MGT 4600 FINAL EXAM1. Answer all questions. The entire final .docxARIV4
The document outlines questions for a final exam covering topics in management. It includes questions about defining business terms, analyzing a past acquisition attempt between Microsoft and Yahoo, discussing CEO compensation, analyzing a past acquisition by HP, and discussing activist shareholders and corporate governance mechanisms. The student is instructed to answer all questions in a minimum of 1500 words.
The document discusses challenges with traditional performance review processes and the need for change. It notes media reports of large companies drastically overhauling processes. The author interviews HR professionals who say that while managers understand the process, consistency is lacking. Processes are often poorly written and not given proper time. Two main challenges are identified: complicated processes that managers are not equipped to use properly due to lack of training. Successful companies invest in manager training and support. The consensus is for ongoing, constructive feedback conversations rather than rigid annual reviews. Tailored, technology-enabled processes focusing on goals and development are recommended over one-size-fits-all solutions. Trust in managers must increase for meaningful change.
What hr needs today a personal touch[1]Aditya Mishra
The document discusses various challenges faced by HR professionals and ways to enhance personal touch in HR. It notes that HR needs to be available and accountable to all employees while maintaining objectivity. HR often plays multiple roles from coach to problem solver. They must also handle disgruntled employees, act as a transitional glue during changes, and manage crises. Additionally, HR must balance privacy requirements with sharing information. The document provides suggestions for HR to enhance personal touch such as sending birthday cards, providing discounts/gifts, and organizing family events. It emphasizes building strong relationships between employees and management.
The document discusses how the changing workplace and workforce are impacting organizational collaboration potential. It notes that technology and demographic shifts are changing how work gets done, requiring greater collaboration. However, many organizations do not fully practice collaboration despite recognizing its importance. The document outlines factors that can increase collaboration, such as collaborative technology, workspace design that facilitates interaction, and building trust between employees. It concludes that understanding and managing workforce changes along with prioritizing collaboration tools, spaces, and trust-building will help organizations maximize their collaborative potential.
This white paper from The Corporate Learning Institute discusses how workforce changes and new technologies are impacting collaboration in organizations. It notes that an aging workforce and younger workers have different needs that must be accommodated to improve collaboration between generations. Additionally, the increased use of collaborative technologies and redesigning workspaces to encourage interaction can help build the trust required for effective collaboration. CLI provides training to help organizations strengthen collaborative skills.
Top 5 Reasons Why Getting in the Trenches MattersKhorus
Wars Are Won on the Battlefield, Not the Command Post
Top 5 Reasons Why Getting in the Trenches Matters
It’s not easy being CEO. With all of its privileges comes much responsibility. Your staff and every employee in your company depend on your leadership. As companies grow, however, the opportunity for personal engagement and involvement diminishes. There are plenty of valid reasons why, but for your troops, no excuse is entirely acceptable. Like every great general, the genius is finding the balance between ruling and serving. You set the tone and plan the strategy from the command post but your job isn’t complete until your troops are willing to fight for your cause. In order to win their faith, you must prove you are ready to fight alongside them on the battlefield.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
MGT 4600 FINAL EXAM1. Answer all questions. The entire final .docxARIV4
The document outlines questions for a final exam covering topics in management. It includes questions about defining business terms, analyzing a past acquisition attempt between Microsoft and Yahoo, discussing CEO compensation, analyzing a past acquisition by HP, and discussing activist shareholders and corporate governance mechanisms. The student is instructed to answer all questions in a minimum of 1500 words.
The document discusses challenges with traditional performance review processes and the need for change. It notes media reports of large companies drastically overhauling processes. The author interviews HR professionals who say that while managers understand the process, consistency is lacking. Processes are often poorly written and not given proper time. Two main challenges are identified: complicated processes that managers are not equipped to use properly due to lack of training. Successful companies invest in manager training and support. The consensus is for ongoing, constructive feedback conversations rather than rigid annual reviews. Tailored, technology-enabled processes focusing on goals and development are recommended over one-size-fits-all solutions. Trust in managers must increase for meaningful change.
