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Assignment: Capstone Project Part I: The Fundamentals The fundamentals of a strategic plan include the core values, mission, and vision which represent the organizational identification (ID). Your Assignment this week requires you to develop the organizational ID for your chosen Capstone Project agency, organization, or community. To prepare: Review Final Project: Developing a Strategic Plan –Part 1: The Fundamentals media in the Weekly Resources. To prepare for this Assignment, review your Discussion 2 post from Week 1. Research the core values, mission, and vision of your selected agency, organization, or community. In addition, consider the key stakeholders involved with the agency, both internally and externally, including other professions. Consider whether this agency addresses or supports the mental health and welfare or human rights of individuals. By Day 7 The Assignment (3–4 pages): For this Assignment, perform the following: Identify and describe the core values of the agency. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change. State how those core values contribute to the well-being of individuals, groups, societies, or international communities. Identify and describe the mission of the agency, organization, or community. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc. Describe whether the mission statement promotes advocacy, leadership, or social change. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities. Identify and describe the vision of the agency. Evaluate whether the vision is aligned with the core values of the agency, organization, etc. Describe whether the vision promotes advocacy, leadership, or social change. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities. Identify and describe key stakeholders involved with the agency. Discuss whether each stakeholder is internal or external to the agency/organization. Describe the role each stakeholder has in the organization (i.e., leadership, management, staff, recipient of services, etc.). Discuss how each stakeholder can be an essential element for gathering information to develop the strategic plan. Support your Application Assignment, citing all resources in APA style, including those in the Learning Resources. Submission and Grading Information ...
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The fundamentals of a strategic plan include the core values, m.docx
The fundamentals of a strategic plan include the core values, mission, and vision which represent the organizational identification (ID). Your Assignment this week requires you to develop the organizational ID for your chosen Capstone Project agency, organization, or community.
To prepare:
Review
Final Project: Developing a Strategic Plan –Part 1: The Fundamentals
media in the Weekly Resources.
To prepare for this Assignment, review your Discussion 2 post from Week 1. Research the core values, mission, and vision of your selected agency, organization, or community.
In addition, consider the key stakeholders involved with the agency, both internally and externally, including other professions.
Consider whether this agency addresses or supports the mental health and welfare or human rights of individuals.
The Assignment (3 paper APA Style Format):
For this Assignment, perform the following:
Identify and describe the core values of the agency. ( The United Nations Environmental Protection)
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
State how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e., leadership, management, staff, recipient of services, etc.).
Discuss how each stakeholder can be an essential element for gathering information to develop the strategic plan.
Support your Application Assignment, citing all resources in APA style, including those in the Learning Resources.
Required Readings
Wronka, J. (2017).
Human rights and social justice: Social action and service for the helping and health professions
(2nd ed.)
.
Thousand Oaks, CA: Sage Publications.
Preface (pp. xix–xxvii)
Chapter 1, “Introduction” (pp. 5–50)
Chapter 2, “Before and Beyond the Universal Declaration of Human Rights” (pp. ...
The Assignment (3–4 pages)For this Assignment, perform the .docx
The Assignment (3–4 pages):
For this Assignment, perform the following:
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
State how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e., leadership, management, staff, recipient of services, etc.).
Discuss how each stakeholder can be an essential element for gathering information to develop the strategic plan.
.
Capstone Project Part V Action Plans Natasha House, Inc.docx
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Discussion 2 Capstone Project Strategic PlanThe applicatio.docx
Discussion 2: Capstone Project: Strategic Plan
The application of social change, leadership, and advocacy to a specific human and social services organization is a systematic process. The initial step is to select and delineate a professional or societal issue about which you are passionate, and then locate an organization from anywhere in the world whose mission is related to this issue. Once you determine the issue and organization that you will focus on, the next step is to set a manageable social change, leadership, or advocacy-related goal for the organization.
Human services professionals can strive to achieve and/or support social change, leadership, or advocacy-related goals by creating a strategic plan. Throughout this course, you will develop the core elements of a strategic plan for your Capstone Project. You build off the coursework you completed in previous courses to conduct a needs assessment as well as develop the fundamentals, strategic issues, and technical elements of the strategic plan.
To prepare for this Discussion:
Review this week’s Learning Resources, considering strategies and approaches that human and social services professionals may use to achieve social change, leadership, and advocacy goals.
Review the
Capstone Project Overview
in the
Course Information
area and the
Final Project: Developing a Strategic Plan - Introduction to the Final Project
media in the Weekly Resources. Select one professional or societal issue that arouses your passion as a human and social services professional, and then choose a human or social services agency or organization, or a community, that works to support this issue. This can be a local, regional, national, or international agency, organization, or community. Throughout the completion of your Capstone Project, you will explore this issue and agency in depth, examining them from multiple perspectives. Therefore, you should select an agency, organization, or community issue that speaks to you as a human and social services professional.
By Day 4
Identify the agency, organization, or community for which you will develop a strategic plan. State whether the agency, organization, or community exists at the local, regional, national, or international level. Then, discuss why you have chosen this agency to focus on for your Capstone Project. Also, discuss whether your strategic plan will be developed from the perspective of social change, leadership, or advocacy for the agency, organization, or community. Explain why you have chosen to focus on that particular perspective for your strategic plan.
...
A theme throughout this course has been that human and social servic.docx
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
theme throughout this course has been that human and social services.docx
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
Assignment Leadership and Strategic PlanningIn this assignm.docx
Assignment: Leadership and Strategic Planning
In this assignment, you consider how leaders can engage in a strategic planning process with stakeholders to develop a plan to guide the organization’s evolution and development for the long-term. Since strategic planning should engage persons who will be affected by an organization’s decisions (e.g., staff, administration, board members, members of the community), it is important to include key stakeholders in the planning process so that it reflects their perspectives and interests.
For this Assignment, think about how you would begin the strategic planning process for a human services organization. Consider the human services organizations for which you have worked either in your fieldwork or as an employee. Based on what you know about a particular organization, what steps might you take to establish a plan for the organization’s long-term development?
Assignment (600 - word in APA format):
- Describe the
first three steps
you would take to begin the strategic planning process for a human services organization.
- Define the key stakeholders—who should be involved in each step and why they need to be included in the process.
- Include steps you would take to establish stakeholder support and confidence.
Note:
Although you will base your strategic plan on what you know about an actual organization,
do not include any identifying information about the organization or its stakeholders.
Must contain at least 4 references and citations from the following resources.
Required Readings
Lauffer, A. (2011).
Understanding your social agency
(3rd ed.). Washington, DC: Sage.
Chapter 10, “Agency Structure and Change” (pp. 324–352)
Northouse, P. G. (2021).
Introduction to leadership: Concepts and practice
(5th ed.). Washington, DC: Sage.
Chapter 7, “Creating a Vision” (pp. 161-208)
Chapter 8, “Establishing a Constructive Climate” (pp. 182-208)
Chapter 10, “Listening to Out-Group Members” (pp. 252-275)
Finley, D. S., Rogers, G., Napier, M., & Wyatt, J. (2011). From needs-based segmentation to program realignment: Transformation of YWCA of Calgary.
Administration in Social Work
,
35
(3), 299–323.
Plummer, S.-B., Makris, S., & Brocksen, S. M. (Eds.). (2014b).
Social work case studies: Concentration year
. Baltimore, MD: Laureate International Universities Publishing [Vital Source e-reader].
“Social Work Supervision, Leadership, and Administration: The Southeast Planning Group” (pp. 85–86)
.
Capstone Project Part V Action PlansA theme throughout this.docx
Capstone Project Part V: Action Plans
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is inte.
