Case Study: Naval Air Station, Barbers Point (Wells, 1996).
Review the excerpted passages from: Case Study: Naval Air Station, Barbers Point (Wells, 1996, pg. 99-108).
Case Study: Naval Air Station, Barbers Point
Phase I: Strategic Planning Process
The Naval Air Station Barbers Point (NASBP) has been placed on the Base Realignment and Closure (BRAC) list. The senior leadership of the command undertook strategic planning to help its people deal with BRAC-related issues. They needed to include closure in their mission, reducing their size and transitioning much of their remaining activity to Marine Corps Base Hawaii at Kaneohe Bay.
“Our closure date is July 99. We’re moving all the operational units and a lot of the air station assets and personnel over to Kaneohe Bay, just across the island. The strategic plan helped focus attention on that and we are well on our way in working toward the move because of it.”
Their goals and objectives reflect their desire to become a model for maintaining the quality and continuity of their service to the operating forces and supporting and improving the quality of life for their personnel while transitioning to closure.
In a 3-day offsite in December 1994, the senior leadership of NASBP developed its mission, vision, guiding principles, and broad goal areas using the DON strategic planning model and guided by a strategic planning facilitation team from the TQL Training Team Pacific. The participants, numbering about 20, were the department heads and special assistants all people with a stake in operating and, ultimately, closing the base.
“The 3-day offsite really got us together as a team and focused our common efforts on what was significant for our organization transitioning to closure.” Following the initial strategic planning offsite, the Base Transition Steering Committee (BTSC) was formed as an Executive Steering Committee to oversee completion and implementation of the plan.
“The transition process for the base had not yet been determined. We didn’t know what was happening with the operational units, whether the air station would close up, whether we would move, or what the timeline was. So a strategic plan to carry us through for who knows how long or for what goals we figured that we’d better wait to finish it until we got the word on what was happening.” The Chiefs Round Table made positive contributions to the completion and further deployment of the strategic plan. “The chiefs took the goals and came up with some great objectives and elements. They really put more action into the plan.”
1. The chiefs reviewed, validated, and augmented the strategic plan.
2. The chiefs’ buy-in to the plan was obtained.
3. The chiefs contributed a work-oriented perspective to the plan.
4. The session resulted in team-building within the mid-level management group.
5. The chiefs were exposed to TQL processes.
Now that the strategic plan has been completed, plans for communicating it both internally an.
No Plagiarism 5 references Incluse abstract (Not part of bod.docxhoney725342
No Plagiarism
5 references
Incluse abstract (Not part of body word Count)
Review the excerpted passages from: Case Study:
Naval Air Station, Barbers Point
(Wells, 1996, pg. 99-108).
Case Study: Naval Air Station, Barbers Point
Phase I: Strategic Planning Process
The Naval Air Station Barbers Point (NASBP) has been placed on the Base Realignment and Closure (BRAC) list. The senior leadership of the command undertook strategic planning to help its people deal with BRAC-related issues. They needed to include closure in their mission, reducing their size and transitioning much of their remaining activity to Marine Corps Base Hawaii at Kaneohe Bay.
“Our closure date is July 99. We’re moving all the operational units and a lot of the air station assets and personnel over to Kaneohe Bay, just across the island. The strategic plan helped focus attention on that and we are well on our way in working toward the move because of it.”
Their goals and objectives reflect their desire to become a model for maintaining the quality and continuity of their service to the operating forces and supporting and improving the quality of life for their personnel while transitioning to closure.
In a 3-day offsite in December 1994, the senior leadership of NASBP developed its mission, vision, guiding principles, and broad goal areas using the DON strategic planning model and guided by a strategic planning facilitation team from the TQL Training Team Pacific. The participants, numbering about 20, were the department heads and special assistants all people with a stake in operating and, ultimately, closing the base.
“The 3-day offsite really got us together as a team and focused our common efforts on what was significant for our organization transitioning to closure.” Following the initial strategic planning offsite, the Base Transition Steering Committee (BTSC) was formed as an Executive Steering Committee to oversee completion and implementation of the plan.
“The transition process for the base had not yet been determined. We didn’t know what was happening with the operational units, whether the air station would close up, whether we would move, or what the timeline was. So a strategic plan to carry us through for who knows how long or for what goals we figured that we’d better wait to finish it until we got the word on what was happening.” The Chiefs Round Table made positive contributions to the completion and further deployment of the strategic plan. “The chiefs took the goals and came up with some great objectives and elements. They really put more action into the plan.”
The chiefs reviewed, validated, and augmented the strategic plan.
The chiefs’ buy-in to the plan was obtained.
The chiefs contributed a work-oriented perspective to the plan.
The session resulted in team-building within the mid-level management group.
The chiefs were exposed to TQL processes.
Now that the strategic plan has been completed, plans for communicating it both int.
The National Association of State Contractors Licensing Agencies (NASCLA) is committed to providing quality resources to its members! One of the ways the association strives to accomplish this is by publishing a quarterly Newsletter. NASCLA’s quarterly newsletter keeps you up to date on the association meetings and projects, articles highlighting current events in the construction industry, as well as a Spotlight section featuring NASCLA members.
Strategy Implementation for Institutional Services Department of PANELCO IIIJo Balucanag - Bitonio
Institutional Services Department: functions and responsibilities, organizational structure, KRAs, strategy implentation process, long term plan, medium term and short term, programs and projects
No Plagiarism 5 references Incluse abstract (Not part of bod.docxhoney725342
No Plagiarism
5 references
Incluse abstract (Not part of body word Count)
Review the excerpted passages from: Case Study:
Naval Air Station, Barbers Point
(Wells, 1996, pg. 99-108).
Case Study: Naval Air Station, Barbers Point
Phase I: Strategic Planning Process
The Naval Air Station Barbers Point (NASBP) has been placed on the Base Realignment and Closure (BRAC) list. The senior leadership of the command undertook strategic planning to help its people deal with BRAC-related issues. They needed to include closure in their mission, reducing their size and transitioning much of their remaining activity to Marine Corps Base Hawaii at Kaneohe Bay.
“Our closure date is July 99. We’re moving all the operational units and a lot of the air station assets and personnel over to Kaneohe Bay, just across the island. The strategic plan helped focus attention on that and we are well on our way in working toward the move because of it.”
