21 Defense AT&L: March-April 2007
Turk is an independent management consultant. He is a retired Air Force lieutenant colonel and defense contractor. He has supported information
technology projects, policy development and strategic planning projects for DoD, other federal agencies, and non-profit organizations. He is a frequent
contributor to Defense AT&L.
M A N A G E M E N T
The Art of Managing Up
Wayne Turk
A
bout 45 years ago, a satirical play (later a movie)
called How to Succeed in Business Without Re-
ally Trying opened on Broadway. It offered a
method of moving up in the executive suite that
included a little murder and a lot of mishap.
There are better ways (even if you do have a boss you’ve
fantasized about murdering). One of those methods is
managing up. According to Thomas Zuber and Erika James,
“managing up is the process of consciously working with
your boss to obtain the best possible results for you, your
boss, and your organization. This is not political maneu-
vering or kissing up. Rather, it is a deliberate effort to bring
understanding and cooperation to a relationship between
individuals who often have different perspectives.”
Management or Manipulation?
Managing up or managing the boss sounds good in the-
ory, but isn’t it just another term for manipulating the
boss or being the boss’s toady? No! Managing the boss is
a way to have a win-win-win situation where everyone,
including the organization and project, wins. Failure to
manage the boss can result in misunderstandings about
expectations and cause wasted time and effort on tasks
not in line with organizational goals or the project’s needs.
And looking at it from a purely self-serving perspective,
career progress rarely happens if you don’t manage your
boss successfully.
Team member, project manager, or program manager—
you have a boss, or in most cases, multiple bosses. You
have to worry about those bosses and their needs. Hav-
ing more than one boss makes work more difficult be-
cause you have to consider the needs or preferences of
each of them. But it’s still doable.
If you are a manager at any level, you have to think about
managing both up and down. Some managers pay at-
tention to managing either their own bosses or those peo-
ple who report to them. It is the managers who only man-
age up who give managing the boss a less-than-stellar
reputation. They appear to be the suck-ups or toadies;
subordinates assume they don’t care about them and
may withhold their respect or slack off in their work. On
the other hand, the ones who only manage down can’t
advocate for their team or gain buy-ins for the project’s
endeavors from those up the chain. Successful managers
pay attention to managing both directions and commu-
nicating with their peers.
In this article, I will deal with managing up. If you are cu-
rious about successfully managing down, see “10 Rules
for Success as a Manager” (Defense AT&L, August-Sep-
tember 2004).
Guidelines for Managing Up
Commu.
People often quit their jobs due to problems with their managers, not the work itself. Common complaints about managers include poor communication, unrealistic demands, bad listening skills, and lack of support. However, improving communication with your manager can help make the situation better. It is important to schedule meetings with your manager to discuss your responsibilities, priorities, and goals to ensure they understand your role. If communication issues persist despite these efforts, adapting your own working style to match your manager's motivations may help. As a last resort, finding a new job may be preferable to staying in an untenable relationship with your current manager.
This document provides advice for new managers on building positive relationships with their direct reports. It recommends asking team members a series of questions to learn about their preferences, goals, motivations and how they like to receive feedback. Specifically, the questions cover what they like and dislike about their current role, how their job could be improved, their short and long-term goals, how they prefer to receive feedback, what motivates them beyond money, the type of support they want from their manager, and anything else that could help the manager and employee work well together. The document also provides tips on handling situations where an employee wanted the manager's job or where the manager is now supervising former peers.
This document lists 10 dumb things that managers do. It discusses pushing too much work onto employees through unnecessary reports and meetings. It also discusses managers who act as slackers and don't pull their own weight. Additionally, it discusses only listening to complainers, sharing too much personal information, making assumptions without asking employees, gossiping about staff, failing to communicate important information, asking employees to do personal work, misusing performance reviews, and lacking decisiveness. The document is written by a human resources manager providing advice to avoid these common management mistakes.
The document provides advice for leaders taking on a new role in a new company or organization. It advises leaders to spend their first 60-90 days becoming familiar with the business, culture, employees and stakeholders without making immediate changes. Leaders are told to speak with customers, suppliers, and employees at all levels to understand perspectives and gather feedback. They should also avoid rushing into conclusions or plans and instead take time to absorb information and validate any opinions with data. Successfully navigating the initial transition period is critical to long term success in the new role.
This document provides guidance on how leaders can effectively manage their executive assistant. It discusses selecting the right assistant who complements the leader's skills, establishing trust and confidentiality, delegating tasks appropriately, and prioritizing work. The executive assistant should systematize processes, maintain contacts and office information, handle travel, and act as the leader's representative while respecting boundaries of authority. Regular meetings help the leader and assistant align on priorities to maximize productivity and support the leader's goals.
The most important aspect of any effective communication is knowing your audience. This
audience will vary, so being flexible in your communication styles is a great skill for any leader
to have. In the course of a single day as the leader of a business or department, you might
speak to:
Staff
Shareholders
Business partners
Learn How To Get An Authority Domain & Create An Effective Site For Amazon Affiliate Marketing
This course is specially designed by KC Tan who has been a Amazon Affiliate for the past 10+ years. If you are looking or exploring how to generate an income using the Amazon Associate Program, then this course is ideal for you to start! <br>
The highlights of this course covers:
* Mistakes to avoid when selecting and promoting Amazon products!
* How to identify a niche that you can promote!
* How to analyze if a niche is profitable before you create the website!
* Getting an authority domain name to accelerate your organic rankings!
* How to create a simple buy yet effective website for affiliate marketing!
* What are the types of content you must create to attract visitors!
* Where to outsource if you do not want to write the content yourself!
* How to optimize your website for search engine rankings!
ONE-TIME ENROLLMENT FOR LIFETIME LEARNING!
This course will be regularly updated with fresh content to bring you the most up-to-date knowledge and information.
Once you are enrolled as a student, you will receive all future updates and new content additions automatically at no extra cost.
Yes! You get lifetime updates – and it's free. That's lots of real money saved!
If you are ready, just click on the Sign Up button on this page and I will see you inside!
ORDER NOW.
People often quit their jobs due to problems with their managers, not the work itself. Common complaints about managers include poor communication, unrealistic demands, bad listening skills, and lack of support. However, improving communication with your manager can help make the situation better. It is important to schedule meetings with your manager to discuss your responsibilities, priorities, and goals to ensure they understand your role. If communication issues persist despite these efforts, adapting your own working style to match your manager's motivations may help. As a last resort, finding a new job may be preferable to staying in an untenable relationship with your current manager.
This document provides advice for new managers on building positive relationships with their direct reports. It recommends asking team members a series of questions to learn about their preferences, goals, motivations and how they like to receive feedback. Specifically, the questions cover what they like and dislike about their current role, how their job could be improved, their short and long-term goals, how they prefer to receive feedback, what motivates them beyond money, the type of support they want from their manager, and anything else that could help the manager and employee work well together. The document also provides tips on handling situations where an employee wanted the manager's job or where the manager is now supervising former peers.
This document lists 10 dumb things that managers do. It discusses pushing too much work onto employees through unnecessary reports and meetings. It also discusses managers who act as slackers and don't pull their own weight. Additionally, it discusses only listening to complainers, sharing too much personal information, making assumptions without asking employees, gossiping about staff, failing to communicate important information, asking employees to do personal work, misusing performance reviews, and lacking decisiveness. The document is written by a human resources manager providing advice to avoid these common management mistakes.
The document provides advice for leaders taking on a new role in a new company or organization. It advises leaders to spend their first 60-90 days becoming familiar with the business, culture, employees and stakeholders without making immediate changes. Leaders are told to speak with customers, suppliers, and employees at all levels to understand perspectives and gather feedback. They should also avoid rushing into conclusions or plans and instead take time to absorb information and validate any opinions with data. Successfully navigating the initial transition period is critical to long term success in the new role.
This document provides guidance on how leaders can effectively manage their executive assistant. It discusses selecting the right assistant who complements the leader's skills, establishing trust and confidentiality, delegating tasks appropriately, and prioritizing work. The executive assistant should systematize processes, maintain contacts and office information, handle travel, and act as the leader's representative while respecting boundaries of authority. Regular meetings help the leader and assistant align on priorities to maximize productivity and support the leader's goals.
The most important aspect of any effective communication is knowing your audience. This
audience will vary, so being flexible in your communication styles is a great skill for any leader
to have. In the course of a single day as the leader of a business or department, you might
speak to:
Staff
Shareholders
Business partners
Learn How To Get An Authority Domain & Create An Effective Site For Amazon Affiliate Marketing
This course is specially designed by KC Tan who has been a Amazon Affiliate for the past 10+ years. If you are looking or exploring how to generate an income using the Amazon Associate Program, then this course is ideal for you to start! <br>
The highlights of this course covers:
* Mistakes to avoid when selecting and promoting Amazon products!
* How to identify a niche that you can promote!
* How to analyze if a niche is profitable before you create the website!
* Getting an authority domain name to accelerate your organic rankings!
* How to create a simple buy yet effective website for affiliate marketing!
* What are the types of content you must create to attract visitors!
* Where to outsource if you do not want to write the content yourself!
* How to optimize your website for search engine rankings!
ONE-TIME ENROLLMENT FOR LIFETIME LEARNING!
This course will be regularly updated with fresh content to bring you the most up-to-date knowledge and information.
Once you are enrolled as a student, you will receive all future updates and new content additions automatically at no extra cost.
Yes! You get lifetime updates – and it's free. That's lots of real money saved!
If you are ready, just click on the Sign Up button on this page and I will see you inside!
ORDER NOW.
IT Project - How to manage your boss five tips for managing up it-toolkitsIT-Toolkits.org
To succeed in business and project management you need to manage your boss. This is known as ‘managing up’. It means developing a working relationship that allows you to understand the world from your boss’s perspective and gain benefits for you both. Without this understanding time can be wasted, misunderstandings occur, frustration develop and can lead to career suicide in the worst cases. Here are five tips for ‘managing up’.
