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2 Development of a Diversity Training Program: Assignment 3 by Diversity Dynamics Nova Southeastern University November 30, 2017 OUTLINE – DIVERSITY TRAINING PROGRAM PURPOSE: To create a diversity training program for the organization to create awareness of the various areas associated with diversity. I. INTRODUCTION A. Overview of UPS as a global organization. 1. The state of affairs of diversity in UPS (United Parcel Service of America, Inc., 2016). 2. Pose the question as to whether or not diversity is in company’s culture by gauging workforce inclusiveness. II. SWOT ANALYSIS A. The strength of UPS is its vast operational networks globally with 440,000 employees in 220 countries (United Parcel Service of America, Inc. 2016). B. The inherent diversity weaknesses of being the oldest and largest company in the transportation industry (Jackson, Joshi & Erhardt, 2003). C. Advancement in technology and customers confidence in on-line purchases brought about global market opportunities and growth (Anselmo, 2017). D. The threat that Amazon poses to UPS current infrastructure forces the shift in paradigm regarding the dominance of robotics in place of humans in order to stay competitive. III. LITERATURE REVIEW ON DIVERSITY AND TRAINING PROGRAMS A. Criteria needed to a successful diversity training program. 1. Diversity needs to be a company objective embraced by leaders within the organization that starts with the CEO and filters down to the front line supervisors (Chin & Trimble, 2015). 2. Formal assessment is critical in understanding the company’s current state regarding diversity (Fujimoto & Charmine, 2017). 3. The role of diversity council in getting employee feedback on any initiatives that are created to enhance inclusiveness across the organization (Gibbons-Kunka, 2015). B. Training Programs: 1. Semiannual trainings on diversity promote consistency in understanding the importance of diversity in an organization (Peretz, Levi & Fried, 2015). 2. Training can only be effective if diversity goals are supported by organizational system and operational practices (Gündemir, Dovidio, Homan & De Dreu, 2017). 3. Measurement and evaluation of strategic plan provides feedback mechanism for continuous improvement with long term impact. IV. RECOMMENDATION AND CONCLUSION A. Diversity is best manage when systems audit for organizational diversity are in place to gauge outcomes of the initiatives (Jansen, Otten, & van der Zee, 2015). B. The elements to measure are the Composition of the workforce, Core products, and Climate of the organization (Chin & Trimble, 2015). C. Training programs must include all employees of the organization (Ng & Sears, 2010). D. Relevancy of the training programs to today’s generation. E. Establishment of diverse work groups across the geographic presence of the organization (Stern, 2010). F. Maintain alertness to the dynamics of organization composition based on heterogeneit ...
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Due Date 08012020Time 6 pm Darwin TimeWords 350 – 400 eac.docx
Due Date: 08/01/2020
Time: 6 pm Darwin Time
Words: 350 – 400 each (excluding references)
References: APA 6th edition (minimum 2 references)
Question 1 (350-400 words): Explain the concept of organisational learning based on the frameworks and theories provided by Garvin et al. (2008) and, Popper and Liphitz (2000). Comment on your placement host agency’s (Food Bank NT) organisational learning and include recommendations regarding areas for improvement.
Set and recommended readings for question 1:
· Garvin, D., Edmonson, A., Gino, F. (2008). Is Yours a Learning Organization?
Harvard Business Review, 83(3), 109-116. LINK
· Popper, M. & Liphitz, R. (2000). Organizational Learning: Mechanisms, Culture, and Feasibility. Management Learning, 31(2), 181-196. LINK
Example answer for question 1 by another student (please do not copy & paste or paraphrase from here):
The concept of organisational learning is based on several factors and practices for improvement. With the tougher competition, the technology-based value and customer preferences are there to help the company adopting faster (Garvin, Edmonson & Gino, 2008). It is incorporated to achieve the idea by building a learning capability and organisation that benefits the company. It helps to be enforced with the view and evaluating the organisational ideal deal. The performance is assessed and evidenced to reach the strategic goal for concentrated at establishing the culture. It evaluates for establishing the performance and cultural fact that benefits the organisation by diagnosing organisational deal. Learning based framework has a manner of articulation with the clear vision and right incentives that confirms mounting force and the publication to transfer the knowledge and cultivated tolerance. Foodbank NT can assist the considerable expansion with the organisational learning and development. It implements and requires a culture that consists of commitment to learning transparency, knowledge and accountability (Popper & Liphitz, 2000). It involves true leadership, commitment and professionalism for learning mechanisms within the culture. Accountability and orientation have a high level of commitment and mechanism factor that the Foodbank NT can implement to manage and contribute in evolving and claiming the progression accurately with others. There are different sources to build for the manager as well as the employees regarding the support learning, process leadership, retention and others.
It is utilised to develop and transfer the source of competitive advantage that results in the leadership comparison to integrate systematic learning practice and poor code measurement. Foodbank NT can be recommended to improve the leadership style they follow. It is included to develop the comparative performance with critical scorecard in a certain area of learning behaviour (Garvin, Edmonson & Gino, 2008). The analysis is included for being productive and diagnosed to foster learning. They need to de ...
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied p
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
Write a minimum of 200 words response to each post below- Reference mi.docx
Write a minimum of 200 words response to each post below. Reference minimum of 2 articles per post.
You will see the original post, which the two posts below responded to, and you will respond to the response posts 1 and 2.
Original question:
Analyze how the effectiveness of global leadership development is evaluated in your organization or one you’ve worked for in the past. Provide recommendations based on our readings and your own research.
Post 1
For the week five discussion board, I focused on the National Institutes of Health (NIH), mainly because I found a really interesting, and concise, step-by-step guide for succession planning. This guide also included at table, or a 9-box approach, that indicated the criticality and vulnerability of positions. The NIH Human Resource Department has a very informative and thorough website, which I hoped would provide information on how it, as a group of institutions, measured the effectiveness of their leadership development programs. I’ve learned that they export, or sell, these leadership courses to medical practitioners globally, which may be one of the reasons they do not have as much information on assessing the value of leadership development programs as I would have hoped.
Much like Kristine, I thought I’d look into how we can describe and assess programs and then I can bring it back to the limited information I’ve found on the NIH. I liked how one of our readings this week in the context of measuring the effectiveness of a leadership development program as it relates to the costs and investment in a person or position. In the conclusions by Edwards & Turnbull (2013), their approach requires both a macro and micro view of interconnections and networks that exist and the extent in which they’ve been influenced. Additionally, in an article I found, the link between measuring the return on investment with leadership development was assessed. In many cases, there wasn’t enough tailoring of leadership programs to the business needs of an organization or company, which can make for less productive outcomes as well as difficulty in measuring the effectiveness (MeInert, 2018). In another example, a blog from the Harvard Business Learning, focus should be on the impact of a program, not the “proof†that a leadership development program was successful (Clark, 2018). In both of these complementary examples, the authors stressed the length of time needed to allow leadership to begin synthesizing materials and examples into their operational approach, a minimum of nine months was recommended as an adequate period of time (Meinert, 2018). Other, maybe more traditional Human Resources tools were also recommended, such as 360 degree reviews, measurement of output, time, and quality, as well as reporting on the perceived tangible and intangible benefits of the leadership training or development programs (Meinert, 2018). From our text this week, Mendenhall & Reiche (2018), the u.
Organizational culture and performance of higher educational institutions the...
