CASE STUDY 2.1: W. L. Gore and Associates
He was ready for anything—or so he thought. Dressed in his finest and armed with an MBA degree fresh off the press, Jack Dougherty walked in for his first day of work at Newark, Delaware–based W. L. Gore and Associates, the global fluoropolymer technology and manufacturing giant that is best known as the maker of Gore-Tex.
But it turned out he wasn’t ready for this: “Why don’t you look around and find something you’d like to do,” founder and CEO Bill Gore said to him after a quick introduction. Although many things have changed over the course of W. L. Gore and Associates’ 50+ years in business, the late Gore stuck to his principles regarding organizational structure (or lack thereof), a legacy he passed down to subsequent generations of management. Gore wasn’t fond of thick layers of formal management, which he believed smothered individual creativity. According to Gore, “A lattice (flat) organization is one that involves direct transactions, self-commitment, natural leadership, and lacks assigned or assumed authority.”
In the 1930s, Gore received a bachelor’s degree in chemical engineering and a master’s degree in physical chemistry. During his career, he worked on a team to develop applications for polytetraflurothylene (PTFE), commonly known as Teflon. Through this experience, Gore discovered a sense of excited commitment, personal fulfillment, and self-direction, which he yearned to share with others. Spending nights tinkering in his own workshop, he did what he had previously thought to be impossible: he created a PTFE-coated ribbon cable. It occurred to Gore that he might be able to start his own business producing his invention, so he left his stable career of 17 years, borrowed money, and drained his savings. Though his friends advised him against taking such a risk, W. L. Gore and Associates was born in January 1958. The basement of the Gore home was the company’s first facility.
Although no longer operating from a family basement (Gore boasts more than $3 billion in annual sales and 9,000 employees in more than 45 facilities worldwide), the sense of informality has stuck. “It absolutely is less efficient upfront,” said Terri Kelly, chief executive of W. L. Gore. (Her title is one of the few at the company.) “[But] once you have the organization behind it . . . the buy-in and the execution happens quickly,” she added.
Structure and Management of Unstructure and Unmanagement
Even as Gore started to grow, the company continued to resist titles and hierarchy. It had no mission statement, no ethics statement, and no conventional structures typical of companies of the same size. The only formal titles were “chief executive” and “secretary-treasurer”—those required by law for corporations. There were also no rules that business units within the company couldn’t create such structures, and so some of them did create their own mission statements and such. Many called Gore’s management style “unmanag.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
Running Head: Leader Profile
4
Leader profile
Leader profile
Latrice Jones
Argosy University
Explain how this leader has influenced you and why you think he or she is effective.
The leader is in top management position in a large corporation. He has gradually risen in ranks from low management levels all the way to the top. I believe he is effective because he is powerful and has demonstrated qualities of aggressiveness, hard work, and commitment and is able to mobilize people to work together in a team during the process of achieving a common goal (Baldwin, David & Grayson, 2004). The leader is loved by all employees and they think he is the right person to lead them. He rewards the hard working and sometimes punishments have been imposed on those who did not perform well according to the organizational standards
Analyze what characteristics or qualities this person possesses that affected you most.
The leader has the ability to mobilize people in the organization to work together. He is able to influence a large number of people through his way of speaking and demonstrating actions. He has good public relations qualities and more often people find him reliable and flexible to work with. He knows how to prioritize his activities and his personal agendas are not even known by the employees. He is a visionary and most of his activities point to the vision and mission of the firm. He usually emphasizes on the need to plan for the future and also budget for contingencies in the future (Baldwin, David & Grayson, 2004). This leader has an authoritative trait. Whenever he orders something to be done, it should be done according to rules and guidelines he has stated. When these rules are deviated from, he imposes a punishment on the wrong doers. Some employees have been suspended or even terminated from their jobs. Though people find this as not right, people still believe that the organization is doing well since they are making profits and this has created good will for the organization in the region it operates.
He also disseminates information. This has made the employees to be knowledgeable of what is going on outside their territory. Therefore he treats the need for information has important. Through such information and communications people or the employees have learnt to share opinions and ideas and as a result creativity and innovation has been heightened and given priority in the firm (Criswell, Corey & Campbell, 2008). He promotes organizations’ agenda and thus many firms have benchmarked their activities through this firm. He has made connections and networked well with other firms through collaborations and synergies which have promoted the welfare and the good will of the firm (Grayson, Curt & Baldwin, 2007).
· Rate this leader by using a leadership scorecard.
Scale
Details
Characteristics
1
Dormant and less effective
Average hardworking, not reliable, lacks information, inability to mobilize people.
2
Average effectivene.
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
Give your employees freedom within a frameworkAlex Clapson
Imagine starting your first day of work at a new company. During your on boarding, someone called the Chief Culture Officer (CCO), tells you the usual things such as: employees live our company values and purpose; the company wants people to take risks and be responsible for the outcomes; it’s okay to fail, just learn from the mistake; blah, blah, blah. At the end of thirty minutes, with semi-glazed over eyes, you stand up to leave the meeting room. Just as you are about to go out the door, the CCO stops you and says, “Oh, I also forgot to mention that we have no dress code or vacation policy. Just wear clothes and take the time you need to re-energize.”
Running head: MGT 404 1 1
MGT 404 1 2
Mgt 404 Week 1
Name
Institution
Mgt 404 Week 1
1. Describe Gore’s global organizational design challenge
Gore’s global design challenge was based on their initial organizational setting. Gore wanted a company that would promote freedom for everyone. It believed in the power of people and that they were to be granted freedom, satisfaction, and motivation. Besides, it also advocated for small teams within the enterprise. Notably, small teams were easy to manage in the free environment as they promoted coordination of the several groups present. Primarily, the establishment worked perfectly at the start, but as the company grew, their organizational design posed several issues. The primary challenge faced by the team was dealing with the global marketplace. The company never applied conventional designs and it had no predetermined communication channels or chains of command (Intergrative Case 1.0, n.d). Each team member had the freedom to communicate with anyone. Since the organization lacked a formal design, the associates were obliged to develop their network using personal relationships. It was every employee's responsibility to grow connections and build their base with regards to their initiative. The relationships were formed at all levels from the associates to the customers, vendors and the immediate community. Their organizational design also affected the running of different departments in the organization. The entity was divided into four divisions, the industrial products, medical products, electronic goods and fabrics. The entity had small business units focused on the products and receiving support from the functions of the entire company to allow smooth operation on a daily basis. Business units were limited to their level of growth. The entity believed in the division to promote multiplication and growth. However, this model of organization was not guaranteed to work in all regions on the globe. The level of autonomy would be affected by different cultures around the world. Besides, intercommunications between the various nations would pose a challenge.
2. What should Gore do to build effective global teams?
Gore should uphold its model of promoting freedom and autonomy. Freedom maximizes the team members' efforts and output when handled appropriately. However, Gore should identify the barriers that exist between national and international boundaries. Some of the obstacles include communication, perception, and harmony within the company. Therefore, since the teams are growing and increasing across the globe, the team members should be separated in different facilities. It means that each division could have team members from various facilities working on the same project. The team members can be distributed across different facilities on the globe (Intergrative Case 1.0, n.d). Since the team has cultivated the culture of freedom and small groups, each group will be capable of ma.
Running head: MGT 404 1 1
MGT 404 1 2
Mgt 404 Week 1
Name
Institution
Mgt 404 Week 1
1. Describe Gore’s global organizational design challenge
Gore’s global design challenge was based on their initial organizational setting. Gore wanted a company that would promote freedom for everyone. It believed in the power of people and that they were to be granted freedom, satisfaction, and motivation. Besides, it also advocated for small teams within the enterprise. Notably, small teams were easy to manage in the free environment as they promoted coordination of the several groups present. Primarily, the establishment worked perfectly at the start, but as the company grew, their organizational design posed several issues. The primary challenge faced by the team was dealing with the global marketplace. The company never applied conventional designs and it had no predetermined communication channels or chains of command (Intergrative Case 1.0, n.d). Each team member had the freedom to communicate with anyone. Since the organization lacked a formal design, the associates were obliged to develop their network using personal relationships. It was every employee's responsibility to grow connections and build their base with regards to their initiative. The relationships were formed at all levels from the associates to the customers, vendors and the immediate community. Their organizational design also affected the running of different departments in the organization. The entity was divided into four divisions, the industrial products, medical products, electronic goods and fabrics. The entity had small business units focused on the products and receiving support from the functions of the entire company to allow smooth operation on a daily basis. Business units were limited to their level of growth. The entity believed in the division to promote multiplication and growth. However, this model of organization was not guaranteed to work in all regions on the globe. The level of autonomy would be affected by different cultures around the world. Besides, intercommunications between the various nations would pose a challenge.