1. The document discusses various etiquette and professionalism guidelines for workplace conduct, such as dressing appropriately, communicating respectfully, being punctual and productive, and maintaining a positive attitude.
2. Key elements of a positive work environment include being kind, courteous, and respectful to coworkers; showing teamwork; and speaking well of others.
3. Specific etiquette tips covered include maintaining professional appearance, expanding knowledge, honoring work hours, being friendly yet private, communicating effectively, listening to others, and solving problems without blaming.
Communication skills for_effective_leadershipFlora Runyenje
The document discusses effective communication skills for leaders. It states that good communication is crucial for leaders to remain leaders. Effective leaders throughout history were able to convey inspiring visions and spin negatives into positives. Modern leaders likewise build companies by convincing workers of an important mission. The document provides tips for leaders on verbal and written communication skills like knowing your audience, tone of voice, timing, style, listening skills, meetings, presentations and more. Effective communication is presented as a key skill for any business leader.
BENEFITS
High moral in the organization, high productivity, increased profit, Labour stability, effective branding, ever increasing output of goods and services
Good communication skills are crucial in a leader if they are to remain a leader. A leader can be defined as someone who plays a prominent role in a business or a department within it. There are also religious, political and community leaders, leaders of groups and teams, and so on. In this guide, we will be looking at business leaders and how good communication skills are an important part of effective leadership.
This document provides leadership lessons drawn from history's greatest leaders. It discusses the importance of aligning employee expectations with the employment contract to avoid issues like presenteeism. Developing leaders within the organization is key, with managers taking a parental approach to find employees' talents, give regular feedback, empower decision making, and recognize contributions. Determination is a crucial quality for managers to have in order to convince others of their leadership and achieve goals. Living fully for the job and working fearlessly are emphasized.
1. As a new manager, it is important to spend the first months observing, listening, and learning about the business, employees, and institutional knowledge. Take small steps and get buy-in from respected veterans to help guide your leadership.
2. Meet individually with employees to learn about their history, aspirations, and see them in action. This allows you to get a clean slate with employees and gain their support, which is important for others to follow.
3. Clearly outline your short-term and long-term vision and goals for the department. Set objectives that are achievable and measurable to help employees understand how their work contributes to larger results and benefits their careers.
This document provides an overview of a training course on developing good relationships between employees and their bosses. The course will teach participants how to effectively communicate with their bosses, identify different leadership styles, and solve problems in employer-employee relationships. It will explain the characteristics of positive relationships and how to influence one's manager to provide more development opportunities, such as scheduling coaching sessions and securing meetings to discuss potential secondments.
How to effectively lead a team.
Leadership requires a soft hand on the tiller and a sense of boldness, argues Elaine Ford, Managing Director at Only Medics Ltd.
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
developmentCareer DevelopmentThe reason Donald Trump s.docxlynettearnold46882
development
Career Development
T
he reason Donald Trump says
“You’re fired” on The Appren-
tice often is because the leader
has not laid the critical groundwork
for success by assimilating effectively
with the team and the demands of the
new role. Just like in the real world, this
causes a leader to underperform.
We enjoy watching this type of reality
show to see what people will do under
pressure and to see who wins. If it were
easy to assimilate into a new role, there
would be a higher success rate and no
reality shows. In the real world, leaders
are promoted into exciting new roles
every day and the promise of success
shines bright; opportunity knocks and
the door opens—then reality hits.
Startlingly, 40 percent of newly pro-
moted leaders fail in new roles within 18
months. This takes a tremendous toll on
human talent as well as business results.
Wouldn’t it be great to have a strategic
guide to help newly promoted leaders to
succeed that could be adopted quickly
and successfully by training and devel-
opment and HR professionals?
After 16 years of coaching leaders
ranging from directors to executives,
we created a proactive and structured
approach to help them assimilate and
contribute faster—before they find
themselves under water. What follows
are what we call the seven enemies,
along with suggested strategies to
conquer them.
Enemy 1: Submitting
to the enemy within
“So, what I really need to do is man-
age myself,” said a recent client who
was learning to manage the new leader
stress behaviors so commonly observed
in organizations. They include knowing
it all, isolating oneself, being too aggres-
sive, being out for oneself, repeating old
habits, and neglecting well-being.
To conquer the enemy within,
leaders need to proactively manage
stress behaviors to remove barriers
Seven Enemies of Success
for Newly Promoted Leaders
By Diane egBers anD
Karen schencK
The transition to a new leadership role can be fraught with political and
personal obstacles. adopting these strategies can help facilitate the process.
PhoTo: isTocKPhoTo
September 2013 | T+D 73
to connect with others and build vi-
tal relationships that are essential in a
new role.
Enemy 2: Submitting to the chaos
“I feel like all I do is put out fires
and respond to the crisis of the day.”
Without considering the conse-
quences, a leader may find that it is
easier to submit to the daily pressures
rather than to step back and prioritize
the learning needed to truly under-
stand key elements of the role well
enough to fully contribute.
To manage the chaos, a leader
benefits most by taking a comprehen-
sive approach to assess and prioritize
learning to strategically lead in a new
role. Aspects for careful consideration
and prioritization include understand-
ing the organization, culture, business,
manager expectations, key stakehold-
ers, peers, and team.
Enemy 3: Misreading culture cues
This enemy i.
On the Job SuccessIn this section, we will cover some basic tips.docxhopeaustin33688
On the Job Success
In this section, we will cover some basic tips and techniques that might help you succeed once you have landed that great job and are ready to start your career. Like all the information included, there is no golden ticket or cheats along the way. Instead, these best practices and suggestions are a collection of common knowledge and proven experience.
Being successful at work has a lot to do with your attitude and candor. Your personal characteristics as well as your behaviors in groups and the organization as a whole reflect on your performance and ability. The recognition and development of your soft skills as well as your ability to adapt to organizational culture, understand power, and create healthy relationships with your supervisor and peers will more often than not help you become a more successful employee. We will also discuss how to become knowledgeable about your job, how to execute and excel in your given responsibilities, and what some of the advantages are to continue your education as a lifelong learner. The follow sections will elaborate on these strategies to employ that can lead to greater job success.
A Positive Attitude and Other Tips for a New Job
Especially when you start a new job, there are a lot of things you need to learn. It probably won’t be expected that you know how to do all of your job duties perfectly when you first arrive but by presenting yourself appropriately and by properly managing the areas that you can control, you will find that the rest will come pretty easily. Most of the following tips and techniques are good suggestions for a new position but should continue even after you are more established with a company.
· Stay positive. Forget the wrist; it’s all in the attitude. Keeping a positive attitude about your responsibilities, new tasks, challenges, and the company as a whole is an amazing step toward success. Your enthusiasm and eagerness to try new things, handle pressure and frustrations, and stay optimistic through diverse situations will not only keep you in good spirits professionally but will make you a stand out for new opportunities and a pleasure to work with.
· Try your hardest and learn from mistakes. It could be interpreted to be two separate actions but your ability to give 100% of your effort is actually very closely tied to the errors you will make. Mistakes are inevitable; you will make them. Be accountable for your actions by being able to say that did your very best and takeaway a lesson learned to avoid the same mistake again later.
· Be respectful. There are many things to learn from your new colleagues. Demonstrate your willingness to learn from their experience by valuing their opinions, being grateful of the assistance they offer, and treating everyone (no matter their position in the company) with the respect you feel you deserve in return.
· Be a team player. It is not likely that your job functions will be completely autonomous. You will most likely.
Elaine Ford argues that leadership requires a soft, subtle touch and a sense of boldness. She emphasizes the importance of soft skills like vision, planning, motivation, communication, and collaboration for effective leadership. The best leaders make promises and work well with others.
This document provides advice and sample answers for common interview questions. It discusses questions about where the candidate sees themselves in 5 years, what they would do if not selected for the position, describing themselves, why the company should hire them, other offers received, priorities for the role, knowledge of the company, being overqualified, teamwork, conflicts with managers, weaknesses, leadership qualities, strengths, and motivations. Sample answers are provided to demonstrate how to effectively respond to these common interview questions.
Dr. Maya Angelou stated, “Achievement brings its own anticlimax.” Nowhere is this truer than in the lives of women of color, as they seek accomplishment and prominence in the face of adversity. In addition to the glass ceiling, which already is stopping women from climbing higher in success in the workplace, a parallel phenomenon called the "glass escalator" is also occurring. This can be defined as how more men are joining fields that were previously occupied mainly by women and within these job fields, the men are riding right past women and going straight to the top, similarly to if they were on an escalator and a woman was taking stairs.
At the end of this seminar participants will be able to:
Better understand these phenomena
Identify techniques and strategies to successfully navigate these challenges
The document provides advice on how to effectively lead others and deal with difficult people. It discusses essential leadership attributes like providing feedback, listening, getting the right balance of delegation and involvement, modeling good behavior, focusing conversations on solutions, setting clear objectives, and developing others through training. The key is communicating positively, addressing problems respectfully in private, understanding different perspectives, and gaining commitment to constructive change.
This document provides advice on how to deal with different types of bosses, including perfect bosses and difficult bosses. It discusses 11 types of difficult bosses such as weak managers, political managers, and micro-managers. For each type, it offers tips on how to cope, such as taking initiative, focusing on high-value work, and shaping communications to their needs. Overall, it emphasizes the importance of clear communication, solving problems mutually, and succeeding through patience and determination regardless of a boss's behavior.
Here are some answers to your questions about job references:
- References are used by potential employers to verify information on your resume, such as your previous job titles, dates of employment, job duties, and your work performance and qualifications. Good references are former managers, supervisors or coworkers who can speak positively about your skills and accomplishments.