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Recommended
Cultural Diversity among the Employees and its Effect in Organizational Climate
Cultural diversity is a group of diverse individuals from different cultures or societies. The study is conducted to explore how manage workforce diversity and its consequences to the company’s existence as well as examine how companies’ deal with challenges that comes with employees from diverse cultural backgrounds. The study describe diversity challenges that can affect the working climate and conflict between the employees through the diversity .The result shows that cultural diversity plays an effective role in some companies however inadequate mentoring and guidance could cause a company low productivity. For this reason there is must be regular improvement in ways to effectively manage a cultural diverse in workforce as the world keeps advancing.
The Impact Of Compansation Systemand Career Planning On Organizational Commit...
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
Effect of Knowledge Management Strategies and Innovation on Organizational Pe...
The purpose of this study is about the influence of knowledge management strategies and
innovation can enhance organizational performance. This research was conducted on the electrical railroad
(KRL), a land transportation mode operated by PT. KCJ (Commuter KAI Jabodetabek) Indonesia. The variables
of study are operated by the dimensions of knowledge management strategy (codification and personalization),
innovation (process and product) and organizational performance by using balanced scorecard indicators,
namely financial perspective, customer perspective, internal business process perspective, and learning and
growth process perspective. Analysis Data were used SEM-PLS with vadility test and reliability test and
hypotheses tested using path coefficients. The results of the study shown that knowledge management strategies
influence to innovation on organizational performance on PT. Commuter Line (Jabodetabek) Indonesia.
Due Date 08012020Time 6 pm Darwin TimeWords 350 – 400 eac.docx
Due Date: 08/01/2020
Time: 6 pm Darwin Time
Words: 350 – 400 each (excluding references)
References: APA 6th edition (minimum 2 references)
Question 1 (350-400 words): Explain the concept of organisational learning based on the frameworks and theories provided by Garvin et al. (2008) and, Popper and Liphitz (2000). Comment on your placement host agency’s (Food Bank NT) organisational learning and include recommendations regarding areas for improvement.
Set and recommended readings for question 1:
· Garvin, D., Edmonson, A., Gino, F. (2008). Is Yours a Learning Organization?
Harvard Business Review, 83(3), 109-116. LINK
· Popper, M. & Liphitz, R. (2000). Organizational Learning: Mechanisms, Culture, and Feasibility. Management Learning, 31(2), 181-196. LINK
Example answer for question 1 by another student (please do not copy & paste or paraphrase from here):
The concept of organisational learning is based on several factors and practices for improvement. With the tougher competition, the technology-based value and customer preferences are there to help the company adopting faster (Garvin, Edmonson & Gino, 2008). It is incorporated to achieve the idea by building a learning capability and organisation that benefits the company. It helps to be enforced with the view and evaluating the organisational ideal deal. The performance is assessed and evidenced to reach the strategic goal for concentrated at establishing the culture. It evaluates for establishing the performance and cultural fact that benefits the organisation by diagnosing organisational deal. Learning based framework has a manner of articulation with the clear vision and right incentives that confirms mounting force and the publication to transfer the knowledge and cultivated tolerance. Foodbank NT can assist the considerable expansion with the organisational learning and development. It implements and requires a culture that consists of commitment to learning transparency, knowledge and accountability (Popper & Liphitz, 2000). It involves true leadership, commitment and professionalism for learning mechanisms within the culture. Accountability and orientation have a high level of commitment and mechanism factor that the Foodbank NT can implement to manage and contribute in evolving and claiming the progression accurately with others. There are different sources to build for the manager as well as the employees regarding the support learning, process leadership, retention and others.
It is utilised to develop and transfer the source of competitive advantage that results in the leadership comparison to integrate systematic learning practice and poor code measurement. Foodbank NT can be recommended to improve the leadership style they follow. It is included to develop the comparative performance with critical scorecard in a certain area of learning behaviour (Garvin, Edmonson & Gino, 2008). The analysis is included for being productive and diagnosed to foster learning. They need to de ...
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied p
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
Write a minimum of 200 words response to each post below- Reference mi.docx
Write a minimum of 200 words response to each post below. Reference minimum of 2 articles per post.
You will see the original post, which the two posts below responded to, and you will respond to the response posts 1 and 2.
Original question:
Analyze how the effectiveness of global leadership development is evaluated in your organization or one you’ve worked for in the past. Provide recommendations based on our readings and your own research.
Post 1
For the week five discussion board, I focused on the National Institutes of Health (NIH), mainly because I found a really interesting, and concise, step-by-step guide for succession planning. This guide also included at table, or a 9-box approach, that indicated the criticality and vulnerability of positions. The NIH Human Resource Department has a very informative and thorough website, which I hoped would provide information on how it, as a group of institutions, measured the effectiveness of their leadership development programs. I’ve learned that they export, or sell, these leadership courses to medical practitioners globally, which may be one of the reasons they do not have as much information on assessing the value of leadership development programs as I would have hoped.
Much like Kristine, I thought I’d look into how we can describe and assess programs and then I can bring it back to the limited information I’ve found on the NIH. I liked how one of our readings this week in the context of measuring the effectiveness of a leadership development program as it relates to the costs and investment in a person or position. In the conclusions by Edwards & Turnbull (2013), their approach requires both a macro and micro view of interconnections and networks that exist and the extent in which they’ve been influenced. Additionally, in an article I found, the link between measuring the return on investment with leadership development was assessed. In many cases, there wasn’t enough tailoring of leadership programs to the business needs of an organization or company, which can make for less productive outcomes as well as difficulty in measuring the effectiveness (MeInert, 2018). In another example, a blog from the Harvard Business Learning, focus should be on the impact of a program, not the “proof†that a leadership development program was successful (Clark, 2018). In both of these complementary examples, the authors stressed the length of time needed to allow leadership to begin synthesizing materials and examples into their operational approach, a minimum of nine months was recommended as an adequate period of time (Meinert, 2018). Other, maybe more traditional Human Resources tools were also recommended, such as 360 degree reviews, measurement of output, time, and quality, as well as reporting on the perceived tangible and intangible benefits of the leadership training or development programs (Meinert, 2018). From our text this week, Mendenhall & Reiche (2018), the u.
Organizational culture and performance of higher educational institutions the...
International peer-reviewed academic journals call for papers, http://www.iiste.org
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Organizational citizenship behavior (OCB) has attracted so much attention of managers and scholars, but many aspects of this have not been studied yet. To fill this gap this study, we has applied three elements of employee's performance toward organization; knowledge sharing and job attitude as significant antecedents of OCB in an organization. The results have mentioned that employee's attitude toward organization and employee's knowledge sharing are antecedents of OCB. The managers who seek good soldiers in their organization can improve citizenship behaviors by scattering positive attitudes; provide good knowledge sharing ability and engaging employees. The results showed that job attitudes related to insignificantly on knowledge sharing behavior and significantly on OCB. It was caused by the facilitators had a job satisfaction to implicate their ability or skill so that they had a scared on exchange to the role or positions with the other people.
Learning transfer in leadership programs.docx
Understand the importance of leadership development initiatives in corporate environments. It is not enough to evaluate our programs using formative and summative evaluations or implementing the Kirkpatrick evaluation model to gain insights into how participants implement the knowledge or skills after training. We must understand how to design a program that has elements that will promote transfer before, during, and after the program. This paper will examine the impact of learning transfer and the models used to understand better how to achieve this. Afterward, a deep dive will be done into the relationship between learning transfer and leadership development and what elements can be incorporated before, during, and after the programs that can impact transfer.