What hr needs today a personal touch[1]Aditya Mishra
The document discusses various challenges faced by HR professionals and ways to enhance personal touch in HR. It notes that HR needs to be available and accountable to all employees while maintaining objectivity. HR often plays multiple roles from coach to problem solver. They must also handle disgruntled employees, act as a transitional glue during changes, and manage crises. Additionally, HR must balance privacy requirements with sharing information. The document provides suggestions for HR to enhance personal touch such as sending birthday cards, providing discounts/gifts, and organizing family events. It emphasizes building strong relationships between employees and management.
The document discusses how the changing workplace and workforce are impacting organizational collaboration potential. It notes that technology and demographic shifts are changing how work gets done, requiring greater collaboration. However, many organizations do not fully practice collaboration despite recognizing its importance. The document outlines factors that can increase collaboration, such as collaborative technology, workspace design that facilitates interaction, and building trust between employees. It concludes that understanding and managing workforce changes along with prioritizing collaboration tools, spaces, and trust-building will help organizations maximize their collaborative potential.
This white paper from The Corporate Learning Institute discusses how workforce changes and new technologies are impacting collaboration in organizations. It notes that an aging workforce and younger workers have different needs that must be accommodated to improve collaboration between generations. Additionally, the increased use of collaborative technologies and redesigning workspaces to encourage interaction can help build the trust required for effective collaboration. CLI provides training to help organizations strengthen collaborative skills.
Top 5 Reasons Why Getting in the Trenches MattersKhorus
Wars Are Won on the Battlefield, Not the Command Post
Top 5 Reasons Why Getting in the Trenches Matters
It’s not easy being CEO. With all of its privileges comes much responsibility. Your staff and every employee in your company depend on your leadership. As companies grow, however, the opportunity for personal engagement and involvement diminishes. There are plenty of valid reasons why, but for your troops, no excuse is entirely acceptable. Like every great general, the genius is finding the balance between ruling and serving. You set the tone and plan the strategy from the command post but your job isn’t complete until your troops are willing to fight for your cause. In order to win their faith, you must prove you are ready to fight alongside them on the battlefield.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
The document discusses findings from a study on the future of work. It conducted over 7,000 surveys and interviews. Three key findings are:
1) Leaders are holding back the future by not making fundamental changes to how companies organize work and manage people, due to risk aversion. This squanders human potential.
2) Approaching the employee-company relationship solely through "engagement" is incomplete and dangerous for leaders.
3) The future of work is personal, and will require a focus on personal accountability in decision-making.
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
Remote Work & Digital Transformation: 7 Questions to AskJosue Sierra
This presentation provides 7 questions leaders and managers can ask in order to re-frame the challenges related to leveraging remote talent or telecommuting, while at the same time, accelerating their digital transformation journey! Even if you don't have remote team members, consider these 7 questions as a way to foster digital leadership in your organization.
http://www.linkedin.com/in/josuesierra
Full article also available at:
https://www.linkedin.com/today/post/article/remote-work-digital-transformation-asking-right-questions-sierra
Part 1The internet age now allows you to connect to work from .docxkarlhennesey
Part 1
The internet age now allows you to connect to work from virtually anywhere in the world. However, managing a team of remote employees presents unique challenges. Monitoring, communicating, organizing, and motivating remote employees and coworkers can be difficult, even with available technology that helps remote employees meet and collaborate in virtual spaces. As you review the Learning Resources this week to prepare for your Shared Practice posting, imagine the following scenario:
At your current employer, or at a company where you would like to work, you have been assigned to manage a virtual team. Your virtual team is composed of some individuals in the office, some that work from home in various time zones, and some others that work out of another office several time zones away. Consider the challenges of managing virtual employees and how these challenges compare to managing a traditional “non-virtual” team.
With these thoughts in mind:
Post a response that addresses the following: (350 or more words for Discussion post)
Explain benefits and challenges that a manager has when developing, leading, and motivating virtual teams and how those challenges are unique to virtual teams.