- Past employers are commonly contacted to confirm your dates of employment, job title(s), and whether you are eligible for rehire. They may be asked about your job performance, work ethic, strengths/weaknesses, reasons for leaving, etc.
- Yes, employers do often contact references, either by phone or email. They want to hear firsthand from people who have direct
5 to 8 sentence each 1. Declining marriage rates have led many .docxdomenicacullison
5 to 8 sentence each
1. Declining marriage rates have led many to conclude that Americans no longer place a high value on marriage. Use data and arguments to advocate for and against this conclusion.
2. Discuss the varied causes and ramifications of cohabitation among couples who choose it as a living arrangement before marriage, instead of marriage, or after divorce.
.
5-7 PagesYou will craft individual essays in response to the pro.docxdomenicacullison
5-7 Pages
You will craft individual essays in response to the provided prompts. You must use the current Turabian style with default margins and 12-pt Times New Roman font. For each essay, include a title page and reference page, also in current Turabian format. You must include citations to a sufficient number of appropriate scholarly sources to fully support your assertions and conclusions (which will likely require more than the minimum number of citations). Each paper must contain at least 5 7 scholarly sources
original to this paper
,
The UN— “A More Perfect Union?”
Considering the readings, video presentations, and your own research, draft a quality 6–7-page research paper on the role, legitimacy, and authority of the UN according to the following prompts, answering in a separate or integrated manner as you wish.
Identify at least 3reasons that states might defend the intrinsic legitimacy of the UN as a governing authority. In reverse, identify at least 3reasons that states might criticize its legitimacy and authority.
In short, make an argument for the limits and possibilities of the UN as a legitimate governing authority in a world of sovereign states.
What is the relationship of the UN to the current international system of states?
Considering the reasons for the creation of the UN after WWII, does it seem driven by political necessity or the political utility? In plainer English, do states need the UN more than the UN needs the states? Or do states both large and small find the UN a useful tool for improving their relative power and legitimacy vis-à-vis other states and global institutions? Is there some position in-between?
Using other sources and extra-Scholar sources (The commentaries, teachings, other writings, etc.) to inform your own reasoning, comment on the compatibility with the idea of
World Government
. [
Attention
: The Instructor does not view the question as rhetorical, nor the answer self-evident. So, reason carefully.] For example, if the logic of collective action under the
Articles of Confederation
—the logic of state sovereignty—failed to secure American liberties as well as the ‘more perfect union’, the new Constitution established by the Framers in 1787 to replace it, effectively requiring states to cede sovereignty to a larger collective authority, why would the same logic of collective action not justify the UN as a ‘more perfect union’ to replace an anarchic system of sovereign states putting the world at risk in a nuclear age?
.
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IT Project - How to manage your boss five tips for managing up it-toolkitsIT-Toolkits.org
To succeed in business and project management you need to manage your boss. This is known as ‘managing up’. It means developing a working relationship that allows you to understand the world from your boss’s perspective and gain benefits for you both. Without this understanding time can be wasted, misunderstandings occur, frustration develop and can lead to career suicide in the worst cases. Here are five tips for ‘managing up’.
1. The document discusses various etiquette and professionalism guidelines for workplace conduct, such as dressing appropriately, communicating respectfully, being punctual and productive, and maintaining a positive attitude.
2. Key elements of a positive work environment include being kind, courteous, and respectful to coworkers; showing teamwork; and speaking well of others.
3. Specific etiquette tips covered include maintaining professional appearance, expanding knowledge, honoring work hours, being friendly yet private, communicating effectively, listening to others, and solving problems without blaming.
Communication skills for_effective_leadershipFlora Runyenje
The document discusses effective communication skills for leaders. It states that good communication is crucial for leaders to remain leaders. Effective leaders throughout history were able to convey inspiring visions and spin negatives into positives. Modern leaders likewise build companies by convincing workers of an important mission. The document provides tips for leaders on verbal and written communication skills like knowing your audience, tone of voice, timing, style, listening skills, meetings, presentations and more. Effective communication is presented as a key skill for any business leader.
BENEFITS
High moral in the organization, high productivity, increased profit, Labour stability, effective branding, ever increasing output of goods and services
Good communication skills are crucial in a leader if they are to remain a leader. A leader can be defined as someone who plays a prominent role in a business or a department within it. There are also religious, political and community leaders, leaders of groups and teams, and so on. In this guide, we will be looking at business leaders and how good communication skills are an important part of effective leadership.
This document provides leadership lessons drawn from history's greatest leaders. It discusses the importance of aligning employee expectations with the employment contract to avoid issues like presenteeism. Developing leaders within the organization is key, with managers taking a parental approach to find employees' talents, give regular feedback, empower decision making, and recognize contributions. Determination is a crucial quality for managers to have in order to convince others of their leadership and achieve goals. Living fully for the job and working fearlessly are emphasized.
1. As a new manager, it is important to spend the first months observing, listening, and learning about the business, employees, and institutional knowledge. Take small steps and get buy-in from respected veterans to help guide your leadership.
2. Meet individually with employees to learn about their history, aspirations, and see them in action. This allows you to get a clean slate with employees and gain their support, which is important for others to follow.
3. Clearly outline your short-term and long-term vision and goals for the department. Set objectives that are achievable and measurable to help employees understand how their work contributes to larger results and benefits their careers.
This document provides an overview of a training course on developing good relationships between employees and their bosses. The course will teach participants how to effectively communicate with their bosses, identify different leadership styles, and solve problems in employer-employee relationships. It will explain the characteristics of positive relationships and how to influence one's manager to provide more development opportunities, such as scheduling coaching sessions and securing meetings to discuss potential secondments.
How to effectively lead a team.
Leadership requires a soft hand on the tiller and a sense of boldness, argues Elaine Ford, Managing Director at Only Medics Ltd.
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
developmentCareer DevelopmentThe reason Donald Trump s.docxlynettearnold46882
development
Career Development
T
he reason Donald Trump says
“You’re fired” on The Appren-
tice often is because the leader
has not laid the critical groundwork
for success by assimilating effectively
with the team and the demands of the
new role. Just like in the real world, this
causes a leader to underperform.
We enjoy watching this type of reality
show to see what people will do under
pressure and to see who wins. If it were
easy to assimilate into a new role, there
would be a higher success rate and no
reality shows. In the real world, leaders
are promoted into exciting new roles
every day and the promise of success
shines bright; opportunity knocks and
the door opens—then reality hits.
Startlingly, 40 percent of newly pro-
moted leaders fail in new roles within 18
months. This takes a tremendous toll on
human talent as well as business results.
Wouldn’t it be great to have a strategic
guide to help newly promoted leaders to
succeed that could be adopted quickly
and successfully by training and devel-
opment and HR professionals?
After 16 years of coaching leaders
ranging from directors to executives,
we created a proactive and structured
approach to help them assimilate and
contribute faster—before they find
themselves under water. What follows
are what we call the seven enemies,
along with suggested strategies to
conquer them.
Enemy 1: Submitting
to the enemy within
“So, what I really need to do is man-
age myself,” said a recent client who
was learning to manage the new leader
stress behaviors so commonly observed
in organizations. They include knowing
it all, isolating oneself, being too aggres-
sive, being out for oneself, repeating old
habits, and neglecting well-being.
To conquer the enemy within,
leaders need to proactively manage
stress behaviors to remove barriers
Seven Enemies of Success
for Newly Promoted Leaders
By Diane egBers anD
Karen schencK
The transition to a new leadership role can be fraught with political and
personal obstacles. adopting these strategies can help facilitate the process.
PhoTo: isTocKPhoTo
September 2013 | T+D 73
to connect with others and build vi-
tal relationships that are essential in a
new role.
Enemy 2: Submitting to the chaos
“I feel like all I do is put out fires
and respond to the crisis of the day.”
Without considering the conse-
quences, a leader may find that it is
easier to submit to the daily pressures
rather than to step back and prioritize
the learning needed to truly under-
stand key elements of the role well
enough to fully contribute.
To manage the chaos, a leader
benefits most by taking a comprehen-
sive approach to assess and prioritize
learning to strategically lead in a new
role. Aspects for careful consideration
and prioritization include understand-
ing the organization, culture, business,
manager expectations, key stakehold-
ers, peers, and team.
Enemy 3: Misreading culture cues
This enemy i.
On the Job SuccessIn this section, we will cover some basic tips.docxhopeaustin33688
On the Job Success
In this section, we will cover some basic tips and techniques that might help you succeed once you have landed that great job and are ready to start your career. Like all the information included, there is no golden ticket or cheats along the way. Instead, these best practices and suggestions are a collection of common knowledge and proven experience.
Being successful at work has a lot to do with your attitude and candor. Your personal characteristics as well as your behaviors in groups and the organization as a whole reflect on your performance and ability. The recognition and development of your soft skills as well as your ability to adapt to organizational culture, understand power, and create healthy relationships with your supervisor and peers will more often than not help you become a more successful employee. We will also discuss how to become knowledgeable about your job, how to execute and excel in your given responsibilities, and what some of the advantages are to continue your education as a lifelong learner. The follow sections will elaborate on these strategies to employ that can lead to greater job success.
A Positive Attitude and Other Tips for a New Job
Especially when you start a new job, there are a lot of things you need to learn. It probably won’t be expected that you know how to do all of your job duties perfectly when you first arrive but by presenting yourself appropriately and by properly managing the areas that you can control, you will find that the rest will come pretty easily. Most of the following tips and techniques are good suggestions for a new position but should continue even after you are more established with a company.
· Stay positive. Forget the wrist; it’s all in the attitude. Keeping a positive attitude about your responsibilities, new tasks, challenges, and the company as a whole is an amazing step toward success. Your enthusiasm and eagerness to try new things, handle pressure and frustrations, and stay optimistic through diverse situations will not only keep you in good spirits professionally but will make you a stand out for new opportunities and a pleasure to work with.