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Please post a scholarly reply that are a minimum of 200 words each-The.docx
Please post a
scholarly reply
that are a minimum of
200
words each.
There are 3 different posts below. Read and come up with
minimum 200
words, scholarly written to each of them.
It is
NOT
required that every question or point be analyzed; more focused discussions on one or more central points are encouraged.
Post 1
Article Topic:
The Role of Succession Planning, and Leadership Development in Business Continuity and Global Expansion of Family-Owned Businesses in Nigeria
Purpose:
1. The purpose of this study is to explore to what extent leadership succession planning would be helpful in ensuring the continuity of family firms in Southeast Nigeria. The study would also determine how such leadership succession planning would ensure global competitiveness and expansion of these businesses. This writeup will explore current leadership succession practices in the Nigerian business environment to detect series of gaps in leadership development and succession planning. Despite these failures, this study will seek to identify how successful leadership development processes resulted in successful transition, growth, and expansion of their businesses.
a. Is leadership succession planning helpful in ensuring the continuity of family businesses?
b. Would leadership succession planning guarantee the survival of family-owned businesses in Nigeria?
1. Ample evidence worldwide discloses that less than one third of the family firm population seems to succeed in managing an effective succession process and reaching intergenerational transition (Umans, Lybaert, Steijvers, & Voordeckers, 2021). The purpose of this study is to establish the veracity of this claim by studying if family firms in Southeastern Nigeria, are collapsing because they lack leadership succession planning process and the different approaches that may remedy the situation.
a. Is successful longevity guaranteed by investing in an effectively implemented leadership succession planning process?
2. The purpose of this study is to examine relationship early identification of a successor, mentorship and the successor’s interest have on successful leadership succession planning process. Onyeukwu & Jekelle (2019) argued that once the successors who share the same interest with the founders are identified earlier enough, and mentored, there will be a successful leadership succession process. This document will try to understand the impact of globalization and training these successors with global leadership competencies will encourage global networking, expansion, and growth.
a. What constitutes the appropriate timing and what kind of mentorship is required for successful global leadership development and succession planning process?
3. The purpose of this study is to investigate if high-quality family and non-family relationships have significant impacts on leadership succession planning in Southeast Nigeria. Umans et al., (2021) by drawing on relational system.
THE IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE IN AN ORGAN...
THE IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE IN AN ORGAN...Research Publish Journals (Publisher)
Abstract: This paper assessed the effect of training and development on employee performance using Bank BIC as
the case study. The study focused on the objectives which sought to assess the effect of training and development
on employee performance at Bank BIC, to determine the training and development practices and purposes at
Bank BIC, and to determine the training and development policy at Bank BIC Namibia. A mixed research method
was used with a sample size of 35 respondents. The study found that the majority (59.09%) of the respondents
agreed that training and development are improving their job performance at the Bank BIC. The majority (50
percent) of the respondents strongly agree that training and development are important for growth at the Bank
BIC. The majority (54.55 percent) of the respondents agree that training and development have improved their
morale. The majority (50 percent) of the respondents on the job training is an efficient tool for learning new skills
and improving current skills. The majority (40.91 percent) of the respondents agree that the training and
development that employees received is relevant to their work. The majority (59.09 percent) of the respondents
indicated that there was no specific training schedule at the Bank BIC. The majority (59.09 percent) of the
respondents indicated that the objective of training and development at the Bank BIC is to improve performance.
The majority (86.36 percent) of the respondents indicated that Bank BIC uses on-the-job training and that the
training and development policy at Bank BIC entails involving all the employees in the training program and
making them aware of the objectives of the training program. The study recommended that Bank BIC's training
and development practices should be reviewed regularly, with an appropriate assessment of the organization's
needs and identification of individuals' skills, knowledge, and educational backgrounds. On the other hand, the
organization creates appropriate training methods for employees based on their abilities and educational
backgrounds. The training and development program should be related to the needs of the employees and should
be matched to the objectives of the organization and the training should be chosen based on a proper need
assessment. This allows the organization to determine whether employees are comfortable with their jobs and
work environments, as well as how they deliver quality serviceRole Of Gsc Os In International Development Presentation (K Jutze August 2009)
Masters Thesis PowerPoint
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This research focuses on the influence of organizational innovation climate, corporate culture, and team synergy on the innovative leadership of sports instructors at a Chinese university. Sample sampling was used to select from the university population using a variety of probability-based random selection methods. The sample size was approximately 50 undergraduate sports instructors per facility, with ten percent of all professors chosen for in-depth interviews in a qualitative research study.
Knowledge management and organizational innovation sjbss
A Publication of Strategic Journal of Business and Social Science
Assessment of Neural Network and Goal Programming on Cross Cultural Management
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise company’s goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
Edd581 indv ar proprosal
Several trainers have been employed by CC's Cosmetology College to conduct "train-the-trainer" diversity training classes for the purpose of building confidence, knowledge, and the skills of those charged with conducting high-impact, relevant, and involved diversity education and training.
The problem is the lack of understanding trainers have regarding workplace diversity and the ability to create an inclusive culture and classroom environment that leads to understanding and implementation of workplace diversity.
A Study of Talent Management Practices and Strategies in the Service Sector
Talent management is a mechanism which involves hiring, assigning, transferring, growth and retaining of employees in the organisation. It is important because it ensures top talent is attracted and effective employee performance, employee’s engagement and retainment of top talent. A thorough review of the work carried out shows that businesses are experiencing a talent shortage in this competitive period, which has placed pressure on them to recruit the best talent and to ensure that workers enter the company and choose to remain in the organization rather than seeking opportunities elsewhere. The importance of the different components of talent management for employees was another unexplored area. Existing research has not been able to resolve the problem of defining the importance of the different talent management elements and the weighting they bear for employees. The problem of employee perception and management perception of the efficacy of talent management activities has also not been discussed, to address this gap the researcher has attempted to study talent management practices in service sector. The author followed a systematic approach to address the research questions, the literature was reviewed, in research methodology, primary data was collected through questionnaire which followed a sampling method accompanied by hypothesis testing which revealed that the effective practices boosts up the efficiency of the employees and performance of the organization too.
Human Resource Development: A Conceptual Exposition
Development of persons to their maximum potential and the conservation of talent is the Human Resource Development (HRD) concept. HRD has been defined as œthe process of increasing the knowledge, skills and the people in society. But today, there is a little awareness of the fact that HRD is a contributing factor for the economic growth of the country. Without qualitative improvement of human resource the possibilities of an improvement in the standard of living of the masses are remote. An organization is known not by concrete and bricks but by the type of its human resource. It is constructed or destroyed by quality and behavior of its people. It has growingly been realized that improvement in manpower in key to both micro and macros developers. Tirumala Rao Guruvu"Human Resource Development: A Conceptual Exposition" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-6 , October 2017, URL: http://www.ijtsrd.com/papers/ijtsrd4614.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/4614/human-resource-development-a-conceptual-exposition/tirumala-rao-guruvu
A Snapshot of the Future— Working, Teaching & Learning
What does the future hold in store for us? And how do we successfully navigate it? Explore the skills and capabilities we will need in the future.
（No Plagiarism） Explain the statement Although many leading organi.docx
（No Plagiarism） Explain the statement: "Although many leading organizations have invested significant resources in developing the culture and routines for this innovation processes, most organizations continue to rely on the efforts of a handful of people and chance. An innovative organization is one that can perfect these routines in addition to creating an innovation culture in the organization that engages people. Five key routines can facilitate its management of the innovation process” (Dooley & O'Sullivan, 2003).