Their goals and objectives reflect their desire to become a model for maintaining the quality and continuity of their service to the operating forces and supporting and improving the quality of life for their personnel while transitioning to closure.
In a 3-day offsite in December 1994, the senior leadership of NASBP developed its mission, vision, guiding principles, and broad goal areas using the DON strategic planning model and guided by a strategic planning facilitation team from the TQL Training Team Pacific. The participants, numbering about 20, were the department heads and special assistants all people with a stake in operating and, ultimately, closing the base.
“The 3-day offsite really got us together as a team and focused our common efforts on what was significant for our organization transitioning to closure.” Following the initial strategic planning offsite, the Base Transition Steering Committee (BTSC) was formed as an Executive Steering Committee to oversee completion and implementation of the plan.
“The transition process for the base had not yet been determined. We didn’t know what was happening with the operational units, whether the air station would close up, whether we would move, or what the timeline was. So a strategic plan to carry us through for who knows how long or for what goals we figured that we’d better wait to finish it until we got the word on what was happening.” The Chiefs Round Table made positive contributions to the completion and further deployment of the strategic plan. “The chiefs took the goals and came up with some great objectives and elements. They really put more action into the plan.”
The chiefs reviewed, validated, and augmented the strategic plan.
The chiefs’ buy-in to the plan was obtained.
The chiefs contributed a work-oriented perspective to the plan.
The session resulted in team-building within the mid-level management group.
The chiefs were exposed to TQL processes.
Now that the strategic plan has been completed, plans for communicating it both int.
The National Association of State Contractors Licensing Agencies (NASCLA) is committed to providing quality resources to its members! One of the ways the association strives to accomplish this is by publishing a quarterly Newsletter. NASCLA’s quarterly newsletter keeps you up to date on the association meetings and projects, articles highlighting current events in the construction industry, as well as a Spotlight section featuring NASCLA members.
Strategy Implementation for Institutional Services Department of PANELCO IIIJo Balucanag - Bitonio
Institutional Services Department: functions and responsibilities, organizational structure, KRAs, strategy implentation process, long term plan, medium term and short term, programs and projects
Strategy Implementation of Financial and General Services Development (FGSD) jo bitonio
Electric Cooperative; Strategic Implementation; Framework for Strategic Implementation; Structure and Governance; Role and Importance of Financial Management;Cash Budget and Its Importance to the Role of Management
Executive Summary
Professional with over 20+ years of extensive business management and education experience coupled with a multi-faceted background acquired while serving in the a U.S. Armed Forces; Principal contributions and areas of expertise are: Program Development / Veterans Training Program coupled with an impeccable multi-faceted background in Program Management, Small Business Start-ups, and Global Supply Chain Management
Leading Change: Expert knowledge in leading start-up programs through the full Life-Cycles of initial construction & needed change. Assemble High Performance Teams; enhance staff capacity by Coaching/Mentoring and performing. Ability to quickly identify root causes that involve all program processes to ensure vision, mission, and goals are aligned with the end goal. This is done by ensuring that all options are identified, weighed, and considered in discussions before major decision are executed.
Executive Summary
Professional with over 20+ years of extensive business management and education experience coupled with a multi-faceted background acquired while serving in the a U.S. Armed Forces; Principal contributions and areas of expertise are: Program Development / Veterans Training Program coupled with an impeccable multi-faceted background in Program Management, Small Business Start-ups, and Global Supply Chain Management
Leading Change: Expert knowledge in leading start-up programs through the full Life-Cycles of initial construction & needed change. Assemble High Performance Teams; enhance staff capacity by Coaching/Mentoring and performing. Ability to quickly identify root causes that involve all program processes to ensure vision, mission, and goals are aligned with the end goal. This is done by ensuring that all options are identified, weighed, and considered in discussions before major decision are executed.
Transferring the purchasing role from international to national organizations...valéry ridde
Presentation of Isidore Sieleunou realised for an organised session on Application and challenges to the use of mixed methods in health systems research, held at HSR 2016, the Fourth Global Symposium on Health Systems Research, Vancouver, 14-18 november 2016.
Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be a.
More Related Content
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Strategy Implementation of Financial and General Services Development (FGSD) jo bitonio
Electric Cooperative; Strategic Implementation; Framework for Strategic Implementation; Structure and Governance; Role and Importance of Financial Management;Cash Budget and Its Importance to the Role of Management
Executive Summary
Professional with over 20+ years of extensive business management and education experience coupled with a multi-faceted background acquired while serving in the a U.S. Armed Forces; Principal contributions and areas of expertise are: Program Development / Veterans Training Program coupled with an impeccable multi-faceted background in Program Management, Small Business Start-ups, and Global Supply Chain Management
Leading Change: Expert knowledge in leading start-up programs through the full Life-Cycles of initial construction & needed change. Assemble High Performance Teams; enhance staff capacity by Coaching/Mentoring and performing. Ability to quickly identify root causes that involve all program processes to ensure vision, mission, and goals are aligned with the end goal. This is done by ensuring that all options are identified, weighed, and considered in discussions before major decision are executed.
Executive Summary
Professional with over 20+ years of extensive business management and education experience coupled with a multi-faceted background acquired while serving in the a U.S. Armed Forces; Principal contributions and areas of expertise are: Program Development / Veterans Training Program coupled with an impeccable multi-faceted background in Program Management, Small Business Start-ups, and Global Supply Chain Management
Leading Change: Expert knowledge in leading start-up programs through the full Life-Cycles of initial construction & needed change. Assemble High Performance Teams; enhance staff capacity by Coaching/Mentoring and performing. Ability to quickly identify root causes that involve all program processes to ensure vision, mission, and goals are aligned with the end goal. This is done by ensuring that all options are identified, weighed, and considered in discussions before major decision are executed.
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Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be a.
Case Study Scenario Part 3IntroductionThis media piece exp.docxdrennanmicah
Case Study Scenario Part 3
Introduction
This media piece explains four ethical theories in order to prepare you for the Unit 3 assignment,
Case Study Resolution
. This media piece also includes parts 1 and 2 of the case study videos for your review.
Part 3
Deontology
The ethical position to do what is right out of duty or obligation. It is often called rule-based ethics.