2. What should Gore do to build effective global teams?
Gore should uphold its model of promoting freedom and autonomy. Freedom maximizes the team members' efforts and output when handled appropriately. However, Gore should identify the barriers that exist between national and international boundaries. Some of the obstacles include communication, perception, and harmony within the company. Therefore, since the teams are growing and increasing across the globe, the team members should be separated in different facilities. It means that each division could have team members from various facilities working on the same project. The team members can be distributed across different facilities on the globe (Intergrative Case 1.0, n.d). Since the team has cultivated the culture of freedom and small groups, each group will be capable of ma.
What Makes A Good Leader? Essay
Compare and Contrast Two Leaders
The Qualities And Traits Of Leaders Essay
A Great Leader Essay
The Role Of A Leader Essay
What Makes A Leader?
What Leadership Means to Me Essay
Leaders Intellect
Qualities Of A Great Leader Essay
Effective Leadership Essay
What Is A Leader? Essay
Leadership and Change Essay
The Art of Leadership Essay
Developing Leaders Essay
Being a Good Leader Essay
Importance of Leadership Essay
What is Leadership? Essay
What Makes a Leader? Essay
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
Please Follow directions or I will dispute!
Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
Page 1 Original Forum with References
page 2 Justin response with references
page 3 Giovanni response with references
Original Forum
Examine your organization and leadership through the following questions:
1. How does your organization foster trust and open communication?
2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.
3. What are the goals that people share in common? Motivations?
4. How would you describe the culture and leadership from the top down?
5. What recommendations do you have for your organization to enable others to act?
Your initial post should demonstrate and integration of readings and lessons to support your views.
Support your work with references and intext citations.
Student response
Justin
I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive.
I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower's trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.
No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not ...
1
Running head: QUESTIONNAIRE
2
QUESTIONNAIRE
Nirali Makwana
Polk State College
Homework Assignment- 5
Dr. Paul Howe
February 9,2020
1. The term bureaucratic has a pejorative connotation to most people. Can you think of any positive aspects of a bureaucracy?
The positive aspect of bureaucracy makes it effective in organizing. Promoters for administration have positive perspectives progression on having in an association. They state that since there is a levels of leadership, there will be explicit jobs and undertakings for individuals associated with the offices. This way Supporters for administration have positive perspectives on having pecking order in an association. They state that since there is a level of leadership, there will be explicit jobs and assignments for individuals associated with the divisions.
2. Think of a crisis situation you are familiar with involving a group, team, organization, or country, and analyze it in terms of the leader–follower–situation framework. For example, were the followers looking for a certain kind of behavior from the leader? Did the situation demand it? Did the situation, in fact, contribute to a particular leader’s emergence?
In an organization a there was an introduction to a new management system where employees will be vetted on during their three month appraisal. None of the employees had gone through the performance improvement training they looked into their leader to initiate the conversation with the management in regards to creating awareness to the system .The team looked to the leader to speak up for them as this was one of his leadership quality and skills required.
3. Can you identify reward systems that affect the level of effort students are likely to put forth in team or group projects? Should these reward systems be different than those for individual effort projects?
A reward system that effect the level of effort group projects is ensuring that there is a price to be won, students perform effectively when they are aware of the rewards that come with the performance they deliver on their group project. This will promote team work among students pushing them to deliver their best work as well as the recognition that comes with winning.
Mini case
4. Discuss the three input components of the Congruence Model as they apply to the success of IKEA.
The Congruence Model recommends that so as to completely comprehend an association's presentation, you should initially comprehend the association as a framework that comprises of some fundamental components.
Environment all elements, including foundations, gatherings, people, occasions, and so forth. Outside of the limits of the association being examined, however potentially affecting that association. Then again, comprises of everything without exception that is happening outside of the association.
Resources: Anything the association can use to its advantage, including HR, innovation, capital, data, and so on. J ...
What are the traits that make an association CEO exceptional? This eBook is based on conversations with association leaders, and experience within the association sector.
Case study 1Client ProfileMrs. Harriet is a 68-year-old .docxdewhirstichabod
Case study 1
Client Profile
Mrs. Harriet is a 68-year-old woman who is alert and oriented. Allergies are Erythromycin. She presents to the emergency department with complaints of chest tightness, shortness of breath, cough, and congestion. She states, "I have been having these symptoms for three days now. I have been taking Maximum Strength Robitussin for my cough but it has not helped very much. When I woke up this morning. I felt very weak so I came in to be checked out." Her vital signs are blood pressure 110/70, pulse 94, respiratory rate of 28, and temperature of 102.7 F. Her oxygen saturation on room air is 92%. She is placed on 2 liters (L) of oxygen by nasal cannula. The HCP prescribes a 12-lead electrocardiogram (ECG, EKG) and chest X-ray (CXR). Laboratory tests prescribed include complete blood count (CBC), basic metabolic panel (BMP), brain natriuretic peptide (B-type natriuretic peptide assay or BNP), total creatine kinase (CK, CPK), creatine kinase-MB (CPK-MB), and troponin. The HCP will also assess blood cultures x 2, AGs on room air, sputum culture and sensitivity (C &S), and asks that the client have a Mantoux (tuberculin, purified protein derivative, or PPD) test.
Case Study
Mrs. Harriet's ECG shows normal sinus rhythm (NSR) with a heart rate of 98 beats per minute. The CXR reveals a right lower lobe(RLL) infiltrate. Laboratory tests include the following results: white blood cell cot (WBC) 12,2000 cells/mm3, 72& seg neutrophils with a left shift of 11% bands, and a BNP of 50.9 pg/mL. ABGs on room air is pH 7.44, partial pressure of carbon dioxide (PaCO2) 39 mmHg, bicarbonate (HCO3) 26.9 mEq/L, partial pressures of oxygen (PaO2) 58 mmHg, and oxygen saturation (SaO2) of 92%. Results of the sputum culture show Streptococcus pneumoniae. The CPK, CPK-MB, and troponin are all within normal limits. Mrs. Harriet is five feet three inches tall and weighs 224 pounds (101.8 kg). On assessment, the nurse hears expiratory wheezes and rhonchi bilaterally with diminished lung sounds in the right base. Her thoracic (chest) expansion is equal but slightly decreased on inspiration. Accessory muscle retraction is not noted, and she does exhibit central cyanosis. The capillary refill of the client's nail beds is four seconds.
Mrs. Harrier is admitted with acute bronchitis and pneumonia. The HCP prescribes oxygen via nasal cannula to keep the client's saturations greater or equal to 95%, Ceftriaxone sodium, Erythromycin, Albuterol, Acetaminophen every four to six hours as needed, bed rest, an 1800 calorie diet, increased oral (PO) fluid intake to 2 to 4 liters per day, coughing and deep breathing exercises and use of the incentive spirometer (IS).
1. Discuss additional assessment data that would help gain a more thorough understanding or Mrs. Harriet's symptoms?
2. Discuss the causes, pathophysiology, and symptoms of acute bronchitis?
3. Discuss the pathophysiology and causes of pneumonia in general?
4. Compare the defining characteri.
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Similar to CASE STUDY 2.1 W. L. Gore and AssociatesHe was ready for anythi.docx
Running Head: Leader Profile
4
Leader profile
Leader profile
Latrice Jones
Argosy University
Explain how this leader has influenced you and why you think he or she is effective.
The leader is in top management position in a large corporation. He has gradually risen in ranks from low management levels all the way to the top. I believe he is effective because he is powerful and has demonstrated qualities of aggressiveness, hard work, and commitment and is able to mobilize people to work together in a team during the process of achieving a common goal (Baldwin, David & Grayson, 2004). The leader is loved by all employees and they think he is the right person to lead them. He rewards the hard working and sometimes punishments have been imposed on those who did not perform well according to the organizational standards
Analyze what characteristics or qualities this person possesses that affected you most.