Recommended
The fundamentals of a strategic plan include the core values, m.docx
The fundamentals of a strategic plan include the core values, mission, and vision which represent the organizational identification (ID). Your Assignment this week requires you to develop the organizational ID for your chosen Capstone Project agency, organization, or community.
To prepare:
Review
Final Project: Developing a Strategic Plan –Part 1: The Fundamentals
media in the Weekly Resources.
To prepare for this Assignment, review your Discussion 2 post from Week 1. Research the core values, mission, and vision of your selected agency, organization, or community.
In addition, consider the key stakeholders involved with the agency, both internally and externally, including other professions.
Consider whether this agency addresses or supports the mental health and welfare or human rights of individuals.
The Assignment (3 paper APA Style Format):
For this Assignment, perform the following:
Identify and describe the core values of the agency. ( The United Nations Environmental Protection)
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
State how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e., leadership, management, staff, recipient of services, etc.).
Discuss how each stakeholder can be an essential element for gathering information to develop the strategic plan.
Support your Application Assignment, citing all resources in APA style, including those in the Learning Resources.
Required Readings
Wronka, J. (2017).
Human rights and social justice: Social action and service for the helping and health professions
(2nd ed.)
.
Thousand Oaks, CA: Sage Publications.
Preface (pp. xix–xxvii)
Chapter 1, “Introduction” (pp. 5–50)
Chapter 2, “Before and Beyond the Universal Declaration of Human Rights” (pp. ...
The Assignment (3–4 pages)For this Assignment, perform the .docx
The Assignment (3–4 pages):
For this Assignment, perform the following:
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
State how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e., leadership, management, staff, recipient of services, etc.).
Discuss how each stakeholder can be an essential element for gathering information to develop the strategic plan.
.
Capstone Project Part V Action Plans Natasha House, Inc.docx
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Discussion 2 Capstone Project Strategic PlanThe applicatio.docx
Discussion 2: Capstone Project: Strategic Plan
The application of social change, leadership, and advocacy to a specific human and social services organization is a systematic process. The initial step is to select and delineate a professional or societal issue about which you are passionate, and then locate an organization from anywhere in the world whose mission is related to this issue. Once you determine the issue and organization that you will focus on, the next step is to set a manageable social change, leadership, or advocacy-related goal for the organization.
Human services professionals can strive to achieve and/or support social change, leadership, or advocacy-related goals by creating a strategic plan. Throughout this course, you will develop the core elements of a strategic plan for your Capstone Project. You build off the coursework you completed in previous courses to conduct a needs assessment as well as develop the fundamentals, strategic issues, and technical elements of the strategic plan.
To prepare for this Discussion:
Review this week’s Learning Resources, considering strategies and approaches that human and social services professionals may use to achieve social change, leadership, and advocacy goals.
Review the
Capstone Project Overview
in the
Course Information
area and the
Final Project: Developing a Strategic Plan - Introduction to the Final Project
media in the Weekly Resources. Select one professional or societal issue that arouses your passion as a human and social services professional, and then choose a human or social services agency or organization, or a community, that works to support this issue. This can be a local, regional, national, or international agency, organization, or community. Throughout the completion of your Capstone Project, you will explore this issue and agency in depth, examining them from multiple perspectives. Therefore, you should select an agency, organization, or community issue that speaks to you as a human and social services professional.
By Day 4
Identify the agency, organization, or community for which you will develop a strategic plan. State whether the agency, organization, or community exists at the local, regional, national, or international level. Then, discuss why you have chosen this agency to focus on for your Capstone Project. Also, discuss whether your strategic plan will be developed from the perspective of social change, leadership, or advocacy for the agency, organization, or community. Explain why you have chosen to focus on that particular perspective for your strategic plan.
...
A theme throughout this course has been that human and social servic.docx
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
theme throughout this course has been that human and social services.docx
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
Assignment Leadership and Strategic PlanningIn this assignm.docx
Assignment: Leadership and Strategic Planning
In this assignment, you consider how leaders can engage in a strategic planning process with stakeholders to develop a plan to guide the organization’s evolution and development for the long-term. Since strategic planning should engage persons who will be affected by an organization’s decisions (e.g., staff, administration, board members, members of the community), it is important to include key stakeholders in the planning process so that it reflects their perspectives and interests.
For this Assignment, think about how you would begin the strategic planning process for a human services organization. Consider the human services organizations for which you have worked either in your fieldwork or as an employee. Based on what you know about a particular organization, what steps might you take to establish a plan for the organization’s long-term development?
Assignment (600 - word in APA format):
- Describe the
first three steps
you would take to begin the strategic planning process for a human services organization.
- Define the key stakeholders—who should be involved in each step and why they need to be included in the process.
- Include steps you would take to establish stakeholder support and confidence.
Note:
Although you will base your strategic plan on what you know about an actual organization,
do not include any identifying information about the organization or its stakeholders.
Must contain at least 4 references and citations from the following resources.
Required Readings
Lauffer, A. (2011).
Understanding your social agency
(3rd ed.). Washington, DC: Sage.
Chapter 10, “Agency Structure and Change” (pp. 324–352)
Northouse, P. G. (2021).
Introduction to leadership: Concepts and practice
(5th ed.). Washington, DC: Sage.
Chapter 7, “Creating a Vision” (pp. 161-208)
Chapter 8, “Establishing a Constructive Climate” (pp. 182-208)
Chapter 10, “Listening to Out-Group Members” (pp. 252-275)
Finley, D. S., Rogers, G., Napier, M., & Wyatt, J. (2011). From needs-based segmentation to program realignment: Transformation of YWCA of Calgary.
Administration in Social Work
,
35
(3), 299–323.
Plummer, S.-B., Makris, S., & Brocksen, S. M. (Eds.). (2014b).
Social work case studies: Concentration year
. Baltimore, MD: Laureate International Universities Publishing [Vital Source e-reader].
“Social Work Supervision, Leadership, and Administration: The Southeast Planning Group” (pp. 85–86)
.
Capstone Project Part V Action PlansA theme throughout this.docx
Capstone Project Part V: Action Plans
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is inte.
Running head EVALUATION OF CLINICAL PRACTICE PROGRAM EVALUATIO.docx
Running head: EVALUATION OF CLINICAL PRACTICE: PROGRAM EVALUATION
EVALUATION OF PRACTICE: PROGRAM EVALUATION
Title Page
Adhering to APA 6th Edition Standards
Abstract
This will be the summary for the paper.
Agency/Program
Provide a narrative description of the program and the agency (e.g., theoretical model/framework, agency mission, program goals, target population, community context, need being addressed by the program, length and duration, mode of delivery etc.).
Review of the Literature
Present a comprehensive review of the “best practice” literature associated with the target population’s identified need (e.g., best practices for preventing teen pregnancy among adolescent girls; best practices for intervening with substance using older adult veterans; best practices for improving parenting skills and family functioning). In this section, students must attend to the best practices associated with a given problem area (e.g. teen pregnancy, substance use, poor parenting skills), as well as relevant developmental (adolescence, adulthood, older adulthood) and cultural (e.g., race/ethnicity, immigration status, military/war culture) factors.
Program Assessment
Here you provide the finding of your assessment of program performance in the domains of service utilization and program organization. Be sure that you answer each of the following questions. NOTE: You can present these findings in question/answer format. Yes or No responses are not acceptable – you must be analytical in your assessment and provide deep well thought out responses.
How many persons are receiving services?
Are those receiving services the intended targets?
Are they receiving the proper amount, type, and quality of service? Students will evaluate the extent to which their agency’s program is consistent with best practices. This section requires specific examples of how the agency’s program is/is not supported by the best practice literature.
Are there targets who are not receiving services or subgroups within the target population who are underrepresented among those receiving services?
Are members of the target population aware of the program?
Are necessary program functions being performed adequately?
Is staffing sufficient in numbers and competencies for the functions that must be performed?