Deontology has been described as "absolutist," "universal," and "impersonal" (Kant, 1785/1959). It prioritizes absolute obligations over consequences. In this moral framework, ethical decision making is the rational act of applying universal principles to all situations irrespective of specific relations, contexts, or consequences. This reflects Immanuel Kant's conviction that ethical decisions cannot vary or be influenced by special circumstances or relationships. Rather, a decision is "moral" only if a rational person believes the act resulting from the decision should be universally followed in all situations. For Kant, respect for the worth of all persons was one such universal principle. A course of action that results in a person being used simply as a means for others' gains would ethically unacceptable.
With respect to deception in research, from a deontological perspective, since we would not believe it moral to intentionally deceive individuals in some other context, neither potential benefits to society nor the effectiveness of participant debriefing for a particular deception study can morally justify intentionally deceiving persons about the purpose or nature of a research study. Further, deception in research would not be ethically permissible since intentionally disguising the nature of the study for the goals of research violates the moral obligation to respect each participant's intrinsic worth by undermining individuals' right to make rational and autonomous decisions regarding participation (Fisher & Fyrberg, 1994).
Utilitarianism
The ethical position depends on the consequences of the action with the goal being producing the most good.
Utilitarian theory prioritizes the consequences (or utility) of an act over the application of universal principles (Mill, 1861/1957). From this perspective, an ethical decision is situation specific and must be governed by a risk-benefit calculus that determines which act will produce the greatest possible balance of good over bad consequences. An "act utilitarian" makes an ethical decision by evaluating the consequences of an act for a given situation. A "rule utilitarian" makes an ethical decision by evaluating whether following a general rule in all similar situation would create the greater good. Like deontology, utilitarianism is impersonal: It does not take into account interpersonal and relational features of ethical responsibility. From this perspective, psychologists' obligations to those with whom they work can be superseded by an action that would produce a greater good for others (Fisher, 1999).
A ps.
Case Study RubricYour case study will be assessed as follows•.docxdrennanmicah
Case Study Rubric
Your case study will be assessed as follows:
• Clarity: Are major points clearly presented? Does the writer present a coherent and succinct argument?
• Completeness: Are any points missing? Does the writing accomplish each task set forth in the assignment?
• Thoroughness: Are all major points illustrated adequately? Are there parts that need more explanation or evidence?
• Organization: Are the main points in the right order? Are there any overlapped or repeated points? Are there any irrelevant detail?
• Language: Are there problems with grammar, spelling, and punctuation? Are the sentences overly-complex? Choppy? Are the tone and word choice appropriate?
C6-1
CASE STUDY 6
CHEVRON’S INFRASTRUCTURE
EVOLUTION
Chevron Corporation (www.chevron.com) is one of the world’s leading
energy companies. Chevron’s headquarters are in San Ramon, California.
The company has more than 62,000 employees and produces more than
700,000 barrels of oil per day. It has 19,500 retail sites in 84 countries. In
2012, Chevron was number three on the Fortune 500 list and had more than
$244 billion in revenue in 2011 [STAT12].
IT infrastructure is very important to Chevron and to better support all
facets of its global operations, the company is always focused on improving
its infrastructure [GALL12]. Chevron faces new challenges from increased
global demand for its traditional hydrocarbon products and the need to
develop IT support for new value chains for liquid natural gas (LNG) and the
extraction of gas and oil from shale. Huge investments are being made
around the world, particularly in Australia and Angola on massive projects of
unprecedented scale. Modeling and analytics are more important than ever
to help Chevron exploit deep water drilling and hydrocarbon extraction in
areas with challenging geographies. For example, advanced seismic imaging
tools are used by Chevron to reveal possible oil or natural gas reservoirs
beneath the earth’s surface. Chevron’s proprietary seismic imaging
http://www.chevron.com/
C6-2
technology contributed to it achieving a 69% discovery rate in
2011[CHEV12].
Supervisory Control and Data Acquisition (SCADA)
Systems
Chevron refineries are continually collecting data from sensors spread
throughout the facilities to maintain safe operations and to alert operators to
potential safety issues before they ever become safety issues. Data from the
sensors is also used to optimize the way the refineries work and to identify
opportunities of greater efficiency. IT controls 60,000 valves at Chevron’s
Pascagoula, Mississippi refinery; the efficiency and safety of its end-to-end
operations are dependent on advanced sensors, supervisory control and data
acquisition (SCADA) systems, and other digital industrial control systems
[GALL12].
SCADA systems are typically centralized systems that monitor and
control entire sites and/or complexes of system.
Case study RubricCriterionOutstanding 3.75Very Good 3 .docxdrennanmicah
Case study Rubric
Criterion
Outstanding 3.75
Very Good 3
Good 2.5
Unacceptable 1
Score
Completeness
Complete in all respects; reflects all requirements
Complete in most respects; reflects most requirements
Incomplete many respects; reflects few requirements
Incomplete in most respects; does not reflect requirements
Understanding
Demonstrates excellent understanding of the topic(s) and issue(s)
Demonstrates an accomplished understanding of the topic(s) and issue(s)
Demonstrates an acceptable understanding of the topic(s) and issue(s)
Demonstrates an inadequate understanding of the topic(s) and issue(s)
Analysis
Presents an insightful and through analysis of the issue (s) identified
Presents a thorough analysis of most of the issue(s) identified
Presents a superficial analysis of some of the issue(s) identified
Presents an incomplete analysis of the issue(s) identified.
Evaluation
Makes appropriate and powerful connections between the issue(s) identified and the concept(s) studied
Makes appropriate connections between the issue(s) identified and the concept(s) studied
Makes appropriate but somewhat vague connections between the issue(s) identified and the concept(s) studied
Makes little or no connection between the issue(s) identified and the concept(s) studied.
Opinion
Supports opinion with strong arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
Supports opinion with reasons and evidence; presents a fairly balanced view; interpretation is both reasonable and objective
Supports opinion with limited reasons and evidence; presents a somewhat one-sided argument
Supports opinion with few reasons and little evidence; argument is one-sided and not objective.
Recommendations
Presents detailed, realistic, and appropriate recommendations clearly supported by the information presented and concepts studied
Presents specific, realistic and appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation with little, if any, support from the information and the concepts studied.