The leader has the ability to mobilize people in the organization to work together. He is able to influence a large number of people through his way of speaking and demonstrating actions. He has good public relations qualities and more often people find him reliable and flexible to work with. He knows how to prioritize his activities and his personal agendas are not even known by the employees. He is a visionary and most of his activities point to the vision and mission of the firm. He usually emphasizes on the need to plan for the future and also budget for contingencies in the future (Baldwin, David & Grayson, 2004). This leader has an authoritative trait. Whenever he orders something to be done, it should be done according to rules and guidelines he has stated. When these rules are deviated from, he imposes a punishment on the wrong doers. Some employees have been suspended or even terminated from their jobs. Though people find this as not right, people still believe that the organization is doing well since they are making profits and this has created good will for the organization in the region it operates.
He also disseminates information. This has made the employees to be knowledgeable of what is going on outside their territory. Therefore he treats the need for information has important. Through such information and communications people or the employees have learnt to share opinions and ideas and as a result creativity and innovation has been heightened and given priority in the firm (Criswell, Corey & Campbell, 2008). He promotes organizations’ agenda and thus many firms have benchmarked their activities through this firm. He has made connections and networked well with other firms through collaborations and synergies which have promoted the welfare and the good will of the firm (Grayson, Curt & Baldwin, 2007).
· Rate this leader by using a leadership scorecard.
Scale
Details
Characteristics
1
Dormant and less effective
Average hardworking, not reliable, lacks information, inability to mobilize people.
2
Average effectivene.
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
Give your employees freedom within a frameworkAlex Clapson
Imagine starting your first day of work at a new company. During your on boarding, someone called the Chief Culture Officer (CCO), tells you the usual things such as: employees live our company values and purpose; the company wants people to take risks and be responsible for the outcomes; it’s okay to fail, just learn from the mistake; blah, blah, blah. At the end of thirty minutes, with semi-glazed over eyes, you stand up to leave the meeting room. Just as you are about to go out the door, the CCO stops you and says, “Oh, I also forgot to mention that we have no dress code or vacation policy. Just wear clothes and take the time you need to re-energize.”
Running head: MGT 404 1 1
MGT 404 1 2
Mgt 404 Week 1
Name
Institution
Mgt 404 Week 1
1. Describe Gore’s global organizational design challenge
Gore’s global design challenge was based on their initial organizational setting. Gore wanted a company that would promote freedom for everyone. It believed in the power of people and that they were to be granted freedom, satisfaction, and motivation. Besides, it also advocated for small teams within the enterprise. Notably, small teams were easy to manage in the free environment as they promoted coordination of the several groups present. Primarily, the establishment worked perfectly at the start, but as the company grew, their organizational design posed several issues. The primary challenge faced by the team was dealing with the global marketplace. The company never applied conventional designs and it had no predetermined communication channels or chains of command (Intergrative Case 1.0, n.d). Each team member had the freedom to communicate with anyone. Since the organization lacked a formal design, the associates were obliged to develop their network using personal relationships. It was every employee's responsibility to grow connections and build their base with regards to their initiative. The relationships were formed at all levels from the associates to the customers, vendors and the immediate community. Their organizational design also affected the running of different departments in the organization. The entity was divided into four divisions, the industrial products, medical products, electronic goods and fabrics. The entity had small business units focused on the products and receiving support from the functions of the entire company to allow smooth operation on a daily basis. Business units were limited to their level of growth. The entity believed in the division to promote multiplication and growth. However, this model of organization was not guaranteed to work in all regions on the globe. The level of autonomy would be affected by different cultures around the world. Besides, intercommunications between the various nations would pose a challenge.
2. What should Gore do to build effective global teams?
Gore should uphold its model of promoting freedom and autonomy. Freedom maximizes the team members' efforts and output when handled appropriately. However, Gore should identify the barriers that exist between national and international boundaries. Some of the obstacles include communication, perception, and harmony within the company. Therefore, since the teams are growing and increasing across the globe, the team members should be separated in different facilities. It means that each division could have team members from various facilities working on the same project. The team members can be distributed across different facilities on the globe (Intergrative Case 1.0, n.d). Since the team has cultivated the culture of freedom and small groups, each group will be capable of ma.
Running head: MGT 404 1 1
MGT 404 1 2
Mgt 404 Week 1
Name
Institution
Mgt 404 Week 1
1. Describe Gore’s global organizational design challenge
Gore’s global design challenge was based on their initial organizational setting. Gore wanted a company that would promote freedom for everyone. It believed in the power of people and that they were to be granted freedom, satisfaction, and motivation. Besides, it also advocated for small teams within the enterprise. Notably, small teams were easy to manage in the free environment as they promoted coordination of the several groups present. Primarily, the establishment worked perfectly at the start, but as the company grew, their organizational design posed several issues. The primary challenge faced by the team was dealing with the global marketplace. The company never applied conventional designs and it had no predetermined communication channels or chains of command (Intergrative Case 1.0, n.d). Each team member had the freedom to communicate with anyone. Since the organization lacked a formal design, the associates were obliged to develop their network using personal relationships. It was every employee's responsibility to grow connections and build their base with regards to their initiative. The relationships were formed at all levels from the associates to the customers, vendors and the immediate community. Their organizational design also affected the running of different departments in the organization. The entity was divided into four divisions, the industrial products, medical products, electronic goods and fabrics. The entity had small business units focused on the products and receiving support from the functions of the entire company to allow smooth operation on a daily basis. Business units were limited to their level of growth. The entity believed in the division to promote multiplication and growth. However, this model of organization was not guaranteed to work in all regions on the globe. The level of autonomy would be affected by different cultures around the world. Besides, intercommunications between the various nations would pose a challenge.
2. What should Gore do to build effective global teams?
Gore should uphold its model of promoting freedom and autonomy. Freedom maximizes the team members' efforts and output when handled appropriately. However, Gore should identify the barriers that exist between national and international boundaries. Some of the obstacles include communication, perception, and harmony within the company. Therefore, since the teams are growing and increasing across the globe, the team members should be separated in different facilities. It means that each division could have team members from various facilities working on the same project. The team members can be distributed across different facilities on the globe (Intergrative Case 1.0, n.d). Since the team has cultivated the culture of freedom and small groups, each group will be capable of ma.
What Makes A Good Leader? Essay
Compare and Contrast Two Leaders
The Qualities And Traits Of Leaders Essay
A Great Leader Essay
The Role Of A Leader Essay
What Makes A Leader?
What Leadership Means to Me Essay
Leaders Intellect
Qualities Of A Great Leader Essay
Effective Leadership Essay
What Is A Leader? Essay
Leadership and Change Essay
The Art of Leadership Essay
Developing Leaders Essay
Being a Good Leader Essay
Importance of Leadership Essay
What is Leadership? Essay
What Makes a Leader? Essay
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
Please Follow directions or I will dispute!
Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
Page 1 Original Forum with References
page 2 Justin response with references
page 3 Giovanni response with references
Original Forum
Examine your organization and leadership through the following questions:
1. How does your organization foster trust and open communication?
2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.
3. What are the goals that people share in common? Motivations?
4. How would you describe the culture and leadership from the top down?
5. What recommendations do you have for your organization to enable others to act?
Your initial post should demonstrate and integration of readings and lessons to support your views.
Support your work with references and intext citations.
Student response
Justin
I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive.
I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower's trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.
No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not ...
1
Running head: QUESTIONNAIRE
2
QUESTIONNAIRE
Nirali Makwana
Polk State College
Homework Assignment- 5
Dr. Paul Howe
February 9,2020
1. The term bureaucratic has a pejorative connotation to most people. Can you think of any positive aspects of a bureaucracy?
The positive aspect of bureaucracy makes it effective in organizing. Promoters for administration have positive perspectives progression on having in an association. They state that since there is a levels of leadership, there will be explicit jobs and undertakings for individuals associated with the offices. This way Supporters for administration have positive perspectives on having pecking order in an association. They state that since there is a level of leadership, there will be explicit jobs and assignments for individuals associated with the divisions.