Is the program well organized? Does staff work well with each other?
Does the program coordinate effectively with the other programs and agencies with which it must interact?
Are resources, facilities, and funding adequate to support important program functions?
Are resources used effectively and efficiently?
Is the program in compliance with requirements imposed by its governing board, funding agencies, and higher-level administration?
Is the program in compliance with applicable professional and legal standards?
Is performance at some program sites or locales significantly better or poorer than at others?
Are participants satisfied with their.
THIS WEEK’S WORK IS TWO DISCUSSIONS. Week 6 Social Change and Pr
THIS WEEK’S WORK IS TWO DISCUSSIONS. Week 6: Social Change and Professional Development
The characteristics of program design and evaluationare intended to provide some level of recommended change or action as a result of the systematic investigation into a program’s effectiveness. Evaluation can provide answers to questions about a program that may be useful in adjusting a program to become more effective. Because evaluation results in insight about the effectiveness of a program for a specific population, evaluation can be used to implement social change or action. Evaluation findings may assist stakeholders (those who hold an interest) or decision makers in go/no-go decisions about specific program modifications or initiate the continuation or demise of the entire program. Today, social policy and public administrative movement are closely associated with social program outcomes and effective evaluations.
This week, you present your design for a program addressing the needs of the homeless population in your community and analyze how your program may effect social change. You also evaluate your potential to impact areas of human services delivery and assess the benefits of participating in professional human services organizations.
Objectives
By the end of this week, you should be able to:
· Analyze how human services program design and evaluation influence social change
· Evaluate personal impact on areas of human services delivery
· Analyze how professional organizations contribute to professional development
Learning Resources
Required Readings
Kettner, P. M., Moroney, R. M., & Martin, L. L. (2017). Designing and managing programs: An effectiveness-based approach (5th ed.). Thousand Oaks, CA: Sage.
· Review Chapter 6, “Selecting the Appropriate Intervention Strategy”
Donaldson, L. P. (2008). Developing a progressive advocacy program within a human services agency. Administration in Social Work, 32(2), 25–48.
Grant, H. M., & Crutchfield, L. R. (2007). Creating high-impact nonprofits. Stanford Social Innovation Review, 5(4), 32–41.
Skinner, K., & Whyte, B. (2004). Going beyond training: Theory and practice in managing learning. Social Work Education, 23(4), 365–381.
Council for Standards in Human Service Education. (2010). Retrieved from http://www.cshse.org/
Center for Credentialing & Education. (n.d.). Human services—Board certified practitioner. Retrieved November 22, 2011, from http://www.cce-global.org /HSBCP
Optional Resource
Simon, S. R., Webster, J. A., & Horn, K. (2007). A critical call for connecting students and professional associations. Social Work with Groups, 30(4), 5–19.
Retrieved from the Walden Library using the SocINDEX with Full Text database.
THIS IS DUE WEDNESDAY 8/18/21 BY 10 PMDiscussion 1: Social Change
There is a variety of elements that human services professionals should consider when they are developing and evaluating human services programs. Some of these elements include conducting a needs asse ...
Organizational FoundationsPlease answer these1.A descripti.docx
Organizational Foundations
Please answer these
1.
A description of your selected organization’s mission, vision, and values.
2.
Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.
3.
In addition, discuss the organization’s culture and its climate, differentiating between the two.
4.
Explain why examining these matters is significant to your role as a nurse leader.
5.
Summary/Conclusion about Organizational Foundations.
*Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
*Make heading each question, so I need 5 headings that address the 5 questions above.
Organizational Foundations
As you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.
To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?
For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.
To prepare:
·
Review the information related to planning and decision making in health care organizations presented in the textbook,
Leadership Roles and Management Functions in Nursing: Theory and Application.
Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.
·
Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.
·
Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?
·
Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters?
Required Resources
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theo.
Bshs 425 bshs425
This document provides information and assignments for students in the BSHS 425 course on administration and management of human service programs. It includes assignments on human service programs, applying an empowerment approach to a dream agency idea, community agency interviews, developing a learning team charter and dream agency proposal, topics of supervision, motivation, diversity, and a final dream agency presentation. The assignments require applying concepts of empowerment, management functions, leadership, and systems perspective to analyzing and developing a dream human service agency idea.
Tufeia Capacity Building Manual
The document provides guidance on organizational governance for NGOs. It discusses the importance of a governing body and its role in ensuring the organization serves the interests of its beneficiaries. An effective governing body provides leadership, oversight, and accountability. It also outlines key responsibilities like planning, administration, finances, and community relations. The document stresses that a governing body should have clear purposes defined in a governing document that establishes the organization's objectives and governance structure. It provides an example structure with trustees, non-voting members, and an executive director accountable to the governing body chair. Having strong organizational governance is vital for an NGO to be truly accountable and serve its clients effectively.
6 steps to creating a strategic plan in 1 day
The document outlines a 6-step process to create a strategic plan in 1 day:
1. Develop mission, vision, and values statements. The vision describes success in 5 years while values focus on service, quality, and people.
2. Assess strengths, weaknesses, opportunities, and threats through a SWOT analysis. Linkages between these should be considered.
3. Agree on prioritized goals that contribute most to the mission and are financially viable. Goals should be measurable and time-phased.
4. Write an action plan with steps to achieve each goal and assign responsibilities and timelines. Consider building strengths and opportunities.
5. Implement the plan by identifying needed skills, systems, culture changes
For this assignment, you will choose an organization to analyze. Thi
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of? Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your j ...
Assignment 2 LASA 1 Assignment—The Leader as a Strategist ReportF.docx
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specificat.
LASA 1 Assignment—The Leader as a Strategist ReportFor this as.docx
LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your .
Assignment 2 LASA 1 Assignment—The Leader as a Strategist Report.docx
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competito ...
M3 Assignment 2 SubmissionAssignment Due December 5 at 1159
M3 Assignment 2 Submission
Assignment
Due December 5 at 11:59 PM
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local e ...
COMM 101—COMMUNICATION IN THE 21st CENTURY Organizational An.docx
COMM 101—COMMUNICATION IN THE 21st CENTURY
Organizational Analysis of Power, Negotiation & Social Change Description
Overview
Organizations move us. We identify as members of organizations easily (I’m a Husker, a Tri-Delt, a Soprano, a
farmer, a firefighter), and it makes sense—we spend most of our time living, breathing, and organizing with others.
Organizations are the places where we play (sports leagues, hobbies), where we work (businesses, non-profits,
schools), where we recharge (places of non/worship and mindfulness), where we heal (hospitals), and as this paper
analyzes, where we change or negotiate problematic aspects of society (social movements, political parties, charities
or any of the previously noted groups). In this project, we are asking you to focus your attention on how
organizations negotiate and change (inequalities) of power.
Embodying the ethic and metaphor of the “Organizational Detective,” you are tasked with questioning, tracing, and
analyzing how an organization of your choice attempts social change and the communication about or through
which that action functions. This isn’t an easy task; social change can be a complicated, messy, and sometimes
awkward topic—which is exactly why we need to explore the potentials and pitfalls that arise when this work is
done! This perspective is a bit of a shift in how we might typically think of organizations generally—instead of
asking you to look at the communication used to manage an organization or drive efficiency, we want you to think
about the social change communication that is organizing the people, objects, and purposes of this group, as
well as the power imbued within those actions and its many consequences.
Though this document spends most of its efforts describing what this organizational analysis is, we want to take a
moment to describe what it is not. This is not an organizational biography. Though the history of a company or
group and its inception are important generally, the goal of this paper is to track down and analyze the current
communication and work that the organization is doing about/for social change specifically. Furthermore, this is not
an analysis of just customer-provider relations. The focus of this project is on the organization’s action toward social
change, not its efficiency status. And finally, this is not an interview summary or reading report. This isn’t a
literature review. We want you to work towards following the mystery of how social change is approached and to
articulate what your group creatively and critically sees as the delightfully messy effects of this organization’s work
related to power.