Grammar and Spelling
Minimal spelling and grammar errors
Some spelling and grammar errors
Noticeable spelling and grammar errors
Unacceptable number of spelling and grammar errors
APA guidelines
Uses APA guidelines accurately and consistently to cite sources
Uses APA guidelines with minor violations to cite sources
Reflects incomplete knowledge of APA guidelines
Does not use APA guidelines
Total
.
CASE STUDY RUBRIC MICROBIOLOGY For the Case Study assig.docxdrennanmicah
CASE STUDY RUBRIC MICROBIOLOGY
For the Case Study assignment the current pathogen selections may be requested by sending
an email to your instructor!
Assigned Case Study Problem:
You will create a case study for a microbial infection selected from the current pathogen list. Your case
study will be assembled using a detailed rubric (see below). Upon completion, you will submit your
case study to the Blackboard gradebook in Unit 5 and to SafeAssign.
How to create a case study
The case studies are meant to be an enjoyable, interesting, and informative assignment. This is your
chance to show that you understand the key teaching points about a microbe and to communicate
these points in a written format.
What information belongs in my case study?
Have at least 3-4 key referenced points in each of the five areas shown in the Case Study Information
Chart (see below). The left-hand heading in the chart suggests the type of information requested for the
pathogen. Outlines can be in whatever form you prefer (bullets/charts/outlines/diagrams or a mix). Be
sure to include two discussion questions (and provide complete answers) that you can incorporate
into your case study (place them at the end of your write-up). These questions should help connect your
case to other material in the course. For example, what other microbes have an A-B toxin? What other
viruses are transmitted by fecal-oral spread?
How much information should I provide for my case study?
For the Case Study, you are asked to provide at least the information requested in the chart below. The
boxed questions are suggestions for the minimum amount of information within each category. The
more detailed the information, the better the study. You may consult your textbook, CDC, WHO, Access
Medicine, Google Scholar, NCBI, WebMD, etc. to find the information. For example, if you perform a
Google search using the name of the pathogen and the word ‘vaccine’, you will find information on
current vaccines (if any), those in clinical trials, vaccines used only in animals, etc.
Case Study Information Chart
Typical Case What does a typical case look like? Use the standard format for a
patient presentation with chief complaint (CC), history of present illness
(HPI), key physical exam details (PE), lab findings, signature signs, and
any other important findings.
Description of the infectious
agent
If it is a bacterium, how is it classified? If it is a virus, what kind of
nucleic acid does it have? Does it target specific cellular types
(tropism)? Does it form a spore? Is it aerobic? Is it intracellular? Can it
only be grown in a specific type of media? How is it distinguished from
other members of the species? Does the pathogen have a significant
history with humans or animals?
Epidemiology What do you feel are the most important points about the
epidemiology of the disease? Incidence? Portal of entry? Source? Is it a
normal microb.
Case Study Rubric Criteria / Score
Distinguished
Competent
Basic/Pass
Poor
Failing
Content Knowledge
20
18
15
13
0
Case is addressed expansively in reference to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions but does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is addressed but does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is not addressed and/or does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Use of Evidence
10
9
8
6
0
Ideas are supported with evidence and demonstrate a clear understanding of the research and theory behind the topic.
Ideas are somewhat supported with evidence to demonstrate a basic understanding of the research and theory behind the topic.
Ideas are not fully supported with evidence and demonstrate some confusion about the research and theory that support the case study topic.
Ideas are not fully supported with evidence and lack understanding of the research and theory behind the topic.
Ideas are not supported with evidence.
Writing
10
9
8
6
0
Assignment is well written and well organized. Mechanics (spelling and punctuation) and grammar are excellent.
Assignment is well written and well organized and contains few minor errors in mechanics and/or grammar.
Assignment is well written and well organized but contains some minor errors in mechanics and/or grammar.
Assignment is not clear and/or lacks organization and/or contains several errors in mechanics and/or grammar.
Assignment lacks evidence of clear, organized scholarly writing and needs extensive additional work to meet assignment needs.
Standard Writing Style
6
5
4.5
4
0
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style and contains few minor formatting errors.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style but contains some minor formatting errors.
Assignment does not provide either in-text citations (where appropriate) or reference sources and/or contains several formatting errors.
Timeliness
4
3.5
3
2.5
0
*Students who initiate communication regarding individual circumstances for lateness will be graded at instructor’s discretion.
Assignment submitted on time.
Assignment submitted one day late.
Assignment submitted two days late.
Assignment submitted three days late.
Assig.
Case Study ReflectionWrite a 4-5 page paper. Your written assi.docxdrennanmicah
Case Study Reflection
Write a 4-5 page paper. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure that in- text citations and reference list are correct. Submit your assignment to the Dropbox by the end of this Unit.
In 2007 San Francisco began its Healthy San Francisco Plan designed to provide health care for all San Francisco citizens. In 2007, it was estimated that San Francisco had 82,000 uninsured citizens. Under the plan, all uninsured citizens residing in San Francisco can seek care at the city's public and private clinics and hospitals. The basic coverage includes lab work, x-rays, surgery, and preventative care. The city plans to pay for this $203 million coverage by rerouting the $104 million the city currently spends treating the uninsured in the emergency rooms, mandating business contributions, and requiring income-adjusted enrollment fees. The plan requires all businesses with more than 20 employees to contribute a percentage toward the plan. Many business owners consider this a burden and warn they will not stay in the city. The Mayor sees universal health access a moral obligation for the city.
Take one of the following positions.
San Francisco has an obligation to provide its citizens with health access.-OR-
San Francisco does not have an obligation to provide its citizens with health access.
Discuss the following in your assignment
:
What is the government's role in regulating healthy and unhealthy behavior?
Has the balance between personal freedom and the government's responsibility to provide health and welfare of its citizens been eroded? Why or why not?
.
Case Study Questions (Each question is worth 6 marks)1. Defi.docxdrennanmicah
Case Study Questions (Each question is worth 6 marks)
1. Define the term ‘gastronomy’ and provide some examples to demonstrate your understanding.
2. What benefits and opportunities exist for the local indigenous community of the Dja Dja Wurrung Clans with Bendigo newly designated as a creative city of gastronomy?
3. How may the regional city of Bendigo incorporate gastronomy into its destination branding? Provide some examples.
4. Discuss some potential issues and considerations associated with using gastronomy in destination branding activities.
5. Outline some potential creative network collaborations which may result from Bendigo now being admitted to the Creative Cities Network.