2. Think of a crisis situation you are familiar with involving a group, team, organization, or country, and analyze it in terms of the leader–follower–situation framework. For example, were the followers looking for a certain kind of behavior from the leader? Did the situation demand it? Did the situation, in fact, contribute to a particular leader’s emergence?
In an organization a there was an introduction to a new management system where employees will be vetted on during their three month appraisal. None of the employees had gone through the performance improvement training they looked into their leader to initiate the conversation with the management in regards to creating awareness to the system .The team looked to the leader to speak up for them as this was one of his leadership quality and skills required.
3. Can you identify reward systems that affect the level of effort students are likely to put forth in team or group projects? Should these reward systems be different than those for individual effort projects?
A reward system that effect the level of effort group projects is ensuring that there is a price to be won, students perform effectively when they are aware of the rewards that come with the performance they deliver on their group project. This will promote team work among students pushing them to deliver their best work as well as the recognition that comes with winning.
Mini case
4. Discuss the three input components of the Congruence Model as they apply to the success of IKEA.
The Congruence Model recommends that so as to completely comprehend an association's presentation, you should initially comprehend the association as a framework that comprises of some fundamental components.
Environment all elements, including foundations, gatherings, people, occasions, and so forth. Outside of the limits of the association being examined, however potentially affecting that association. Then again, comprises of everything without exception that is happening outside of the association.
Resources: Anything the association can use to its advantage, including HR, innovation, capital, data, and so on. J ...
What are the traits that make an association CEO exceptional? This eBook is based on conversations with association leaders, and experience within the association sector.
Similar to CASE STUDY 2.1 W. L. Gore and AssociatesHe was ready for anythi.docx (20)
Case study 1Client ProfileMrs. Harriet is a 68-year-old .docxdewhirstichabod
Case study 1
Client Profile
Mrs. Harriet is a 68-year-old woman who is alert and oriented. Allergies are Erythromycin. She presents to the emergency department with complaints of chest tightness, shortness of breath, cough, and congestion. She states, "I have been having these symptoms for three days now. I have been taking Maximum Strength Robitussin for my cough but it has not helped very much. When I woke up this morning. I felt very weak so I came in to be checked out." Her vital signs are blood pressure 110/70, pulse 94, respiratory rate of 28, and temperature of 102.7 F. Her oxygen saturation on room air is 92%. She is placed on 2 liters (L) of oxygen by nasal cannula. The HCP prescribes a 12-lead electrocardiogram (ECG, EKG) and chest X-ray (CXR). Laboratory tests prescribed include complete blood count (CBC), basic metabolic panel (BMP), brain natriuretic peptide (B-type natriuretic peptide assay or BNP), total creatine kinase (CK, CPK), creatine kinase-MB (CPK-MB), and troponin. The HCP will also assess blood cultures x 2, AGs on room air, sputum culture and sensitivity (C &S), and asks that the client have a Mantoux (tuberculin, purified protein derivative, or PPD) test.
Case Study
Mrs. Harriet's ECG shows normal sinus rhythm (NSR) with a heart rate of 98 beats per minute. The CXR reveals a right lower lobe(RLL) infiltrate. Laboratory tests include the following results: white blood cell cot (WBC) 12,2000 cells/mm3, 72& seg neutrophils with a left shift of 11% bands, and a BNP of 50.9 pg/mL. ABGs on room air is pH 7.44, partial pressure of carbon dioxide (PaCO2) 39 mmHg, bicarbonate (HCO3) 26.9 mEq/L, partial pressures of oxygen (PaO2) 58 mmHg, and oxygen saturation (SaO2) of 92%. Results of the sputum culture show Streptococcus pneumoniae. The CPK, CPK-MB, and troponin are all within normal limits. Mrs. Harriet is five feet three inches tall and weighs 224 pounds (101.8 kg). On assessment, the nurse hears expiratory wheezes and rhonchi bilaterally with diminished lung sounds in the right base. Her thoracic (chest) expansion is equal but slightly decreased on inspiration. Accessory muscle retraction is not noted, and she does exhibit central cyanosis. The capillary refill of the client's nail beds is four seconds.
Mrs. Harrier is admitted with acute bronchitis and pneumonia. The HCP prescribes oxygen via nasal cannula to keep the client's saturations greater or equal to 95%, Ceftriaxone sodium, Erythromycin, Albuterol, Acetaminophen every four to six hours as needed, bed rest, an 1800 calorie diet, increased oral (PO) fluid intake to 2 to 4 liters per day, coughing and deep breathing exercises and use of the incentive spirometer (IS).
1. Discuss additional assessment data that would help gain a more thorough understanding or Mrs. Harriet's symptoms?
2. Discuss the causes, pathophysiology, and symptoms of acute bronchitis?
3. Discuss the pathophysiology and causes of pneumonia in general?
4. Compare the defining characteri.
Case Study 11.1 Why the Circus No Longer Comes to TownFor 146 y.docxdewhirstichabod
Case Study 11.1: Why the Circus No Longer Comes to Town
For 146 years, the Ringling Brothers and Barnum & Bailey Circus traveled the United States by train, putting on shows featuring acrobats, trapeze artists, clowns, and exotic animals. In 2017, the circus held its last performances after a significant decline in attendance and revenue due to changing public tastes. Shorter attention spans also contributed to its demise. The final blow to the circus came from its decision to eliminate elephant acts. According to a press release from Feld Entertainment, the company that owned the circus, this move led to a “greater than could have been anticipated” decline in ticket sales.1
For decades the American Humane Society, PETA (People for the Ethical Treatment of Animals), and other animal rights groups tried to ban elephant acts in Ringling Brothers performances. Protesters regularly picketed the circus, and for 14 years animal rights groups fought Ringling Brothers in court. Activists claimed that elephant acts were cruel and pointed out that these highly intelligent animals were chained up much of their lives. In 2011, Feld Entertainment was fined $270,000 for violations of the Animal Welfare Act. However, Feld Entertainment successfully fended off the lawsuits, winning a $24 million judgment against the animal rights groups in 2014. Nonetheless, Ringling Brothers agreed to retire all traveling elephants to its Center for Elephant Conservation in Florida that same year. (During this same period, Los Angeles, Oakland, and Asheville, North Carolina, restricted animal acts.)
Animal rights groups cheered the closing of the circus. According to PETA’s president, “PETA heralds the end of what has been the saddest show on earth for wild animals, and asks all other animal circuses to follow suit, as this is a sign of changing times.”2 The CEO of the United States Humane Society said, “I applaud their decision to move away from an institution grounded on inherently inhumane wild animal acts.”3 CEO Kenneth Feld acknowledged that the negative publicity generated by the lawsuits took its toll: “We prevailed in court 100% [but] obviously, in the court of public opinion we didn’t win.”4
Ringling Brothers/Feld Entertainment isn’t the only company that has had to deal with changing societal attitudes toward animals. For decades killer whales were the major attraction at SeaWorld parks in San Diego, Orlando, and San Antonio. However, the death of trainer Dawn Brancheau, who was dragged into the water and drowned by Sea World’s largest breeding male, Tilikum (“Tilly”), galvanized opposition to captive orca programs. The film Blackfish documented the death of Brancheau and whale mistreatment. Matt Damon, Harry Styles, Willie Nelson, and other celebrities joined the protest. Animal activists noted that orcas (which are really large dolphins) never kill humans in the wild. In captivity, young killer whales are separated from their families and are forced to live thei.
Case Study 10.3 Regulating Love at the OfficeThe office has bec.docxdewhirstichabod
Case Study 10.3: Regulating Love at the Office
The office has become a hotbed of romance. In one survey, 60% of employees surveyed reported that they had participated in an office romance during their careers and 64% said they would do so again. And the percentage of workplace romances is likely to climb as younger workers (ages 25 to 34) put in more hours at work. As one human resource writer notes:
Traditional places like church, family events, and leisure time don’t present the same pool of candidates as they did in earlier times. The workplace provides a preselected pool of people who share at least one important area of common ground. People who work together also tend to live within a reasonable dating distance, and they see each other on a daily basis.1
Office romances can pose a number of problems, including a loss of productivity, public displays of affection, gossip, damage to the professional image of the organization, charges of favoritism, and affairs in cases where romantic partners already have spouses or significant others. Serious issues arise when superiors and subordinates date and then break up. The subordinate (often a young female assistant) may claim that she was sexually harassed because she was pressured into having sex to keep her job or that her supervisor (often an older male executive) retaliated when the relationship ended.