Below, we outline in detail the requirements for this project, its rubric, and a plan for successfully writing this
analysis.
Requirements
• 5 page group research report, doubled-spaced, 12pt Times New Roman, 1 inch margins
• At least three credible sources utilized in the analysis: on ...
Week 2 Mission and VisionThe mission statement . . . influences.docx
Week 2: Mission and Vision
The mission statement . . . influences the development of an organization’s philosophy, goals, objectives, policies, procedures, and rules.
An organization will never be greater than the vision that guides it.
—Bessie L. Marquis and Carol J. Huston, Leadership Roles and Management Functions in Nursing: Theory and Application
Mission and vision statements articulate an organization’s core purpose and future aims. Well-crafted statements can stand the test of time, even as the environment changes and new priorities emerge. On the other hand, some adjustments may be needed if and when an organization undergoes foundational transformation.
Consider the following mission statement: “Kaiser Permanente exists to provide affordable, high quality healthcare services to improve the health of our members and the communities we serve” (Kaiser Permanente, n.d.). Think about the current health care environment and the types of internal and external changes that could affect the utility and appropriateness of this statement. Under what circumstances should an organization such as this one contemplate revising its mission?
As a nurse leader-manager, it is critical to realize the important role of mission and vision statements in guiding an organization.
In the first week of this course, you examined the planning hierarchy. This week, you consider mission and vision statements, which are at the top of the planning hierarchy because of the significant influence they exert on an organization. You practice the skills needed to craft appropriate mission and vision statements, and you consider how to develop these for maximum impact that reaches beyond the stated words to influence the plans and decisions made throughout an organization or system.
Note: Over the next few weeks you will be engaging in small group discussions. These are meant to provide you with the opportunity to deeply explore the foundational concepts being presented. Much of the work you engage in moving forward will hinge upon your understanding of these concepts, hence, the small group opportunity to discuss and share.
Learning Objectives
Students will:
· Analyze the relationship of mission and vision statements to the planning hierarchy within organizations
· Analyze the process of developing mission and vision statements
· Evaluate mission and vision statements
Photo Credit: Nicolevanf/RooM/Getty Images
Learning Resources
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.
Required Readings
Sare, M. V., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care. Sudbury, MA: Jones and Bartlett.
· Review Chapter 4, “Just What Is Strategic Planning?” (pp. 57–82)
· Chapter 7, “The Three Key Elements of the Strategic Planning Process: A Vision That Guides Nursing’s Future Action” (pp. 117–143)
Chapter 7 addresses elements of the.
Module 1 OverviewThe purpose, function, and application of str.docx
Module 1 Overview
The purpose, function, and application of strategic planning in health care administration is studied. Content includes strategic planning, situational analysis, strategy formulation, action planning, and metrics. Leader qualities are used in this module to effectively identify strategic issues, develop a team, and develop a plan of action for overall improvement. Organizational behavior is examined to view its impact on organization vision/mission, organizational goals, organizational communication, and the diverse environment of professionals in health care organizations.
Strategic planning models can offer a range of opportunities to an organization. The National Criminal Justice Association (2017) recommends the following strategic planning models:
Model One: The Basics
Organizations that are small, busy, and have not done much strategic planning before might want to start with this approach. Top-level management often carries out planning in this model rather than using a community-based approach. Basic strategic planning includes:
1. Create a mission statement. A mission statement describes why the organization exists (i.e., identifies its basic purpose). The statement should address both the types of communities or audience that the organization serves, and the services and products it will provide. The top-level management will generally develop the mission statement. The statement will change somewhat over the years.
2. Select the organization’s intermediate goals. Goals are general statements about what needs to be accomplished to meet the purpose or mission and address major issues.
3. Identify approaches or strategies to reach each goal. Strategies are often what change most as the organization eventually conducts more robust strategic planning, particularly as external and internal environments are examined more closely.
4. Identify action plans to implement each strategy. Action plans list the steps that each major function (for example, a department or agency) must take to ensure that it is effectively implementing a strategy. Objectives should be clear enough to be assessed if they have been met. Ideally, top management will develop committees, each with their own work or set of objectives.
5. Monitor and update the plan. Planners regularly monitor progress towards goals and whether action plans are being implemented. Perhaps the most important indicator of success is positive feedback from customers.
6. Note that organizations may want to extend step 3 by identifying additional goals that help develop central operations or administration (e.g., implementing a new goal that strengthens financial management).
Model Two: Issue- or Goal-Based Strategic Planning
Organizations that begin with basic planning often evolve toward this more comprehensive and effective approach. This model will be the focus of recommendations for use as the preferred process in community-based planning.
1. Identify SWOT (Strengths, W ...
1 OL 665 Final Project Guidelines and Rubric Over.docx
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool for new graduates in the United States. Not-for-profit organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit organization’s existence is based on a desire to provide a public benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare, development, and environmental agencies. Examples of not-for-profit organizations include Doctors
without Borders, the American Red Cross, Teach for America, and the World Food Program.
Not-for-profit organizations require leaders who can manage them as businesses while understanding the needs of the communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit organization of your choice; in so doing, you will develop the critical skills necessary for leadership and
management careers within the not-for-profit business sector. To conduct your analysis, you will identify key financial considerations, explore unique public
relations considerations, and consider issues of sustainability within organizations with a not-for-profit designation. This project will increase your versatility as a
leader and improve your appeal as a potential employee within the not-for-profit business sector. The final product represents an authentic demonstration of
competency because it asks you to critically evaluate factors that contribute to the overall success of a not-for-profit organization.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure the quality of your
final submission. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate management strategies and organizational structures of not-for-profit organizations for their effectiveness in managing boards, volunteers, and
staff
Analyze communication strategies used by not-for-profit organizations for how they advance shared values, attitudes, and goals with all stakeholders
Analyze resource and budgetary considerations within not-for-profit organizations for determining potential challenges to financial operations
Analyze ethical considerations within not-for-profit entities for their impact on public image
Evaluate how operational strengths and weaknesses of not-for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of your choice—it must be a 501(c)(3) organization—and develop a strategic analysis. You will report
on key area.
1 OL 665 Final Project Guidelines and Rubric Over.docx
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool for new graduates in the United States. Not-for-profit organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit organization’s existence is based on a desire to provide a public benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare, development, and environmental agencies. Examples of not-for-profit organizations include Doctors
without Borders, the American Red Cross, Teach for America, and the World Food Program.
Not-for-profit organizations require leaders who can manage them as businesses while understanding the needs of the communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit organization of your choice; in so doing, you will develop the critical skills necessary for leadership and
management careers within the not-for-profit business sector. To conduct your analysis, you will identify key financial considerations, explore unique public
relations considerations, and consider issues of sustainability within organizations with a not-for-profit designation. This project will increase your versatility as a
leader and improve your appeal as a potential employee within the not-for-profit business sector. The final product represents an authentic demonstration of
competency because it asks you to critically evaluate factors that contribute to the overall success of a not-for-profit organization.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure the quality of your
final submission. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate management strategies and organizational structures of not-for-profit organizations for their effectiveness in managing boards, volunteers, and
staff
Analyze communication strategies used by not-for-profit organizations for how they advance shared values, attitudes, and goals with all stakeholders
Analyze resource and budgetary considerations within not-for-profit organizations for determining potential challenges to financial operations
Analyze ethical considerations within not-for-profit entities for their impact on public image
Evaluate how operational strengths and weaknesses of not-for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of your choice—it must be a 501(c)(3) organization—and develop a strategic analysis. You will report
on key area ...