.
Case Study Reorganizing Human Resources at ASP SoftwareRead the.docxdrennanmicah
Case Study: Reorganizing Human Resources at ASP Software
Read the ASP Software case (Anderson, 2005a) and consider the following questions:
How does the client feel about how the change has been managed at this point?
How do you think the management team or employees feel?
What has McNulty done well in managing the change to this point?
What could she have done differently?
What intervention strategy and intervention activities would you recommend to McNulty?
How would you structure these activities?
What roles would McNulty, the management team, and the consultant play?
.
Case Study Report Rubric CriterionWeakAverageStrongIdent.docxdrennanmicah
Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
Little or no action suggested and/or inappropriate solutions proposed to the issues in the case study.
Supports diagnosis and opinions with limited reasoning and evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented.
Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
Makes inappropriate or little connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete research and documentation.
Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
Writing is unfocused, rambling, or contains serious errors; poorly organized and does not follow specified guidelines.
Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors.
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages the department with only one other recruiter and an administrative assistant, who maintains all job postings, including a telephone employment hotline and the company’s job line web site. Tu is well-respected across the organization for his strict adherence to ensuring equity in hiring and job placement that goes well beyond equal opportunity requirements.
Tu recently completed an aggressive hiring drive at major universities, hiring several new en.
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
Case Study Project Part I Declared JurisdictionTemplate Sta.docxdrennanmicah
Case Study Project Part I: Declared Jurisdiction
Template Statement of Action Research Intent
The (Memphis Shelby County, Tennessee United States) will be examined to determine the current status of economic development. The resources for this study initially will come from public administrator generated information. The data will be assessed using S.W.O. T. Analysis. “Smart” Action Research will then be conducted to determine what specific economic development strategies may be employed to address areas of concern required for enhancing economic development prospects in the above jurisdiction. Using published scholarly resources and pertinent analytics, the action research efforts will turn to identifying options available to decision makers. This action research will result in a final report that provides both the criteria by which economic developments strategies may be weighed and a discussion of recommended actions, each uniquely assembled to improve the economic prospects for (Memphis Shelby County, Tennessee United States).
PADM 530
Case Study Project Part 2: Economic Development Analysis and Proposal Instructions
You will submit an Economic Development Analysis and Proposal Plan, consisting of 15-20 pages, not including the title page, abstract, or reference page. In order to complete this assignment, you must choose a specific locale that you want to use for your case study. You may wish to select the community in which you currently live or a hometown as the focus of this report. A case must be a “bounded system” with definable parameters (Stake, 1995). Thus, you must choose a locale that you can define and limit. For example, you should not use New York City. Its size is far beyond what you will be able to accomplish in this course. Likewise, you would not want to choose Huston, Idaho, as it is far too small to have a need for a cohesive economic development plan. In this assignment, you will target the specific situations found in an American city, town, or county. This assignment will require that you address the following six specific areas:
Locale
When choosing your locale, make sure that you will be able to find demographic and economic information. You will want to choose an area with which you are familiar or an area where there is obvious need. Attempt to pick a city or a town that is not extremely large (i.e., New York City, however, Staten Island could be a viable project). Choosing wisely will make your research more focused so that you can complete the research by the time the course has finished.
Economic Situation
You must detail the specific economic situation facing this location. For example, if you were to choose Flint, MI, you would have to discuss the impact of the auto industry moving away from the city and the subsequent economic and social conditions of the city. How has the economic shift impacted the city and how has the city responded in the last 30 years? Additionally, what initiatives.
Case Study Peer Comments In each case study, you are expected.docxdrennanmicah
Case Study Peer Comments:
In each case study, you are expected to respond to at least two peers’ postings in the classroom. Comments should add new information to the discussion or provide an assessment of your peer's posting. Peer comments are due by Sunday midnight
Mary Post:
#2: To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
The software purchase option that myIoT, Inc. should pursue would be a SaaS application. This is an Internet based service where the software is accessed online and there is no need to have it installed on site. This is a less expensive option than purchasing software and licenses, and it allows access to the outside vendors. It is also cheaper than hosted software. Based on the cloud location, the setup time is faster, which is what myIoT needs for a two-month turnaround.
#3: What types of technology implementation challenges might myIoT face? How can these risks be minimized?
Application integration would pose a challenge. Since there is a short time-frame, ensuring all partners are “up and running” could be their biggest issue. There will need to be a training period for all that access the data. Should any of their vendors not have the same capabilities, this could throw off their entire operation. Also, due to the variety of systems organizing and sharing information might be a problem. MyIot would need to work with its supply chain partners and vendors to ensure they are all capable using the chosen TMS and begin to implement it right away. This will allow extra time to make changes and enforce training sessions.
Desmond Post
2. To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
My Iot should pursue a well designed TMS software system. This system specializes in planning the flow of materials across the supply chain. It's the core of routing, rating, and, executing shipments across multiple modes tracking, load tracing, and freight settlement. The capabilities and scope of TMS expands the software to a much more integrative system. It provides support for transportation strategic, tactical, and operational planning, as well as delivery execution, in transit visibility and performance evaluation. TMS also supports appointment scheduling, metrics monitoring, and freight bill auditing.
3. Whats types of technology implemenation challenges might my iot face? How can these risks be minized?
My Iot could potentially loose time in wages, delay of shipment, and possibly loose business with customers, but these risks could be minimized by implementing better planning, develop training within your team, create effective structure and monitor the technology program by following these simple steps below to correct system and human error as they occur:
· Secure the commitment of senior management
· Remember .
Case Study ProblemLeadership appears as a popular agenda it.docxdrennanmicah
Case Study Problem:
Leadership appears as a popular agenda item in police executive training. Go to Google and search “police executive training courses.” Other than the Covey program discussed in this chapter, what are the other programs that are offered for police chiefs? What are the topic areas assigned under the heading of “leadership”? Be sure to use the graduate case study format.
attached is graduate study case analysis format
.
Case Study Planning for GrowthKelly’s Sandwich Stop is one of t.docxdrennanmicah
Case Study: Planning for Growth
Kelly’s Sandwich Stop
is one of the best-known and most loved sandwich concessions in town. In business for about five years, she sells sandwiches and other lunch items made from locally produced food from her mobile food trailer. Kelly’s passion and talent for creating reliably fresh, tasty lunch fare popular among a business clientele (largely employees and shoppers) has made her small enterprise a booming success.