Explain which of the challenges you identified that need to be addressed directly by a manager, and which challenges should managers empower or allow the team to address.
Describe how you would meet the challenges and contribute to the virtual team if you are assigned to manage the team. Be sure to identify obstacles you think you would have and how would you address them.
Hint: An exemplary response will draw on the themes from previous weeks, such as ensuring a positive and productive environment, handling difficult conversations, motivating employees, providing feedback, maintaining levels of trust, etc.
Part 2 (250 words or more for each colleague)
Read a selection of your colleagues' posts.
Respond to two or more of your colleagues' postings in one or more of the following ways:
Share an experience that is relevant to a colleague’s post about having managed, lead, and/or participated on teams that largely collaborated in a virtual environment. Evaluate the factors that made the teams successful or ineffective.
Expand on a colleague’s post with relevant concerns or observations, based on your experiences or the readings in the classroom, about working on or managing virtual teams.
Expand on a colleague’s post by offering resources and processes that should be in place to support virtual teams and how to mitigate the risks that working virtually creates.
1st Colleague to respond to:
“Virtual team members may be located across the office, but almost as easily across the country or across the world and may rarely or perhaps never meet face to face” (Berry, 2011). When it comes to a virtual team, managers are face with many benefits and challenges when developing, leading, and motivating a team. Some challenges are having infrequent face- ...
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
Resolving an Attrition Crisis with Enterprise SNA: A Case StudyCrafitti Consulting
Post acquisition, the IT SME was looking to grow but was hit by recessionary forces. Employee motivation levels were low and attrition had reached crisis proportions. An analysis of internal enterprise social networks provided interesting insights to solve this very complex problem.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
This document discusses how technological advances in the workplace are intensifying issues with human resource management by creating personal disconnects despite increased connections. It argues that implementing strategies to improve social skills, identify blind spots, gather feedback, and eliminate blind spots can help develop human resources in a more sustainable way. Specifically, it emphasizes the importance of maintaining meaningful personal relationships through open communication and spending time with colleagues to understand how one is perceived and improve interpersonal skills for successful human resource management.
Neuroscience shows why numbers-based HR management is obsolete. And watch the video “How Your Brain Responds to Performance Rankings”: http://youtu.be/XrnfSeMXSO0
What are the Pillars of Effective Communication in the Workplace.pdfXoxoday Empuls
At its core, effective communication in the workplace is about understanding and empathizing with your audience. To make your communication strategy, solution, and synergy aligned with each other, make sure to focus on these pillars: listen, engage, connect, inspire and guide.
https://blog.empuls.io/pillars-of-effective-communication-in-the-workplace/
The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
Self-directed work teams (SDWTs) complete entire work processes with autonomy over tasks. For high performance, SDWTs must be primary work units with collective self-regulation and control over variances, balanced with technical systems. Sociotechnical systems theory identifies these conditions but not optimal alignment. SDWTs face barriers from supervisors fearing loss of power and employees lacking skills. Virtual teams link members across boundaries using technology for tasks. They require structured tasks, varied communication, and face-to-face meetings for development.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
Effective communication is essential for organizational success. Communication allows for the exchange of information between individuals and helps coordinate work. Barriers like selective perception and defensiveness can interfere with communication. Informal networks also facilitate information sharing. Modern technologies have revolutionized workplace communication through tools like email and telecommuting. However, remote work can lead to social isolation. Overall, communication is key for managing employees, promoting understanding, and achieving organizational goals.
Workshop presentation delivered in Geneva May 2015. This presentation explores the trends currently shaping the future of HR and what employers need to do to prepare for the changes ahead.
Dynamic Teaming and Leading — The New NormalWorkboard Inc.
Courtney Harrison was the guest expert for a discussion on dynamic teaming and leading. She has over 20 years of experience in HR, leadership development, and organizational effectiveness. The document discusses how business boundaries have changed and teams now need to span boundaries to be successful. It provides tools to understand individual and team dynamics, including a neuroscience model, to facilitate boundary-spanning collaboration and innovation. Leaders are encouraged to provide shared goals, transparency, feedback and recognition to optimize boundary-spanning teams.