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
The document provides instructions for students to conduct an internal environmental scan or organizational assessment of a business unit as part of a course project. Students are asked to analyze the organization's mission, vision, values and how they relate to strategy. They should also assess cultural factors and the value chain. The final report should identify organizational strengths and weaknesses and how they impact the business strategy.
RaisingResources.Short.1
The document provides an overview of fundraising and resource development for non-profit organizations. It discusses the importance of strategic planning, developing budgets, researching potential donors, and creating a case statement to articulate the organization's mission and goals. The document also outlines best practices for fundraising activities like writing letters, conducting individual solicitations, and developing supplemental sources of income. The overall message is that non-profits need a variety of "tools" and fundraising strategies to effectively raise the resources needed to achieve their mission.
Business Letterhead Globe ( Autosaved)
This document provides guidance on strategic planning and grant writing for nonprofit organizations. It discusses identifying long and short term goals, defining the organization's direction and population served. It also addresses evaluating staff strengths and weaknesses, and the roles and responsibilities of the executive director and board of directors. Finally, it outlines the key components of a short grant proposal, including defining the program, citing need through statistics, history of the organization, budget details, and evaluation criteria.
A learning organization is a dynamic business environment that encou.docx
A learning organization is a dynamic business environment that encourages and fosters continuous learning in order to compete effectively in a highly competitive 21st century economy. What are the characteristics of a learning organization, and how do these characteristics help managers and employees work together to rise to the challenges they must confront in a rapidly changing business environment?
.
A group of students were asked to vote on their favorite horror film.docx
A group of students were asked to vote on their favorite horror films. The candidate films are:
Abraham Lincoln Vampire Hunter, The Babadook, Cabin Fever, and Dead Snow (A, B, C, D for short). The following table gives the preference schedule for the election.
Number of voters
10
7
5
5
4
1
st
choice
A
D
B
C
B
2
nd
choice
C
B
C
D
C
3
rd
choice
B
A
A
A
D
4
th
choice
D
C
D
B
A
1.
How many students voted?
2.
How many first place votes are needed for a majority?
3. Use the plurality method to find the winner of the election.
4.
Use the Borda count method to find the winner of the election.
5.
Use the plurality-with-elimination method to find the winner of the election.
.
A good interviewer uses interview methodologies and techniques that .docx
A good interviewer uses interview methodologies and techniques that not only help him or her build rapport with the interviewee but also drive the interview in a favorable direction. This assignment tests your understanding of various interview methodologies. It also focuses on the components of statement analysis—an important skill that helps detect deceit in an interviewee's statements.
Tasks:
Using the Argosy University online library resources, prepare a 4- to 5-slide, APA-formatted Microsoft PowerPoint presentation that includes responses to Part 1 and Part 2.
Part 1
Use scholarly sources to compare any two of the following interviewing methodologies:
Structural interviews
Inferential interviews
Behavioral interviews
Cognitive interviews
Clearly define each methodology chosen and examine in what situations it may be appropriate.
Part 2
Explore the components of statement analysis—a complex skill that can help you determine the level of deception in a witness's or a suspect's statement. Identifying deception leads one to dig deeper, investigate further, and ask more, often difficult, direct questions.
Instructions
Consider the following example of a statement and its component:
Statement
Statement Component
"Decided to go for a walk. Got out there. Umm . . . stood for a few moments and received a page from home. Something was going on at home. Let's go back and make a phone call and see what's going on.
Parts of speech, specifically missing pronouns
Analyze the following statements and identify as many applicable components of statement analysis as you can attribute to the deception:
"Got approached by a gentleman asking for money. When I addressed him, I was struck in the rear and knocked to the ground. Struggled with him. There was a shot that went off. Struggled with him, and there was another shot that went off. That was the shot that hit me."
"On July 4, 2011, at about 4:00 p.m., came home from work and took a shower. Was getting ready to head out to some friends' barbeque and party. My friends Jerry and Paul were having some people over for the Fourth of July. Sat down for a few minutes to watch television and relax. Had two beers until about 5:30 p.m.
"Put my feet up on the table when the doorbell rang. It was an ex-girlfriend, Sally. She sat down with me for a few minutes. They wanted to tell me about their new boyfriend. I wasn't so happy about it; I didn't really want to break up with her. I watched the race and argued some, and she left, at six or so.
"At about 7:00 p.m. drove to my friends' place. They live in the country and it took me an hour to get there, arrived at eight or so. When we got to the party, there were about ten or twelve people there; they were pretty wasted already, and they were drinking most of the day. Sat down outside and had a few shots and several beers. It was hot, so I went inside, and I watched television to cool off. Drank about two more beers and talked with two girls that were friends o.
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EVALUATION OF PRACTICE: PROGRAM EVALUATION
Title Page
Adhering to APA 6th Edition Standards
Abstract
This will be the summary for the paper.
Agency/Program
Provide a narrative description of the program and the agency (e.g., theoretical model/framework, agency mission, program goals, target population, community context, need being addressed by the program, length and duration, mode of delivery etc.).
Review of the Literature
Present a comprehensive review of the “best practice” literature associated with the target population’s identified need (e.g., best practices for preventing teen pregnancy among adolescent girls; best practices for intervening with substance using older adult veterans; best practices for improving parenting skills and family functioning). In this section, students must attend to the best practices associated with a given problem area (e.g. teen pregnancy, substance use, poor parenting skills), as well as relevant developmental (adolescence, adulthood, older adulthood) and cultural (e.g., race/ethnicity, immigration status, military/war culture) factors.
Program Assessment
Here you provide the finding of your assessment of program performance in the domains of service utilization and program organization. Be sure that you answer each of the following questions. NOTE: You can present these findings in question/answer format. Yes or No responses are not acceptable – you must be analytical in your assessment and provide deep well thought out responses.
How many persons are receiving services?
Are those receiving services the intended targets?
Are they receiving the proper amount, type, and quality of service? Students will evaluate the extent to which their agency’s program is consistent with best practices. This section requires specific examples of how the agency’s program is/is not supported by the best practice literature.
Are there targets who are not receiving services or subgroups within the target population who are underrepresented among those receiving services?
Are members of the target population aware of the program?
Are necessary program functions being performed adequately?
Is staffing sufficient in numbers and competencies for the functions that must be performed?
Is the program well organized? Does staff work well with each other?
Does the program coordinate effectively with the other programs and agencies with which it must interact?
Are resources, facilities, and funding adequate to support important program functions?
Are resources used effectively and efficiently?
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THIS WEEK’S WORK IS TWO DISCUSSIONS. Week 6 Social Change and Pr
THIS WEEK’S WORK IS TWO DISCUSSIONS. Week 6: Social Change and Professional Development
The characteristics of program design and evaluationare intended to provide some level of recommended change or action as a result of the systematic investigation into a program’s effectiveness. Evaluation can provide answers to questions about a program that may be useful in adjusting a program to become more effective. Because evaluation results in insight about the effectiveness of a program for a specific population, evaluation can be used to implement social change or action. Evaluation findings may assist stakeholders (those who hold an interest) or decision makers in go/no-go decisions about specific program modifications or initiate the continuation or demise of the entire program. Today, social policy and public administrative movement are closely associated with social program outcomes and effective evaluations.
This week, you present your design for a program addressing the needs of the homeless population in your community and analyze how your program may effect social change. You also evaluate your potential to impact areas of human services delivery and assess the benefits of participating in professional human services organizations.
Objectives
By the end of this week, you should be able to:
· Analyze how human services program design and evaluation influence social change
· Evaluate personal impact on areas of human services delivery
· Analyze how professional organizations contribute to professional development
Learning Resources
Required Readings
Kettner, P. M., Moroney, R. M., & Martin, L. L. (2017). Designing and managing programs: An effectiveness-based approach (5th ed.). Thousand Oaks, CA: Sage.