· Try your hardest and learn from mistakes. It could be interpreted to be two separate actions but your ability to give 100% of your effort is actually very closely tied to the errors you will make. Mistakes are inevitable; you will make them. Be accountable for your actions by being able to say that did your very best and takeaway a lesson learned to avoid the same mistake again later.
· Be respectful. There are many things to learn from your new colleagues. Demonstrate your willingness to learn from their experience by valuing their opinions, being grateful of the assistance they offer, and treating everyone (no matter their position in the company) with the respect you feel you deserve in return.
· Be a team player. It is not likely that your job functions will be completely autonomous. You will most likely.
Elaine Ford argues that leadership requires a soft, subtle touch and a sense of boldness. She emphasizes the importance of soft skills like vision, planning, motivation, communication, and collaboration for effective leadership. The best leaders make promises and work well with others.
This document provides advice and sample answers for common interview questions. It discusses questions about where the candidate sees themselves in 5 years, what they would do if not selected for the position, describing themselves, why the company should hire them, other offers received, priorities for the role, knowledge of the company, being overqualified, teamwork, conflicts with managers, weaknesses, leadership qualities, strengths, and motivations. Sample answers are provided to demonstrate how to effectively respond to these common interview questions.
Dr. Maya Angelou stated, “Achievement brings its own anticlimax.” Nowhere is this truer than in the lives of women of color, as they seek accomplishment and prominence in the face of adversity. In addition to the glass ceiling, which already is stopping women from climbing higher in success in the workplace, a parallel phenomenon called the "glass escalator" is also occurring. This can be defined as how more men are joining fields that were previously occupied mainly by women and within these job fields, the men are riding right past women and going straight to the top, similarly to if they were on an escalator and a woman was taking stairs.
At the end of this seminar participants will be able to:
Better understand these phenomena
Identify techniques and strategies to successfully navigate these challenges
The document provides advice on how to effectively lead others and deal with difficult people. It discusses essential leadership attributes like providing feedback, listening, getting the right balance of delegation and involvement, modeling good behavior, focusing conversations on solutions, setting clear objectives, and developing others through training. The key is communicating positively, addressing problems respectfully in private, understanding different perspectives, and gaining commitment to constructive change.
This document provides advice on how to deal with different types of bosses, including perfect bosses and difficult bosses. It discusses 11 types of difficult bosses such as weak managers, political managers, and micro-managers. For each type, it offers tips on how to cope, such as taking initiative, focusing on high-value work, and shaping communications to their needs. Overall, it emphasizes the importance of clear communication, solving problems mutually, and succeeding through patience and determination regardless of a boss's behavior.
Here are some answers to your questions about job references:
- References are used by potential employers to verify information on your resume, such as your previous job titles, dates of employment, job duties, and your work performance and qualifications. Good references are former managers, supervisors or coworkers who can speak positively about your skills and accomplishments.
- Past employers are commonly contacted to confirm your dates of employment, job title(s), and whether you are eligible for rehire. They may be asked about your job performance, work ethic, strengths/weaknesses, reasons for leaving, etc.
- Yes, employers do often contact references, either by phone or email. They want to hear firsthand from people who have direct
Similar to 21 Defense AT&L March-April 2007Turk is an independent ma.docx (20)
5 to 8 sentence each 1. Declining marriage rates have led many .docxdomenicacullison
5 to 8 sentence each
1. Declining marriage rates have led many to conclude that Americans no longer place a high value on marriage. Use data and arguments to advocate for and against this conclusion.
2. Discuss the varied causes and ramifications of cohabitation among couples who choose it as a living arrangement before marriage, instead of marriage, or after divorce.
.
5-7 PagesYou will craft individual essays in response to the pro.docxdomenicacullison
5-7 Pages
You will craft individual essays in response to the provided prompts. You must use the current Turabian style with default margins and 12-pt Times New Roman font. For each essay, include a title page and reference page, also in current Turabian format. You must include citations to a sufficient number of appropriate scholarly sources to fully support your assertions and conclusions (which will likely require more than the minimum number of citations). Each paper must contain at least 5 7 scholarly sources
original to this paper
,
The UN— “A More Perfect Union?”
Considering the readings, video presentations, and your own research, draft a quality 6–7-page research paper on the role, legitimacy, and authority of the UN according to the following prompts, answering in a separate or integrated manner as you wish.
Identify at least 3reasons that states might defend the intrinsic legitimacy of the UN as a governing authority. In reverse, identify at least 3reasons that states might criticize its legitimacy and authority.
In short, make an argument for the limits and possibilities of the UN as a legitimate governing authority in a world of sovereign states.
What is the relationship of the UN to the current international system of states?
Considering the reasons for the creation of the UN after WWII, does it seem driven by political necessity or the political utility? In plainer English, do states need the UN more than the UN needs the states? Or do states both large and small find the UN a useful tool for improving their relative power and legitimacy vis-à-vis other states and global institutions? Is there some position in-between?
Using other sources and extra-Scholar sources (The commentaries, teachings, other writings, etc.) to inform your own reasoning, comment on the compatibility with the idea of
World Government
. [
Attention
: The Instructor does not view the question as rhetorical, nor the answer self-evident. So, reason carefully.] For example, if the logic of collective action under the
Articles of Confederation
—the logic of state sovereignty—failed to secure American liberties as well as the ‘more perfect union’, the new Constitution established by the Framers in 1787 to replace it, effectively requiring states to cede sovereignty to a larger collective authority, why would the same logic of collective action not justify the UN as a ‘more perfect union’ to replace an anarchic system of sovereign states putting the world at risk in a nuclear age?
.
5.1 Assignment Reading and RemediationGetting Start.docxdomenicacullison
5.1 Assignment: Reading and Remediation
Getting Started
Viewing the videos and practicing using the practice Excel file with its video can prepare you for the work needed on the research report.
In order to successfully complete this exercise, you should be able to:
Review videos about statistics fundamentals.
Practice with the Excel file provided.
Resources
File: WS5Practice
File: WS5Homework
Video: Chi-Square
Video: Chi-Square Testing
Textbook:
OpenIntro Statistics
File: Chi-Square_10by10.xlsx
Background Information
Providing background and descriptive statistics is like a literature review section of a dissertation. You review and communicate the analysis on the raw data. You present visual representations of the data to give meaning to the raw data.
Instructions
Watch the following video on chi-square:
Watch the Excel remediation videos on chi-square testing:
Chi-Square Testing
using the
Chi-Square_10by10.xlsx
file.
An optional supplementary textbook is
OpenIntro Statistics
, and you can read the concepts there.
Use the lab file
WS5Practice
to practice the Excel skills (includes an Excel hands-on video inside the spreadsheet as a link).
Use the file
WS5Homework
to demonstrate the Excel skills. Each of the three problems is worth 20 points, for a total of 60 points possible for this assignment.
When you have completed your assignment, save a copy for yourself and submit a copy to your instructor by the end of the workshop.
=================================================
5.2 Assignment: Summarizing Raw Data
Getting Started
Being able to summarize data using pivot tables is a crucial skill to develop in business and research. Excel provides a powerful pivot table tool that is heavily used in finance, accounting, information technology, and other business areas. In this course, the skill is used to support a chi-square analysis.
In order to successfully complete this assignment, you should be able to:
Summarize data into a contingency table from raw data using pivot tables.
Resources
File: WS5-2_PivotTables
File: WS5-2_PivotAssignment
Instructions
Review the rubric to make sure you understand the criteria for earning your grade.
Read the file
WS5-2_PivotTables
.
After reading the Word document, open the file
WS5-2_PivotAssignment
.
Create the appropriate summary tables called contingency tables.
Turn in an Excel file showing the pivot table you have created.
When you have completed your assignment, save a copy for yourself and submit a copy to your instructor by the end of the workshop.
===============================================
5.4 Assignment: Create Categorical Hypothesis
Getting Started
After the prior activities, the analysis section can be written for the research report. Since there are three analyses to perform, this is a partial assignment for the analysis section.
In order to successfully complete this assignment, you should be able to:
Wri.
4TH EDITIONManaging and UsingInformation Systems.docxdomenicacullison
4TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
JOHN WILEY & SONS, INC.
To Yale & Hana
To Rusty, Russell &Kristin
VICE PRESIDENT & EXECUTIVE PUBLISHER Don Fowley
EXECUTIVE EDITOR Beth Lang Golub
EDITORIAL ASSISTANT Lyle Curry
MARKETING MANAGER Carly DeCandia
DESIGN DIRECTOR Harry Nolan
SENIOR DESIGNER Kevin Murphy
SENIOR PRODUCTION EDITOR Patricia McFadden
SENIOR MEDIA EDITOR Lauren Sapira
PRODUCTION MANAGEMENT SERVICES Pine Tree Composition
This book is printed on acid-free paper.
Copyright ! 2010 John Wiley & Sons, Inc. All rights reserved. No part of this publication
may be reproduced, stored in a retrieval system or transmitted in any form or by any
means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as
permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without
either the prior written permission of the Publisher, or authorization through payment of
the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood
Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for
permission should be addressed to the Permissions Department, John Wiley & Sons, Inc.,
111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website
www.wiley.com/go/permissions.
To order books or for customer service please, call 1-800-CALL WILEY (225-5945).
ISBN 978-0-470-34381-4
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
http://www.copyright.com
http://www.wiley.com/go/permissions
!Preface
Information technology and business are becoming inextricably interwoven. I
don’t think anybody can talk meaningfully about one without the talking about the
other.1
Bill Gates
Microsoft
I’m not hiring MBA students for the technology you learn while in school, but for
your ability to learn about, use and subsequently manage new technologies when
you get out.
IT Executive
Federal Express
Give me a fish and I eat for a day; teach me to fish and I eat for a lifetime.