Unlocking The Potential Of Frontline ManagersShane Allen
This document discusses six keys to unlocking the potential of frontline managers: 1) Identify employees with the capability and interest to be good managers; 2) Help managers understand their team's goals and roles; 3) Help managers understand the people they manage; 4) Help managers understand themselves and how they impact others; 5) Don't assume managers know how or when to coach; 6) Minimize administrative work to give managers more time to develop people. The document is published by Profiles International and provides guidance to organizations on developing effective frontline management.
ENG315 Professional Scenarios
1. Saban is a top performing industrial equipment salesperson for D2D. After three years of working with his best client, he receives a text message from Pat (his direct manager) assigning him to a completely different account.
Pat has received complaints that Saban gets all of the good clients and is not a “team player.”
Saban responds to the message and asks for a meeting with Pat to discuss this change. Pat responds with another text message that reads: “Decision final. Everyone needs to get a chance to work with the best accounts so it is fair. Come by the office and pick up your new files.”
Moments later, Saban sends a text message to Karen, his regional manager and Pat’s boss. It simply reads, “We need to talk.”
2. Amber, Savannah, and Stephen work for Knowledge, Inc. (a consulting company). While on a conference call with Tim Rice Photography (an established client), the group discusses potential problems with a marketing campaign. Tim Rice, lead photographer and owner of Tim Rice Photography, is insistent the marketing is working and changes are not needed.
Amber reaches over to put Tim on “Mute” but accidently pushes a different button. She immediately says to Savannah and Stephen that the marketing campaign is not working and that “…Tim should stick to taking pretty pictures.”
Tim responds, “You know I can hear you, right?”
3. James shows up to work approximately five minutes late this morning, walks silently (but quickly) down the hallway and begins to punch in at the time clock located by the front desk.
Sarah, the front desk manager, says, "Good morning, James," but James ignores her, punches in, and heads into the shop to his workplace. Sarah rolls her eyes, picks up the phone, and dials the on-duty manager to alert her that James just arrived and should be reaching his desk any moment.
4. Paul works for the website division of SuperMega retail company. He receives an email late Friday afternoon that explains a new computer will launch at the end of next June and it will be in high demand with limited stock. Also contained in the three-page-message is that customers will be able to preorder the item 30 days before launch according to the production company. Paul is asked to create a landing page for consumers who are interested in learning more about the product.
By mistake, Paul sets up a preorder page for the product that afternoon (well in advance of the company authorized period) and late Friday evening consumers begin to preorder the product. Sharon, Vice President of Product Sales at SuperMega, learns of the error Saturday morning and calls Paul to arrange a meeting first thing Monday morning. Sharon explains to Paul on the phone that the company intends on canceling all of the preorders and Paul responds that the company should honor the preorders because it was not a consumer error. After a heated exchange, Paul hangs up on Sharon when she in.
ENG122 – Research Paper Peer Review InstructionsApply each of .docxchristinemaritza
ENG122 – Research Paper Peer Review Instructions
Apply each of the following questions to the paper you’ve selected to read. Provide thorough and thoughtful answers so the author can easily and appropriately revise.
Who is the main audience of this paper?
What is the main idea presented herein?
What information does the reader need to know about the idea for it to make sense?
Are examples clear and appropriate?
Is evidence or support for any claims provided?
Is the topic appropriate to the writing assignment? Does it need to be more general? More focused?
Are writer’s points organized in a logical way?
.
More Related Content
Similar to Chapter FiveHow to Lead Virtual Teams — Tips,Techniques,.docx
The document discusses findings from a study on the future of work. It conducted over 7,000 surveys and interviews. Three key findings are:
1) Leaders are holding back the future by not making fundamental changes to how companies organize work and manage people, due to risk aversion. This squanders human potential.
2) Approaching the employee-company relationship solely through "engagement" is incomplete and dangerous for leaders.
3) The future of work is personal, and will require a focus on personal accountability in decision-making.