· Review Chapter 6, “Selecting the Appropriate Intervention Strategy”
Donaldson, L. P. (2008). Developing a progressive advocacy program within a human services agency. Administration in Social Work, 32(2), 25–48.
Grant, H. M., & Crutchfield, L. R. (2007). Creating high-impact nonprofits. Stanford Social Innovation Review, 5(4), 32–41.
Skinner, K., & Whyte, B. (2004). Going beyond training: Theory and practice in managing learning. Social Work Education, 23(4), 365–381.
Council for Standards in Human Service Education. (2010). Retrieved from http://www.cshse.org/
Center for Credentialing & Education. (n.d.). Human services—Board certified practitioner. Retrieved November 22, 2011, from http://www.cce-global.org /HSBCP
Optional Resource
Simon, S. R., Webster, J. A., & Horn, K. (2007). A critical call for connecting students and professional associations. Social Work with Groups, 30(4), 5–19.
Retrieved from the Walden Library using the SocINDEX with Full Text database.
THIS IS DUE WEDNESDAY 8/18/21 BY 10 PMDiscussion 1: Social Change
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Organizational FoundationsPlease answer these1.A descripti.docx
Organizational Foundations
Please answer these
1.
A description of your selected organization’s mission, vision, and values.
2.
Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.
3.
In addition, discuss the organization’s culture and its climate, differentiating between the two.
4.
Explain why examining these matters is significant to your role as a nurse leader.
5.
Summary/Conclusion about Organizational Foundations.
*Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
*Make heading each question, so I need 5 headings that address the 5 questions above.
Organizational Foundations
As you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.
To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?
For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.
To prepare:
·
Review the information related to planning and decision making in health care organizations presented in the textbook,
Leadership Roles and Management Functions in Nursing: Theory and Application.
Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.
·
Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.
·
Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?
·
Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters?
Required Resources
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theo.
Bshs 425 bshs425
This document provides information and assignments for students in the BSHS 425 course on administration and management of human service programs. It includes assignments on human service programs, applying an empowerment approach to a dream agency idea, community agency interviews, developing a learning team charter and dream agency proposal, topics of supervision, motivation, diversity, and a final dream agency presentation. The assignments require applying concepts of empowerment, management functions, leadership, and systems perspective to analyzing and developing a dream human service agency idea.
Tufeia Capacity Building Manual
The document provides guidance on organizational governance for NGOs. It discusses the importance of a governing body and its role in ensuring the organization serves the interests of its beneficiaries. An effective governing body provides leadership, oversight, and accountability. It also outlines key responsibilities like planning, administration, finances, and community relations. The document stresses that a governing body should have clear purposes defined in a governing document that establishes the organization's objectives and governance structure. It provides an example structure with trustees, non-voting members, and an executive director accountable to the governing body chair. Having strong organizational governance is vital for an NGO to be truly accountable and serve its clients effectively.
6 steps to creating a strategic plan in 1 day
The document outlines a 6-step process to create a strategic plan in 1 day:
1. Develop mission, vision, and values statements. The vision describes success in 5 years while values focus on service, quality, and people.
2. Assess strengths, weaknesses, opportunities, and threats through a SWOT analysis. Linkages between these should be considered.
3. Agree on prioritized goals that contribute most to the mission and are financially viable. Goals should be measurable and time-phased.
4. Write an action plan with steps to achieve each goal and assign responsibilities and timelines. Consider building strengths and opportunities.
5. Implement the plan by identifying needed skills, systems, culture changes
For this assignment, you will choose an organization to analyze. Thi
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of? Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your j ...
Assignment 2 LASA 1 Assignment—The Leader as a Strategist ReportF.docx
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specificat.
LASA 1 Assignment—The Leader as a Strategist ReportFor this as.docx
LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your .
Assignment 2 LASA 1 Assignment—The Leader as a Strategist Report.docx
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competito ...
M3 Assignment 2 SubmissionAssignment Due December 5 at 1159
M3 Assignment 2 Submission
Assignment
Due December 5 at 11:59 PM
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local e ...
COMM 101—COMMUNICATION IN THE 21st CENTURY Organizational An.docx
COMM 101—COMMUNICATION IN THE 21st CENTURY
Organizational Analysis of Power, Negotiation & Social Change Description
Overview
Organizations move us. We identify as members of organizations easily (I’m a Husker, a Tri-Delt, a Soprano, a
farmer, a firefighter), and it makes sense—we spend most of our time living, breathing, and organizing with others.
Organizations are the places where we play (sports leagues, hobbies), where we work (businesses, non-profits,
schools), where we recharge (places of non/worship and mindfulness), where we heal (hospitals), and as this paper
analyzes, where we change or negotiate problematic aspects of society (social movements, political parties, charities
or any of the previously noted groups). In this project, we are asking you to focus your attention on how
organizations negotiate and change (inequalities) of power.
Embodying the ethic and metaphor of the “Organizational Detective,” you are tasked with questioning, tracing, and
analyzing how an organization of your choice attempts social change and the communication about or through
which that action functions. This isn’t an easy task; social change can be a complicated, messy, and sometimes
awkward topic—which is exactly why we need to explore the potentials and pitfalls that arise when this work is
done! This perspective is a bit of a shift in how we might typically think of organizations generally—instead of
asking you to look at the communication used to manage an organization or drive efficiency, we want you to think
about the social change communication that is organizing the people, objects, and purposes of this group, as
well as the power imbued within those actions and its many consequences.
Though this document spends most of its efforts describing what this organizational analysis is, we want to take a
moment to describe what it is not. This is not an organizational biography. Though the history of a company or
group and its inception are important generally, the goal of this paper is to track down and analyze the current
communication and work that the organization is doing about/for social change specifically. Furthermore, this is not
an analysis of just customer-provider relations. The focus of this project is on the organization’s action toward social
change, not its efficiency status. And finally, this is not an interview summary or reading report. This isn’t a
literature review. We want you to work towards following the mystery of how social change is approached and to
articulate what your group creatively and critically sees as the delightfully messy effects of this organization’s work
related to power.
Below, we outline in detail the requirements for this project, its rubric, and a plan for successfully writing this
analysis.
Requirements
• 5 page group research report, doubled-spaced, 12pt Times New Roman, 1 inch margins
• At least three credible sources utilized in the analysis: on ...
Week 2 Mission and VisionThe mission statement . . . influences.docx
Week 2: Mission and Vision
The mission statement . . . influences the development of an organization’s philosophy, goals, objectives, policies, procedures, and rules.
An organization will never be greater than the vision that guides it.
—Bessie L. Marquis and Carol J. Huston, Leadership Roles and Management Functions in Nursing: Theory and Application
Mission and vision statements articulate an organization’s core purpose and future aims. Well-crafted statements can stand the test of time, even as the environment changes and new priorities emerge. On the other hand, some adjustments may be needed if and when an organization undergoes foundational transformation.
Consider the following mission statement: “Kaiser Permanente exists to provide affordable, high quality healthcare services to improve the health of our members and the communities we serve” (Kaiser Permanente, n.d.). Think about the current health care environment and the types of internal and external changes that could affect the utility and appropriateness of this statement. Under what circumstances should an organization such as this one contemplate revising its mission?
As a nurse leader-manager, it is critical to realize the important role of mission and vision statements in guiding an organization.
In the first week of this course, you examined the planning hierarchy. This week, you consider mission and vision statements, which are at the top of the planning hierarchy because of the significant influence they exert on an organization. You practice the skills needed to craft appropriate mission and vision statements, and you consider how to develop these for maximum impact that reaches beyond the stated words to influence the plans and decisions made throughout an organization or system.