The nation was reminded of the dangers of superior–subordinate relationships when former late-night talk show host David Letterman admitted that he’d had a series of sexual relationships with female writers and staffers at his production company. Letterman went public with his affairs after a CBS producer who dated his long-term girlfriend, Stephanie Birkett, tried to extort money from the entertainer in return for keeping silent about his sexual activities. While Letterman’s relationships were consensual, it appeared as if the women he dated received special benefits. For example, Birkitt was featured in broadcast segments even though she did not seem to be particularly talented.
Human resource departments are taking note of the dangers of office romances. The number of companies developing written policies to address office romances rose from 20% to 42% over an eight-year period, according to the Society of Human Resource Management. And the policies grew stricter. Almost all the firms surveyed by SHRM forbid romantic relationships between superiors and subordinates; one-third forbid relationships between those reporting to the same supervisor or with a client or customer; 10% don’t allow romances between their employees and employees of competitors. Punishments range from minimal (relationship counseling and department transfers) to severe (suspension and termination). Executives at the American Red Cross, the World Bank, Walmart, Boeing, and the Harvard Business Review lost their jobs for having relationships with subordinates.
Not everyone is convinced that restrictions on dating are just.
Case Study 1 Is Business Ready for Wearable ComputersWearable .docxdewhirstichabod
Case Study 1: Is Business Ready for Wearable Computers?
Wearable computing is starting to take off. Smartwatches, smart glasses, smart ID badges, and activity trackers promise to change how we go about each day and the way we do our jobs. According to Gartner Inc., sales of wearables will increase from 275 million units in 2016 to 477 million units by 2020. Although smartwatches such as the Apple Watch and fitness trackers have been successful consumer products, business uses for wearables appear to be advancing more rapidly. A report from research firm Tractica projects that worldwide sales for enterprise wearables will increase exponentially to 66.4 million units by 2021.
Doctors and nurses are using smart eyewear for hands-free access to patients’ medical records. Oil rig workers sport smart helmets to connect with land-based experts, who can view their work remotely and communicate instructions. Warehouse managers are able to capture real-time performance data using a smartwatch to better manage distribution and fulfillment operations. Wearable computing devices improve productivity by delivering information to workers without requiring them to interrupt their tasks, which in turn empowers employees to make more-informed decisions more quickly.
Wearable devices are helping businesses learn more about employees and the everyday workplace than ever before. New insights and information can be uncovered as IoT sensor data is correlated to actual human behavior. Information on task duration and the proximity of one device or employee to another, when combined with demographic data, can shed light on previously unidentified workflow inefficiencies. Technologically sophisticated firms will understand things they never could before about workers and customers; what they do every day, how healthy they are, where they go, and even how well they feel. This obviously has implications for protecting individual privacy, raising potential employee (and customer) fears that businesses are collecting sensitive data about them. Businesses will need to tread carefully.
Global logistics company DHL worked with Ricoh, the imaging and electronics company, and Ubimax, a wearable computing services and solutions company, to implement “vision picking” in its warehouse operations. Location graphics are displayed on smart glasses guiding staffers through the warehouse to both speed the process of finding items and reduce errors. The company says the technology delivered a 25 percent increase in efficiency. Vision picking gives workers locational information about the items they need to retrieve and allows them to automatically scan retrieved items. Future enhancements will enable the system to plot optimal routes through the warehouse, provide pictures of items to be retrieved (a key aid in case an item has been misplaced on the warehouse shelves), and instruct workers on loading carts and pallets more efficiently.
Google has developed Glass Enterprise Edition smar.
Case Study 1 Headaches Neurological system and continue practicing .docxdewhirstichabod
Case Study 1 Headaches: Neurological system and continue practicing documentation of a focused/episodic SOAP note for Assignment
A 20-year-old male complains of experiencing intermittent headaches. The headaches diffuse all over the head, but the greatest intensity and pressure occurs above the eyes and spreads through the nose, cheekbones, and jaw.
Episodic/Focused SOAP Note Template
Patient Information:
Initials, Age, Sex, Race
S.
CC
(chief complaint) a BRIEF statement identifying why the patient is here - in the patient’s own words - for instance, "headache", NOT "bad headache for 3 days”.
HPI
: This is the symptom analysis section of your note. Thorough documentation in this section is essential for patient care, coding, and billing analysis. Paint a picture of what is wrong with the patient. Use LOCATES Mnemonic to complete your HPI. You need to start EVERY HPI with age, race, and gender (e.g., 34-year-old AA male). You must include the seven attributes of each principal symptom in paragraph form, not a list. If the CC was “headache”, the LOCATES for the HPI might look like the following example:
Location: head
Onset: 3 days ago
Character: pounding, pressure around the eyes and temples
Associated signs and symptoms: nausea, vomiting, photophobia, phonophobia
Timing: after being on the computer all day at work
Exacerbating/ relieving factors: light bothers eyes, Aleve makes it tolerable but not completely better
Severity: 7/10 pain scale
Current Medications
: include dosage, frequency, length of time used and reason for use; also include OTC or homeopathic products.
Allergies:
include medication, food, and environmental allergies separately (a description of what the allergy is ie angioedema, anaphylaxis, etc. This will help determine a true reaction vs intolerance).
PMHx
: include immunization status (note date of
last tetanus
for all adults), past major illnesses and surgeries. Depending on the CC, more info is sometimes needed
Soc Hx
: include occupation and major hobbies, family status, tobacco & alcohol use (previous and current use), any other pertinent data. Always add some health promo question here - such as whether they use seat belts all the time or whether they have working smoke detectors in the house, living environment, text/cell phone use while driving, and support system.
Fam Hx
: illnesses with possible genetic predisposition, contagious or chronic illnesses. The reason for the death of any deceased first degree relatives should be included. Include parents, grandparents, siblings, and children. Include grandchildren if pertinent.
ROS
: cover all body systems that may help you include or rule out a differential diagnosis You should list each system as follows:
General:
Head
:
EENT
: etc. You should list these in bullet format and document the systems in order from head to toe.
Example of Complete ROS:
GENERAL: No weight loss, fever, chills, weakness or fatigue.
HEENT: Eyes: No visu.
CASE STUDY 1 HeadachesA 20-year-old male complains of exper.docxdewhirstichabod
CASE STUDY 1: Headaches
A 20-year-old male complains of experiencing intermittent headaches. The headaches diffuse all over the head, but the greatest intensity and pressure occurs above the eyes and spreads through the nose, cheekbones, and jaw.
Evaluate abnormal neurological symptoms
Apply concepts, theories, and principles relating to health assessment techniques and diagnoses for cognition and the neurologic system
Assess health conditions based on a head-to-toe physical examination
USE THE ATTACHED EPISODIC SOAP NOTE
.
Case Study - Stambovsky v. Ackley and Ellis Realty Supreme C.docxdewhirstichabod
Case Study -
Stambovsky v. Ackley and Ellis Realty
Supreme Court, Appellate Division, State of New York 169 A.D.2d 254 (1991)
he assignment should consist of a Word Document, 2 pages in length double spaced, 12-point font, 1-inch margins not including the title page and reference page. (Short papers will lose significant points!!). All cases will automatically be submitted to Turnitin. Your paper should follow the case format (below) and include a summary of the relevant facts, the law, judicial opinion, etc.
Research the case using the case citation in the Library under databases (select - HeinOnline), FindLaw.com, and other legal sources. Research the parties and circumstances of the case itself.
Utilize the case format found in the Case Analysis Module.
Submit your assignment as a Microsoft Word document.
.