In the last year, Kelly added a bicycle-towed concession that travels to different strategic locations in town, selling her popular sandwiches to customers who work beyond walking distance of
Kelly’s Sandwich
Stop
. She now has a total of four employees, all part-time, working both concessions. Because she caters to urban customers, her concessions operate on week days from 10 am to 2 pm. To promote word-of-mouth advertising, Kelly uses Facebook to publish her daily menus and the locations of the bicycle concession.
As a sole proprietor, Kelly has been pleased with her lunch business success. Now it’s time to get serious about the future of her business. In the short and medium term, she wants to see it grow into a potentially more lucrative enterprise, implementing a greater variety of food products and services, and increasing her competitive edge in the region. Ever the ardent entrepreneur, Kelly’s long-term dream is to develop her creative, health-conscious culinary skills and services into a wider clientele outside the region.
An opportunity has arisen to lease restaurant space about 10 miles away from her trailer concession location, close to a mall and the suburbs and nearer to her local food producers. Kelly has jumped at the chance. While she has hired professional business consultants to help her set up the space, design the menu, and implement the opening of the restaurant, she must also consider the short- and long-term financial, HR, and management needs of such an expansion. Kelly is particularly sensitive to her relationship to her customers, employees, and the community.
Directions for paper below:
In this paper, students will analyze and discuss small business growth in terms of growth strategy, business forms, short and medium term goals, financing assistance, organizational structure and staffing needs, customers and promotion, and ethics and social responsibility. Students are expected to apply business and management concepts learned in our course.
By completing this assignment, students will meet the outcome(s):
identify the critical business functions and how they interact in order to position the organization to be effective in the current business environment;
explain the importance of the integration of individuals and systems to organizational effectiveness;
describe the ethical and social responsibilities that confront a business.
Required Elements of the Final Project:
Read critically and analyze the case below,
Planning for Growth
;
Review the project descripti.
Case Study People v. Smith, 470 NW2d 70, Michigan Supreme Court (19.docxdrennanmicah
Case Study: People v. Smith, 470 NW2d 70, Michigan Supreme Court (1991)
Case Study
1) In a narrative format, using a minimum of 750 words, outline the case of People v. Smith. Give the facts, issue and court holding of the case.
Case Analysis
2) Give an overview of expunged records for juveniles, its importance and the reasoning of it being necessary.
Case Analysis
3) What are your state's laws concerning the expungement and use of juvenile convictions to sentence them as an adult?
Executive Decisions
4) When does the law in TN say you can transfer a juvenile to adult court? If you were a state senator, what is your opinion of trying our minors as adults, and are there any other crimes or occasions that juveniles should be prosecuted as adults?
http://www.sagepub.com/upm-data/15994_Chapter_1___Juvenile_Justice_in_Historical_Perspective.pdf
.
Case Study OneBMGT 464 Portfolio Activity TwoPurposeIn thi.docxdrennanmicah
Case Study One:
BMGT 464 Portfolio Activity Two
Purpose:
In this case the committee is looking to see how you can apply communication skills to obtain the maximum job performance of the employee in each of the short scenarios. After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
Outcomes:
The students will demonstrate understanding of the following outcomes:
· How to manage, organize, and lead employees;
· To identify the organizational theory related to increasing job performance to raise company effectiveness;
· How to communicate effectively to affect change or motivation; and
· Writing for persuasiveness.
Scenarios and Questions:
After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
1) “RLI Home Builds a Castle on Communication”
Since the outset the owner Ralph Lorean has prided himself on focusing the culture of the company on excellent customer service. Managers know that a culture like this would only work if the company’s employees enjoyed their work and the company. He wanted to build a company where every employee felt they owned the castle. Ralph believed that communication was essential to making an employee feel a part of the group, so he often said that he never wanted employees to “read about their company in the media and learn something new.”
Because RLI is international in scope it is possible that on any given day or time two thirds of its 2,000 employees are outside an office. To conquer the communication this problem imposes Ralph is surveying his managers to see if they think a new, but very expensive, “dashboard” intranet system would be worth the expenditure. The system would ensure optimal communication strategies allowing every employee remote access from wherever they are. Regardless, of location every employee can share information on the dashboard from their cell phone. However, it does not offer a “SKYPE” feature. Management has sent a short questionnaire to you asking the following questions:
A) How would the new tool influence job performance positively in RLI?
B) Could dependence on a program which does not permit access to verbal or face to face communications hinder job performance in a global setting? If so why?
C) If the dashboard was only presented in English would this be a factor in its intracompany success?
D) One of the biggest reasons suggested for purchasing the system is that it allows information to flow both from top down to bottom up. Do you see this as possible if the company is not structured in a similar way? If so why, if not why not?
2) Email Over All! Richard Burton is one of the production supervisors at Lighting R Us a branch of RLI. Richard supervises 25 employees and has been performing well in this same job for 5 years. Burton wants a promotion in the foreseeable future but feels it unlikely. Burton is always “on”. He has 24/7 email access, texts al.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
Natural birth techniques - Mrs.Akanksha Trivedi Rama University
Case Study Naval Air Station, Barbers Point (Wells, 1996).Rev.docx
1. Case Study: Naval Air Station, Barbers Point (Wells, 1996).
Review the excerpted passages from: Case Study: Naval Air
Station, Barbers Point (Wells, 1996, pg. 99-108).
Case Study: Naval Air Station, Barbers Point
Phase I: Strategic Planning Process
The Naval Air Station Barbers Point (NASBP) has been placed
on the Base Realignment and Closure (BRAC) list. The senior
leadership of the command undertook strategic planning to help
its people deal with BRAC-related issues. They needed to
include closure in their mission, reducing their size and
transitioning much of their remaining activity to Marine Corps
Base Hawaii at Kaneohe Bay.
“Our closure date is July 99. We’re moving all the operational
units and a lot of the air station assets and personnel over to
Kaneohe Bay, just across the island. The strategic plan helped
focus attention on that and we are well on our way in working
toward the move because of it.”
Their goals and objectives reflect their desire to become a
model for maintaining the quality and continuity of their service
to the operating forces and supporting and improving the quality
of life for their personnel while transitioning to closure.