Note: Over the next few weeks you will be engaging in small group discussions. These are meant to provide you with the opportunity to deeply explore the foundational concepts being presented. Much of the work you engage in moving forward will hinge upon your understanding of these concepts, hence, the small group opportunity to discuss and share.
Learning Objectives
Students will:
· Analyze the relationship of mission and vision statements to the planning hierarchy within organizations
· Analyze the process of developing mission and vision statements
· Evaluate mission and vision statements
Photo Credit: Nicolevanf/RooM/Getty Images
Learning Resources
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.
Required Readings
Sare, M. V., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care. Sudbury, MA: Jones and Bartlett.
· Review Chapter 4, “Just What Is Strategic Planning?” (pp. 57–82)
· Chapter 7, “The Three Key Elements of the Strategic Planning Process: A Vision That Guides Nursing’s Future Action” (pp. 117–143)
Chapter 7 addresses elements of the.
Module 1 OverviewThe purpose, function, and application of str.docx
Module 1 Overview
The purpose, function, and application of strategic planning in health care administration is studied. Content includes strategic planning, situational analysis, strategy formulation, action planning, and metrics. Leader qualities are used in this module to effectively identify strategic issues, develop a team, and develop a plan of action for overall improvement. Organizational behavior is examined to view its impact on organization vision/mission, organizational goals, organizational communication, and the diverse environment of professionals in health care organizations.
Strategic planning models can offer a range of opportunities to an organization. The National Criminal Justice Association (2017) recommends the following strategic planning models:
Model One: The Basics
Organizations that are small, busy, and have not done much strategic planning before might want to start with this approach. Top-level management often carries out planning in this model rather than using a community-based approach. Basic strategic planning includes:
1. Create a mission statement. A mission statement describes why the organization exists (i.e., identifies its basic purpose). The statement should address both the types of communities or audience that the organization serves, and the services and products it will provide. The top-level management will generally develop the mission statement. The statement will change somewhat over the years.
2. Select the organization’s intermediate goals. Goals are general statements about what needs to be accomplished to meet the purpose or mission and address major issues.
3. Identify approaches or strategies to reach each goal. Strategies are often what change most as the organization eventually conducts more robust strategic planning, particularly as external and internal environments are examined more closely.
4. Identify action plans to implement each strategy. Action plans list the steps that each major function (for example, a department or agency) must take to ensure that it is effectively implementing a strategy. Objectives should be clear enough to be assessed if they have been met. Ideally, top management will develop committees, each with their own work or set of objectives.
5. Monitor and update the plan. Planners regularly monitor progress towards goals and whether action plans are being implemented. Perhaps the most important indicator of success is positive feedback from customers.
6. Note that organizations may want to extend step 3 by identifying additional goals that help develop central operations or administration (e.g., implementing a new goal that strengthens financial management).
Model Two: Issue- or Goal-Based Strategic Planning
Organizations that begin with basic planning often evolve toward this more comprehensive and effective approach. This model will be the focus of recommendations for use as the preferred process in community-based planning.
1. Identify SWOT (Strengths, W ...
1 OL 665 Final Project Guidelines and Rubric Over.docx
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool for new graduates in the United States. Not-for-profit organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit organization’s existence is based on a desire to provide a public benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare, development, and environmental agencies. Examples of not-for-profit organizations include Doctors
without Borders, the American Red Cross, Teach for America, and the World Food Program.
Not-for-profit organizations require leaders who can manage them as businesses while understanding the needs of the communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit organization of your choice; in so doing, you will develop the critical skills necessary for leadership and
management careers within the not-for-profit business sector. To conduct your analysis, you will identify key financial considerations, explore unique public
relations considerations, and consider issues of sustainability within organizations with a not-for-profit designation. This project will increase your versatility as a
leader and improve your appeal as a potential employee within the not-for-profit business sector. The final product represents an authentic demonstration of
competency because it asks you to critically evaluate factors that contribute to the overall success of a not-for-profit organization.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure the quality of your
final submission. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate management strategies and organizational structures of not-for-profit organizations for their effectiveness in managing boards, volunteers, and
staff
Analyze communication strategies used by not-for-profit organizations for how they advance shared values, attitudes, and goals with all stakeholders
Analyze resource and budgetary considerations within not-for-profit organizations for determining potential challenges to financial operations
Analyze ethical considerations within not-for-profit entities for their impact on public image
Evaluate how operational strengths and weaknesses of not-for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of your choice—it must be a 501(c)(3) organization—and develop a strategic analysis. You will report
on key area.
1 OL 665 Final Project Guidelines and Rubric Over.docx
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool for new graduates in the United States. Not-for-profit organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit organization’s existence is based on a desire to provide a public benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare, development, and environmental agencies. Examples of not-for-profit organizations include Doctors
without Borders, the American Red Cross, Teach for America, and the World Food Program.
Not-for-profit organizations require leaders who can manage them as businesses while understanding the needs of the communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit organization of your choice; in so doing, you will develop the critical skills necessary for leadership and
management careers within the not-for-profit business sector. To conduct your analysis, you will identify key financial considerations, explore unique public
relations considerations, and consider issues of sustainability within organizations with a not-for-profit designation. This project will increase your versatility as a
leader and improve your appeal as a potential employee within the not-for-profit business sector. The final product represents an authentic demonstration of
competency because it asks you to critically evaluate factors that contribute to the overall success of a not-for-profit organization.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure the quality of your
final submission. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate management strategies and organizational structures of not-for-profit organizations for their effectiveness in managing boards, volunteers, and
staff
Analyze communication strategies used by not-for-profit organizations for how they advance shared values, attitudes, and goals with all stakeholders
Analyze resource and budgetary considerations within not-for-profit organizations for determining potential challenges to financial operations
Analyze ethical considerations within not-for-profit entities for their impact on public image
Evaluate how operational strengths and weaknesses of not-for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of your choice—it must be a 501(c)(3) organization—and develop a strategic analysis. You will report
on key area ...
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
The document provides instructions for students to conduct an internal environmental scan or organizational assessment of a business unit as part of a course project. Students are asked to analyze the organization's mission, vision, values and how they relate to strategy. They should also assess cultural factors and the value chain. The final report should identify organizational strengths and weaknesses and how they impact the business strategy.
RaisingResources.Short.1
The document provides an overview of fundraising and resource development for non-profit organizations. It discusses the importance of strategic planning, developing budgets, researching potential donors, and creating a case statement to articulate the organization's mission and goals. The document also outlines best practices for fundraising activities like writing letters, conducting individual solicitations, and developing supplemental sources of income. The overall message is that non-profits need a variety of "tools" and fundraising strategies to effectively raise the resources needed to achieve their mission.
Business Letterhead Globe ( Autosaved)
This document provides guidance on strategic planning and grant writing for nonprofit organizations. It discusses identifying long and short term goals, defining the organization's direction and population served. It also addresses evaluating staff strengths and weaknesses, and the roles and responsibilities of the executive director and board of directors. Finally, it outlines the key components of a short grant proposal, including defining the program, citing need through statistics, history of the organization, budget details, and evaluation criteria.
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Explore:
The Arts and Royalty
•Rubens and Poussin at
http://www.visitmuseums.com/exhibition/from-baroque-to-classicism-rubens-poussin-and-17th-85
and
http://www.wga.hu/frames-e.html?/bio/p/poussin/biograph.html
Philosophers Debate Politics
•Chapter 24 (pp. 776-7; 803-805)
•Hobbes: text at
http://oregonstate.edu/instruct/phl302/texts/hobbes/leviathan-contents.html
summary at http://plato.stanford.edu/entries/hobbes-moral/; also
http://jim.com/hobbes.htm
•Locke: text at
http://www.thenagain.info/Classes/Sources/Locke-2ndTreatise.html
General background of the concept at
http://www.digitalhistory.uh.edu/teachers/lesson_plans/pdfs/unit1_12.pdf
.