Proverb
Managers do not have the luxury of abdicating participation in information
systems decisions. Managers who choose to do so risk limiting their future business
options. Information systems are at the heart of virtually every business interaction,
process, and decision, especially when one considers the vast penetration of the
Web in the last few years. Managers who let someone else make decisions about
their information systems are letting someone else make decisions about the
very foundation of their business. This is a textbook about managing and using
information, written for current and future managers as a way of introducing the
broader implications of the impact of information systems.
The goal of this book is to assist managers in becoming knowledgeable par-
ticipants in information systems decisions. Becoming a knowledgeable participant
means lear.
5. The Holy Trinity is central to Catholic beliefs about God. We acc.docxdomenicacullison
5. The Holy Trinity is central to Catholic beliefs about God. We accept it as both a reality and a great mystery. Throughout history there have been many artists who have tried to represent this belief in their artworks. Choose one of the images from the following pages and explain, in the space that follows, why it best symbolises our central Catholic belief about the relationship between God, Jesus and the Holy Spirit.
.
5.1 Provide a brief definition of network access control.5.2 W.docxdomenicacullison
5.1 Provide a brief definition of network access control.
5.2 What is an EAP?
5.3 List and briefly define four EAP authentication methods.
5.4 What is EAPOL?
5.5 What is the function of IEEE 802.1X?
5.6 Define cloud computing.
5.7 List and briefly define three cloud service models.
5.8 What is the cloud computing reference architecture?
5.9 Describe some of the main cloud-specific security threats.
Complete your answers on a WORD Document,
.
4Discussion 6 Review of Four Indiana State Policies.docxdomenicacullison
4
Discussion 6: Review of Four Indiana State Policies
Author’s Name
Institutional Affiliation
Course Name
Instructor
Due Date
Discussion 6: Review of Four Indiana State Policies
In Chapter 9, St. John, Daun-Barnett, and Moronski-Chapman (2013) discuss four state policies in Indiana, which ensure low-income students have better chances of getting higher education opportunities. These state policies are the 21st Century Scholars (TFCS) program, Core 40, Indiana Project on Academic Success (IPAS), and the DREAM Act Bill. The State of Indiana and tuition facilitates the financing of these policies. Specifically, funding is attained through need-based student aid and public tuition charges. This coordination ensures that neither the parents nor the state is overwhelmed with funding the learners. Higher education institutions play a limited role in supporting these four state policies. These policies rely on financial incentives for students, colleges, and schools. Higher education systems play a tiny part in offering support services to students in this regard. Nevertheless, they have tried to implement retention projects through policies such as IPAS.
Regarding the outcome of these policies, for starters, they have improved academic preparation among students in high school. These students are better prepared to succeed in higher learning institutions. However, despite the academic preparation facilitated by the policies, there have been no notable improvements in high school graduation rates among the different racial/ethnic groups. Nevertheless, the SAT scores in Indiana have been considerably better compared to other states in the country (St. John, Daun-Barnett, & Moronski-Chapman, 2013). Also, degree completion, college access, and diversity have been remarkably good in Indiana due to these policies. Out of the four policies, the one that I feel has had the greatest success in eradicating inequalities, supporting students’ progress, and enhancing learners’ access to higher education is the TFCS program. This program not only funds needy students but also prepares them from an early age to be model citizens who do not engage in vices such as drug abuse. It guides both parents and students to take practices that will facilitate good learning outcomes.
Reference
St. John, E. P. S., Daun-Barnett, N., & Moronski-Chapman, K. M. (2013). Public policy and higher education: Reframing strategies for preparation, access, and college success. Routledge.
Vera Discussion:
Hello all,
In higher education financing a student’s tuition is a critical part of enrollment and admissions. The principal component of the funding for state colleges and universities comes from the state government, and ultimately tax dollars. Federal money is available through loans and grants to students, but the schools are primarily depending on state support. Our textbook presented four different higher education plans from California, Indiana, M.
4pagesone is assginmentthe other 3 essays are related wo.docxdomenicacullison
4pages
one is assginment
the other 3 essays are related work for this English class.
The main themes of the course are the ethics of land (proposed by Leopold), the climate crisis, the ecological crisis, the carbon footprint, and the path of sustainable development.
.
4To Replace with name Comment by Sharon Rose Use down ar.docxdomenicacullison
4
To: Replace with name Comment by Sharon Rose: Use down arrow to expand all comments below.
Remove all comments in paper before submitting to earn a better grade. One way to do this, right click on each comment, select ‘Delete Comment’.
All Papers will be checked using SafeAssign. Please focus on keeping the SafeAssign percentage to approximately 20%. Comment by James Manning: From: Replace with nameDate: Replace with dateSubject: Replace with subject of memo Introduction Comment by Sharon Rose: The CEO challenge is for an internal employee provide recommendation of new IT system to remove or bring the Shadow IT projects under the IT department.
Include how this assignment will communicate how your project proposal satisfied the CEO's concern.
Remember Shadow IT from the Week 1 Discussion. The Shadow IT has to either be adopted by the organization, or it has to be removed by the organization. Comment by James Manning:
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum et nisl ante. Etiam pulvinar fringilla ipsum facilisis efficitur. Maecenas volutpat risus dignissim dui euismod auctor. Nulla facilisi. Mauris euismod tellus malesuada dolor egestas, ac vulputate odio suscipit. Comment by Sharon Rose: Replace Latin text with your writing for this assignment. Enter your content where the Latin text appears.
The Introduction is a short overview of your memo.
Comment by James Manning:
Sed pellentesque sagittis diam, sit amet faucibus diam lobortis quis. Sed mattis turpis ligula, in accumsan ante pellentesque eu. Quisque ut nisl leo. Nullam ipsum odio, eleifend non orcinon, volutpat sollicitudin lacus. (Beetle Baily Cartoon) Proposed Information System Comment by Sharon Rose: Identify the main functions of your proposed information system and why they are important to the business.
To earn an ‘A’ in this section you must (From Grading Rubric):
Proposed an original information system. Identified the main functions of the system. Explained the importance of each function to the business.
Explained the stylistic choices for architecture of information system. Connected main functions of system to business needs and shadow IT.
Donec tincidunt ligula eget sollicitudin vehicula. Proin pharetra tellus id lectus mollis sollicitudin. Etiam auctor ligula a nulla posuere, consequat feugiat ex lobortis. Duis eu cursus arcu, congue luctus turpis. Sed dapibus turpis ac diam viverra consectetur. Aliquam placerat molestie eros vel posuere.
Comment by Sharon Rose: Add diagrams when applicable.
If a diagram is added, it should show the proposed information system. Comment by James Manning:
This Photo by Unknown Author is licensed under CC BY-SA
Figure 1. Title (Source: www.source-of-graphic.edu ) Comment by Sharon Rose: Include source if applicable, remove when diagram is original) Comment by James Manning: Functions Important to Business Comment by James Manning:
To earn an “A” in this section (From Grading Rubric):
Exp.
5 pages in length (not including title page or references)This.docxdomenicacullison
5 pages in length (not including title page or references)
This week’s journal article focuses on attribution theory and how it influences the implementation of innovation technologies. Two types of employee attributions are noted in the article (intentionality and deceptive intentionality), please review these concepts and answer the following questions:
1. Provide a high-level overview/ summary of the case study
2. Note how constructive intentionality impacts innovation implementations
3. Find another article that adds to the overall findings of the case and note how attribution-based perspective enhances successful innovation implementations. Please be explicit and detailed in answering this question.
4. Discuss what ethical leadership is and how it impacts the organizational culture.
5. What are the various dimensions of ethical leadership?
6. Note some failures in ethical leadership, please find an example, explain the failure and note possible solutions to fix the issue with leadership.
(Question 1, 2 and 3 below Journals):
Journal Article 3.1: Lucas, J.W. and Baxter, A.R. (2012) ‘Power, influence, and diversity in organizations’, The ANNALS of the American Academy of Political and Social Science, 639(1): 49–70.
Journal Article 3.2: Martinez, A.D., Kane, R.E., Ferris, G.R. and Brooks, C.D. (2012) ‘Power in leader–follower work relationships’, Journal of Leadership & Organizational Studies, 19(2): 142–151.
Journal Article 4.1: Petty, M.M., Beadles, N.A., Chapman, D.F., Lowery, C.M. and Connell, D.W. (1995) ‘Relationships between organizational culture and organizational performance,’ Psychological Reports, 76(2): 483–492.
Journal Article 4.2: Bonavia, T. (2006) ‘Preliminary organizational culture scale focused on artifacts’, Psychological Reports, 99(3): 671–674.
Journal Article 4.3: Walker, R.C. and Aritz, J. (2015) ‘Women doing leadership: leadership styles and organizational culture,’ International Journal of Business Communication, 52(4): 452–478.
(Question 4, 5 and 6 below Journals):
Journal Article 5.1:Bormann, K.C. and Rowold, J. (2016) ‘Ethical leadership’s potential and boundaries in organizational change: a moderated mediation model of employee silence,’ German Journal of Human Resource Management, 30(3–4): 225–245.
Journal Article 5.2:Haney, A.B., Pope, J. and Arden, Z. (2018) ‘Making it personal: developing sustainability leaders in business,’ Organization & Environment. DOI: 10.1177/1086026618806201
Please be sure that journal articles are peer-reviewed and are published within the last five years.
The paper should meet the following requirements:
• 5 pages in length (not including title page or references)
• APA guidelines must be followed. The paper must include a cover page, an introduction, a body with fully developed content, and a conclusion.
.
