
losophies and values eventually leads to inconsistent strategy
execution. Incompatible
subcultures arise most commonly because of important cultural
differences between a
company’s culture and those of a recently acquired company or
because of a merger
between companies with cultural differences. Cultural due
diligence is often as impor-
tant as financial due diligence in deciding whether to go
forward on an acquisition or
merger. On a number of occasions, companies have decided to
pass on acquiring par-
ticular companies because of culture conflicts they believed
would be hard to resolve.
Changing a Problem Culture
Changing a company culture that impedes proficient strategy
execution is among the
toughest management tasks. It is natural for company personnel
to cling to familiar
practices and to be wary, if not hostile, to new approaches
toward how things are to
be done. Consequently, it takes concerted management action
over a period of time
to root out certain unwanted behaviors and replace an out-of-
sync culture with more
effective ways of doing things. The single most visible factor
that distinguishes successful
culture-change efforts from failed attempts is competent
leadership at the top. Great power
is needed to force major cultural change and overcome the
unremitting resistance of
entrenched cultures—and great power is possessed only by the
most senior executives,
especially the CEO. However, while top management must lead
68. the culture-change
effort, instilling new cultural behaviors is a job for the whole
management team. Middle
managers and frontline supervisors play a key role in
implementing the new work prac-
tices and operating approaches, helping win rank-and-file
acceptance of and support for
the changes, and instilling the desired behavioral norms.
As shown in Figure 10.2, the first step in fixing a problem
culture is for top manage-
ment to identify those facets of the present culture that pose
obstacles to executing new
strategic initiatives. Second, managers have to clearly define
the desired new behaviors
and features of the culture they want to create. Third, manager s
have to convince com-
pany personnel why the present culture poses problems and why
and how new behaviors
and operating approaches will improve company performance.
Finally, all the talk about
remodeling the present culture has to be followed swiftly by
visible, forceful actions on
the part of management to promote the desired new behaviors
and work practices.
Making a Compelling Case for a Culture Change The place for
management
to begin a major remodeling of the corporate culture is by
selling company personnel on
the need for new-style behaviors and work practices. This
means making a compelling
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case for why the company’s new strategic direction and culture-
remodeling efforts are
in the organization’s best interests and why company personnel
should wholeheartedly
join the effort to do things somewhat differently. This can be
done by:
• Citing reasons the current strategy has to be modified and
why new strategic initia-
tives are being undertaken. The case for altering the old strategy
usually needs to be
predicated on its shortcomings—why sales are growing slowly,
why too many cus-
tomers are opting to go with the products of rivals, why costs
are too high, and so
on. There may be merit in holding events where managers and
other key personnel
are forced to listen to dissatisfied customers or the complaints
of strategic allies.
• Citing why and how certain behavioral norms and work
practices in the current
culture pose obstacles to good execution of new strategic
initiatives.
• Explaining why new behaviors and work practices have
important roles in the new
culture and will produce better results.
Management’s efforts to make a persuasive case for changing
70. what is deemed to be a
problem culture must be quickly followed by forceful, high-
profile actions across several
fronts. The actions to implant the new culture must be both
substantive and symbolic.
Substantive Culture-Changing Actions No culture-change effort
can get very
far when leaders merely talk about the need for different
actions, behaviors, and work
practices. Company executives have to give the culture-change
effort some teeth by initi-
ating a series of actions that company personnel will see as
unmistakable support for the
change program. The strongest signs that management is truly
committed to instilling
a new culture include:
1. Replacing key executives who stonewall needed
organizational and cultural changes.
2. Promoting individuals who have stepped forward to
advocate the shift to a differ-
ent culture and who can serve as role models for the desired
cultural behavior.
Identify facets of present culture that are
conducive to good strategy execution and
operating excellence and those that are not
Specify what new actions, behaviors, and
work practices should be prominent in the
“new” culture
71. Talk openly about problems of present
culture and how new behaviors will improve
performance
Follow with visible, forceful actions—both
substantive and symbolic—to ingrain a new
set of behaviors, practices, and cultural
norms
Step 1
Step 2
Step 3
Step 4
Steps in Changing a Problem CultureFIGURE 10.2
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gam27636_ch10_199-230.indd 224 01/09/18 08:40 PM
3. Appointing outsiders with the desired cultural
attributes to high-profile positions—
bringing in new-breed managers sends an unambiguous message
that a new era is
dawning.
72. 4. Screening all candidates for new positions carefully,
hiring only those who appear
to fit in with the new culture.
5. Mandating that all company personnel attend culture-
training programs to better
understand the culture-related actions and behaviors that are
expected.
6. Designing compensation incentives that boost the
pay of teams and individuals
who display the desired cultural behaviors, while hitting
change-resisters in the
pocketbook.
7. Revising policies and procedures in ways that will
help drive cultural change.
Symbolic Culture-Changing Actions There is also an important
place for sym-
bolic managerial actions to alter a problem culture and tighten
the strategy–culture fit.
The most important symbolic actions are those that top
executives take to lead by example.