CASE STUDY - THE SOCIAL NETWORKThe growing use of social network.docxdewhirstichabod
CASE STUDY - THE SOCIAL NETWORK
The growing use of social network sites (such as Facebook) and online communities (such as
for instance the Apple Computer community, the community of Harley-Davidson riders,
and the community of Starbucks customers) provides exciting opportunities for
organizations. Online brand communities allow organizations to engage and interact with
customers, obtain market information, sell and advertise products, rapidly disseminate
information, develop long-term relationships with the community, and eventually to
influence consumers’ preferences and behavior (Dholakia and Bagozzi, 2001, Dholakia,
Bagozzi, and Pearo, 2004, Franke and Shah, 2003, Muniz and Schau, 2005, Tedjamulia, Olsen,
Dean, and Albrecht, 2005). “Brand community” is a term that is used to describe likeminded
consumers who identify with a particular brand and share significant traits, such as
for instance “a shared consciousness, rituals, traditions, and a sense of moral responsibility”
(Muniz and O’Guinn, 2001, p. 412). Online brand communities are based on their core value
- the brand- and grow by building relationships with and among members interested in the
brand (Jang et al. 2008).
There are several possible categorizations of online brand communities, but they are
generally grouped into two categories based on who initiates and manages the community;
(1) company-initiated communities, built by the company that owns the brand and (2) userinitiated
communities, voluntarily built by their members (that is, the consumer) (e.g.,
Armstrong and Hagel 1996; Kozinets 1999). These two types of brand communities provide
different opportunities for marketers. For instance, a brand community on a company
website is one of the key determinants of attracting consumers to and retaining customers
on the website (Nysveen and Pedersen, 2004). Consumer-initiated online brand
communities may provide consumers with useful information about other consumers’
experiences with the product or service and the strengths and weaknesses of products or
services (Jang et al. 2008).
The success of online brand communities is heavily dependent on consumer participation in
the online brand community. To determine why consumers participate in online brand
communities business student Jesse Eisenberg has developed a model based on extant
service marketing literature. The main idea in this literature is that perceived value and
satisfaction are antecedents of the intention to use a product or service (Anderson, Fornell,
and Lehmann 1994; Bolton and Drew 1991; Grönroos 1990; Hocutt 1998; Kang, Lee, and Choi
2007; Ravald and Grönroos 1996). Jesse wants to apply this idea to consumer participation in
online brand communities. According to Jesse, “members will probably be satisfied with an
online brand community and have the intention to participate in the community when they
derive value from the community. Therefore it is important to know which values.
Case Study #1 Probation or PrisonWrite a 12 to one page (.docxdewhirstichabod
Case Study #1: Probation or Prison?
Write a 1/2 to one page (150–275 words) response in which you answer the three questions that follow the case study below:
You could have been in the same situation yourself. Instead, it is Mary Lee Smith, one of your probationers, who is about to stand before the judge in a probation revocation hearing.
When you and your husband split 10 years ago, you had two children and eventually had to declare bankruptcy and accept food stamps to be able to pay the rent. After seven years working as a secretary at the nearby state juvenile corrections center, receiving constant encouragement from Mrs. Jones, the superintendent, and taking advantage of a criminal justice scholarship program, you finished a degree in administration of justice and qualified for an entry-level position with the community resources division of the state department of corrections. You advanced as the system grew, and now, three years later, you are a probation supervisor in Judge Longworth's court.
In a way, Mary Lee is as much a victim as she is an offender. Married at seventeen, she quit high school and moved west with her husband who was in the army. By the time she was twenty, she had two children and was divorced. With babysitters to pay and skills that would command no more than minimum wage, Mary Lee turned to such income supplements as shoplifting, bad check writing, and occasionally prostitution. Her check-passing skills developed rapidly, and it was not long before she had amassed a series of convictions, not to mention several lesser offenses for petty larceny that were disposed of by the prosecutor's declaration of
nolle prosequi
. To date, Mary Lee has not served a day in prison. Judge Longworth has used admonition, restitution, suspended sentence, and probation to rehabilitate Mary Lee. However, Mary Lee's criminal conduct has persisted, as has her inability to stretch her food stamps, welfare payments, and part-time minimum-wage employment into a satisfactory existence for herself and her children. To complicate the matter, the welfare safety net that had helped keep Mary Lee and her children afloat would cease to exist for her within 24 months.
Judge Longworth has called you into his chambers before the hearing. He read your violation report with interest. You pointed out Mary Lee's family obligations and the imminent possibility that the children would have to be placed in foster homes if she were confined. You also pointed out that she has been faithful in making restitution and that she maintains a steady church relationship and a good home environment for her children. Although your report is fair and accurate, you realize that the judge has sensed your misgivings and uncertainty concerning Mary Lee.
Judge Longworth looks up from your report and comes directly to the point. "Do you really believe this woman deserves to go back into the community? You certainly seem to have found some redeeming features in her cond.
Case Studies of Data Warehousing FailuresFour studies of data .docxdewhirstichabod
Case Studies of Data Warehousing Failures
Four studies of data warehousing failures are presented. They were written based on interviews with people who were associated with the projects. The extent of the failure varies with the organization, but in all cases, the project was at least a disappointment.
Read the cases and prepare a report that provides a substantive discussion on each of the following:
1. What’s the scope of what can be considered a data warehousing failure?
2. What do you find most interesting in the failure stories?
3. Do they provide any insights about how a failure might be avoided?
Your discussion should be at least 2 pages in length with 1.5” spacing & 1” margins.
Case Study 1: Auto Guys
Auto Guys initiated a data warehousing project four years ago but it never achieved full usage. After initial support for the project eroded, management revisited their motives for the warehouse and decided to restart the project with a few changes. One reason for the restructuring, according to the project manager, was the complexity of the model initially employed by Auto Guys.
At first, the planner for the data warehouse wanted to use a dimensional model for tabular information. But political pressure forced the system’s early use. Consequently, mainframe data was largely replicated and these tables did not work well with the managed query environment tools that were acquired. The number of tables and joins, and subsequent catalog growth, prevented Auto Guys from using data as it was intended in a concise and coherent business format.
The project manager also indicated that the larger the data warehouse, the greater the need for high-level management support – something Auto Guys lacked on their first attempt at setting up the warehouse. Another problem mentioned by the project manager was that the technology Auto Guys chose for the project was relatively new at the time, so it was not accepted and did not garner the confidence that a project using proven technology would have received. This is a risk inherent in any “cutting edge” technology adoption. The initial abandonment of the project was undoubtedly hastened by both corporate discomfort with this new technology and the lack of top management support.
A short time after dropping the project, top management felt pressure to reestablish it. Because Auto Guys initially planned an enterprise-wide warehouse, they had considerable computer capacity. It was put to use on a much smaller project that focused exclusively on a single subject area. Other subject areas were due to be added once the initial subject area project was completed. Auto Guys expects to grow the warehouse to two terebytes within a year or two and eventually expand to their projected enterprise-wide data warehouse. The biggest difference between pre- and post-resurrection will be that the project will evolve incrementally.
Given his experience with the warehouse, the project manager made the following summary .
Case Studies GuidelinesWhat is a Case StudyCase studies.docxdewhirstichabod
Case Studies Guidelines
What is a Case Study:
Case studies are stories. They are formatted in such a way that at a glance one could easily determine the “issue” about to be discussed. We look to clearly address the who, what, where, when, why and how to ensure that we have covered the story in its entirety. If you miss one of these factors, you leave the reader guessing and questioning your report. In public policy & administration our case studies/stories are required to be fact based. Make sure your research is based on credible information. Verify, verify, verify. Make a mistake and/or be challenged on one of your “facts”, could create a host of issues. If you are found to be incorrect, the entire report is incorrect and your credibility is suspect. Cite your research appropriately.
We call it an issue rather than a “problem” because a problem presents a negative image/connotation. Issues are not necessarily negative and provides the policy analyst with an opportunity to evaluate each issue based on its own merits without taking a position of negative or positive.
What Does a Case Study Look Like:
A case study should set up similar to story-telling.
Do not write this as you would a thesis.
You don’t want to put in a lot of “fluff & stuff”. Think of the reader as a high level administrator whose in-box is full of documents that require review. To catch this administrator’s attention, consider what he/she would be concerned with. The “issue” clearly delineated, then the people involved “stakeholders”, the positions (where one stands depends upon where one sits), of these people/perspectives” of the stakeholders and then a fact based well thought out “recommendation”. Use the first paragraph or two to set the tone for the issue under consideration. Once you have the reader’s attention then you are prepared to move onto your 4-step policy analyses.