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What made you choose this career path What advice do you hav.docx
What made you choose this career path?
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Is there anything you wish you would have done differently?
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Etcetera, depending on the field and what you’re interested in.
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Please post a scholarly reply that are a minimum of 200 words each-The.docx
Please post a
scholarly reply
that are a minimum of
200
words each.
There are 3 different posts below. Read and come up with
minimum 200
words, scholarly written to each of them.
It is
NOT
required that every question or point be analyzed; more focused discussions on one or more central points are encouraged.
Post 1
Article Topic:
The Role of Succession Planning, and Leadership Development in Business Continuity and Global Expansion of Family-Owned Businesses in Nigeria
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1. The purpose of this study is to explore to what extent leadership succession planning would be helpful in ensuring the continuity of family firms in Southeast Nigeria. The study would also determine how such leadership succession planning would ensure global competitiveness and expansion of these businesses. This writeup will explore current leadership succession practices in the Nigerian business environment to detect series of gaps in leadership development and succession planning. Despite these failures, this study will seek to identify how successful leadership development processes resulted in successful transition, growth, and expansion of their businesses.
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b. Would leadership succession planning guarantee the survival of family-owned businesses in Nigeria?
1. Ample evidence worldwide discloses that less than one third of the family firm population seems to succeed in managing an effective succession process and reaching intergenerational transition (Umans, Lybaert, Steijvers, & Voordeckers, 2021). The purpose of this study is to establish the veracity of this claim by studying if family firms in Southeastern Nigeria, are collapsing because they lack leadership succession planning process and the different approaches that may remedy the situation.
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2. The purpose of this study is to examine relationship early identification of a successor, mentorship and the successor’s interest have on successful leadership succession planning process. Onyeukwu & Jekelle (2019) argued that once the successors who share the same interest with the founders are identified earlier enough, and mentored, there will be a successful leadership succession process. This document will try to understand the impact of globalization and training these successors with global leadership competencies will encourage global networking, expansion, and growth.
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3. The purpose of this study is to investigate if high-quality family and non-family relationships have significant impacts on leadership succession planning in Southeast Nigeria. Umans et al., (2021) by drawing on relational system.
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Several trainers have been employed by CC's Cosmetology College to conduct "train-the-trainer" diversity training classes for the purpose of building confidence, knowledge, and the skills of those charged with conducting high-impact, relevant, and involved diversity education and training.
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A Study of Talent Management Practices and Strategies in the Service Sector
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PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may
be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
1 Mass Communication, Culture, and
Media Literacy
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Learning Objectives
Mass communication, mass media, and the culture that shapes us (and that we shape) are
inseparable. After studying this chapter, you should be able to
̖ Our experiences of the world are increasingly mass mediated.
© Sean Gallup/Getty Images
Define communication, mass communication, mass media, and cu
lture.
Describe the relationships among communication, mass communi
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cation, culture, and those who live in the culture.
Evaluate the impact of technology and economics on those relation
ships.
List the components of media literacy.
Identify key skills required for developing media literacy.
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be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
YOUR SMARTPHONE’S RADIO ALARM SINGS YOU AWAKE. It’s Sam
Smith, the last few bars of “Stay With Me.” The laughing deejay shouts at you that it’s
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to all students to improve their access to the digital world; democratic chaos continues to sweep
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100.0 Criteria10.0 Part 1 PLAAFP The PLAAFP thoroughly an.docx
100.0 %Criteria
10.0 %Part 1: PLAAFP
The PLAAFP thoroughly and adeptly incorporates student's academic strengths, evaluations, performance in classes, and any other relevant issues.
10.0 %Part 2: Present Levels for Transition COE 3.8 [CEC 5.1, ICSI.5.S8, ICSI.5.S15, IGC.5.K1, IGC.5.S7, IGC.5.S23, IGC.5.S24; InTASC 1(b), 2(d), 5(f), 6(v), 8(s), 9(h); MC2, MC3, MC4, MC5]
Preferential learning environment, strengths and interests relating to the transition, and areas in need of improvement for transition are substantially described.
15.0 %Part 2: Transition Plan COE: 3.10 [CEC 5.5, ICSI.5.S8, ICSI.5.S8, ICSI.5.S15, ICSI.5.S17, ICSI.5.S19, IGC.5.K1, IGC.5.K3, IGC.5.K8, IGC.5.S1, IGC.5.S2, IGC.5.S11 IGC.5.S23, IGC.5.S24; InTASC 7(b), 7(e); MC1, MC2, MC4, MC5]
The transition plan demonstrates best practices in identifying proficient, measureable transition plan goals that are aligned with student's interests and present levels. Also includes quality aligned activities/services, persons/agency involved and realistic expected dates of achievement.
10.0 %Part 3: Rationale - Justification COE: 5.1 [ACEI 5.0; CEC 6.1, ICSI.6.K2, ICSI.6.K4 ICSI.6.S1, ICSI.6.S2, ICSI.6.S3, ICSI.6.S4, ICSI.6.S5, ICSI.6.S7, IGC.6.K4, IGC.6.K6, IGC.6.S2; InTASC 9(l), 9(o); MC2, MC3, MC4]
Rationale skillfully justifies content and decisions displayed in PLAAFP, annual goals, and transition plan, convincingly demonstrating how they meet the needs of the student. Claims are fully grounded in CEC Code of Ethics.
15.0 %Part 4: Rationale - Confidentiality COE: 5.8 [CEC 6.1, ICSI.6.S1, ICSI.6.S2, ICSI.6.S4, ICSI.7.S1, IGC.6.K1, IGC.6.K6; InTASC 5(k); MC1, MC2, MC4, MC5]
The rationale thoroughly defends the legal, ethical, and quality requirements related to the management of confidential student information.
10.0 %Reflection COE: 5.4 [CEC 6.2, ICSI.6.S1, ICSI.6.S2, ICSI.6.S4, IGC.6.K1, IGC.6.K2, IGC.6.K3; InTASC 10(h); MC1, MC2, MC4; COE 5.4]
Reflection convincingly relates how foundational knowledge developed relating to providing professional, ethical and legal educational services will be used in future professional practice.
5.0 %Research
Research strongly supports the information presented. Sources are timely, distinctive and clearly address all of the criteria stated in the assignment.
10.0 %Organization
The content is well-organized and logical. There is a sequential progression of ideas that relate to each other. The content is presented as a cohesive unit and provides the audience with a clear sense of the main idea.
10.0 %Mechanics of Writing (includes spelling, punctuation, grammar, language use)
Submission is virtually free of mechanical errors. Word choice reflects well-developed use of practice and content-related language. Sentence structures are varied and engaging.
5.0 %Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
Sources are documented completely and correctly, as appropria.
100635307FLORIDABUILDINGCODE Sixth Edition(2017).docx
100635307
FLORIDA
BUILDING
CODE Sixth Edition(2017)
Building
Item No. 5601L17
Copyright © 2017 ICC. ALL RIGHTS RESERVED. Accessed by JUAN RUGERO ([email protected]), (-) Order Number #100635307 on Mar 28, 2019 07:24 AM (PDT) pursuant to License
Agreement with ICC. No further reproduction or distribution authorized. Single user only, copying and networking prohibited. ANY UNAUTHORIZED REPRODUCTION OR DISTRIBUTION IS A
VIOLATION OF THE FEDERAL COPYRIGHT ACT AND THE LICENSE AGREEMENT, AND SUBJECT TO CIVIL AND CRIMINAL PENALTIES THEREUNDER.