5 to 7 DAY EXERCISE LOG Exercise Log Name___Hejin Lin__.docxdomenicacullison
5 to 7 DAY EXERCISE LOG
Exercise Log
Name___Hejin Lin__________________________ Section # __2____ Start Date _4/7_________ End Date _4/12_______
I. Cardio Respiratory Endurance
Day
Type of Exercise
Duration
(Time)
Intensity (Peak Target Heart rate or Rate of Perceived Exertion)
Cardio Comments for the week- a short descriptive comment for each workout or one long comment summarizing the week on how you felt after each workout
1
Running
25 mins
175
I felt tired, and end up fast walking
2
Running
25 mins
170
kind of tired
3
Running
30 mins
168
Feeling better, also gain more times
4
Running
30 mins
172
much better
5
Swimming
25 mins
176
I felt tired at first, and then gets better
II. Muscular Strength/Endurance
Number of Sets ___2__
Rest Period __3 mins___
Exercise
Sunday Wt/Reps
Monday Wt/Reps
Tuesday Wt/Reps
Wednesday Wt/Reps
Thursday Wt/Reps
Friday Wt/Reps
Saturday Wt/Reps
Push up
/20
/
/
/25
/25
/
/30
Arm curl
25/10
/
/
25/12
30/8
/
30/10
Crunches
/25
/
/
/30
/30
/
/30
Heel raise
/
/
95/12
/
/
100/15
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
Descriptive Strength Comments for the week (Mandatory) on how you felt after each workout
I felt my stomach muscles working when I am doing the exercise, and my muscles were sore, I think I am going get used to it.
III. Flexibility
Number of Sets ___1_____
Reps ____10____
Duration ___35 sec_____
Check each exercise performed
Exercise
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Shoulder rolls
10
10
10
10
Lateral abdominal
10
10
10
10
Hamstring stretch
10
10
Descriptive Flexibility Comments for the week: (Mandatory) on how you felt after each workout
Feels great that after stretching, my muscles still felt a little bit sore, but much better.
5 to 7 DAY EXERCISE LOG
Exercise Log
Name________Hejin Lin__________________Section # __3____ Start Date ____4/15_______ End Date ____4/20____
I. Cardio Respiratory Endurance
Day
Type of Exercise
Duration
(Time)
Intensity (Peak Target Heart rate or Rate of Perceived Exertion)
Cardio Comments for the week- a short descriptive comment for each workout or one long comment summarizing the week on how you felt after each workout
1
Running
30 mins
Not very tired, almost get used to it
2
Running
35 mins
Gains 5 more mins, feels good
3
Running
35 mins
Woke up in the morning, had more energy
4
Running
40 mins
Gains 5 more mins to 40 mins, felt a little bit tired
5
Running
40 mins
Much better
II. Muscular Strength/Endurance
Number of Sets ___2 to 3_
Rest Period __2 mins___
Exercise
Sunday Wt/Reps
Monday Wt/Reps
Tuesday Wt/Reps
Wednesday Wt/Reps
Thursday Wt/Reps
Friday Wt/Reps
Saturday Wt/Reps
Crunches
/35
/35
/
/35
/
/35
/
Push up
/25
/25
/
/25
/
/25
/
Triceps
30/10
30/10
/
30/10
/
30/10
/
/
/
/
/
/
/
/
/
/
/
/
/
/
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/
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/
.
5 Pages 1. Should nonprofit organizations be viewed principally .docxdomenicacullison
5 Pages
1. Should nonprofit organizations be viewed principally as businesses with a social purpose or are they inherently different from for-profit companies? Compare and contrast in your explanation.
2. What are the five general and complementary approaches to judging the effectiveness of nonprofit organizations?
Identify which of these you might find more challenging as a nonprofit leader and explain why.
3. Provide a brief summary of the legal accountability, roles, and responsibilities of nonprofit leadership.
.
5 pagesResearch either a wildfire and mass movement (one tha.docxdomenicacullison
5 pages
Research either a wildfire and mass movement (one that has actually occurred and been reported on).
Instructions:
essay between 1,250 and 1,750 words (5 pages in length) identifying:
· the type and origin of the natural disaster,
· the magnitude of the damage, including structural damage and harm to humans and the environment,
· agency response (governmental or private agencies) and ethical dimension,
· lessons learned and any resulting changes in regulations related to building code modifications, siting requirements, procedural changes, etc.,
· your opinion as to the effectiveness of any corrective actions taken to minimize the chance of recurrence.
· APA Format, place citations for work in the body and provide reference page
.
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
450+ WordsDiscussion Questions What are the main tenants of.docxdomenicacullison
U.S. cyber policy aims to secure both civilian and military networks from cyber threats. The policy has strengths in establishing guidelines for protecting critical infrastructure and coordinating defensive efforts across government agencies. However, the policy could be improved by more clearly defining international norms of behavior in cyberspace and implementing a long-term strategy for deterring sophisticated state actors.
459- Provide a substantive response to at least two of your pe.docxdomenicacullison
459-
Provide a substantive response to at least two of your peers who presented an example that was not in your response. What did you learn from the examples they presented? Are you now more aware of the challenge of change in health care?
Peer 1.Keneisha
- In health care, the consistency of handling change is constant. Change is an effect of snowball within a healthcare facility. Improvement in one area may or may not impact another establishment area irrespective of the correlations. Eventually, change affects the whole organization.
Electronic health records (EHR) and the Health Insurance Probability and Accountability Act (HIPPA) are two indicators of the healthcare industry. Although many resisted the change within the medical records and implemented EHR, the change made life much easier to navigate through with medical records. The move saved money and didn't have to use as many paper products. EHR made chart access and legibility much faster and easier to navigate through.
Within the change, HIPAA was a little more complex. HIPPA has been introduced to allow an individual to change jobs and not to complicate the coverage of the modified work transaction. HIPAA is meant to protect the protection of patient information and not to be widely distributed. This also included training in patient privacy and security issues for each health care staff members.
Reflecting on these two improvements show that once change is introduced, it can result in substantial change for the better and development of both staff and patients. Both need an open attitude and training, but implement a productive workflow.
Peer 2. Qiana
- Change is not always easy for anyone, and those in the healthcare field. Though change can be good because it can change or make the healthcare delivery systems better and meet those needs of their area. The healthcare environment continues to change and can be a challenge. With changing trends and concerns within healthcare settings, they can show the stages of life cycles within the organization and survival strategies. When rends change, there are changes that occur in case of patients and administrative support. (Liebler & McConnell, 2017). To ensure the survival of any organization change is essential to have a competitive edge in the healthcare environment. Often, for staff managers must be leaders during this process and try to make these changes go smoothly, because it can be difficult for employees.
Healthcare managers must be able to manage change, even though it may be complicated. Being able to manage change can be difficult but all involved must be able to adapt, and it is the job of the manager to inform employees as well as constituents and help them to understand why the change is a necessity and their roles even though it may be difficult.
The two examples of successful change I have chosen are Change as Opportunity: Y2K and A Study in Proactive Change: Electronic Health Records. The trn of the year 2.
4th Grade Science-A Discussion of how Students Learn to Self Assess.docxdomenicacullison
4th Grade Science-A Discussion of how Students' Learn to Self Assess Science
For this assignment, candidate will work alone to research and observe selected videos in their discipline (area of study). Candidate will observe a total of 5 hours of videos.
Candidates will provide a written analysis and/or reflection that responds to the video and selected writing prompt.
.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
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.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
21 Defense AT&L March-April 2007Turk is an independent ma.docx
1. 21 Defense AT&L: March-April 2007
Turk is an independent management consultant. He is a retired
Air Force lieutenant colonel and defense contractor. He has
supported information
technology projects, policy development and strategic planning
projects for DoD, other federal agencies, and non-profit
organizations. He is a frequent
contributor to Defense AT&L.
M A N A G E M E N T
The Art of Managing Up
Wayne Turk
A
bout 45 years ago, a satirical play (later a movie)
called How to Succeed in Business Without Re-
ally Trying opened on Broadway. It offered a
method of moving up in the executive suite that
included a little murder and a lot of mishap.
There are better ways (even if you do have a boss you’ve
fantasized about murdering). One of those methods is
managing up. According to Thomas Zuber and Erika James,
“managing up is the process of consciously working with
your boss to obtain the best possible results for you, your
boss, and your organization. This is not political maneu-
vering or kissing up. Rather, it is a deliberate effort to bring
understanding and cooperation to a relationship between
individuals who often have different perspectives.”
2. Management or Manipulation?
Managing up or managing the boss sounds good in the-
ory, but isn’t it just another term for manipulating the
boss or being the boss’s toady? No! Managing the boss is
a way to have a win-win-win situation where everyone,
including the organization and project, wins. Failure to
manage the boss can result in misunderstandings about
expectations and cause wasted time and effort on tasks
not in line with organizational goals or the project’s needs.
And looking at it from a purely self-serving perspective,
career progress rarely happens if you don’t manage your
boss successfully.
Team member, project manager, or program manager—
you have a boss, or in most cases, multiple bosses. You
have to worry about those bosses and their needs. Hav-
ing more than one boss makes work more difficult be-
cause you have to consider the needs or preferences of
each of them. But it’s still doable.
If you are a manager at any level, you have to think about
managing both up and down. Some managers pay at-
tention to managing either their own bosses or those peo-
ple who report to them. It is the managers who only man-
age up who give managing the boss a less-than-stellar
reputation. They appear to be the suck-ups or toadies;
subordinates assume they don’t care about them and
may withhold their respect or slack off in their work. On
the other hand, the ones who only manage down can’t
advocate for their team or gain buy-ins for the project’s
endeavors from those up the chain. Successful managers
pay attention to managing both directions and commu-
nicating with their peers.
In this article, I will deal with managing up. If you are cu-
3. rious about successfully managing down, see “10 Rules
for Success as a Manager” (Defense AT&L, August-Sep-
tember 2004).