Why a 4-Step Policy Analysis:
We use the four-step policy analysis because of its simplicity and its thoroughness. There are plenty of other models, some with seven-steps and others with ten-steps. It is not the number of steps that makes a case study. It is the report itself that stands on merit.
Do not change the language of the 4-steps or add other language, as new headings could change the report and its intent. It is vital that you understand this foundation as it will be used throughout your baccalaureate curriculum. Learning to use this in both your professional and personal lives will help you with your decision making in a variety of ways.
How Do I Begin:
Case studies are complex and may contain a myriad of issues, stakeholders, etc. It is your job to select one issue and then to stay on course as you work through your critical thinking and 4-step policy analysis. Do not say there are “many” issues as this may confuse the reader of leave him/her questioning why you chose one issue over another. Chose one….
How Should the Final Case Study Paper Set Up:
Use APA format when c.
Case Project 8-2 Detecting Unauthorized ApplicationsIn conducti.docxdewhirstichabod
Case Project 8-2: Detecting Unauthorized Applications
In conducting a review of the Oss running on the Alexander Rocco network, you detect a program that appears to be unauthorized. No one in the department knows how this program got on the Linux computer. The department manager thinks the program was installed before his start date three years ago. When you review the program’s source code, you discover that it contains a buffer overflow vulnerability. Based on this information, write a report to the IT manager stating what course of action should be taken and listing recommendations for management.
Your essay should be a minimum of 350 words and include the steps you took to discover file.
Use reference:
Simpson, M. T., Backman, K., & Corley, J. (2011).
Hands-on ethical hacking and network defense
. Cengage Learning.
Add any other recent references
.
Case Number 7Student’s NameInstitution Affiliation.docxdewhirstichabod
Case Number 7
Student’s Name
Institution Affiliation
Case Number 7. The case of physician do not heal thyself
Questions
1. Have you recently engaged in risky behaviors such as binge eating, unsafe sex, gambling, drug and substance abuse, or risky driving?
1. How would you describe your relationships with people such as your spouse, friends, neighbors, colleagues, and strangers while considering aspects of anger, irritability, and violence?
1. Do you have a recurring problem of variant moods that result to interpersonal stress, feeling of emptiness, and other challenges that are stress-related and they push you towards suicidal thoughts?
People to speak to
It is crucial to identify the right people to provide essential details for the assessment of the patient. Some of the most important people include the spouses, siblings, family friends, personal friends, and neighbors. Furthermore, the patient’s colleagues can provide important information regarding the behaviors of the patient and help in identifying issues that the patient could be hiding. Speaking to the people to whom the patient exercises authority is important in attaining the true image of the person.
Physical exam and diagnostic test
The disorder is mental, but it can be assessed through physical exams that indicate how the brain is working in relation to actions ( Stahl 2013). Fixing a puzzle would be an effective way of testing the patient and how stable they can be. The other approach is engaging the patient in a physical exercise and observing their participation. Physical exams provide a diagnostic insight to test how the patient relates with others.
Diagnoses
Personality Disorder
Mood Disorder
Depression with psychotic features
Pharmacological agents
Application of antidepressants
Use of antipsychotics
Administering mood-stabilizing drugs
Contradictions or Alterations
It is a complex situation to treat a complex and long-term unstable disorder of mood because the patients experience different emotions even during therapy (Yasuda & Huang 2008). It becomes difficult to separate mood disorder from personality disorder especially for difficult patient like in this case. Furthermore, there are no specific drugs that can be used for treatment without additional therapy since this patient is able to adjust or play with their own treatment as a physician. The mental condition observed in the patient requires a careful approach due to the delicate situations involving suicidal thoughts and aggression.
Lessons Learned
In the case study “The case of physician do not heal thyself,” the lessons include the importance of conducting a complete assessment of the patient and including other people who interact with the patient. It would be more effective to treat such conditions if the patients had stable emotions, but strategic approaches can help to streamline the treatment process ( Stahl 2014b).
References
Stahl, S. M. (2013). Stahl’s essential psychopharmacol.
Case number #10 OVERVIEWAbstract In this case, a local chapt.docxdewhirstichabod
Case number #10
OVERVIEW
Abstract In this case, a local chapter of a national nonprofit organization continuously struggles with funding and must, therefore, be proactive in seeking out additional revenue sources. The local coordinator encounters a situation involving a potential donor that forces her to weigh the pros and cons of breaking the rules and the best way to communicate her concerns to her superiors and the donor. A chance meeting on a flight leads to a potential conflict-of-interest situation for the local coordinator.
Main Topics Decision making, Ethics
Secondary Topic Communication, Intergovernmental affairs*
Teaching Purpose To discuss the complexities involved in balancing personal and organizational responsibilities within the framework of a nonprofit organization.
The Organization ReadNow is a nonprofit program that promotes early literacy by giving new books to children and advice to parents about the importance of reading aloud in pediatric exam rooms across the nation.
* Main Characters: • Michael Vaughn, Executive Vice President of Johnson Hospital • Dr. Lea Nelson, Head of National ReadNow • Patricia Clay, Local ReadNow Coordinator • Molly Carter, Tillingast Foundation employee • Dr. Katie Nelson, ReadNow Local Director
BACKGROUND
In 1962, a group of doctors at a hospital in Phoenix, Arizona, were brain-storming ways to increase early childhood literacy and parent– parent– child interactions among their patients. One doctor had the idea of distributing children's books to their patients during checkups, accompanied by advice to the parents about the importance of reading aloud to their children. From this modest beginning, ReadNow developed into a national, nonprofit organization that distributes books and early literacy guidance to more than 2.5 million children and their families. ReadNow has offices all over the United States and is currently supported in part through a grant from the U.S. Department of Education. ReadNow opened a branch in Crown City, Michigan, in August with a partnership between the National ReadNow and the Johnson Children's Medical Center. One of the founders, Dr. Mark Jeffries, still active within ReadNow, approached Dr. Katie Nelson, a pediatrician at Johnson Hospital with the opportunity to bring ReadNow to Crown City. Dr. Nelson soon had more than thirty pediatric clinics participating in the program and hired a coordinator, Patricia Clay, to manage the day-to-day operations of the Crown City chapter.
As a result of its affiliation with the Johnson Children's Medical Center, ReadNow was fortunate to have its rent, computers, telephones, and office supplies provided by the hospital. Johnson Children's Medical Center agreed to support the office environment of ReadNow, as well as to guarantee the coordinator a stipend of $ 50,000 each year. However, part of Patricia Clay's duties included raising funds to purchase books to distribute in clinics across the metropolitan area and t.
Case GE’s Two-Decade Transformation Jack Welch’s Leadership.docxdewhirstichabod
Case: GE’s Two-Decade Transformation: Jack Welch’s Leadership
Thoroughly: -Identifies core problem of the case with applicable rationale and evidence. -Discusses the severity of the core problem. Provides supporting rationale. -Discusses implications of the core problem. How and to what extent may the core problem affect the stakeholders/those being led? Provides supporting rationale.
.
CASE BRIEF 7.2 Tiffany and Company v. Andrew 2012 W.docxdewhirstichabod
CASE BRIEF 7.2
Tiffany and Company v. Andrew
2012 WL 5451259 (S.D.N.Y.)
FACTS: Tiffany (plaintiffs) allege that Andrew and others (defendants) sold counterfeit Tiffany
products through several websites hosted in the United States. Andrew accepted payment in U.S.
dollars, used PayPal, Inc. to process customers' credit card transactions, then transferred the sales
proceeds to accounts held by the Bank of China (“BOC”), Industrial and Commercial Bank of
China (“ICBC”), and China Merchants Bank (“CMB”) (“Banks”).
Andrew defaulted on the suit, and Tiffany sought discovery from the Banks by serving subpoenas
seeking the identities of the holders of the accounts into which the proceeds of the counterfeit sales
were transferred and the subsequent disposition of those proceeds. The Banks involved all
maintained branch offices in the Southern District of New York, and the subpoenas were served
on those branch offices.