100635307
Florida Building Code, Building, 6th Edition (2017)
First Printing: July 2017
ISBN: 978-1-60983-687-0
COPYRIGHT © 2017
by
INTERNATIONAL CODE COUNCIL, INC.
ALL RIGHTS RESERVED. This Florida Building Code, Building, 6th Edition (2017) contains substantial copyrighted materi-
als from the 2015 International Building Code®, 3rd printing, which is a copyrighted work owned by the International Code
Council, Inc., that is © 2015 International Code Council, Inc. ALL RIGHTS RESERVED. Without advance written permission
from the copyright owner, no part of this work may be reproduced, distributed or transmitted in any form or by any means,
including, without limitation, electronic, optical or mechanical means (by way of example, and not limitation, photocopying, or
recording by or in an information storage retrieval system). For information on use rights and permissions, please contact: Publi-
cations, 4051 Flossmoor Road, Country Club Hills, IL 60478. Phone 1-888-ICC-SAFE (422-7233).
The following trademarks: “International Code Council,” the “International Code Council” logo, “ICC,” the “ICC” logo, the
“International Building Code,” and the “IBC” are trademarks of the International Code Council, Inc., and may not be used with-
out permission.
PRINTED IN THE U.S.A.
Copyright © 2017 ICC. ALL RIGHTS RESERVED. Accessed by JUAN RUGERO ([email protected]), (-) Order Number #100635307 on Mar 28, 2019 07:24 AM (PDT) pursuant to License
Agreement with ICC. No further reproduction or distribution authorized. Single user only, copying and networking prohibited. ANY UNAUTHORIZED REPRODUCTION OR DISTRIBUTION IS A
VIOLATION OF THE FEDERAL COPYRIGHT ACT AND THE LICENSE AGREEMENT, AND SUBJECT TO CIVIL AND CRIMINAL PENALTIES THEREUNDER.
100635307
FLORIDA BUILDING CODE — BUILDING, 6th EDITION (2017) iii
PREFACE
History
The State of Florida first mandated statewide building codes during the 1970s at the beginning of
the modern construction boom. The first law required all municipalities and counties to adopt and
enforce one of the four state-recognized model codes known as the “state minimum building
codes.” During the early 1990s a series of natural disasters, together with the increasing complexity
of building construction regulation in vastly changed markets, led to a comprehensive review of the
state building code system. The study revealed that building code adoption and enforcement was
inco.
1003Violence Against WomenVolume 12 Number 11Novembe.docx
1003
Violence Against Women
Volume 12 Number 11
November 2006 1003-1018
© 2006 Sage Publications
10.1177/1077801206293328
http://vaw.sagepub.com
hosted at
http://online.sagepub.com
Conflict and Control
Gender Symmetry and Asymmetry
in Domestic Violence
Michael P. Johnson
The Pennsylvania State University, University Park
Four types of individual partner violence are identified based on the dyadic control
context of the violence. In intimate terrorism, the individual is violent and controlling,
the partner is not. In violent resistance, the individual is violent but not controlling; the
partner is the violent and controlling one. In situational couple violence, although the
individual is violent, neither the individual nor the partner is violent and controlling.
In mutual violent control, the individual and the partner are violent and controlling.
Evidence is presented that situational couple violence dominates in general surveys,
intimate terrorism and violent resistance dominate in agency samples, and this is the
source of differences across studies with respect to the gender symmetry of partner vio-
lence. An argument is made that if we want to understand partner violence, intervene
effectively in individual cases, or make useful policy recommendations, we must make
these distinctions in our research.
Keywords: gender symmetry; intimate terrorism; mutual violent control; situational
couple violence; violent resistance
The central argument of this article is that there are four major types of intimatepartner violence and that the failure to distinguish among them has left us with
a domestic violence literature that, to a large extent, may be uninterpretable. The
types of domestic violence (situational couple violence, intimate terrorism, violent
resistance, and mutual violent control) are defined conceptually in terms of the con-
trol motives of the violent member(s) of the couple, motives that are identified oper-
ationally by patterns of controlling behavior that indicate an attempt to exercise
general control over one’s partner. With respect to implications for the question of
gender symmetry, these types of domestic violence differ dramatically. In hetero-
sexual relationships, intimate terrorism is perpetrated almost exclusively by men,
whereas violent resistance is found almost exclusively among women. The other two
types are gender symmetric. With respect to the general importance of distinguish-
ing among types of violence, I believe that they have different causes, different pat-
terns of development, different consequences, and that they require different forms
of intervention.
1004 Violence Against Women
Resolving the Gender Symmetry Debate
The long-standing argument in the family literature regarding the gender symmetry
of intimate partner violence takes the form of a disagreement about the nature of het-
erosexual intimate partner violence, as if heterosexual partner violence were a single
phenomenon. One side of t.
102120151De-Myth-tifying Grading in Sp.docx
10/21/2015
1
De-Myth-tifying Grading
in Special Education
1980 2015
10/21/2015
2
Primary Purpose
• “the primary purpose of…grades…
(is) to communicate student
achievement to students, parents,
school administrators,
post-secondary institutions and
employers.” and
• To provide teachers with information
for instructional planning.
Taken from “Reporting Achievement at the Secondary School Level: What and How?”, in Communicating Student
Learning: ASCD Yearbook 1996, p. 120.
What makes grading so
hard?
• Teacher preparation programs seldom include course work or
even discussions of recommended practices for grading
students in general, much less for students who may be
struggling learners. As a result, teachers at all grade levels
grapple with issues of fairness in grading.
• Despite the magnitude of this problem, few recommendations
for grading struggling learners can be found in the research
literature or in education policy.
• Urban Grading Legends
10/21/2015
3
Urban Legends:
Bigfoot/Sasquatch
Urban Legends
• I can’t fail a special education
student.
• I give all my Life Skills students an
85.
• The report card grade does not really
mean anything.
10/21/2015
4
Urban Legends
• The grade on the report card can’t be less
than the IEP mastery level (default 70%)
• I teach a lot in my classroom, but I can
only grade the things that are on the IEP.
• I don’t do the grades for my special
education students in my classroom, the
special education teacher does that for
me.
What’s the
problem??
• Some students are not getting REAL
grades.
• Multiple court cases regarding failing
students who are not receiving
appropriate specially designed instruction
or students only get “A’s” and it doesn’t
truly reflect how he/she really performs in
relation to the curriculum
10/21/2015
5
What does the law really
say?
• Neither the Individuals with Disabilities Education Act
(IDEA) nor any other federal education laws contain
requirements for grading. Therefore, each state has
discretion on the issue.
• The TEC is the set of state laws our state legislators have
passed that relate to education. ARD committees do not
have the authority to override state laws. The Texas
Administrative Code (TAC) is the set of rules that the State
Legislature has authorized Texas Education Agency (TEA)
or the State Board to write. ARD committees must also
follow these rules.
• The state statutes apply to all public school students in
Texas regardless of special education eligibility.
Local Grading Policies
TEC §28.0216
(1) “must require a classroom teacher to assign a grade that
reflects the students’ relative mastery of an assignment;
[and]
(2) may not require a classroom teacher to assign a
minimum grade for an assignment without regard to the
student’s quality of work.”
(3) may allow a student a reasonable opportunity to make up
or redo a class .
100.0 Criteria30.0 Flowchart ContentThe flowchart skillful.docx
100.0 %Criteria
30.0 %Flowchart Content
The flowchart skillfully depicts the two possible discipline paths following the manifestation determination. In addition, there are two comprehensively aligned IEP goals for each determination.