A database containing the DNA information of every citizen of a coun.docx
A database containing the DNA information of every citizen of a country could be a valuable resource to medical researchers. It could also help solve police crimes.
What is your perspective in the following
. You should back this up with
one
of our Ethics theories:
·
Kantianism
·
Act Utilitarianism
·
Rule Utilitarianism
·
Social Contract
·
Virtue Ethics
It would be in the best interests of society if the government constructed a DNA database of every resident and made the database available to medical researchers and police agencies.
.
A death notification must be made before the media is notified that .docx
A death notification must be made before the media is notified that a death has occurred. For example, suppose there was an automobile accident; the victim was taken to the hospital, and on the way to the hospital, the victim dies. No one in the media is notified about the condition of the victim until a death notification has been made to the immediate family.
Using the library, Internet, or any other available materials, discuss the process of a death notification.
Give a rationale for why the immediate family is notified before the media.
Is a death notification for a police officer different than it is for a civilian? Do you agree or disagree that this should be the case?
.
A crisis presents the ultimate communication test for managers and l.docx
A crisis presents the ultimate communication test for managers and leaders. Careful coordination is required to assess the situation, prioritize critical issues, collect relevant information, and create an effective communication plan. Above all, open, consistent, and candid communication is key.
1. Identify a company that has or is currently experiencing a crisis.
2. Evaluate the crisis situation, including its ethical implication.
3. Judge the effectiveness of the organization’s communication approach (reactive, proactive, candid, and/or utilizing the media to deliver clear messages to their audiences)?
4. What values and actions are being communicated?
5. Develop a recommendation for what the organization could have done differently to better manage the situation and their reputation.
Organizations to Consider (Please refrain from using Toyota due to our Week 9 discussion):
• British Petroleum
• Carnival Cruise Line
• General Motors
• The National Football League
Research Resources:
• WSJ – use the link on the left-hand side menu bar of your course
• Yahoo Finance
• CNBC
• MarketWatch
Integrative Case Grading Criteria:
Please Note: The total paper length is 3 - 5 pages.
1. Provide an overview of the organization’s crisis situation and the ethical implications. (15% weighting)
Consider the organization’s mission, vision, values, and culture.
2. How well did the organization communicate during the crisis? (35% weighting)
Did the organization authentically acknowledge and own their contribution to the situation?
Did the leaders demonstrate candor?
Did they effectively use the media to deliver key messages?
Did they share good and bad news?
Did they exhibit consistent and believable communication?
Did they involve employees and customers in the communication effort?
Were their actions aligned with mission and values?
3. What recommendations would you make to improve the communication approach? (40% weighting)
Consider crisis communication techniques, communication best practices, and ethical responsibilities.
4. Writing clarity, logic, mechanics, and formatting. (10% weighting)
.
a cruel, crazy, mad, hopeless panic possesed them... the heat was a.docx
"a cruel, crazy, mad, hopeless panic possesed them... the heat was awful... the men were exausted-their mouths gasped, their lips cracked and blackened with the powder of the cartridges they had bitten off in the battle, their eyes staring in frenzy."
-Representative albert riddle, observing the first battle of the bull run
This excerpt describes _____ at the First Battle of Bull Run.
a)terrified observers of the battle
b)couragous confederate soldiers
c)retreating union soldiers
d)civilians fleeing to Washington, D.C.
.
A criminal justice professional gathers information through effectiv.docx
A criminal justice professional gathers information through effective interviews and interrogations. Ineffective victim or suspect interviews or interrogations can cost an investigator a case, and understanding the difference between an interview and an interrogation is critical in selecting an appropriate approach for a specific situation. Interviews and interrogations are dynamic, evolving situations, and developing interviewing and interrogation skills takes time and practice. Interrogation involves an accusatory, persuasive approach. Effective interviewers have the ability to quickly establish rapport with their subjects and gain complete, concise, and accurate information about crimes, additional witnesses, and suspects. Building rapport early helps take down barriers to open and clear communication, which is critical in conducting interviews and interrogations.
Submission Details:
By
Fri
day, January 16, 2015
, in a minimum of 250 words, post your answers to the following:
What are the qualities of an effective interviewer and interrogator?
What are the purposes of interviews and interrogations?
What is the difference between an interview and an interrogation?
What is D. K. Berlo's communication process? How does it apply in the criminal justice field?
What is a purposeful interview?
Discussion Grading Criteria and Rubric
All discussion assignments in this course will be graded using a rubric. This assignment is worth 40 points. The discussion rubric carefully read it to understand the expectations.
.
A consumer advocacy group claims that the mean amount of juice in a .docx
A consumer advocacy group claims that the mean amount of juice in a 16 ounce bottled drink is not 16 ounces, as stated by the bottler. Determine the conclusion of the hypothesis test assuming that the results of the sampling lead to rejection of the null hypothesis.
A. Conclusion: Support the claim that the mean is equal to 16 ounces.
B. Conclusion: Support the claim that the mean is greater than 16 ounces.
C. Conclusion: Support the claim that the mean is not equal to 16 ounces.
D. Conclusion: Support the claim that the mean is less than 16 ounces.
Question 4 of 40
0.0/ 2.5 Points
A consumer group claims that the mean running time for a certain type of flashlight battery is not the same as the manufacturer’s claims. Determine the null and alternative hypotheses for the test described.
A.
H
0
: µ = Manufacturer’s claims H
a
: µ < Manufacturer’s claims
B.
H
0
: µ = Manufacturer’s claims H
a
: µ
¹
Manufacturer’s claims
C.
H
0
: µ = Manufacturer’s claims H
a
: µ > Manufacturer’s claims
D.
H
0
: µ
¹
Manufacturer’s claims H
a
: µ = Manufacturer’s claims
Question 5 of 40
0.0/ 2.5 Points
A researcher claims that the amounts of acetaminophen in a certain brand of cold tablets have a mean different from the 600 mg claimed by the manufacturer. Test this claim at the 0.02 level of significance. The mean acetaminophen content for a random sample of n = 41 tablets is 603.3 mg. Assume that the population standard deviation is 4.9 mg.
A. Since the test statistic is greater than the critical z, there is sufficient evidence to accept the null hypothesis and to support the claim that the mean content of acetaminophen is 600 mg.
B. Since the test statistic is greater than the critical z, there is sufficient evidence to reject the null hypothesis and to support the claim that the mean content of acetaminophen is not 600 mg.
C. Since the test statistic is less than the critical z, there is sufficient evidence to reject the null hypothesis and to support the claim that the mean content of acetaminophen is not 600 mg.
D. Since the test statistic is greater than the critical z, there is insufficient evidence to reject the null hypothesis and to support the claim that the mean content of acetaminophen is not 600 mg.
Question 6 of 40
0.0/ 2.5 Points
In 1990, the average duration of long-distance telephone calls originating in one town was 9.3 minutes. A long-distance telephone company wants to perform a hypothesis test to determine whether the average duration of long-distance phone calls has changed from the 1990 mean of 9.3 minutes. Formulate the null and alternative hypotheses for the study described.
A.
H
o
: µ = 9.3 minutes H
a
: µ < 9.3 minutes
B.
H
o
: µ = 9.3 minutes H
a
: µ > 9.3 minutes
C.
H
o
: µ = 9.3 minutes
H
a
: µ
¹
9.3 minutes
D.
H
o
: µ
¹
9.3 minutes H
a
: µ = 9.3 minutes
Question 7 of 40
2.5/ 2.5 Points
A skeptical paranormal researcher claims that the proportion of Americans that have.
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