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
Remote Work & Digital Transformation: 7 Questions to AskJosue Sierra
This presentation provides 7 questions leaders and managers can ask in order to re-frame the challenges related to leveraging remote talent or telecommuting, while at the same time, accelerating their digital transformation journey! Even if you don't have remote team members, consider these 7 questions as a way to foster digital leadership in your organization.
http://www.linkedin.com/in/josuesierra
Full article also available at:
https://www.linkedin.com/today/post/article/remote-work-digital-transformation-asking-right-questions-sierra
Part 1The internet age now allows you to connect to work from .docxkarlhennesey
Part 1
The internet age now allows you to connect to work from virtually anywhere in the world. However, managing a team of remote employees presents unique challenges. Monitoring, communicating, organizing, and motivating remote employees and coworkers can be difficult, even with available technology that helps remote employees meet and collaborate in virtual spaces. As you review the Learning Resources this week to prepare for your Shared Practice posting, imagine the following scenario:
At your current employer, or at a company where you would like to work, you have been assigned to manage a virtual team. Your virtual team is composed of some individuals in the office, some that work from home in various time zones, and some others that work out of another office several time zones away. Consider the challenges of managing virtual employees and how these challenges compare to managing a traditional “non-virtual” team.
With these thoughts in mind:
Post a response that addresses the following: (350 or more words for Discussion post)
Explain benefits and challenges that a manager has when developing, leading, and motivating virtual teams and how those challenges are unique to virtual teams.
Explain which of the challenges you identified that need to be addressed directly by a manager, and which challenges should managers empower or allow the team to address.
Describe how you would meet the challenges and contribute to the virtual team if you are assigned to manage the team. Be sure to identify obstacles you think you would have and how would you address them.
Hint: An exemplary response will draw on the themes from previous weeks, such as ensuring a positive and productive environment, handling difficult conversations, motivating employees, providing feedback, maintaining levels of trust, etc.
Part 2 (250 words or more for each colleague)
Read a selection of your colleagues' posts.
Respond to two or more of your colleagues' postings in one or more of the following ways:
Share an experience that is relevant to a colleague’s post about having managed, lead, and/or participated on teams that largely collaborated in a virtual environment. Evaluate the factors that made the teams successful or ineffective.
Expand on a colleague’s post with relevant concerns or observations, based on your experiences or the readings in the classroom, about working on or managing virtual teams.
Expand on a colleague’s post by offering resources and processes that should be in place to support virtual teams and how to mitigate the risks that working virtually creates.
1st Colleague to respond to:
“Virtual team members may be located across the office, but almost as easily across the country or across the world and may rarely or perhaps never meet face to face” (Berry, 2011). When it comes to a virtual team, managers are face with many benefits and challenges when developing, leading, and motivating a team. Some challenges are having infrequent face- ...
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
Resolving an Attrition Crisis with Enterprise SNA: A Case StudyCrafitti Consulting
Post acquisition, the IT SME was looking to grow but was hit by recessionary forces. Employee motivation levels were low and attrition had reached crisis proportions. An analysis of internal enterprise social networks provided interesting insights to solve this very complex problem.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
This document discusses how technological advances in the workplace are intensifying issues with human resource management by creating personal disconnects despite increased connections. It argues that implementing strategies to improve social skills, identify blind spots, gather feedback, and eliminate blind spots can help develop human resources in a more sustainable way. Specifically, it emphasizes the importance of maintaining meaningful personal relationships through open communication and spending time with colleagues to understand how one is perceived and improve interpersonal skills for successful human resource management.