40.0 %Legal Issues Analysis
A compelling analysis is included regarding any legal issues raised by the change in Carrie's transportation, proficiently incorporating relevant statutes, regulations, and case decisions.
5.0 %Research
Research strongly supports the information presented. Sources are timely, distinctive and clearly address all of the criteria stated in the assignment.
5.0 %Rationale Organization
The content is well organized and logical. There is a sequential progression of ideas related to each other. The content is presented as a cohesive unit and the audience is provided with a clear sense of the main idea.
5.0 %Overall Flowchart Presentation
The work is well presented. The overall appearance is neat and professional. Work would be highly desirable for public dissemination.
10.0 %Mechanics of Writing (includes spelling, punctuation, grammar, language use)
Submission is virtually free of mechanical errors. Word choice reflects well-developed use of practice and content-related language. Sentence structures are varied and engaging.
5.0 %Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
Sources are documented completely and correctly, as appropriate to assignment and style, and format is free of error.
100 %Total Weightage
.
100 words agree or disagree to eac questions Q 1.As her .docx
100 words agree or disagree to eac questions
Q 1.
As her defense attorney, I will argue that the officer did not only not read Sally's Miranda rights; he also did not respect her right to consul. After Sally made her allegedly verbal utterance, the Officer should have known to read Sally her rights. I will bring up that during New Jersey v. James P. Kucinski, Oct 26, 2016, the defendant was arrested for the bludgeoning death of his brother. The defendant was taken to police headquarters for questioning after the defendant was advised of his Miranda rights; he requested an attorney. The law enforcement officers terminated the interrogation, spoked with their supervisor, and approximately eight minutes later, the officers returned into the room and advised the defendant that he was being charged with murder. The scare tactic worked, and the defendant asked to speak with the officers. The defendant reluctantly answered a series of questions. Before trial, the defendant moved for suppression motion because the officers did not honor his request for counsel. The court denied the motion, during further questioning the defendant claimed to have acted in self-defense, the defense counsel moved for a mistrial. The trial court denied the motion for mistrial but instructed the jury that the defendant's right to remain silent should be limited to assessing his credibility. The defendant was charged with first-degree murder and third-degree possession of a weapon for unlawful purposes The Appellate Division reversed the defendant's conviction and motion for a new trial due to the prosecutor's question doing cross-examination was improper. The panel concluded that the defendant invoked his right to remain silent by telling law enforcement officers that he did not want to talk or answer questions. The Appellate Division found that the trial court instructions to the jury were flaws, and the supreme court agreed and affirmed. The officers should have stopped all questioning and contacted the defendant's attorney.
New Jersey v. Kucinski (2017). https://law.justia.com/cases/new-jersey/supreme-court/2017/a-58-15.html
Q 2.
My last name begins with a K. so I am answering in the role of prosecutor. Sally was originally pulled over because she had shown probable cause of drunk driving. Upon her traffic stop, Sally was then searched after being arrested and the handgun and drugs were found on her body. The police asked about the two items but did not “interrogate” her. Sally voluntarily answered the arresting officers’ questions and in doing so piled new charges onto her initial arrest charge. I believe that the judge will deny the request to suppress the admission of Sally’s statements. Sally does have rights under the Fifth Amendment, but her statements to the police officers were not coerced out of her. The Cornell Law School website states that the Fifth Amendment, under the self-incrimination clause, if an individual makes a spo.
101118, 4(36 PMCollection – MSA 603 Strategic Planning for t.docx
10/11/18, 4(36 PMCollection – MSA 603 Strategic Planning for the Admin ...
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Thread: dis 4
Post: dis 4
Author:
Posted Date: October 9, 2018 8:50 PM
Status: Published
Overall Rating:
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(Post is Read)
Brian Mcleod
I would say that for them to move the work and still be ethical defensible are work conditions,
respect for labor laws of the parent company, and job opportunities for the long-term
employees.
To expand on this would be the work conditions. The conditions that the workers have to work
under should be the same conditions that workers in the US have to work under. This involves
safety and environmental protection for the workers.
Labor laws of the host country and “most” of the internally recognized laws must be observed.
Overtime and child labor are a couple of items.
The long-term employees should be given the opportunity to move to another US based plant if
possible or to the new country.
Sometimes because of the state of the industry companies do have to make these decisions or
face possible bankruptcy. This alternative may not be the perfect solution but better than
bankrupting a company that still has operation in the US.
← OK
�
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Thread: DB4
Post: DB4
Author:
Posted Date: October 10, 2018 8:51 PM
Status: Published
Overall Rating:
Tags: None
(Post is Read)
Christina Lacroix
It is ethically defensible to outsource production when the outcome of not outsourcing
would negatively impact stakeholders. Organizations define their most important
stakeholders, often the shareholders, as they invested capital. While some risk is
assumed by shareholders as a fiduciary managers have an obligation to the
shareholders to protect their interest when possible. A company risks shareholder
investment (access to capital) and jeopardizes all other stakeholders such as
employees, suppliers, and creditors. An organization cannot risk itself and the other
stakeholders depending upon in order to save employees.
The organization should do its due diligence in securing its outso.
100 words per question, no references needed or quotations. Only a g.docx
100 words per question, no references needed or quotations. Only a general idea or opinion.
A.
· Compare and contrast two works from the Italian Baroque period with two works from the Renaissance. Be sure to note the appearance in the works of the defining characteristics from each period.
· Discuss why artistic expression shifted from the restrained stoicism of the Renaissance to that of the heightened emotion in the religious and other works of the Baroque.
B. From video
Goya -
The Third of May
- If you cannot see this video, click here -
https://youtu.be/e7piV4ocukg
Respond in writing to the following questions after reading Chapter 12, watching the video, and exploring the sites above.
1. Heroism, nationalism, and passion are themes associated with Romanticism. Which
three
landmarks of the nineteenth century are most representative of these themes? You can discuss art, philosophy, or literature.
2. Compare Neoclassicism and Romanticism as styles and sensibilities. What do their differences reflect about patronage, popular taste, and historical change? Provide specific examples from the chapters.
C.
1. From the arts of West Africa, what are some characteristics of African cultural heritage?
2. How did their religious beliefs influence their art and music.
D.
Watch video below
Manet -
Déjeuner
sur
l’herbe -
If you cannot see this video, click
https://youtu.be/3xBGF8H3bQ4
1. Viewers of Manet’s
Déjeuner sur l’herbe
initially responded to its public display by attacking the canvas with their umbrellas. Why?
2. What kind of art has evoked a comparable response in our own time? Do some research online. Find a recent work of art that caused controversy. Summarize the reasons for the controversy and your reaction to it. Try not post the same article as someone else. (This board is not POST FIRST, so you will be able to see what others have posted right away.) If you can, attach a picture of the image you are describing to your posting.
E.
Watch the video below. If you cannot see the video, click here:
https://youtu.be/XyLNPumMMTs
George Braque, Violin and Pitcher, (1909)
•
Pablo Picasso, Guernica, (1937)
•
Marcel Duchamp, Nude Descending a Staircase, (1912)
Respond in writing to the following question after reading Chapter 14 in your text, watching the video above, viewing the Web Assignments, and the sites above.
1. Describe how they three have departed from styles such as symbolism and impressionism of the late nineteenth century.
F.
Take some time to reflect on all we have covered in this course. Then, respond in writing to the following question.