Guidelines for Managing Up
Communicate. And make sure the communication is two-
way. Most of the guidelines in this article are related to
communication. Good communications skills are the basis
for being able to succeed in almost every situation. Com-
munication with the boss can be verbal or written. Some
bosses are readers, meaning they prefer to receive infor-
mation in written form. Others are listeners, meaning
they prefer to get their information verbally. In DoD, get-
ting information to your boss may be a briefing from you
to him (and others). Listeners need to hear the informa-
tion first, then they can consume a written version. Read-
ers want the story on paper first so that they have some
time to digest and understand the issue before meeting
to discuss it. If you want your ideas to be heard, under-
stood, and acted upon, make it easy for your boss by
communicating in the manner with which he is most
comfortable. You’ll be meeting your boss’s needs as well
as your own. But make sure that the communication is
two-way. You have to understand the boss’s wants and
decisions. Listen and ask questions if you aren’t sure.
Then it is a good idea to feed it back to confirm that you
got it right.
No surprises—don’t surprise the boss. Even good sur-
prises can backfire on you. Most readers can cite exam-
ples of bringing the boss what they thought was good
news, only to find out later that it that it wasn’t so good
after all. Let her know what is happening with the pro-
4. ject on a regular basis so that she can brief her boss. It
may be a quick meeting in her office; a daily, weekly, or
monthly e-mail; or some other exchange. Full-blown in-
terim progress reports (formal meetings to discuss the
project status) on a regular schedule can help make sure
that neither of you is surprised.
Provide solutions, not problems. There are going to be
problems with your project. Every project has them. But
when you let your boss know about those problems, give
him your proposed solution(s). That shows him that you
have thought the situations through. There are supervi-
sors who seem to want to hear only good news; they don’t
want to hear about problems. Those bosses represent a
particular challenge. It is up to you to help your boss face
problems head on with courage and innovation. For the
good of the project and the organization, you must com-
municate problems and failures with the successes, but
do so delicately and appropriately. That’s when provid-
ing him proposed solutions to the problems can really
pay off.
Be honest and trustworthy. Dishonesty, covering up prob-
lems or failures, and trying to sweep things under the rug
will only hurt you and the project in the long run. The
truth will come out eventually. Bad news doesn’t get any
better with age. A key element in managing your boss is
building trust by being trustworthy. Most people are de-
pendable, hardworking, and have a desire to do a good
job, but because of misunderstandings or mismatched
priorities, some end up inappropriately labeled as prob-
lem children. To avoid that label, maintain your honesty
and dependability. One way of doing this is honoring
commitments, project schedules, constraints, and sus-
penses. The best way is just honest and forthright com-
munication.
5. Defense AT&L: March-April 2007 22
Be loyal and committed. She’s your boss and you owe
her your loyalty and commitment, and she owes you her
support. If you don’t do your part, chances are that she
won’t do hers. And that’s bad for you and the project.
Understand your boss’s perspective and agenda. That
way, you can align your priorities with your boss’s prior-
ities. Put yourself in his shoes. While many people think
that they have an understanding of their boss’s goals and
pressures, they don’t always understand the strengths,
weaknesses, aspirations, and work styles of their super-
visors, or the pressures and constraints on them. Exploring
these will help you identify commonalities you never
knew existed and gain a little insight on how to better in-
teract effectively with your boss.
Understand your boss’s preferences and try to conform
to them. If she wants a daily report on what has been ac-
complished, give it to her. If she wants the big picture and
not the details, give it to her that way. If she wants some-
thing in a specific format, give it to her. That doesn’t mean
that you can’t try to show her a better way, but remem-
ber to use tact and diplomacy. If you get crosswise with
your boss, even over something minor, you may never
be able to undo the damage.
One of the worst mistakes you can make is to assume
you know what your boss expects. Many bosses don’t
spell out their expectations, and the burden of discovery
falls to you. If he doesn’t give you the information that
you need, initiate one or a series of informal discussions
on “our” objectives. This can help your boss clarify and
communicate his ideas, plans, and needs to you; and it
6. gives you the chance to communicate your own ideas as
well. Together, set realistic expectations that you both
agree on. They include expectations on schedule, costs,
and the final product. The emphasis is on “realistic.” Don’t
set expectations too high or you will ruin your credibility
when they are not met. Don’t intentionally set them low.
That won’t help you either.
Understand your own management style and take re-
sponsibility for its effect on others. Developing an effec-
tive working relationship with your boss requires that you
understand yourself and your management style. Rec-
ognize your own strengths, weaknesses, goals, and per-
sonal needs; how you respond to being managed; and
how others respond to you. Be aware of the effect that
you have on others and their reaction to you, especially
those under you. If you don’t, you could be in for a sur-
prise when you meet with the boss, especially at appraisal
time. She probably talks with some of your people and
has an idea of their reactions to you.
Depend on your boss’s strengths and use them. You need
to determine his strengths. Whether those strengths are
communication, seeing the big picture, resource man-
agement, new ideas, or something else, go to your boss
for his expertise. Get him to use his particular skills for
the project. Remember, though, that time is a precious
commodity for most managers. Effectively managing
your boss requires that you respect his time. Every re-
quest made of the boss uses up his time and resources,
so make sure your requests are necessary. Use his
strengths, but if you can do it yourself, don’t waste his
time.
7. Recognize your boss’s weaknesses and compensate for
them. She is not going to be good at everything. It is up
to you to figure out where she’s weak and provide your
support in those areas. You might just want to intention-
ally try doing something to make life easier for your boss.
Maybe you can build the slides for her briefings, track the
finances, monitor the schedule, or provide the support
that she needs in some area. Perhaps your boss will spend
that extra time or effort that you saved her to advocate
for your project’s needs.
Be aware of your manager’s hot buttons and pet peeves.
Is it being late to meetings or not contributing, sloppy
memos or e-mails, swearing, a loud radio? Sounds obvi-
ous, but whatever they are, consider them land mines to
be avoided. Ignoring them (or not understanding them)
can sour your relationship with the boss. And that can
mean an unsuccessful project because you didn’t get the
support that you needed—or worst case, it can be career
suicide for you.
Request feedback—and learn to accept it. Request peri-
odic feedback if you aren’t getting it. Don’t wait for the
annual appraisal to find out the boss’s opinion of you and
your work. If you get bad feedback, discuss your con-
cerns, but do it on a mature level, not emotionally or con-
frontationally. As in a marriage, the best approach is non-
adversarial. Listen to what he says and try to act on it.
23 Defense AT&L: March-April 2007
The author welcomes comments and questions. Con-
tact him at [email protected] or [email protected]
sussconsulting.com.
8. Don’t go over the boss’s head or behind her back. That
is not the way to manage up and can permanently ruin
the relationship with the boss. Go to her first. If it is some-
thing very serious and she does nothing, you might have
to go over her head. In some cases she may be the seri-
ous problem and you can’t confront her. But going over
her head should be a last resort only if:
• Your project is on the line, and there is an urgent prob-
lem that your manager continues to ignore
• Your boss is doing something illegal
• Your boss has a serious physical illness, mental illness,
or substance abuse problem that you are aware of
• Your boss is doing something (e.g., sexual harassment
or contracting irregularities) that could lead to a lawsuit
and/or bad publicity.
In such cases, be very careful to keep the information
highly confidential, discussing it with only anyone who
needs to know. Document your conversation with that
person in an e-mail or memo for the record, and save a
copy for yourself. And always remember to tread care-
fully. You could be mistaken.
Managing Up: An Essential Tool
“[Managing up] sounds simple, but managers, and every-
one else, need to learn this basic concept,” says Richard
L. Knowdell, author of Building a Career Development Pro-
gram: Nine Steps for Effective Implementation. “If we want
someone to understand what we have to say, we must
learn to speak their language, rather than expect them to
learn ours.” By learning your boss’s “language” you can
accomplish what you need, help the boss succeed, and
make the project and the organization a success.
9. Adam Khan says in Self Help Stuff That Works, that the
way to manage up is to treat your boss like your liege
lord. He says that by making that your attitude, it changes
the whole environment. “Your attitude toward a person
creates that person. Interact with someone with a chip
on your shoulder and the person will usually respond de-
fensively. Approach someone with friendliness and co-
operation and the person is likely to respond in kind. We
play a part in creating the way someone treats us.” Ex-
cellent advice.
Too many people perceive that managing up is brown-
nosing or trying to curry favor with the boss. They con-
sider it manipulative. But it’s not. Being rebellious or ad-
versarial, or stonewalling the boss won’t get you or your
project anywhere. Managing up is one of the tools to en-
gender success.