In a 3-day offsite in December 1994, the senior leadership of
NASBP developed its mission, vision, guiding principles, and
broad goal areas using the DON strategic planning model and
guided by a strategic planning facilitation team from the TQL
Training Team Pacific. The participants, numbering about 20,
were the department heads and special assistants all people with
a stake in operating and, ultimately, closing the base.
2. “The 3-day offsite really got us together as a team and focused
our common efforts on what was significant for our
organization transitioning to closure.” Following the initial
strategic planning offsite, the Base Transition Steering
Committee (BTSC) was formed as an Executive Steering
Committee to oversee completion and implementation of the
plan.
“The transition process for the base had not yet been
determined. We didn’t know what was happening with the
operational units, whether the air station would close up,
whether we would move, or what the timeline was. So a
strategic plan to carry us through for who knows how long or
for what goals we figured that we’d better wait to finish it until
we got the word on what was happening.” The Chiefs Round
Table made positive contributions to the completion and further
deployment of the strategic plan. “The chiefs took the goals and
came up with some great objectives and elements. They really
put more action into the plan.”
1. The chiefs reviewed, validated, and augmented the strategic
plan.
2. The chiefs’ buy-in to the plan was obtained.
3. The chiefs contributed a work-oriented perspective to the
plan.
4. The session resulted in team-building within the mid-level
management group.
5. The chiefs were exposed to TQL processes.
Now that the strategic plan has been completed, plans for
communicating it both internally and externally are being
3. developed:
1. Department heads will hold formal briefings on the plan for
their people.
2. The plan will be covered in the command’s General Military
Training sessions.
3. The Public Affairs Office communication plan will be
implemented to disseminate information to station personnel,
residents, the chain-of-command, and the community using
face-to-face presentations and print and electronic media.
The completed strategic plan is being shared with the base that
NASBP is transitioning to at Kaneohe Bay.
Phase II Deployment: Communicating the Strategic Plan
The mission, vision, and guiding principles have been published
and communicated to the next level up in the chain-of-
command. The goals were recently communicated up the chain-
of-command in response to a request for the command’s goals
for 1996. Using its strategic plan as the baseline, the BTSC
synthesized a list of goals from the plan. “They were able to do
that because we have been using our strategic plan as our
roadmap to the future. We have our POA&Ms all laid out.
Putting together the goals for ‘96 was just a cakewalk for us.”
“One of the major processes we need to complete within the
next couple of years is closing down the base and transitioning
all the operational activities to the Marine Corps Base Hawaii at
Kaneohe Bay.”
A combined relocation team has been established at the senior
leadership level. It will meet every week to work through the
base closure and transition process. NASBP senior leadership
sat in on the Marine Corps strategic planning sessions and is
4. working to coordinate the NASBP plan with the Marine Corps
plan. A BRAC Office was opened to get started on the new
mission of closing the base.
“The BRAC Office was instrumental in coordinating a number
of actions that came out of the strategic plan and that were in
the command POA&M. In fact, it was one of the people from
the BRAC office who took the individual department POA&Ms
and merged them into the command one."
Tailoring the infrastructure has resulted in a reduction in
military end strength requirements by 200, or almost one-third
of the enlisted workforce. “The process owners all
accomplished a lot moving us toward tailoring our
infrastructure. We wanted to know what we could downsize to
and still support the fleet. The principal strategy used for end-
strength reduction has been elimination of redundant functions.
“Can we partner with the local weapons magazine to reduce the
number of ordnance men we have on station? Can we partner
with local supply centers to reduce the number of supply
personnel we have on board? If you restructure your aircraft
intermediate maintenance department, how many people do you
really need?”
Strategies were implemented to reduce the impact on the
civilian workforce of tailoring the infrastructure. For example,
the new partnership with the local supply center made it
possible to eliminate 18 (almost a third) of the civilian positions
in the supply department. The workers were placed in other jobs
made available by attrition or offered early retirement with a
bonus.
“We were able to do that because we developed a plan on how
to do it, planned well out into the future, and got everybody
working by the plan.”
5. Without having the strategic plan fully implemented, work on
the goals has stayed mostly at the department head level.
“Each individual member of the BTSC was expected to talk to
the various people in his or her area of responsibility and, in the
interim, work toward the basic goals. The strategic plan directs
the chartering of QMBs for initiating and monitoring
implementation in the areas of personnel and readiness, base
realignment and closure, and quality of life. Membership is
currently being defined and identified.
“We are having the various functional areas review their
processes and identify where their products and services impact
the strategic goals. The BTSC will come back together, collate
the inputs, and identify members for the various QMBs.”
Significant accomplishments and the major items being worked
on are briefed to the BTSC quarterly. The BTSC periodically
reviews the POA&Ms and discusses modifications.
“Every department has had a lot of accomplishments,
substantive ones that show we’re doing things more efficiently,
with fewer people, doing things that were right for closure and
for operating the base at the same time.”
The BTSC periodically reviews accomplishments. While they
are not specifically tying metrics to the plan, they see results.
“I haven’t got any measurements on hand that will tell you that
our backlogs in maintenance have been reduced. But, even
though we’re reducing our maintenance personnel significantly,
our backlogs have never been lower. That, I think, is just a
result of good plans and good management.”
Evidence that the guiding principles are having an impact:
“Innovation is welcome because of the possibilities for
6. improvement. There is a realization that changes are going to be
made and now is the time to look over everything with a view to
innovation. People are looking at how we can do things better
as we rebuild over at the Marine Corps Base at Kaneohe. The
department heads work with each other, looking at the process,
trying to come up with better ways of doing things, rather than
just individually trying to fix a problem or put out a fire. Since
the Round Table, the department heads are working more with
the CPOs. There seems to be a good flow of interdepartmental
communication. Our legal problems on base have dropped over
the past year. The command is holding a quality of life
conference.”
The command’s Ohana (Hawaiian for family) Quality of Life
Conference is tied in with the guiding principles as well as one
of the mission areas: continuing quality of life support even
though the base is moving. “We’re going to review all the
concerns about quality of life, prioritize what people think are
the most important issues for quality of life, and then develop
an action plan."
Participants will be delegates from the air station and from all
of the tenant commands who are customers. “The delegates will
be coming up with the most important quality of life issues.
Everybody has a chance to suggest ideas and offer solutions.
They are all part of the process. It’s not just a bunch of
Captains or Morale Welfare and Recreation Directors saying
how we improved quality of life around here; it’s the deckplate
level.”
The delegates will separate into focus groups and meet to
review inputs received from the extended naval community the
military personnel, their family members, retirees, and civilian
workers. “This process goes to the deckplate level to find out
what they really want, what the families want, what the
customers want. It’s not just a town meeting where people are
7. throwing up their individual agenda items; it’s a way for this
group to come to consensus on the five highest priority quality
of life issues.”
Each focus group will brief the five items most needing
improvement in their topic area to the Commander of the Naval
Base and the installation commanders. Issues that are Navy-
wide will get forwarded to the Chief of Naval Operation’s
Quality of Life Panel, but most are expected to be installation-
specific.
“When you talk about enhancing quality of life, that is the
process. It’s a TQL process. It’s a strategic process. It’s
everything rolled into one, and it really works.”
“You need to include people at all levels throughout the
command so they feel that they’ve been part of the process and
have a stake in the plan; so they will support the plan.”
“We senior leaders are only comfortable getting to the goals in
an offsite. We provide the leadership and guidance. We’re
mission, vision, and goals people. The CPOs, the mid-level
managers they are the doers. They’re the ones to develop the
objectives and elements.”
“As you get further down through the tasks and elements
developing action plans, it’s important to get input and
participation from the people who are going to be implementing
the plans. They are the ones who best know their jobs and
what’s needed.”
“The Commanding Officer needs to ensure that people are aware
that leadership backs the plan and expects people to conduct
business in accordance with the plan.”
“Having the mid-level managers (the CPOs) validate our
8. strategic plan and then fully develop the objectives was a
powerful process. It helped them gel as a team. It helped them
get on board and buy into the mission, vision, and goals.”
“The plan won’t go anywhere unless the process owners are on
board with the goals and working as a team to accomplish them.
Their leadership is needed to guide the people beneath them.
That’s why we call it TQL.”
“The key to success is the linkage between the strategic plan
and the existing processes, not having two different
organizations, or two ways of managing things, but linking
them. For instance, the facilities and environment QMB is
linked to the Facilities Planning Board. It’s an existing process
that is tailored to accomplish the goals of the plan. If you don’t
have that linkage, you may not get buy-in.
“The quality of life conference is a powerful tool. This is the
way to go when you’re figuring out prioritizing what customers
want for quality of life.”
“Don’t try to force feed the strategic plan. Take it slow and
make sure that the right people are in the right place.”
“When everybody in the room feels good about the other guys’
achievements they’re not competing with each other, but proud
of their performance as a group then the teamwork just keeps
going.”
“When the strategic plan is put on paper, people may treat it as
just another flyer. The mission, vision, and goals statements
mean a lot to the people who developed them, but may not mean
a lot to the people who are reading it. The department heads
who communicate on a daily basis with the troops are the ones
who will take the strategic plan and make it part of their lives.”
9. “The reality is, if you don’t have an input into a process, you
don’t focus on it. That’s why having the workforce make inputs
to the Ohana Quality of Life Conference is so important. You’re
getting down to the stuff that really matters to the troops.”
“Implementing the plan would go smoother if more people had a
better background in what a strategic plan is all about and why
we need to go in that direction.”
“The skipper has emphasized that if we don’t make this plan
work for us, we’ve wasted all the effort we put into it. It’s not
just to make us look good.”
“You need to ensure that people at all levels who are going to
be working the plan have a feedback mechanism to change the
plan, if necessary, to make it better.”
We found it crucial to have a trained strategic planning
facilitator assist with the strategic planning process. The
facilitator provided training in strategic planning, process
management, and team skills in addition to guiding the
attendees towards completion of a draft plan. Any other
command just starting the strategic planning process is strongly
advised to use a trained facilitator.”
References
Wells, D. L. (1996). Case Study: Naval Air Station, Barbers
Point. Strategic management for senior leaders: A handbook for
implementation (pg. 99-108). Department of the Navy Total
Quality Leadership Office. Retrieved, March 26th, 2016,
from: http://govinfo.library.unt.edu/npr/initiati/mfr/managebk.p
df
Through research from sources provided in the course and from
academic and scholarly resources outside of the course, evaluate
and discuss the following elements:
10. · Evaluate the impact of change processes on stakeholders.
· Analyze if the change processes by the Naval Air Station at
Barbers Point were well communicated and did the leadership
create effective buy-in strategies for stakeholders?
· As stakeholders are transitioned to other facilities, determine
if leadership prepared them as contributors to business and
performance excellence at their next duty station or
organization?
The paper should contain the following APA formatted
elements:
1. Title Page.
2. Abstract.
3. Body of the essay (Your researched response).
4. Conclusion.
5. References Section.
The requirements below must be met for your paper to be
accepted and graded:
1. Write a response between 750 – 1000 words for the body of
the essay (The title page, abstract, conclusion and References
section are not counted toward the word requirement.)
(approximately 4-6¬ pages) using Microsoft Word in APA style.
2. Address all three elements fully.
3. Use font size 12 and 1” margins.
11. 4. Use at least three references from outside the course material
(You may use the academic resources included in the Week 8
Bibliography.) one reference must be from EBSCOhost. The
course textbook and lectures can be used, but are not counted
toward the five reference requirement.
5. References must come from sources such as, academic and
scholarly journals and essays found in EBSCOhost, CNN, online
newspapers such as, The Wall Street Journal, government
websites, etc. Sources such as, Wikis, Yahoo Answers, eHow,
blogs, etc. are not acceptable for academic writing.
6. Cite all reference material (data, dates, graphs, quotes,
paraphrased words, values, etc.) in the paper and list on a
reference page in APA style. Provide citations everywhere
information from the sources is used for foundational support
and for validation of opinions.
7. Use the third person narrative and avoid the use of the first
and second person narrative and terms such as; I, me, myself,
you, your, yourself, we or us (or related form such as let’s (let
us) or we’ll, we’ve (we will / we have) among others). This will
prevent the author or other parties from becoming the subject
matter and will maintain the focus of the paper on the central
theme and subject matter found in the elements.
8. Be informational and avoid being conversational.