1. After your experience in this course, describe why you feel the humanities are important.
.
100A 22 4 451A 1034 51B 1000 101C 1100 11D 112.docx
100A 2
2 4 4
5
1A 1034 5
1B 1000 10
1C 1100 1
1D 1123 20
1E 1210 5
20 10 10
7
1A 2180 20
1B 1283 20
1C 3629 5
1D 3649 3
1E 4051 15
1F 4211 1
1G 5318 5
100B 1
2 4 1
3
1A 2180 10
1B 1283 10
1C 3629 5
100C 2
0 0 0
3
1A 6774 5
1B 6869 5
1C 6879 2
0 0 0
4
1A 6774 2
1B 6869 5
1C 6879 1
1D 7555 10
100D 1
10 5 3
3
1A 2180 5
1B 3649 2
1C 4211 3
Self-care and Residency Reflection Paper Scoring Rubric -
Content
80 Points
Points Earned
Additional Comments:
All key elements of the assignment are covered in a substantive way.
Write a 700- to 1,050-word paper to reflect on your residency experience and outline your plan for self-care. Please use the self-care and residency reflection paper template posted in Student Materials for this assignment.
Consider the following questions when writing your reflection:
a) What have you learned about yourself during residency?
b) What have you learned about yourself as a counselor-in-training during residency?
c) What are aspects of residency that you enjoyed? Why did you enjoy these aspects?
d) What aspects of residency did you not enjoy? Why did you not enjoy these aspects?
e) What is counselor self-care? Why is it important? Include two separate in-text and end of work references.
f) What strategies for maintaining self-care did you try throughout this program? How can you implement these strategies?
g) How will you know when you are experiencing burnout? What can you do to prevent this?
The content is comprehensive, accurate, and /or persuasive.
The paper links theory to relevant examples of current experience and industry practice and uses the vocabulary of the theory correctly. This refers to the use of literary references. Generally you will need one separate literary reference for each main point (objective) of your paper.
Major points are stated clearly and are supported by specific details, examples, or analysis.
Organization / Development
35 Points
Points Earned
Additional Comments:
The paper has a structure that is clear, logical, and easy to follow.
The paper develops a central theme or idea, directed toward the appropriate audience.
The introduction provides sufficient background on the topic and previews major points.
The conclusion is logical, flows from the body of the paper, and reviews the major points.
Transitions between sentences/ paragraphs/sections aid in maintaining the flow of thought.
The tone is appropriate to the content and assignment.
Mechanics
35 Points
Points Earned
Additional Comments:
The paper, including the title page, reference page, tables, and appendices follow APA guidelines for format.
Citations of original works within the body of the paper follow APA guidelines.
The paper is laid out with effective use of headings, font styles, and white space.
Rules of grammar, usage, and punctuation are followed.
Sentences are complete, clear, concise, and varied.
Spelling is correct.
.
10122018Week 5 Required Reading and Supplementary Materials - .docx
10/12/2018
Week 5 Required Reading and Supplementary Materials - MGMT 670 9042 Strategic Management Capstone (2188)
https://learn.umuc.edu/d2l/le/content/333174/viewContent/13406413/View
/2
Required Readings:
From the UMUC library: (Note: You must search for these articles in the UMUC library. In the case of video links in the UMUC library, exact directions are given on how to find the video.)
Porter's Five-Forces model. (2009). In Encyclopedia of management (6th Ed., pp. 714-717).
From Other websites:
Evaluating the industry. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-03-evaluating-the-industry.html
The impact of external and internal factors on strategy. (2016, 31 May). In Boundless Management. Retrieved from https://courses.lumenlearning.com/boundless-management/chapter/strategic-management/
Mapping strategic groups. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-04-mapping-strategic-groups.html
The PESTEL and SCP frameworks. (2016, 26 May). In Boundless management. Retrieved from https://courses.lumenlearning.com/boundless-management/chapter/external-inputs-to-strategy/
The relationship between an organization and its environment. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-01-the-relationship-between-an- or.html
Strategic group mapping. (2010, October 5). MBA lectures. Retrieved from http://mba-lectures.com/management/strategic- management/1000/strategic-group-mapping.html
Supplementary Materials:
From the UMUC library: (Note: You must search for these articles in the UMUC library. In the case of video links in the UMUC library, exact directions are given on how to find the video.)
Anand, B. N. (2006). Crafting business strategy and environmental scanning [Video]. Harvard Business School Faculty Seminar Series.
Follow these steps to find this video:
Go to http://sites.umuc.edu/library/index.cfm
Type in the entire name of the article: "Crafting business strategy and environmental scanning," into the search box and click on "search."
Click on "multimedia" in the upper left hand corner of the webpage (under "Ask a Librarian.)
Type in the entire name of the article: "Crafting business strategy and environmental scanning," in the box at the top of the page to the left of the word, "Search."
Make sure only "Business Videos" and "Find all my search term" are the only boxes that are checked. Uncheck both "Image Collection" and "Apply equivalent
subjects"
Click on "Search" at the bottom right hand corner of the webpage. It is a small word in a box. The next page shows the article. Click on the article.
Dahab, S. (2008). Five forces. In S. R. Clegg & J. R. Bailey (Eds.), International en.
101416 526 PMAfter September 11 Our State of Exception by .docx
10/14/16 5:26 PMAfter September 11: Our State of Exception by Mark Danner | The New York Review of Books
Page 1 of 11http://www.nybooks.com/articles/2011/10/13/after-september-11-our-state-exception/?printpage=true
After September 11: Our State of Exception
Mark Danner OCTOBER 13, 2011 ISSUE
We are in a fight for our principles, and our first responsibility is to live by them.
—George W. Bush, September 20, 2001
1.
We are living in the State of Exception. We don’t know when it will end, as we don’t know when the War on Terror will
end. But we all know when it began. We can no longer quite “remember” that moment, for the images have long since
been refitted into a present-day fable of innocence and apocalypse: the perfect blue of that late summer sky stained by acrid
black smoke. The jetliner appearing, tilting, then disappearing into the skin of the second tower, to emerge on the other
side as a great eruption of red and yellow flame. The showers of debris, the falling bodies, and then that great blossoming
flower of white dust, roiling and churning upward, enveloping and consuming the mighty skyscraper as it collapses into the
whirlwind.
To Americans, those terrible moments stand as a brightly lit portal through which we were all compelled to step, together,
into a different world. Since that day ten years ago we have lived in a subtly different country, and though we have grown
accustomed to these changes and think little of them now, certain words still appear often enough in the news—
Guantánamo, indefinite detention, torture—to remind us that ours remains a strange America. The contours of this
strangeness are not unknown in our history—the country has lived through broadly similar periods, at least half a dozen or
so, depending on how you count; but we have no proper name for them. State of siege? Martial law? State of emergency?
None of these expressions, familiar as they may be to other peoples, falls naturally from American lips.
What are we to call this subtly altered America? Clinton Rossiter, the great American scholar of “crisis government,”
writing in the shadow of World War II, called such times “constitutional dictatorship.” Others, more recently, have spoken
of a “9/11 Constitution” or an “Emergency Constitution.” Vivid terms all; and yet perhaps too narrowly drawn, placing as
they do the definitional weight entirely on law when this state of ours seems to have as much, or more, to do with politics
—with how we live now and who we are as a polity. This is in part why I prefer “the state of exception,” an umbrella term
that gathers beneath it those emergency categories while emphasizing that this state has as its defining characteristic that it
transcends the borders of the strictly legal—that it occupies, in the words of the philosopher Giorgio Agamben, “a position
at the limit between politics and law…an ambiguous, uncertain, borderline fringe, at the intersection of the legal and the
political.”