SafaricomRubric for Case Notes:Safaricom: Innovative Telecom
Solution
s to Empower KenyansWeek 3 Scoring Criteria for Levels of
Performance Skill Development Case Analysis
TasksLearning Outcomes Concepts and
Analytical ToolsBelow Expectations: Shows no
evidence of or significant gaps in understandingMeets
Expectations: Demonstrates acceptable level of
understanding and competencyExceeds Expectations:
10. Demonstrates high level of understanding and competency and
makes relevant contributionsScore - 100 pointsEarned
ScoreDCBB+A-ASituation AnalysisReview and synthesize facts
of the caseDiscussion of general environment (use PESTEL
Model)Analysis excludes some of the relevant segments in the
general environment that have an impact on the company's
strategy selection.Analysis includes significant segments in the
general environment that have an impact on the company's
strategy selection.Analysis thoroughly describes the relevant
segments in the general environment that have an impact on the
company's strategy selection.30Demonstrate command of
relevant concepts and analytical tools applicable to the
caseDiscussion of the competitive environment and identify
competitors. (Use Porter's 5 forces Model)Analysis is an
insufficient comparison of the industry's major competitors
and/or exposure of the threats posed by Safaricom's rivals. 3 or
less of the industry forces were identified. 2 or less primary
competitors were identified and summarized.Analysis is a
sufficient comparison of the industry's major competitors and
expose of the threats posed by Safaricom's rivals. 4 or more of
the industry forces were identified. 3 or more primary
competitors were identified and summarized.Analysis is a
strong comparison of the industry's major competitors and
expose of the threats posed by Safaricom's rivals. All 5 of the
industry forces were identified. 4 or more primary competitors
11. were identified and summarized.30Evaluate and discuss the
organization's current situation or existing industry
conditionsAnalyze the external forces and determine 5 threats
and 5 opportunities.Identified 3 or less threats and 3 or less
opportunitiesCorrectly identified 4 or more threats and 4 or
more opportunitiesCorrectly identified 5 or more threats and 5
or more opportunities and provided a succinct explanation for
each.10Identify conclusions that can be drawn from the
analysisDescribe the firm's next move in terms of growth and
expansion and make recommendationsAnalysis provides limited
or no recommendations for growth and expansion.Anaysis
describes at least 3 significant components of Safaricom's
competitive advantage and makes at least 2 recommendations
for growth.Anaysis describes at least 3 or more significant
components of Safaricom's competitive advantage and makes at
least 3 recommendations for growth.10Deliver analysis,
conclusions and recommendations in a well-written analysis
paperUses written report to communicate assessment and
proposed business strategyFair to poor writing skills used to
discuss the case analysis topics. Numerous errors in grammar
usage, spelling, punctuation and sentence/paragraph structure
that are significantly distracting for the reader. Good writing
skills used to discuss the case analysis topics. Some errors in
grammar usage, spelling, punctuation and sentence/paragraph
structure - but not significantly distracting Excellent writing
12. skills used to discuss the case analysis topics. Few to no errors
in grammar usage, spelling, punctuation and sentence/paragraph
structure20Evaluator Comments
Weight
1
http://humanresources.about.com/od/workrelationships/a/boss_r
elations.htm
How to Get Along With Your Boss
By Susan M. Heathfield
At one point or another in your career, you will report to a
manager, the person you fondly - or
not - call boss. The relationships that you create and manage,
with both your immediate boss,
and other company employees, are critical for your work
success and career progress.
13. And, face it, whether you like it or not, you're in charge of your
relationship with your boss. No
one will ever share as much concern as you do that the quality
of the relationship helps you
achieve your goals. At the same time, your boss has information
that you need to succeed. He
can't do his job or accomplish his goals without your help.
So, your manager shares a critical interdependence with you. If
you don't accomplish your work,
your manager will never shine for his or her overall
responsibilities. You won't progress without
the information, perspective, experience, and support of your
manager.
Despite knowing this, managers do come in every size and with
all possible levels of skill and
effectiveness. Some managers are just plain bad bosses; others
14. are unaware of what you need
from them. Managing up is challenging, but ultimately, worth
your time.
How to Develop an Effective Relationship With Your Boss
These steps will help you develop a positive, ongoing,
supportive relationship with your boss - a
relationship that serves you well, your manager well, and, as a
consequence, your organization
well.
relationship with your boss.
Relationships are based on trust.
Do what you say you'll do. Keep timeline commitments. Never
blind side your manager
with surprises that you could have predicted or prevented. Keep
her informed about your
15. projects and interactions with the rest of the organization.
Tell the boss when you've made an error or one of your
reporting staff has made a
mistake. Cover-ups don't contribute to an effective relationship.
Lies or efforts to mislead
always result in further stress for you as you worry about
getting "caught" or somehow
slipping up in the consistency of your story. Communicate daily
or weekly to build the
relationship.
Get to know your manager as a person - she is one, after all.
She shares the human
experience, just as you do, with all of its joys and sorrows.
17. how can your contribution
mitigate these concerns?
Understand your boss's goals and priorities. Place emphasis in
your work to match her
priorities. Think in terms of the overall success of your
department and company, not just
about your more narrow world at work.
ust
about every boss has both
good points and bad. When you're negative about your boss, the
tendency is to focus on
his worst traits and failings. This is neither positive for your
work happiness nor your
prospects for success in your organization.
18. Instead, compliment your boss on something he does well.
Provide positive recognition
for contributions to your success. Make your boss feel valued.
Isn't this what you want
from him for you?
change,
but the person who shows up
to work every day has taken years and years of effort on her
part to create. And, who your
boss is has worked for her in the past and reinforced her actions
and beliefs.
Instead of trying to change your boss, focus instead, on trying
to understand your
boss's work style. Identify what she values in an employee.
Does she like frequent
19. communication, autonomous employees, requests in writing in
advance of meeting, or
informal conversation as you pass in the hallway. Your boss's
preferences are important
and the better you understand them, the better you will work
with her.
a helpful approach to
communicate more effectively with him. There are times when
you don't want to
introduce new ideas; if he is preoccupied with making this
month's numbers, your idea
for a six month improvement may not be timely.
Problems at home or a relative in failing health affect each of
your workplace behaviors
20. and openness to an improvement discussion. Additionally, if
your boss regularly reacts in
the same way to similar ideas, explore what he fundamentally
likes or dislikes about your
proposals.
feel
like it, your boss has much
to teach you. Appreciate that she was promoted because your
organization found aspects
of her work, actions, and/or management style worthwhile.
Promotions are usually the result of effective work and
successful contributions. So, ask
questions to learn and listen more than you speak to develop an
effective relationship
22. space in your conversation for him to praise and thank you.
ast, a weekly
meeting during which you are
prepared with a list of what you need and your questions. This
allows him to accomplish
work without regular interruption.
your boss's and the
company's overarching goals. When making proposals to your
boss, try to see the larger
picture. There are many reasons why your suggestion may not
be adopted: resources,
time, goals, and vision. Maintain strict confidentiality.
ip with your boss you will sometimes
23. disagree and occasionally
experience an emotional reaction. Don't hold grudges. Don't
make threats about
leaving. Disagreement is fine; discord is not. Get over it. You
need to come to terms with
the fact that your boss has more authority and power than you
do. You are unlikely to
always get your way.
Use these tips to build a powerfully effective relationship with
your boss.
http://humanresources.about.com/cs/communication/ht/Feedbac
kimpact.htm
http://humanresources.about.com/od/coachingmentoring/a/coach
ing.htm
http://humanresources.about.com/od/glossaryv/g/Vision.htm
24. 4
https://www.linkedin.com/pulse/article/20141012174620-
22475569-when-how-to-disagree-with-the-boss?trk=tod-home-
art-list-small_2
When & How to Disagree With the Boss
Oct 12 2014
Paul Glover; Co-Founder at DICE-T
One of the frequent questions I’m asked by the
managers/leaders I coach is “How do I
effectively disagree with my boss?” Knowing how to disagree
with your boss, and not commit
career suicide, is an essential skill set and falls under the
category of learning to “manage up.”
While most managers/leaders are able to manage down – at least
a majority of the time- being
25. able to effectively “manage up” is a much more difficult for the
obvious reason: the boss not
only has significant control over the day to day operation and
can make a subordinate’s work life
miserable but they also exercise considerable influence over a
subordinate’s future with the
company. Therefore, -duh- making the boss an enemy is never a
good career move.
However, with that said, it is a manager’s/leader’s obligation, to
both their boss and the
organization, to have a well thought out opinion about
situations/issues/problems, that is
supported by facts and gut instinct, and then to timely and
effectively express that opinion to
their boss – even if it is not the opinion held by the boss.
Failing to do this is a disservice to the
boss, whose opinion might be changed if they heard a well
26. thought out and appropriately
expressed different point of view, and a failure to properly
represent the organization that gives
them a paycheck. So, my counsel is: once your opinion has been
formulated you should not
change that opinion or be reluctant to express it just because the
boss disagrees or may not like it.
However, how you deliver your opinion is paramount to having
your opinion heard without
having potentially toxic fallout. So, before you inadvertently
commit career suicide, consider
these Rules for disagreeing with the Boss and surviving the
experience:
1. Never disrespect your Boss! Regardless of how vehemently
you disagree with your
Boss, always treat him/her with the respect due them as a
person and as the person
27. holding the position of authority and responsibility. Conversely,
you are entitled to that
same degree of respect from your Boss.
2. Never disagree with your Boss in public! Unless you want to
get fired. Or your
judgment is so impaired you should get fired!
3. Express your disagreement directly to your Boss! When you
disagree with the Boss,
immediately take that disagreement directly to the Boss. Don’t
express your disagreement
with your Boss to your team or co-workers. This behavior
serves no legitimate purpose
because: 1. Only the Boss can change his/her opinion, 2. The
person you are complaining
to may tell the Boss you are complaining about them, and 3.
Your complaining will erode
the team’s morale.
28. 4. Choose the right time to disagree with the Boss! We all react
with varying degrees of
defensiveness when facing disagreement. And the higher the
stress level at the time of the
disagreement, the less likely the reasons for the disagreement
will be properly heard.
Disagreeing with your Boss in the middle of a presentation or
client meeting serves no
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purpose since the Boss will seldom react in a positive manner.
Disagree only when there
is an opportunity for you to talk to the Boss about the basis for
the disagreement.
29. 5. Don’t make the disagreement personal! Make the
disagreement about the Boss and you
vs. the problem and not the Boss vs. you. Be professional,
objective, constructive and -
above all - respectful as you express the reason for disagreeing.
And offer alternative
solutions along with the disagreement.
6. Be sure the Boss can handle your disagreement! Some Bosses
don’t want any
opposition or disagreement, regardless of how poorly they are
managing a situation. If
the seriousness of the situation warrants it, go to your Boss’s
Boss to raise the issue that
provides the basis for your disagreement. Remember, you
ultimately owe your allegiance
to the organization and not your Boss. Nobody above your
Boss? Or nobody above your
Boss who will listen? See Rule # 7 below.
30. 7. It may be time to leave! If you follow these Rules and are not
heard, it may be time to
quit working for your Boss.
Any other advice for disagreeing with your Boss and living to
tell about it?