The Banks responded to the subpoenas by explaining that the information sought was all
maintained in China and that the New York branches of the Banks lacked the ability to access the
requested information. China's internal laws prohibited the disclosure of the information except
under certain conditions. The Banks proposed that the plaintiffs pursue the requested discovery
pursuant to the Hague Convention.
The court concluded that Tiffany should pursue discovery through the Hague Convention. Tiffany
submitted its Hague Convention application to China's Central Authority in November 2010, and
on August 7, 2011, the Ministry of Justice of the People's Republic of China (“MOJ”) responded
by producing some of the documents requested. For each of the Banks, the MOJ produced account
opening documents (including the government identification card of the account holder), written
confirmation of certain transfers into the accounts and a list of transfers out of the accounts. With
respect to CMB, the records indicate that all funds in the account were withdrawn through cash
transactions at either an ATM or through a teller. BOC and CMB each produced documents
concerning a single account; ICBC produced documents for three accounts.
In its cover letter, the MOJ noted that it was not producing all documents requested. Specifically,
the letter stated, “Concerning your request for taking of evidence for the Tiffany case, the Chinese
competent authority holds that some evidence required lacks direct and close connections with the
litigation. As the Chinese government has declared at its accession to the Hague Evidence
Convention that for the request issued for the purpose of the pre-trial discovery of documents only
the request for obtaining discovery of the documents clearly enumerated in the Letters of Request
and of direct and close connection with the subject matter of the litigation will be executed, the
Chinese competent authority has partly executed the requests which it d.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Basic phrases for greeting and assisting costumers
CASE STUDY 2.1 W. L. Gore and AssociatesHe was ready for anythi.docx
1. CASE STUDY 2.1: W. L. Gore and Associates
He was ready for anything—or so he thought. Dressed in his
finest and armed with an MBA degree fresh off the press, Jack
Dougherty walked in for his first day of work at Newark,
Delaware–based W. L. Gore and Associates, the global
fluoropolymer technology and manufacturing giant that is best
known as the maker of Gore-Tex.
But it turned out he wasn’t ready for this: “Why don’t you look
around and find something you’d like to do,” founder and CEO
Bill Gore said to him after a quick introduction. Although many
things have changed over the course of W. L. Gore and
Associates’ 50+ years in business, the late Gore stuck to his
principles regarding organizational structure (or lack thereof), a
legacy he passed down to subsequent generations of
management. Gore wasn’t fond of thick layers of formal
management, which he believed smothered individual creativity.
According to Gore, “A lattice (flat) organization is one that
involves direct transactions, self-commitment, natural
leadership, and lacks assigned or assumed authority.”
In the 1930s, Gore received a bachelor’s degree in chemical
engineering and a master’s degree in physical chemistry. During
his career, he worked on a team to develop applications for
polytetraflurothylene (PTFE), commonly known as Teflon.
Through this experience, Gore discovered a sense of excited
commitment, personal fulfillment, and self-direction, which he
yearned to share with others. Spending nights tinkering in his
own workshop, he did what he had previously thought to be
impossible: he created a PTFE-coated ribbon cable. It occurred
to Gore that he might be able to start his own business
producing his invention, so he left his stable career of 17 years,
borrowed money, and drained his savings. Though his friends
advised him against taking such a risk, W. L. Gore and
Associates was born in January 1958. The basement of
the Gore home was the company’s first facility.
2. Although no longer operating from a family basement
(Gore boasts more than $3 billion in annual sales and 9,000
employees in more than 45 facilities worldwide), the sense of
informality has stuck. “It absolutely is less efficient upfront,”
said Terri Kelly, chief executive of W. L. Gore. (Her title is one
of the few at the company.) “[But] once you have the
organization behind it . . . the buy-in and the execution happens
quickly,” she added.
Structure and Management of Unstructure and Unmanagement
Even as Gore started to grow, the company continued to resist
titles and hierarchy. It had no mission statement, no ethics
statement, and no conventional structures typical of companies
of the same size. The only formal titles were “chief executive”
and “secretary-treasurer”—those required by law for
corporations. There were also no rules that business units within
the company couldn’t create such structures, and so some of
them did create their own mission statements and such. Many
called Gore’s management style “unmanagement.” What had
started as 12 employees working in the Gore basement
eventually evolved into a thriving company by the 1960s, with
multiple plants.
There were 200 employees working at a plant in Newark,
Delaware. One day, Gore was walking around the plant, and it
occurred to him that he didn’t know all the employees there.
Based on this realization, Gore established a policy that said no
plant was to be larger than 150 to 200 workers per plant, to
keep things more intimate and interpersonal. He wanted to “get
big while staying small.”
Understanding and Leveraging Differences
With a global recession on the horizon in 2007, the company
prepared for tough times by hunkering down, self-assessing, and
embarking on a journey of self-improvement. A diversity
leadership program was developed that focused on Gore’s most
important asset: people. The Gore team sought to understand
“when, why, if, and how differences affect relationships,
because the quality of relationships [among employees] has a
3. lot to do with how well our business performs,” adding that
improving relationships [could] “decrease reactivity; increase
professional capacity; and [help associates] learn about self
while helping to make a more cohesive, diverse, and cross-
discipline system.” Intense analysis and discussion led to bold
change:
Workshops, lunch and learn sessions and other programs help
promote a more inclusive environment and encourage associates
to listen to and learn from each other on a regular basis.… [We
created] space for self-exploration, learning from differences
dialogues; meeting with enterprise diversity affinity groups;
monthly 15 engagement survey; building space in global
business meetings to talk about individual belief systems and
the connection to enterprise belief systems; proactively ensuring
that learning from difference dialogues are built into global and
local business meetings; and once a year, teams form to create
and raffle off diversity baskets, filled with items that celebrate
their culture, ethnicity, religion, etc. In addition, these teams
speak at plant meetings about the items and traditions
represented in their baskets.
As the objectives were set into motion, monthly and annual
employee survey results began to reflect increased satisfaction.
People Helping People
As the company grew, Gore also realized that there had to be
some kind of system in place to assist new people on the job
and to track progress. Instead of a formal management
program, Gore implemented a “sponsor” program. When people
applied for jobs with the company, they were screened and then
interviewed by associates. An associate who took a personal
interest in the new associate’s contributions, problems, and
goals would agree to act as a mentor, or sponsor. The new hire’s
sponsor would coach and advocate for him, tracking progress,
encouraging the person, and dealing with weaknesses while
focusing on strengths. Sponsors were also responsible for
ensuring that their associates were fairly paid. The result of all
this focus on mentoring and the right-sized teams has cultivated
4. a feeling of intimacy and appreciation that attracts and retains a
strong workforce.
“You feel like you’re part of a family,” said Steve Shuster, part
of Gore’s enterprise communication team. “I have been working
at Gore for 27 years, and I still get excited coming to work each
day.”
Case Questions
1. How did Bill Gore structure management within his company
and why is this relevant to personality and individual
differences?
2. Explain why the diversity leadership program developed by
W. L. Gore and Associates is a positive way to better
understand and foster individual differences.
3. Describe how the sponsor program developed higher levels of
employee satisfaction as well as maintained the
“unmanagement” culture.
Sources
“About Us,” www.gore.com/en_xx/aboutus/culture/index.html.
Mayhew, Ruth, “Cons of a Lattice Organizational
Structure,” Houston
Chronicle, http://smallbusiness.chron.com/cons-lattice-
organizational-structure-3836.html.
Sacconey Townsend, Gail, and William Aubrey Saunders,
“Cross-Functional Teaming through the Lenses of Differences:
W. L. Gore & Associates, Inc., Case Study,” October 8,
2013; http://c.ymcdn.com/sites/www.odnetwork.org/resource/re
smgr/2013_education/gailt_aubreys_handout_whitep.pdf.
Shipper, Frank, and Charles C. Manz, “Classic 6: W. L. Gore &
Associates,” www.academia.edu/964711/Classic_Case_6_WL_G
ore_and_Associates_Inc; n.d.
“Workplace Democracy at W.L. Gore &
Associates,” workplacedemocracy.com, July 14,
2009; http://workplacedemocracy.com/2009/07/14/work-place-
democracy-at-w-l-gore-associates.
Self-Assessment 2.1