Call it, then, the s.
100 words per question, no references needed or quotations. Only.docx
100 words per question, no references needed or quotations. Only a general idea or opinion.
A.
· Compare and contrast two works from the Italian Baroque period with two works from the Renaissance. Be sure to note the appearance in the works of the defining characteristics from each period.
· Discuss why artistic expression shifted from the restrained stoicism of the Renaissance to that of the heightened emotion in the religious and other works of the Baroque.
B. From video
Goya -
The Third of May
- If you cannot see this video, click here -
https://youtu.be/e7piV4ocukg
Respond in writing to the following questions after reading Chapter 12, watching the video, and exploring the sites above.
1. Heroism, nationalism, and passion are themes associated with Romanticism. Which
three
landmarks of the nineteenth century are most representative of these themes? You can discuss art, philosophy, or literature.
2. Compare Neoclassicism and Romanticism as styles and sensibilities. What do their differences reflect about patronage, popular taste, and historical change? Provide specific examples from the chapters.
C.
1. From the arts of West Africa, what are some characteristics of African cultural heritage?
2. How did their religious beliefs influence their art and music.
D.
Watch video below
Manet -
Déjeuner
sur
l’herbe -
If you cannot see this video, click
https://youtu.be/3xBGF8H3bQ4
1. Viewers of Manet’s
Déjeuner sur l’herbe
initially responded to its public display by attacking the canvas with their umbrellas. Why?
2. What kind of art has evoked a comparable response in our own time? Do some research online. Find a recent work of art that caused controversy. Summarize the reasons for the controversy and your reaction to it. Try not post the same article as someone else. (This board is not POST FIRST, so you will be able to see what others have posted right away.) If you can, attach a picture of the image you are describing to your posting.
E.
Watch the video below. If you cannot see the video, click here:
https://youtu.be/XyLNPumMMTs
George Braque, Violin and Pitcher, (1909)
•
Pablo Picasso, Guernica, (1937)
•
Marcel Duchamp, Nude Descending a Staircase, (1912)
Respond in writing to the following question after reading Chapter 14 in your text, watching the video above, viewing the Web Assignments, and the sites above.
1. Describe how they three have departed from styles such as symbolism and impressionism of the late nineteenth century.
F.
Take some time to reflect on all we have covered in this course. Then, respond in writing to the following question.
1. After your experience in this course, describe why you feel the humanities are important.
Edit question's body
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- 2. Nova Southeastern University November 30, 2017 OUTLINE – DIVERSITY TRAINING PROGRAM PURPOSE: To create a diversity training program for the organization to create awareness of the various areas associated with diversity. I. INTRODUCTION A. Overview of UPS as a global organization. 1. The state of affairs of diversity in UPS (United Parcel Service of America, Inc., 2016). 2. Pose the question as to whether or not diversity is in company’s culture by gauging workforce inclusiveness. II. SWOT ANALYSIS A. The strength of UPS is its vast operational networks globally with 440,000 employees in 220 countries (United Parcel Service of America, Inc. 2016). B. The inherent diversity weaknesses of being the oldest and largest company in the transportation industry (Jackson, Joshi & Erhardt, 2003). C. Advancement in technology and customers confidence in on- line purchases brought about global market opportunities and growth (Anselmo, 2017). D. The threat that Amazon poses to UPS current infrastructure forces the shift in paradigm regarding the dominance of robotics
- 3. in place of humans in order to stay competitive. III. LITERATURE REVIEW ON DIVERSITY AND TRAINING PROGRAMS A. Criteria needed to a successful diversity training program. 1. Diversity needs to be a company objective embraced by leaders within the organization that starts with the CEO and filters down to the front line supervisors (Chin & Trimble, 2015). 2. Formal assessment is critical in understanding the company’s current state regarding diversity (Fujimoto & Charmine, 2017). 3. The role of diversity council in getting employee feedback on any initiatives that are created to enhance inclusiveness across the organization (Gibbons-Kunka, 2015). B. Training Programs: 1. Semiannual trainings on diversity promote consistency in understanding the importance of diversity in an organization (Peretz, Levi & Fried, 2015). 2. Training can only be effective if diversity goals are supported by organizational system and operational practices (Gündemir, Dovidio, Homan & De Dreu, 2017). 3. Measurement and evaluation of strategic plan provides feedback mechanism for continuous improvement with long term impact. IV. RECOMMENDATION AND CONCLUSION A. Diversity is best manage when systems audit for organizational diversity are in place to gauge outcomes of the initiatives (Jansen, Otten, & van der Zee, 2015). B. The elements to measure are the Composition of the workforce, Core products, and Climate of the organization (Chin & Trimble, 2015). C. Training programs must include all employees of the organization (Ng & Sears, 2010). D. Relevancy of the training programs to today’s generation. E. Establishment of diverse work groups across the geographic presence of the organization (Stern, 2010).
- 4. F. Maintain alertness to the dynamics of organization composition based on heterogeneity of its workforce. References Anselmo, F. V. (2017). Organizational diversity commitment: A web-based investigation. Management & Marketing, 12(3), 474- 499. doi:http://dx.doi.org.ezproxylocal.library.nova.edu/10.1515/mm cks-2017-0029 Chin, J. L. & Trimble, J. E. (2015). Diversity and leadership. Los Angeles, CA: Pyrczak Fujimoto, Y., & EJ Härtel Charmine (2017). Organizational diversity learning framework: Going beyond diversity training programs. Personnel Review, 46(6), 1120-1141. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docvie w/1935253306?accountid=6579 Gibbons-Kunka, B. (2015). The effect of teaching multicultural awareness on perceptions of organizational diversity: Implications for organizational leaders. Review of Integrative Business and Economics Research, 4(1), 1-26. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docvie
- 5. w/1636558671?accountid=6579 Gündemir, S., Dovidio, J. F., Homan, A. C., & De Dreu, C., K.W. (2017). The impact of organizational diversity policies on minority employees' leadership self-perceptions and goals. Journal of Leadership & Organizational Studies, 24(2), 172-188. doi:http://dx.doi.org.ezproxylocal.library.nova.edu/10.1177/154 8051816662615 Jackson, S. E., Joshi, A., & Erhardt, N. L. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29(6), 801-830. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docvie w/197137093?accountid=6579 Jansen, W. S., Otten, S., & van der Zee, K.,I. (2015). Being part of diversity: The effects of an all-inclusive multicultural diversity approach on majority members' perceived inclusion and support for organizational diversity efforts. Group Processes & Intergroup Relations, 18(6), 817. Retrieved from Ng, E. S. W., & Sears, G. J. (2010). The effect of adverse impact in selection practices on organizational diversity: A field study. The International Journal of Human Resource Management, 21(9), 1454. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docvie w/743897608?accountid=6579 Peretz, H., Levi, A., & Fried, Y. (2015). Organizational diversity programs across cultures: Effects on absenteeism, turnover, performance and innovation. The International Journal of Human Resource Management, 26(6), 875. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docvie w/1648680728?accountid=6579 Stern, G. M. (2010, Sep 06). Organizational diversity program - what jobs will it lead to? The Hispanic Outlook in Higher Education, 20, 24-25. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docvie w/751197940?accountid=6579 United Parcel Service of America, Inc. (2016). UPS History
- 6. Timeline. Retrieved from http://UPS.com