Neuroscience shows why numbers-based HR management is obsolete. And watch the video “How Your Brain Responds to Performance Rankings”: http://youtu.be/XrnfSeMXSO0
What are the Pillars of Effective Communication in the Workplace.pdfXoxoday Empuls
At its core, effective communication in the workplace is about understanding and empathizing with your audience. To make your communication strategy, solution, and synergy aligned with each other, make sure to focus on these pillars: listen, engage, connect, inspire and guide.
https://blog.empuls.io/pillars-of-effective-communication-in-the-workplace/
The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
Self-directed work teams (SDWTs) complete entire work processes with autonomy over tasks. For high performance, SDWTs must be primary work units with collective self-regulation and control over variances, balanced with technical systems. Sociotechnical systems theory identifies these conditions but not optimal alignment. SDWTs face barriers from supervisors fearing loss of power and employees lacking skills. Virtual teams link members across boundaries using technology for tasks. They require structured tasks, varied communication, and face-to-face meetings for development.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
Effective communication is essential for organizational success. Communication allows for the exchange of information between individuals and helps coordinate work. Barriers like selective perception and defensiveness can interfere with communication. Informal networks also facilitate information sharing. Modern technologies have revolutionized workplace communication through tools like email and telecommuting. However, remote work can lead to social isolation. Overall, communication is key for managing employees, promoting understanding, and achieving organizational goals.
Workshop presentation delivered in Geneva May 2015. This presentation explores the trends currently shaping the future of HR and what employers need to do to prepare for the changes ahead.
Dynamic Teaming and Leading — The New NormalWorkboard Inc.
Courtney Harrison was the guest expert for a discussion on dynamic teaming and leading. She has over 20 years of experience in HR, leadership development, and organizational effectiveness. The document discusses how business boundaries have changed and teams now need to span boundaries to be successful. It provides tools to understand individual and team dynamics, including a neuroscience model, to facilitate boundary-spanning collaboration and innovation. Leaders are encouraged to provide shared goals, transparency, feedback and recognition to optimize boundary-spanning teams.
Unlocking The Potential Of Frontline ManagersShane Allen
This document discusses six keys to unlocking the potential of frontline managers: 1) Identify employees with the capability and interest to be good managers; 2) Help managers understand their team's goals and roles; 3) Help managers understand the people they manage; 4) Help managers understand themselves and how they impact others; 5) Don't assume managers know how or when to coach; 6) Minimize administrative work to give managers more time to develop people. The document is published by Profiles International and provides guidance to organizations on developing effective frontline management.
Similar to Chapter FiveHow to Lead Virtual Teams — Tips,Techniques,.docx (20)
ENG315 Professional Scenarios
1. Saban is a top performing industrial equipment salesperson for D2D. After three years of working with his best client, he receives a text message from Pat (his direct manager) assigning him to a completely different account.
Pat has received complaints that Saban gets all of the good clients and is not a “team player.”
Saban responds to the message and asks for a meeting with Pat to discuss this change. Pat responds with another text message that reads: “Decision final. Everyone needs to get a chance to work with the best accounts so it is fair. Come by the office and pick up your new files.”
Moments later, Saban sends a text message to Karen, his regional manager and Pat’s boss. It simply reads, “We need to talk.”
2. Amber, Savannah, and Stephen work for Knowledge, Inc. (a consulting company). While on a conference call with Tim Rice Photography (an established client), the group discusses potential problems with a marketing campaign. Tim Rice, lead photographer and owner of Tim Rice Photography, is insistent the marketing is working and changes are not needed.
Amber reaches over to put Tim on “Mute” but accidently pushes a different button. She immediately says to Savannah and Stephen that the marketing campaign is not working and that “…Tim should stick to taking pretty pictures.”
Tim responds, “You know I can hear you, right?”
3. James shows up to work approximately five minutes late this morning, walks silently (but quickly) down the hallway and begins to punch in at the time clock located by the front desk.
Sarah, the front desk manager, says, "Good morning, James," but James ignores her, punches in, and heads into the shop to his workplace. Sarah rolls her eyes, picks up the phone, and dials the on-duty manager to alert her that James just arrived and should be reaching his desk any moment.
4. Paul works for the website division of SuperMega retail company. He receives an email late Friday afternoon that explains a new computer will launch at the end of next June and it will be in high demand with limited stock. Also contained in the three-page-message is that customers will be able to preorder the item 30 days before launch according to the production company. Paul is asked to create a landing page for consumers who are interested in learning more about the product.