For instance, if the organization’s strategy involves a drive to
become the industry’s
low-cost producer, senior managers must display frugality in
their own actions and deci-
sions: inexpensive decorations in the executive suite,
conservative expense accounts
and entertainment allowances, a lean staff in the corporate
office, few executive perks,
and so on. At Walmart, all the executive offices are simply
decorated; executives are
habitually frugal in their own actions, and they are zealous in
their own efforts to con-
73. trol costs and promote greater efficiency. At Nucor, one of the
world’s low-cost produc-
ers of steel products, executives fly coach class and use taxis at
airports rather than
limousines. Top executives must be alert to the fact that
company personnel will be
watching their actions and decisions to see if they are walking
the talk.27
Another category of symbolic actions includes holding
ceremonial events to single
out and honor people whose actions and performance exemplify
what is called for in
the new culture. A point is made of holding events to celebrate
each culture-change suc-
cess. Executives sensitive to their role in promoting the
strategy–culture fit make a habit
of appearing at ceremonial functions to praise individuals and
groups that get with the
program. They show up at employee training programs to stress
strategic priorities, val-
ues, ethical principles, and cultural norms. Every group
gathering is seen as an opportu-
nity to repeat and ingrain values, praise good deeds, and cite
instances of how the new
work practices and operating approaches have led to improved
results.
Leading the Strategy Execution Process
For an enterprise to execute its strategy in truly proficient
fashion and approach oper-
ating excellence, top executives have to take the lead in the
implementation/execution
process and personally drive the pace of progress. They have to
be out in the field,
74. seeing for themselves how well operations are going, gathering
information firsthand,
and gauging the progress being made. Proficient strategy
execution requires company
Recognize what constitutes effective managerial leadership in
achieving superior strategy
execution.
LO10-8
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managers to be diligent and adept in spotting problems, learning
what obstacles lie in
the path of good execution, and then clearing the way for
progress: the goal must be
to produce better results speedily and productively.28 In
general, leading the drive for
good strategy execution and operating excellence calls for three
actions on the part of
the manager:
• Staying on top of what is happening and closely monitoring
progress
• Putting constructive pressure on the organization to execute
the strategy well and
achieve operating excellence
75. • Initiating corrective actions to improve strategy execution
and achieve the targeted
performance results
Staying on Top of How Well Things Are Going
One of the best ways for executives to stay on top of strategy
execution is by regularly
visiting the field and talking with many different people at
many different levels—a tech-
nique often labeled managing by walking around (MBWA).
Walmart executives have
had a long-standing practice of spending two to three days
every week visiting stores
and talking with store managers and employees. Jeff Bezos,
Amazon.com’s CEO, is
noted for his frequent facilities visits and his insistence that
other Amazon managers
spend time in the trenches with their people to prevent overly
abstract thinking and get-
ting disconnected from the reality of what’s happening.29
Most managers practice MBWA, attaching great importance to
gathering informa-
tion from people at different organizational levels about how
well various aspects of the
strategy execution are going. They believe facilities visits and
face-to-face contacts give
them a good feel for what progress is being made, what
problems are being encoun-
tered, and whether additional resources or different approaches
may be needed. Just
as important, MBWA provides opportunities to give
encouragement, lift spirits, shift
attention from old to new priorities, and create excitement—all
of which help mobilize
76. organizational efforts behind strategy execution.
Putting Constructive Pressure on Organizational Units
to Achieve Good Results and Operating Excellence
Managers have to be out front in mobilizing the effort for good
strategy execution
and operating excellence. Part of the leadership requirement
here entails fostering a
results-oriented work climate in which performance standards
are high and a spirit of
achievement is pervasive. Successfully leading the effort to
foster a results-oriented,
high-performance culture generally entails such leadership
actions and managerial
practices as:
• Treating employees with dignity and respect.
• Encouraging employees to use initiative and creativity in
performing their work.
• Setting stretch objectives and clearly communicating an
expectation that company
personnel are to give their best in achieving performance
targets.
• Focusing attention on continuous improvement.
• Using the full range of motivational techniques and
compensation incentives to reward
high performance.
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• Celebrating individual, group, and company successes. Top
management should miss
no opportunity to express respect for individual employees and
show appreciation
of extraordinary individual and group effort.30
While leadership efforts to instill a spirit of high achievement
into the culture usually
accentuate the positive, there are negative reinforcers too. Low -
performing workers and
people who reject the results-oriented cultural emphasis have to
be weeded out or at
least moved to out-of-the-way positions. Average performers
have to be candidly coun-
seled that they have limited career potential unless they show
more progress in the form
of additional effort, better skills, and improved ability to
deliver good results. In addi-
tion, managers whose units consistently perform poorly have to
be replaced.
Initiating Corrective Actions to Improve Both the Company’s
Strategy and Its Execution
The leadership challenge of making corrective adjustments is
twofold: deciding when
adjustments are needed and deciding what adjustments to make.
Both decisions are a
normal and necessary part of managing the strategic
management process, since no
scheme for implementing and executing strategy can foresee all
the events and prob-
lems that will arise.31 There comes a time at every company
78. when managers have to
fine-tune or overhaul the company’s strategy or its approaches
to strategy execution
and push for better results. Clearly, when a company’s strategy
or its execution efforts
are not delivering good results, it is the leader’s responsibility
to step forward and push
corrective actions.
KEY POINTS
Implementing and executing strategy is an operations-driven
activity revolving around the man-
agement of people and business processes. The managerial
emphasis is on converting strategic
plans into actions and good results. Management’s handling of
the process of implementing and
executing the chosen strategy can be considered successful if
and when the company achieves the
targeted strategic and financial performance and shows good
progress in making its strategic vision
a reality.
Like crafting strategy, executing strategy is a job for a
company’s whole management team,
not just a few senior managers. Top-level managers have to rely
on the active support and coop-
eration of middle and lower-level managers to push strategy
changes into functional areas and
operating units, and to see that the organization actually
operates in accordance with the strat-
egy on a daily basis.
Eight managerial tasks crop up repeatedly in company efforts to
execute strategy: