STRATEGIC MANAGEMENT
INSTRUCTIONS: 2-4 PAGES LONG; TYPED – DOUBLE SPACED, 12 PT MAX, 1” MARGINS MAX. PLEASE REMEMBER THAT GOOD GRAMMAR AND SPELLING ARE EXPECTED. ALSO, YOUR ANSWERS SHOULD BE WELL ORGANIZED AND CONTAINS SPECIFICS BASED ON THE CONCEPTS AND ANALYSES WE HAVE STUDIED.
You are the new CEO of a single-entity business that provides financial services to the insurance industry. The previous CEO left the organization “under a cloud” – nothing was ever proved, and he received the “normal” severance package.
Your early perception of the organization indicates there may have been some ethics problems in upper management. It appears no laws were broken, but it may be that some older employees did not receive expected and /or promised raises in pay. It is difficult to know this for sure because the company’s Performance Evaluation system has never been formalized.
The apparent ethics problems at the top have left many employees with an uneasy feeling. It has also resulted in an attitude on the part of many that retribution will be swift if an employee reports an ethics-related problem to management. It has been noticed that absenteeism has increased over the past 9 months. Also, employee turnover appears to be on the rise.
As CEO, what plans will you make and what actions will you take to overcome the apparent problems so a new strategic plan can be successfully implemented? This plan includes the introduction of a major new product. Also include the steps you should take to introduce the new strategic plan to the employees.
1
CHAPTER 12CHAPTER 12
CORPORATE CULTURE
AND LEADERSHIP: KEYS
TO GOOD STRATEGY
EXECUTION
CORPORATE CULTURE
AND LEADERSHIP: KEYS
TO GOOD STRATEGY
EXECUTION
CORE CONCEPT
♦ Corporate culture refers to the shared values,
ingrained attitudes, core beliefs and company
traditions that determine norms of behavior,
accepted work practices, and styles of
operating.
12–2
KEY FEATURES OF A FIRM’S
CORPORATE CULTURE
Strength of peer
pressure to
conform and
observe norms
Actions and
behaviors
encouraged
and rewarded
Traditions and
stories and “how
we do things
around here”
How the firm
treats its
stakeholders
Features of a Corporate Culture
Values, principles,
and ethical
standards
in actual use
Management
practices and
organizational
polices
Atmosphere and
spirit embodied
in the firm’s work
climate
How managers and
employees interact
and relate to one
another
12–3
TRANSFORMING CORE VALUES AND ETHICAL
STANDARDS INTO CULTURAL NORMS
� Recruit and hire applicants with values and
ethics compatible to those of the firm.
� Incorporate the values statement and the code
of ethics into orientation and training programs.
� Have senior executives frequently reiterate and
stress the firm’s values and ethical principles.
� Use values statements and codes of ethics as
benchmarks for the firm’s polices and practices.
12–4
2
TRANSFORMING CORE VALUES AND.
This document discusses corporate culture and leadership as keys to good strategy execution. It defines corporate culture as the shared values, beliefs, and traditions that shape a firm's operating style. A culture conducive to strategy execution is performance-driven, adaptive to change, and committed to ethical behavior. Leaders must instill the right culture by incorporating values into hiring and training, recognizing cultural norms, and making a case for cultural changes needed to execute new strategies. Transforming an unhealthy culture can take two to five years of persistent reinforcement of new behaviors. Leaders must closely monitor strategy execution and make corrective adjustments through management practices like walking around and thoroughly analyzing situations.
This chapter discusses how corporate culture and leadership are keys to good strategy execution. It identifies the key features of corporate culture, such as core values and operating practices. Strong cultures have clearly defined values that are widely shared, while weak cultures lack cohesion. The chapter also discusses unhealthy, high-performance, and adaptive cultures. An aligned culture can aid strategy execution, while a misaligned culture can hinder it. Leaders must change problem cultures and ground culture in core values. Effective leadership is also needed to lead the strategy execution process and make timely corrective adjustments.
This chapter discusses the importance of corporate culture and its relationship to strategy execution. It defines corporate culture as a company's core values, beliefs, operating styles and behaviors. A company's culture can either help or hinder its ability to execute its strategy. When a company's culture promotes behaviors that are well-aligned with strategic requirements, it provides clear guidance to employees and drives commitment to strategic goals. However, cultural norms that conflict with strategic needs can create mixed signals and obstacles to execution. The chapter outlines different types of cultures and strategies for aligning culture and strategy, such as changing incentive systems, hiring practices, leadership and cultural symbols.
Dawson Consulting Group helps companies change their organizational culture to better align with business strategy through a proven methodology. They assess the current culture and desired future culture to create a roadmap for change. Executive leadership must be fully committed to modeling new behaviors. Dawson also leverages human resources processes like performance management and rewards to drive cultural changes throughout the organization. Successful culture change projects take 18 months to 5 years, and Dawson provides tools and accountability measures to guide the process.
1690 ORGANIZATIONAL CULTURE AND STRATEGY. HOW DOES IT WORK.docxfelicidaddinwoodie
1690
ORGANIZATIONAL CULTURE AND STRATEGY. HOW DOES IT WORK?
AN EMPIRICAL RESEARCH
Vele Cristian-Liviu
Department of Economics, Faculty of Science, "Technical" University, Cluj Napoca,
North University Centre Baia Mare, Romania
[email protected]
Abstract: Why do some companies fail in their efforts to implement competitive
strategies? Why do others win in implementing competitive strategies? Of course
the reasons behind every fail and every win are numerous and can be related to
insufficient resources, lack of information, changes in the external environment, etc.
But let’s say that two companies, trying to implement a competitive strategy, have
the necessary resources, information and the environment is relatively calm.
Although the two companies have the same opportunity in implementing the
strategy, only one is successful in its efforts, while the other fails. Why? One
possible answer and one of the most plausible causes behind this fail is the
resistance to change. Strategies are designed to increase the company’s overall
performance by strengthening its capabilities and core competencies and by
eliminating the inefficient activities and processes. But, this phenomenon will
change the way in which things are done inside the company. This, in term, will
change the culture which defines that organization. Facing this threat, employees
will try to maintain things as they were, while managers are trying to implement the
new strategy to gain competitive advantages. As a consequence of this conflict, the
new strategy will most likely fail in its implementation, causing negative effects on
the company. This article wishes to provide a theoretical and empirical view on the
importance of having a dynamic organizational culture designed to sustain new
strategic initiatives. To underline this importance, an empirical study was conducted
on several Romanian construction companies with the intent of revealing the
correlations between a supportive culture and strategy. In conducting this study the
main objective was to reveal if companies characterized by a supportive and
dynamic organizational culture are more likely to have a strategy formulated and
implemented.
Keywords: organizational culture, strategy, strategic management, construction
industry
JEL classification: M14, L74, L20
1. Introduction
The business environment today is forcing the companies to focus their efforts onto
gaining more clients and increasing the overall level of efficiency and performance.
Thus, the quest to identify sustainable competitive advantages has become more
important than ever before. According to Michael Porter (Porter, 1985, p. 1)
competition is the most important element which influences the companies’ success
or fail, by dictating the action which must be taken regarding performance and
innovation, organizational culture and efficient implementation of competitive
strategies designed to position the com ...
STRATEGIC MANAGEMENT
INSTRUCTIONS: 2-4 PAGES LONG; TYPED – DOUBLE SPACED, 12 PT MAX, 1” MARGINS MAX. PLEASE REMEMBER THAT GOOD GRAMMAR AND SPELLING ARE EXPECTED. ALSO, YOUR ANSWERS SHOULD BE WELL ORGANIZED AND CONTAINS SPECIFICS BASED ON THE CONCEPTS AND ANALYSES WE HAVE STUDIED.
You are the new CEO of a single-entity business that provides financial services to the insurance industry. The previous CEO left the organization “under a cloud” – nothing was ever proved, and he received the “normal” severance package.
Your early perception of the organization indicates there may have been some ethics problems in upper management. It appears no laws were broken, but it may be that some older employees did not receive expected and /or promised raises in pay. It is difficult to know this for sure because the company’s Performance Evaluation system has never been formalized.
The apparent ethics problems at the top have left many employees with an uneasy feeling. It has also resulted in an attitude on the part of many that retribution will be swift if an employee reports an ethics-related problem to management. It has been noticed that absenteeism has increased over the past 9 months. Also, employee turnover appears to be on the rise.
As CEO, what plans will you make and what actions will you take to overcome the apparent problems so a new strategic plan can be successfully implemented? This plan includes the introduction of a major new product. Also include the steps you should take to introduce the new strategic plan to the employees.
1
CHAPTER 12CHAPTER 12
CORPORATE CULTURE
AND LEADERSHIP: KEYS
TO GOOD STRATEGY
EXECUTION
CORPORATE CULTURE
AND LEADERSHIP: KEYS
TO GOOD STRATEGY
EXECUTION
CORE CONCEPT
♦ Corporate culture refers to the shared values,
ingrained attitudes, core beliefs and company
traditions that determine norms of behavior,
accepted work practices, and styles of
operating.
12–2
KEY FEATURES OF A FIRM’S
CORPORATE CULTURE
Strength of peer
pressure to
conform and
observe norms
Actions and
behaviors
encouraged
and rewarded
Traditions and
stories and “how
we do things
around here”
How the firm
treats its
stakeholders
Features of a Corporate Culture
Values, principles,
and ethical
standards
in actual use
Management
practices and
organizational
polices
Atmosphere and
spirit embodied
in the firm’s work
climate
How managers and
employees interact
and relate to one
another
12–3
TRANSFORMING CORE VALUES AND ETHICAL
STANDARDS INTO CULTURAL NORMS
� Recruit and hire applicants with values and
ethics compatible to those of the firm.
� Incorporate the values statement and the code
of ethics into orientation and training programs.
� Have senior executives frequently reiterate and
stress the firm’s values and ethical principles.
� Use values statements and codes of ethics as
benchmarks for the firm’s polices and practices.
12–4
2
TRANSFORMING CORE VALUES AND.
This document discusses corporate culture and leadership as keys to good strategy execution. It defines corporate culture as the shared values, beliefs, and traditions that shape a firm's operating style. A culture conducive to strategy execution is performance-driven, adaptive to change, and committed to ethical behavior. Leaders must instill the right culture by incorporating values into hiring and training, recognizing cultural norms, and making a case for cultural changes needed to execute new strategies. Transforming an unhealthy culture can take two to five years of persistent reinforcement of new behaviors. Leaders must closely monitor strategy execution and make corrective adjustments through management practices like walking around and thoroughly analyzing situations.
This chapter discusses how corporate culture and leadership are keys to good strategy execution. It identifies the key features of corporate culture, such as core values and operating practices. Strong cultures have clearly defined values that are widely shared, while weak cultures lack cohesion. The chapter also discusses unhealthy, high-performance, and adaptive cultures. An aligned culture can aid strategy execution, while a misaligned culture can hinder it. Leaders must change problem cultures and ground culture in core values. Effective leadership is also needed to lead the strategy execution process and make timely corrective adjustments.
This chapter discusses the importance of corporate culture and its relationship to strategy execution. It defines corporate culture as a company's core values, beliefs, operating styles and behaviors. A company's culture can either help or hinder its ability to execute its strategy. When a company's culture promotes behaviors that are well-aligned with strategic requirements, it provides clear guidance to employees and drives commitment to strategic goals. However, cultural norms that conflict with strategic needs can create mixed signals and obstacles to execution. The chapter outlines different types of cultures and strategies for aligning culture and strategy, such as changing incentive systems, hiring practices, leadership and cultural symbols.
Dawson Consulting Group helps companies change their organizational culture to better align with business strategy through a proven methodology. They assess the current culture and desired future culture to create a roadmap for change. Executive leadership must be fully committed to modeling new behaviors. Dawson also leverages human resources processes like performance management and rewards to drive cultural changes throughout the organization. Successful culture change projects take 18 months to 5 years, and Dawson provides tools and accountability measures to guide the process.
1690 ORGANIZATIONAL CULTURE AND STRATEGY. HOW DOES IT WORK.docxfelicidaddinwoodie
1690
ORGANIZATIONAL CULTURE AND STRATEGY. HOW DOES IT WORK?
AN EMPIRICAL RESEARCH
Vele Cristian-Liviu
Department of Economics, Faculty of Science, "Technical" University, Cluj Napoca,
North University Centre Baia Mare, Romania
[email protected]
Abstract: Why do some companies fail in their efforts to implement competitive
strategies? Why do others win in implementing competitive strategies? Of course
the reasons behind every fail and every win are numerous and can be related to
insufficient resources, lack of information, changes in the external environment, etc.
But let’s say that two companies, trying to implement a competitive strategy, have
the necessary resources, information and the environment is relatively calm.
Although the two companies have the same opportunity in implementing the
strategy, only one is successful in its efforts, while the other fails. Why? One
possible answer and one of the most plausible causes behind this fail is the
resistance to change. Strategies are designed to increase the company’s overall
performance by strengthening its capabilities and core competencies and by
eliminating the inefficient activities and processes. But, this phenomenon will
change the way in which things are done inside the company. This, in term, will
change the culture which defines that organization. Facing this threat, employees
will try to maintain things as they were, while managers are trying to implement the
new strategy to gain competitive advantages. As a consequence of this conflict, the
new strategy will most likely fail in its implementation, causing negative effects on
the company. This article wishes to provide a theoretical and empirical view on the
importance of having a dynamic organizational culture designed to sustain new
strategic initiatives. To underline this importance, an empirical study was conducted
on several Romanian construction companies with the intent of revealing the
correlations between a supportive culture and strategy. In conducting this study the
main objective was to reveal if companies characterized by a supportive and
dynamic organizational culture are more likely to have a strategy formulated and
implemented.
Keywords: organizational culture, strategy, strategic management, construction
industry
JEL classification: M14, L74, L20
1. Introduction
The business environment today is forcing the companies to focus their efforts onto
gaining more clients and increasing the overall level of efficiency and performance.
Thus, the quest to identify sustainable competitive advantages has become more
important than ever before. According to Michael Porter (Porter, 1985, p. 1)
competition is the most important element which influences the companies’ success
or fail, by dictating the action which must be taken regarding performance and
innovation, organizational culture and efficient implementation of competitive
strategies designed to position the com ...
Senn Delaney is a culture-shaping consulting firm that has been exclusively focused on transforming organizational cultures for over 35 years. They are recognized as the leading authority in culture shaping and have worked with many Fortune 500 and Global 1000 companies. Senn Delaney uses a comprehensive methodology called DURAM to diagnose culture, unfreeze old behaviors, reinforce new behaviors, apply culture shaping tools, and measure results. Their approach begins with aligning senior leadership and engaging the entire organization to create lasting cultural change.
Culture, leadership, and ethics are interconnected foundations for organizational success. Defining and shaping culture involves identifying shared values and principles to guide the company. Leaders play a crucial role by setting the tone and modeling desired behaviors that foster collaboration and accountability. Maintaining a culture requires measuring factors like employee engagement and turnover, and making changes by evaluating challenges, building consensus on a vision, and clear communication.
This document discusses embedding and anchoring organizational change. It emphasizes that for change to be successful, the new practices must be accepted and demonstrated by most employees, and the culture must be aligned to support the changes. Key steps for embedding change include formulating a clear strategic vision, displaying top-management commitment, modeling the desired culture at high levels, modifying systems to support the changes, and highlighting benefits. For change to anchor, it must become a permanent part of the organizational culture by aligning with cultural norms through leadership, education, and reinforcement over a long period of time.
Transformational leaders play a key role in implementing strategies and driving culture change within organizations. They inspire a modified vision and lead by example to transform the organization's culture and align it with the new strategy. For successful strategy execution, the leader must ensure the desired cultural changes take place through feedback mechanisms and an appropriate, supportive culture. Values must also be aligned with the strategy to guide employee behavior and impact performance. Managing resistance to change and linking rewards to performance can further support culture change and strategy implementation.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
The document discusses strategic management and the importance of strategy for businesses in a dynamic competitive environment. It defines key terms like hypercompetition, strategic management, vision and mission statements, and strategic goals and objectives. Due to constantly changing business conditions, unpredictable customer behaviors, and cut-throat competition, strategic management is needed for organizations to survive, focus efforts, and avoid deviations from their targets. The strategic management process involves strategic analysis, decision-making, formulation, implementation, and control.
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
This document provides an overview of building a corporate culture that supports strategy execution. It discusses the importance of aligning an organization's culture with its strategy for successful execution. Key points include:
- A company's culture can either help or hinder strategy execution depending on how well it is aligned.
- Types of cultures include strong vs. weak, unhealthy, and adaptive cultures.
- Leaders must work to create a strong fit between strategy and culture by changing aspects of culture that do not support strategy.
- Grounding culture in core values and ethics helps build a sustainable culture aligned with strategic goals.
This document discusses total quality management (TQM) and restructuring in human resource management. It provides an overview of TQM principles like customer focus, employee involvement, and continuous improvement. It also outlines the restructuring process and factors HR should consider, like organizational structure, job design, and workforce characteristics. The document examines advantages and challenges of workforce diversity as well as reasons for growing interest in diversity like globalization, mergers, and legal requirements.
How Companies Achieve High PerformanceDave Dowling
The document provides an overview of a model that identifies the elements of a high performing organization. It discusses that high performing organizations forge intentional relationships among strategy, culture, and brand. The model indicates that strategy shapes leadership expectations, which set the cultural tone. Key elements of culture include focus, drive, and capability. A strong value proposition and brand performance are outcomes of an effective strategy and aligned culture.
This document discusses strategy implementation and outlines eight key components of an effective strategy execution process: 1) building a capable organization, 2) allocating resources, 3) establishing supportive policies, 4) instituting best practices, 5) installing supportive systems, 6) tying rewards to strategic targets, 7) exercising strategic leadership, and 8) shaping culture. It provides details on each component and emphasizes the importance of aligning organizational culture with strategy for successful long-term implementation.
M5 CSR - Embracing CSR and Cultural Change Transformation (Long Term Strategy...caniceconsulting
This module discusses implementing cultural transformation through corporate social responsibility (CSR) as a long-term strategy. It emphasizes that CSR cultural change must start with commitment from top-level management and human resources. It recommends conducting a company-wide CSR assessment or survey to identify priorities, gaps, and opportunities. A CSR leadership team should then develop a dedicated CSR strategy based on the assessment results and discuss priorities with top management to implement as part of a long-term strategic plan.
The document discusses the roles and responsibilities of strategic leaders and middle managers in organizational strategy. It outlines several key roles:
1. Strategic leaders such as the CEO are responsible for determining strategic direction, managing resources, sustaining organizational culture, emphasizing ethics, and establishing controls.
2. Middle managers play important roles in strategy formation through idea generation, championing new initiatives, and developing capabilities.
3. Both strategic leaders and middle managers are involved in strategy implementation through roles like leadership, organization, resource management, and performance monitoring. Effective strategy implementation requires alignment across all organizational elements.
Malcolm Baldrige National Quality AwardAmir NikKhah
The document provides an overview of the Malcolm Baldrige National Quality Award, which was created in 1987 to promote quality awareness and share best practices among U.S. organizations. It describes the award's aims of enhancing competitiveness, identifying role models, and establishing evaluation criteria. It also outlines the criteria used for the award, including leadership, strategic planning, customer focus, measurement/analysis, workforce focus, and operational effectiveness.
The document discusses the key components and attributes of organizational culture. It describes the layers of organizational culture, including cultural values, shared assumptions, shared behaviors, and cultural symbols. It also discusses how organizational cultures emerge and methods for maintaining and changing organizational culture, such as recruitment, socialization, and cultural rituals and ceremonies.
M5 CSR - Embracing CSR and Cultural Change Transformation (Long Term Strategy...caniceconsulting
This document provides an overview of Module 5 which explores how companies can embrace corporate social responsibility (CSR) and drive cultural change through long-term strategies. It discusses how top-level leadership commitment is critical for successful CSR implementation and cultural transformation. Companies are encouraged to conduct a CSR assessment survey to understand current activities, priorities and opportunities. With insights from the assessment, companies can develop a dedicated CSR strategy and implementation plan involving key priorities to improve performance and sustainability.
Risk and Return AnalysisCreate a 1,050-word report, and include .docxSUBHI7
Risk and Return Analysis
Create a 1,050-word report, and include the following:
· Explain the relationship between risk and return
· Identify an example of risk and return.
· Explain which is more risky bonds or common stocks.
· Explain how understanding risk and return will help you in future business ventures.
Format your assignment consistent with APA guidelines.
STRATEGIC MANAGEMENT OF
HEALTH CARE ORGANIZATIONS 7TH EDITION
1
Value-Adding Support Strategies
Chapter 9
2
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
3
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support strategies to ensure they point the organization toward achieving its vision and goals.
4
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support strategies to ensure they point the organization toward achieving its vision and goals.
Link the results of internal environmental analysis of the support activities to the implementation of value-adding support strategies.
5
Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
6
Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
Understand that through the value-adding support strategies the organization itself is changed, creating or solidifying competitive advantages and strengthening weaknesses to overcome competitive disadvantages.
7
Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
8
Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
Create value-adding support strategies that help accomplish directional, adaptive, market entry and competitive strategies, as well as value-adding service delivery strategies.
9
The Strategic Planning Process
Strategic Planning
Situation Analysis
Strategy Formulation
Planning the Implementation
External Analysis
Internal Analysis
Directional Strategies
Directional Strategies
Adaptive Strategies
Market Entry Strategies
Competitive Strategies
Service Delivery Strategies
...
The document discusses how knowledge management (KM) can be mapped to the European Foundation for Quality Management (EFQM) Excellence Model. It provides an overview of the EFQM Model, which is based on nine criteria that assess an organization's progress toward excellence. Five criteria are "Enablers" of how an organization operates, and four are "Results" of what the organization achieves. The document then examines how each Enabler criterion is related to KM implications, such as how leaders can use knowledge to set business direction and change it based on customer and market insights. KM helps achieve business objectives in a smart way by developing a knowledge-sharing mindset throughout the organization.
Learn the good, bad and ugly of one employer's transformational journey to become an employer of choice. Importance of evaluating your company culture and impact
Lauren Reese, Corporate Wellbeing & Communications Manager for AmTrust Financial Services, Inc. and Cindi Morris, Senior Wellbeing & Engagement Consultant for Gallagher Benefit Services discuss:
Why a strong engagement strategy requires an employee-centric focus
How to lay the foundation for an integrated approach to your wellbeing brand
Why the peaks, pits and 'grey zone' are important to evolving your strategy
The document discusses organizational culture and how it is created and sustained within an organization. It identifies the founders, selection process, and actions of top management as key factors that influence organizational culture. Socialization is presented as the process of adapting employees to the organizational culture through various stages. Effective socialization is achieved through realistic recruitment and training, supportive management, and challenging work assignments. Organizational culture is transmitted and reinforced through stories, rituals, symbols, language, and slogans used within the organization. Sustaining culture over time requires selection of individuals aligned with culture, demonstration of values by top management, and ongoing socialization processes.
CompetencyAnalyze how human resource standards and practices.docxbartholomeocoombs
Competency
Analyze how human resource standards and practices within the healthcare field support organizational mission, visions, and values.
Scenario
Wynn Regional Medical Center (WRMC) is the premier hospital in your area. The hospital has been in your city for over 100 years. Over the past decade, the hospital has been losing money for various reasons, though primarily due to uncompensated care. You were recently hired as the Vice President for Human Resources at WRMC, and part of your responsibilities include presenting historical information to participants of the new employee orientation.
Instructions
Create a PowerPoint presentation detailing the changing nature of the healthcare workforce. The presentation should contain speaker notes for each slide or voiceover narration. The presentation should address the following topics and questions:
Historical information on the changing healthcare workforce
How have legislation and policies changed in the past decade?
How have patient demographics changed in the past decade (baby boomers, generation X, millennials, ethnicities)?
How have patient centric approaches changed in the past decade (use of the Internet and social media to gather health information)?
Challenges associated with the changing healthcare workforce
What are some of the challenges associated with the policy and legislative changes?
What are some challenges associated with demographic changes?
What are some of the challenges associated with patients “researching” their own health instead of going to the doctor?
Current state of healthcare
What have been some of the improvements to the healthcare system over the last decade?
Resources
This
link
has information for creating a PowerPoint presentation.
Here is a
link
to information about adding speaker notes.
Here is a
link
to information about creating a voiceover narration using Screencast-O-Matic.
GRADING RUBRICS:
1.Clear and thorough explanation of the history of the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS.
2. Clear and thorough discussion of the challenges associated with the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS.
3. Comprehensive analysis of the current state of healthcare.
Includes a clear and thorough assessment of improvements to the healthcare system over the last decade and supports assertions with multiple supporting examples.
.
CompetencyAnalyze financial statements to assess performance.docxbartholomeocoombs
Competency
Analyze financial statements to assess performance and to ensure organizational improvement and long-term viability
.
Scenario
In an ongoing effort to explore the feasibility of expanding services into rural areas of the state, leadership at Memorial Hospital has determined that conducting a review of its financial condition will be essential to ensuring the organization’s ability to successfully achieve its expansion goals.
Instructions
The CFO has provided you with a copy of the organization’s
financial statements
. This information will be critical in evaluating the organization’s financial capacity to support the proposed expansion of services into the rural areas of the state.
You are asked to review these financial statements (which include the Income Statement, Statement of Cash Flows, and the Balance Sheet) and prepare an executive summary outlining the financial strength of the organization and evidence to support the expansion. Your executive summary should include the following:
An overview of the issue.
A review of critical financial ratios (Liquidity, Solvency, Profitability, and Efficiency) based on financial statements.
Inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios.
Provide a recommendation based on ration analysis.
Resources
This
link
has information for creating an executive summary.
Grading Rubric:
1.
Comprehensive identification of summary of the issue. Includes multiple examples or supporting details.
2. Clear and thorough review of critical financial ratios--Liquidity, Solvency, Profitability, and Efficiency--based on financial statements. Includes multiple examples or supporting details per topic.
3. Clear and thorough inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios. Includes multiple examples or supporting details per topic.
4. Comprehensive recommendation, based on ration analysis. Includes multiple examples or supporting details.
.
More Related Content
Similar to CHAPTER 12 Corporate Culture and Leadership Keys to Good Stra.docx
Senn Delaney is a culture-shaping consulting firm that has been exclusively focused on transforming organizational cultures for over 35 years. They are recognized as the leading authority in culture shaping and have worked with many Fortune 500 and Global 1000 companies. Senn Delaney uses a comprehensive methodology called DURAM to diagnose culture, unfreeze old behaviors, reinforce new behaviors, apply culture shaping tools, and measure results. Their approach begins with aligning senior leadership and engaging the entire organization to create lasting cultural change.
Culture, leadership, and ethics are interconnected foundations for organizational success. Defining and shaping culture involves identifying shared values and principles to guide the company. Leaders play a crucial role by setting the tone and modeling desired behaviors that foster collaboration and accountability. Maintaining a culture requires measuring factors like employee engagement and turnover, and making changes by evaluating challenges, building consensus on a vision, and clear communication.
This document discusses embedding and anchoring organizational change. It emphasizes that for change to be successful, the new practices must be accepted and demonstrated by most employees, and the culture must be aligned to support the changes. Key steps for embedding change include formulating a clear strategic vision, displaying top-management commitment, modeling the desired culture at high levels, modifying systems to support the changes, and highlighting benefits. For change to anchor, it must become a permanent part of the organizational culture by aligning with cultural norms through leadership, education, and reinforcement over a long period of time.
Transformational leaders play a key role in implementing strategies and driving culture change within organizations. They inspire a modified vision and lead by example to transform the organization's culture and align it with the new strategy. For successful strategy execution, the leader must ensure the desired cultural changes take place through feedback mechanisms and an appropriate, supportive culture. Values must also be aligned with the strategy to guide employee behavior and impact performance. Managing resistance to change and linking rewards to performance can further support culture change and strategy implementation.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
The document discusses strategic management and the importance of strategy for businesses in a dynamic competitive environment. It defines key terms like hypercompetition, strategic management, vision and mission statements, and strategic goals and objectives. Due to constantly changing business conditions, unpredictable customer behaviors, and cut-throat competition, strategic management is needed for organizations to survive, focus efforts, and avoid deviations from their targets. The strategic management process involves strategic analysis, decision-making, formulation, implementation, and control.
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
This document provides an overview of building a corporate culture that supports strategy execution. It discusses the importance of aligning an organization's culture with its strategy for successful execution. Key points include:
- A company's culture can either help or hinder strategy execution depending on how well it is aligned.
- Types of cultures include strong vs. weak, unhealthy, and adaptive cultures.
- Leaders must work to create a strong fit between strategy and culture by changing aspects of culture that do not support strategy.
- Grounding culture in core values and ethics helps build a sustainable culture aligned with strategic goals.
This document discusses total quality management (TQM) and restructuring in human resource management. It provides an overview of TQM principles like customer focus, employee involvement, and continuous improvement. It also outlines the restructuring process and factors HR should consider, like organizational structure, job design, and workforce characteristics. The document examines advantages and challenges of workforce diversity as well as reasons for growing interest in diversity like globalization, mergers, and legal requirements.
How Companies Achieve High PerformanceDave Dowling
The document provides an overview of a model that identifies the elements of a high performing organization. It discusses that high performing organizations forge intentional relationships among strategy, culture, and brand. The model indicates that strategy shapes leadership expectations, which set the cultural tone. Key elements of culture include focus, drive, and capability. A strong value proposition and brand performance are outcomes of an effective strategy and aligned culture.
This document discusses strategy implementation and outlines eight key components of an effective strategy execution process: 1) building a capable organization, 2) allocating resources, 3) establishing supportive policies, 4) instituting best practices, 5) installing supportive systems, 6) tying rewards to strategic targets, 7) exercising strategic leadership, and 8) shaping culture. It provides details on each component and emphasizes the importance of aligning organizational culture with strategy for successful long-term implementation.
M5 CSR - Embracing CSR and Cultural Change Transformation (Long Term Strategy...caniceconsulting
This module discusses implementing cultural transformation through corporate social responsibility (CSR) as a long-term strategy. It emphasizes that CSR cultural change must start with commitment from top-level management and human resources. It recommends conducting a company-wide CSR assessment or survey to identify priorities, gaps, and opportunities. A CSR leadership team should then develop a dedicated CSR strategy based on the assessment results and discuss priorities with top management to implement as part of a long-term strategic plan.
The document discusses the roles and responsibilities of strategic leaders and middle managers in organizational strategy. It outlines several key roles:
1. Strategic leaders such as the CEO are responsible for determining strategic direction, managing resources, sustaining organizational culture, emphasizing ethics, and establishing controls.
2. Middle managers play important roles in strategy formation through idea generation, championing new initiatives, and developing capabilities.
3. Both strategic leaders and middle managers are involved in strategy implementation through roles like leadership, organization, resource management, and performance monitoring. Effective strategy implementation requires alignment across all organizational elements.
Malcolm Baldrige National Quality AwardAmir NikKhah
The document provides an overview of the Malcolm Baldrige National Quality Award, which was created in 1987 to promote quality awareness and share best practices among U.S. organizations. It describes the award's aims of enhancing competitiveness, identifying role models, and establishing evaluation criteria. It also outlines the criteria used for the award, including leadership, strategic planning, customer focus, measurement/analysis, workforce focus, and operational effectiveness.
The document discusses the key components and attributes of organizational culture. It describes the layers of organizational culture, including cultural values, shared assumptions, shared behaviors, and cultural symbols. It also discusses how organizational cultures emerge and methods for maintaining and changing organizational culture, such as recruitment, socialization, and cultural rituals and ceremonies.
M5 CSR - Embracing CSR and Cultural Change Transformation (Long Term Strategy...caniceconsulting
This document provides an overview of Module 5 which explores how companies can embrace corporate social responsibility (CSR) and drive cultural change through long-term strategies. It discusses how top-level leadership commitment is critical for successful CSR implementation and cultural transformation. Companies are encouraged to conduct a CSR assessment survey to understand current activities, priorities and opportunities. With insights from the assessment, companies can develop a dedicated CSR strategy and implementation plan involving key priorities to improve performance and sustainability.
Risk and Return AnalysisCreate a 1,050-word report, and include .docxSUBHI7
Risk and Return Analysis
Create a 1,050-word report, and include the following:
· Explain the relationship between risk and return
· Identify an example of risk and return.
· Explain which is more risky bonds or common stocks.
· Explain how understanding risk and return will help you in future business ventures.
Format your assignment consistent with APA guidelines.
STRATEGIC MANAGEMENT OF
HEALTH CARE ORGANIZATIONS 7TH EDITION
1
Value-Adding Support Strategies
Chapter 9
2
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
3
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support strategies to ensure they point the organization toward achieving its vision and goals.
4
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support strategies to ensure they point the organization toward achieving its vision and goals.
Link the results of internal environmental analysis of the support activities to the implementation of value-adding support strategies.
5
Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
6
Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
Understand that through the value-adding support strategies the organization itself is changed, creating or solidifying competitive advantages and strengthening weaknesses to overcome competitive disadvantages.
7
Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
8
Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
Create value-adding support strategies that help accomplish directional, adaptive, market entry and competitive strategies, as well as value-adding service delivery strategies.
9
The Strategic Planning Process
Strategic Planning
Situation Analysis
Strategy Formulation
Planning the Implementation
External Analysis
Internal Analysis
Directional Strategies
Directional Strategies
Adaptive Strategies
Market Entry Strategies
Competitive Strategies
Service Delivery Strategies
...
The document discusses how knowledge management (KM) can be mapped to the European Foundation for Quality Management (EFQM) Excellence Model. It provides an overview of the EFQM Model, which is based on nine criteria that assess an organization's progress toward excellence. Five criteria are "Enablers" of how an organization operates, and four are "Results" of what the organization achieves. The document then examines how each Enabler criterion is related to KM implications, such as how leaders can use knowledge to set business direction and change it based on customer and market insights. KM helps achieve business objectives in a smart way by developing a knowledge-sharing mindset throughout the organization.
Learn the good, bad and ugly of one employer's transformational journey to become an employer of choice. Importance of evaluating your company culture and impact
Lauren Reese, Corporate Wellbeing & Communications Manager for AmTrust Financial Services, Inc. and Cindi Morris, Senior Wellbeing & Engagement Consultant for Gallagher Benefit Services discuss:
Why a strong engagement strategy requires an employee-centric focus
How to lay the foundation for an integrated approach to your wellbeing brand
Why the peaks, pits and 'grey zone' are important to evolving your strategy
The document discusses organizational culture and how it is created and sustained within an organization. It identifies the founders, selection process, and actions of top management as key factors that influence organizational culture. Socialization is presented as the process of adapting employees to the organizational culture through various stages. Effective socialization is achieved through realistic recruitment and training, supportive management, and challenging work assignments. Organizational culture is transmitted and reinforced through stories, rituals, symbols, language, and slogans used within the organization. Sustaining culture over time requires selection of individuals aligned with culture, demonstration of values by top management, and ongoing socialization processes.
Similar to CHAPTER 12 Corporate Culture and Leadership Keys to Good Stra.docx (20)
CompetencyAnalyze how human resource standards and practices.docxbartholomeocoombs
Competency
Analyze how human resource standards and practices within the healthcare field support organizational mission, visions, and values.
Scenario
Wynn Regional Medical Center (WRMC) is the premier hospital in your area. The hospital has been in your city for over 100 years. Over the past decade, the hospital has been losing money for various reasons, though primarily due to uncompensated care. You were recently hired as the Vice President for Human Resources at WRMC, and part of your responsibilities include presenting historical information to participants of the new employee orientation.
Instructions
Create a PowerPoint presentation detailing the changing nature of the healthcare workforce. The presentation should contain speaker notes for each slide or voiceover narration. The presentation should address the following topics and questions:
Historical information on the changing healthcare workforce
How have legislation and policies changed in the past decade?
How have patient demographics changed in the past decade (baby boomers, generation X, millennials, ethnicities)?
How have patient centric approaches changed in the past decade (use of the Internet and social media to gather health information)?
Challenges associated with the changing healthcare workforce
What are some of the challenges associated with the policy and legislative changes?
What are some challenges associated with demographic changes?
What are some of the challenges associated with patients “researching” their own health instead of going to the doctor?
Current state of healthcare
What have been some of the improvements to the healthcare system over the last decade?
Resources
This
link
has information for creating a PowerPoint presentation.
Here is a
link
to information about adding speaker notes.
Here is a
link
to information about creating a voiceover narration using Screencast-O-Matic.
GRADING RUBRICS:
1.Clear and thorough explanation of the history of the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS.
2. Clear and thorough discussion of the challenges associated with the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS.
3. Comprehensive analysis of the current state of healthcare.
Includes a clear and thorough assessment of improvements to the healthcare system over the last decade and supports assertions with multiple supporting examples.
.
CompetencyAnalyze financial statements to assess performance.docxbartholomeocoombs
Competency
Analyze financial statements to assess performance and to ensure organizational improvement and long-term viability
.
Scenario
In an ongoing effort to explore the feasibility of expanding services into rural areas of the state, leadership at Memorial Hospital has determined that conducting a review of its financial condition will be essential to ensuring the organization’s ability to successfully achieve its expansion goals.
Instructions
The CFO has provided you with a copy of the organization’s
financial statements
. This information will be critical in evaluating the organization’s financial capacity to support the proposed expansion of services into the rural areas of the state.
You are asked to review these financial statements (which include the Income Statement, Statement of Cash Flows, and the Balance Sheet) and prepare an executive summary outlining the financial strength of the organization and evidence to support the expansion. Your executive summary should include the following:
An overview of the issue.
A review of critical financial ratios (Liquidity, Solvency, Profitability, and Efficiency) based on financial statements.
Inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios.
Provide a recommendation based on ration analysis.
Resources
This
link
has information for creating an executive summary.
Grading Rubric:
1.
Comprehensive identification of summary of the issue. Includes multiple examples or supporting details.
2. Clear and thorough review of critical financial ratios--Liquidity, Solvency, Profitability, and Efficiency--based on financial statements. Includes multiple examples or supporting details per topic.
3. Clear and thorough inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios. Includes multiple examples or supporting details per topic.
4. Comprehensive recommendation, based on ration analysis. Includes multiple examples or supporting details.
.
CompetencyAnalyze ethical and legal dilemmas that healthcare.docxbartholomeocoombs
Competency
Analyze ethical and legal dilemmas that healthcare workers may encounter in the medical field.
Instructions
You have recently been promoted to Health Services Manager at Three Mountains Regional Hospital, a small hospital located in a mid-size city in the Midwest. Three Mountains is a general medical and surgical facility with 400 beds. Last year there were approximately 62,000 emergency visits and 15,000 admissions. More than 6,000 outpatient and 10,000 inpatient surgeries were performed.
An important aspect of the provider/patient relationship pertains to open communication and trust. Patients want to know that their doctors and the support staff associated with their care understand their wishes and will abide by them. Ideally, these conversations happen well before an emergency or procedure takes place; however, often times this information is missing from a patient's file. As part of Three Mountains' initiative to build trust with their patients, an increased emphasis has been placed on obtaining living wills from the patient as part of the intake process to ensure that the healthcare team has written directives of the patient's wishes in case of incapacitation. You will be creating a living will for a patient and provide educational information as to why the patient should fill it out during the admission process before a procedure.
Introduction:
Explain the definition of a living will and its key components. This section will provide an educational overview of the document for the patient.
Living Will Template:
Create a living will that can serve as a template to the patients. This should cover the basic treatment issues such as resuscitation, feeding tubes, ventilation, organ and tissue donations, etc. Provide instructions in the template that can be easily altered, depending on each patient's wishes.
Summary:
In this section, you will discuss the importance of this document and encourage patients to complete it. Address how this document ensures that a patient's wishes are known and followed by the healthcare team.
NOTE
- APA formatting and proper grammar, punctuation, and form required. APA help is available
here.
.
CompetencyAnalyze ethical and legal dilemmas that healthcare wor.docxbartholomeocoombs
Competency
Analyze ethical and legal dilemmas that healthcare workers may encounter in the medical field.
Instructions
You have recently been promoted to Health Services Manager at Three Mountains Regional Hospital, a small hospital located in a mid-size city in the Midwest. Three Mountains is a general medical and surgical facility with 400 beds. Last year there were approximately 62,000 emergency visits and 15,000 admissions. More than 6,000 outpatient and 10,000 inpatient surgeries were performed.
An important aspect of the provider/patient relationship pertains to open communication and trust. Patients want to know that their doctors and the support staff associated with their care understand their wishes and will abide by them. Ideally, these conversations happen well before an emergency or procedure takes place; however, often times this information is missing from a patient's file. As part of Three Mountains' initiative to build trust with their patients, an increased emphasis has been placed on obtaining living wills from the patient as part of the intake process to ensure that the healthcare team has written directives of the patient's wishes in case of incapacitation. You will be creating a living will for a patient and provide educational information as to why the patient should fill it out during the admission process before a procedure.
Introduction:
Explain the definition of a living will and its key components. This section will provide an educational overview of the document for the patient.
Living Will Template:
Create a living will that can serve as a template to the patients. This should cover the basic treatment issues such as resuscitation, feeding tubes, ventilation, organ and tissue donations, etc. Provide instructions in the template that can be easily altered, depending on each patient's wishes.
Summary:
In this section, you will discuss the importance of this document and encourage patients to complete it. Address how this document ensures that a patient's wishes are known and followed by the healthcare team.
NOTE
- APA formatting and proper grammar, punctuation, and form required.
.
CompetencyAnalyze collaboration tools to support organizatio.docxbartholomeocoombs
Competency
Analyze collaboration tools to support organizational goals.
Scenario
You are a new manager at Elliot Building Supplies International who has seen huge success in managing your global team remotely. This success has been shown in the team outcomes/production and employee satisfaction and engagement. Senior leadership has taken notice of your success and has asked you to create a presentation to share with your peers, who also manage remotely, that explains the best collaboration tools for remote teams. Also, you will explain the best way to manage effectively and create a motivating and satisfying work environment that supports collaboration.
Instructions
You will need to include the following in your PowerPoint presentation.
Presentation welcome/introduction slide.
Collaboration tools that you have used to be successful.
This should include at least 4 different types of tools.
Each type should be explained in detail, along with the benefits it provides.
Critical skills to successfully manage remote employees.
Closing slide to share final thoughts and ideas.
.
Competency Checklist and Professional Development Resources .docxbartholomeocoombs
Competency Checklist and Professional Development Resources
An important and yet often overlooked function of leadership in an early childhood program is the ability to positively influence the people in the program. For this group assignment, consider the characteristics of a leader who can support and lead teachers in reflective teaching. This type of self-reflection is the first step to understanding how a supervisor supports teachers to accomplish their goals through mentoring. For this assignment, your group will need to address the following two components:
Part 1
: Consider the following question as your group completes the competency checklist below: What might be evidence that a teacher leader possesses the competence to also be a mentor? You are encouraged to evenly divide the competencies among your group, so that each member contributes to providing brief examples of interactions while highlighting the characteristic(s) that demonstrates each competency. While this portion can be completed independently, you should then collaborate to ensure that each group member provides feedback before submitting the full collaborative document.
Competency Checklist
Competency
Describe an example of a teacher-leader with children (when acting as a teacher)
Describe an example of a teacher-leader with adults (when acting as a supervisor)
Listens well, does not interrupt, and respects the pace of the other person
Is able to wait for others to discover solutions, form own ideas, and reflect
Asks questions that encourage details
Is aware of and comfortable with his or her feelings and the emotions of others
Is responsive to others
Guides, nurtures, supports, and empathizes
Integrates emotion and intellect
Fosters reflection or wondering by others
Is aware of how others’ reactions affect a process of dialogue and reflection, including sensitivity to bias and cultural context
Is willing to have consistent and predictable meeting times and places
Is flexible and available
Is able to form trusting relationships
Part 2:
Professional Development Resources Document
–Early childhood programs have numerous curriculum options which may contribute to a need to support teachers and staff in a curriculum context they are not familiar with. Therefore, as we prepare to support protégés, we can refer to the National Association of the Education of Young Children core standards for professional development, to promote the use of best practices. These six core standards, briefly describe what early childhood professionals should know and be able to do. After reading each of the
NAEYC Standards for Early Childhood Professional Preparation Programs (Links to an external site.)
, focus on the first four standards:
STANDARD 1.
PROMOTING CHILD DEVELOPMENT AND LEARNING
STANDARD 2.
BUILDING FAMILY AND COMMUNITY RELATIONSHIPS
STANDARD 3.
OBSERVING, DOCUMENTING, AND ASSESSING TO SUPPORT YOUNG CHILDREN AND FAMILIES
STANDARD 4.
US.
Competency 6 Enagage with Communities and Organizations (3 hrs) (1 .docxbartholomeocoombs
This document discusses competency 6 which focuses on engaging with communities and organizations during the COVID-19 situation. Students are asked to explore how their community is addressing citizen needs during the pandemic by consulting with community leaders and organizations. They then need to provide a detailed account of the community needs they identified and how they participated at the community level to help address those needs.
Competency 2 Examine the organizational behavior within busines.docxbartholomeocoombs
Competency 2: Examine the organizational behavior within business systems
Provide the name of the corporation you will be using as the basis for this project.
Provide the organization’s purpose or mission statement.
Describe the organization's industry.
Provide the name and position of the person interviewed during this portion of the assignment (indicate as much pertinent information (e.g., length of service with company, previous roles in the company, educational background, etc.).
Provide the list of interview questions you asked the manager/executive.
Indicate which two - three of the following concepts from this competency that you intend to evaluate the organization/team on and describe the company’s/team’s current situation with each topic you’ve selected:
Motivational theories
Psychological contract
Job design
Use of evaluation, feedback and rewards
Misbehavior
Individual or organizational stress
Provide citations in APA format for any references
.
CompetenciesEvaluate the challenges and benefits of employ.docxbartholomeocoombs
Competencies
Evaluate the challenges and benefits of employing a diverse workforce.
Design a plan for conducting business and managing employees in a global society.
Critique the actions of organizations as they integrate diverse perspectives into their cultures.
Evaluate the role of identity, diverse segments, and cultural backgrounds within organizations.
Attribute different cultural perspectives to current social-cultural dimensions.
Analyze the importance of managing a diverse workforce.
Scenario Information
Your company has been nominated for a national diversity award associated with your efforts and dedication to diversity initiatives in the workplace and their impact on the organization and community. You have been asked to summarize your efforts for the year in a slide presentation for the diversity committee who selects the winner. Be sure to include details of the changes you made in your organization and the impact the changes made.
Instructions
As part of your nomination, you have been asked to create a slide presentation including a voice recording for your entry (Voice Recording not needed). Remember your audience when giving your presentation and include the following slides:
Title slide
Highlighting the importance of workplace diversity
Discussing the points that were included in your diversity plan
Describing how culture and inclusion impact your organization
Providing examples of how diverse workgroups work together in the workplace
Gives examples of strategies used to incorporate Hofstede's cultural dimensions in a global workforce
Provides best practices for managers associated with managing a diverse, global workforce
Conclusion slide that includes a summary of why you should win this award
Any additional, relevant information
References
.
CompetenciesDescribe the supply chain management principle.docxbartholomeocoombs
Competencies
Describe the supply chain management principles through the flow of information, materials, services, and resources.
Analyze the external and internal drivers that influence supply chain principles.
Evaluate supply chain management operational best practices.
Compare the nature of logistics operations and services in both international and domestic contexts.
Apply strategic supply chain management to logistics systems.
Analyze different software systems and technology strategies used in supply chain management.
Scenario
You have just been promoted to Senior Analyst at Mitchell Consulting, a firm that specializes in providing managerial expertise in supply chain management. After completing many assignments under the supervision of a Senior Analyst, your role now allows you to make selections for clients. You are assigned a new client, Scent
Solution
s. Your new manager, Partner Ronda Anderson, has directed you to work on this case and provide analysis and options to resolve the problems directly to the client.
Scent
.
CompetenciesABCDF1.1 Create oral, written, or visual .docxbartholomeocoombs
Competencies
A
B
C
D
F
1.1: Create oral, written, or visual communications appropriate to the audience, purpose, and context.
4 points
Key Criteria: Tailors communication to purpose, context, and target audience. Clearly articulates the thesis and purpose, and supports the thesis and purpose with authentic and appropriate evidence. Provides smooth transitions and leaves no awkward gaps from point to point. Shows coherent progress from the introduction to the conclusion with no unnecessary sections.
3 points
Key Criteria: Tailors communication to purpose, context, and target audience. Articulates the thesis and purpose, and supports the thesis and purpose with authentic and appropriate evidence. Generally provides smooth transitions and leaves few awkward gaps from point to point. Shows identifiable progress from the introduction to the conclusion with no unnecessary sections.
2 points
Key Criteria: Considers the purpose, context, and target audience. Articulates the thesis and purpose, and shows some evidence supporting both. Some transitions are not smooth, and there are occasional gaps or awkward connections from point to point. There is a sense of progress from the introduction through the conclusion, but the organization may not be completely clear.
1 point
Key Criteria: Does not tailor communication well in terms of purpose, context, and target audience. Provides a weak thesis, unclear purpose, and little or no evidence to support points. Transitions may be rough or nonexistent, and there are significant gaps or connections between points that leave sections incomprehensible. Progress from the introduction through the conclusion is difficult to decipher, and there may be some material that is unrelated to thesis and purpose.
0 points
Key Criteria: Does not tailor communication in terms of purpose, context, and target audience. Lacks a good thesis and has little or no evidence to support a thesis. Transitions are rough or nonexistent, and there are few discernable connections from point to point. There is no identifiable progress from the introduction through the conclusion, and/or there is substantial material that is unrelated to thesis and purpose.
1.2: Communicate using appropriate writing conventions, including spelling, grammar, mechanics, word choice, and format.
4 points
Uses a format that is highly appropriate to the writing task and carefully tailors the style and tone to the specific audience. Aligns both the writing style and grammar usage to standards appropriate to the task.
3 points
Uses a format that is appropriate to the writing task and tailors the style and tone to the specific audience. Aligns both the writing style and grammar usage to standards appropriate to the task.
2 points
Generally has a clear purpose, but there may be a gap between the format used and the writing task. Fails to fully align the style and tone to the audience, or fails to fully define the audience for the writing task. Has some style or grammar.
COMPETENCIES734.3.4 Healthcare Utilization and Finance.docxbartholomeocoombs
COMPETENCIES
734.3.4
:
Healthcare Utilization and Finance
The graduate analyzes financial implications related to healthcare delivery, reimbursement, access, and national initiatives.
INTRODUCTION
It is essential that nurses understand the issues related to healthcare financing, including local, state, and national healthcare policies and initiatives that affect healthcare delivery. As a patient advocate, the professional nurse is in a position to work with patients and families to access available resources to meet their healthcare needs.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. An originality report is provided when you submit your task that can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
A. Compare the U.S. healthcare system with the healthcare system of Great Britain, Japan, Germany, or Switzerland, by doing the following:
1. Identify
one
country from the following list whose healthcare system you will compare to the U.S. healthcare system: Great Britain, Japan, Germany, or Switzerland.
2. Compare access between the
two
healthcare systems for children, people who are unemployed, and people who are retired.
a. Discuss coverage for medications in the two healthcare systems.
b. Determine the requirements to get a referral to see a specialist in the two healthcare systems.
c. Discuss coverage for preexisting conditions in the two healthcare systems.
3. Explain
two
financial implications for patients with regard to the healthcare delivery differences between the two countries (i.e.; how are the patients financially impacted).
B. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
C. Demonstrate professional communication in the content and presentation of your submission.
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! - _ . * ' ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
RUBRIC
A1:COUNTRY TO COMPARE
NOT EVIDENT
A country for comparison is not identified.
APPROACHING COMPETENCE
The identified country for comparison is not from the given list.
COMPETENT
The identified country for comparison is from the given list.
A2:ACCESS
NOT EVIDENT
A comparison of healthcare system access is not provided.
APPROACHING COMPETENCE
The comparison does not acc.
Competencies and KnowledgeWhat competencies were you able to dev.docxbartholomeocoombs
Competencies and Knowledge
What competencies were you able to develop in researching and writing the course Comprehensive Project? How did you leverage knowledge gained in the assignments (Units 1–4) in completing the Comprehensive Project? How will these competencies and knowledge support your career advancement in management
.
Competencies and KnowledgeThis assignment has 2 parts.docxbartholomeocoombs
Competencies and Knowledge
This assignment has 2 parts:
What competencies were you able to develop in researching and writing the course Comprehensive Project? How did you leverage knowledge gained in the intellipath assignments (Units 1- 4) in completing the Comprehensive Project? How will these competencies and knowledge support your career advancement in management?
Discuss the similarities and differences between shareholder wealth maximization and stakeholder wealth maximization.
.
Competencies and KnowledgeThis assignment has 2 partsWhat.docxbartholomeocoombs
Competencies and Knowledge
This assignment has 2 parts:
What competencies were you able to develop in researching and writing the course Comprehensive Project? How did you leverage knowledge gained in the intellipath assignments (Units 1- 4) in completing the Comprehensive Project? How will these competencies and knowledge support your career advancement in management?
Discuss the similarities and differences between shareholder wealth maximization and stakeholder wealth maximization.
.
Competences, Learning Theories and MOOCsRecent Developments.docxbartholomeocoombs
Competences, Learning Theories and MOOCs:
Recent Developments in Lifelong Learning
Karl Steffens
Introduction
We think of our societies as ‘knowledge societies’ in which lifelong learning is
becoming increasingly important. Lifelong learning refers to the idea that people
not only learn in schools and universities, but also in non-formal and informal
ways during their lifespan.The concepts of lifelong learning and lifelong education
began to enter the discourse on educational policies in the late 1960s (Tuijnman
& Boström, 2002). However, these are related, but distinct concepts. As Lee (2014,
p. 472) notes ‘the terminological change (from lifelong education, continuing
education and adult education, to lifelong learning) reflects a conceptual departure
from the idea of organised educational provision to that of a more individualised
pursuit of learning’.
One of the first important documents on lifelong learning was the report of the
International Commission on the Development of Education to UNESCO in
1972, titled ‘Learning to be. The world of education today and tomorrow’. In his
introductory letter to the Director-General of UNESCO, the chairman of the
Commission, Edgar Faure, stated that the work of the Commission was based on
four assumptions (see Elfert pp. and Carneiro pp. in this issue). The first was
related to the idea that there was an international community which was united by
common aspirations and the second was the belief in democracy and in education
as its keystones. The third was ‘that the aim of development is the complete
fulfilment of man, in all the richness of his personality, the complexity of his forms
of expression and his various commitments — as individual, member of a family
and of a community, citizen and producer, inventor of techniques and creative
dreamer’. The last assumption was that ‘only an over-all, lifelong education can
produce the kind of complete man, the need for whom is increasing with the
continually more stringent constraints tearing the individual asunder’ (Faure,
1972, p. vi).
Following the Faure Report, the UNESCO Institute for Education, which
was founded in Germany in 1951, started to focus on lifelong learning and
subsequently became the UNESCO Institute for Lifelong Learning (UIL, http://
uil.unesco.org/home/). It was under its leadership that a formal model of lifelong
education was developed and published in the book ‘Towards a System of Life-
long Education’ (Cropley, 1980). The concept of lifelong learning also became
manifest in the ‘Education for All’ (EFA) agenda that was launched at the World
Conference on Education for All which took place in Jomtien (Thailand) in
1990 (Inter-Agency Commission, 1990). Ten years later, at the World Education
Forum in Dakar (Senegal) in 2000, the Dakar Framework for Action was
designed ‘to enable all individuals to realize their right to learn and to fulfil their
responsibility to contribute to the development of their society’ (UNESCO,
2000, p..
Compensation & Benefits Class 700 words with referencesA stra.docxbartholomeocoombs
Compensation & Benefits Class 700 words with references
A strategic purpose for a well-blended compensation program, one that includes various types of direct compensation, is gaining employee commitment and productivity. One of the most effective tactics for this strategy is designing a process for linking individual achievement to organizational goals.
Prepare a report to senior leaders addressing the following:
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Explain the concept of tying performance to organizational goals.
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Describe the different types of individual and group-level performance measurements.
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What are the advantages and disadvantages of individual versus group-level performance recognition?
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Discuss the options an organization has to link individual or group monetary rewards to organizational success.
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Develop recommendations for how to implement, monitor, and evaluate such a program.
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Compensation, Benefits, Reward & Recognition Plan for V..docxbartholomeocoombs
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Learning Team B
HRM 595
December 19, 2017
Rosalie M. Lopez
Running head: COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
1
COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
2
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Introduction
Base Salary Range
For the position of VP of Operations, the National Average Salary is $122,624. In San Francisco, the average is higher and placed at $155,946. This amount is 16% higher than the National Average (Payscale, 2016). The reason for this increase is because of experience and geography. These are the two prime factors that impact the pay scale. Another major factor is the employer. Most employers base their decision to hire an individual on the experience they bring with them. Of course, with more experience, higher pay is required. With our company cutting cost a less experienced individual would be the best fit for the position.
Standard Employee Benefit
In many cases, your employee benefits could be the turning point for a prospective employee. This benefit is a vital portion of any employee packet. These valuable benefits are used as a blanket of security in the case of any sickness, injury, unemployment, old age, or death (Gomez-Mejia, Balkin & Cardy, 2015, p. 362). There is a significant difference between incentives and benefits: benefits are financial and nonfinancial compensations that are indirect to the employee. To have a competitive strategy Blossoms Up! must align their profits with the compensation package that has been already put in place. This action will help provide flexibility to the amount and the benefits available (Gomez-Mejia et al., 2015).
There are also some benefits that most companies are legally obligated to provide. Three benefits are required regardless of the number of employees that the company has. These interests involve social security, workers compensation, and unemployment insurance (Gomez-Mejia et al., 2015). Other laws must be adhered to when dealing with a certain number of individuals. When a company has 50 or more employee they must have the Family and Medical Leave Act in place and since its induction in 2015 the Affordable Care Act for Health Insurance for companies with 20 or more employees. For the health insurance to be considered standard medical, vision and dental plans must be made available to the business. These programs that must be regarded as being under the Health Maintenance Organization (HMO) or a Preferred Provider Organization (PPO) (Gomez-Mejia et al., 2015).
There are some voluntary benefits that we can include. We are already looking into adding a pension package using the Defined Contribution Plan as well as the 401(K) plan (Gomez-Mejia et al., 2015). Life insurance is another excellent benefit that could be added to the package as well as short-term and long-term disability insurance. Adding Vacation and PTO, and Holiday pay is .
Compete the following tablesTheoryKey figuresKey concepts o.docxbartholomeocoombs
Compete the following tables:
Theory
Key figures
Key concepts of personality formation
Explanation of the disordered personality
Scientific credibility
Comprehensiveness
Applicability
Attachment
Complete the following...200-300 words..
Is Freud's theory a viable theory for this century?
Provide reasons for
your
view.
.
Compensation Strategy for Knowledge WorkersTo prepare for this a.docxbartholomeocoombs
The document discusses the importance of physical security for computer and network security. It notes that physical access negates all other security measures, as an attacker can directly access systems if they have physical proximity. It outlines several ways an attacker could exploit physical access, such as using bootable media like LiveCDs to access tools and directly image hard drives. The document emphasizes that physical security is foundational and must be carefully designed and implemented to protect against unauthorized access to systems and data.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.