By mistake, Paul sets up a preorder page for the product that afternoon (well in advance of the company authorized period) and late Friday evening consumers begin to preorder the product. Sharon, Vice President of Product Sales at SuperMega, learns of the error Saturday morning and calls Paul to arrange a meeting first thing Monday morning. Sharon explains to Paul on the phone that the company intends on canceling all of the preorders and Paul responds that the company should honor the preorders because it was not a consumer error. After a heated exchange, Paul hangs up on Sharon when she in.
ENG122 – Research Paper Peer Review InstructionsApply each of .docxchristinemaritza
ENG122 – Research Paper Peer Review Instructions
Apply each of the following questions to the paper you’ve selected to read. Provide thorough and thoughtful answers so the author can easily and appropriately revise.
Who is the main audience of this paper?
What is the main idea presented herein?
What information does the reader need to know about the idea for it to make sense?
Are examples clear and appropriate?
Is evidence or support for any claims provided?
Is the topic appropriate to the writing assignment? Does it need to be more general? More focused?
Are writer’s points organized in a logical way?
.
ENG122 – Research Paper Peer Review InstructionsApply each of th.docxchristinemaritza
ENG122 – Research Paper Peer Review Instructions
Apply each of the following questions to the paper you’ve selected to read. Provide thorough and thoughtful answers so the author can easily and appropriately revise.
Who is the main audience of this paper?
What is the main idea presented herein?
What information does the reader need to know about the idea for it to make sense?
Are examples clear and appropriate?
Is evidence or support for any claims provided?
Is the topic appropriate to the writing assignment? Does it need to be more general? More focused?
Are writer’s points organized in a logical way?
.
This document provides instructions for Assignment 2.1: Stance Essay Draft in an ENG 115 course. Students are asked to write a 3-4 page stance essay arguing a position on a topic and supporting it with evidence from the required WebText sources. The document outlines the requirements for the essay, including using third person point of view and a formal tone, writing an introduction with a clear thesis statement, including supporting paragraphs for each thesis point, using effective transitions and logical organization, and concluding in a way that leaves a lasting impression. Students are evaluated based on meeting criteria in these areas as well as applying proper grammar, mechanics, punctuation, and formatting according to SWS guidelines.
ENG 510 Final Project Milestone Three Guidelines and Rubric .docxchristinemaritza
This document provides guidelines and a rubric for Milestone Three of the ENG 510 Final Project. In this milestone, students are asked to analyze both a classic and contemporary text in terms of narrative structure, character development, literary conventions, and themes. Specifically, students must analyze each text's use of conflict, crisis, resolution, and character development, relate the author's choices to literary conventions of the time period, and evaluate how each text uses these elements to create its intended theme. The submission should be 3-4 pages following specific formatting guidelines and address all critical elements outlined in the rubric.
ENG-105 Peer Review Worksheet Rhetorical Analysis of a Public.docxchristinemaritza
ENG-105 Peer Review Worksheet: Rhetorical Analysis of a Public Document
Part of your responsibility as a student in this course is to provide quality feedback to your peers that will help them to improve their writing skills. This worksheet will assist you in providing that feedback. To highlight the text and type over the information in the boxes on this worksheet, double-click on the first word.
Name of the draft’s author: Type Author Name Here
Name of the peer reviewer: Type Reviewer Name Here
Reviewer
After reading through the draft one time, write a summary (3-5 sentences) of the paper that includes your assessment of how well the essay meets the assignment requirements as specified in the syllabus and the rubric.
Type 3-5 Sentence Summary Here
After a second, closer reading of the draft, answer each of the following questions. Positive answers will give you specific elements of the draft to praise; negative answers will indicate areas in need of improvement and revision. Please be sure to indicate at least three positive aspects of the draft and at least three areas for improvement in reply to the questions at the bottom of this worksheet.
Rhetorical Analysis Content and Ideas
· How effectively does the thesis statement identify the main points that the writer would like to make about the public document he or she is analyzing?
Type Answer Here
· How successful is the writer’s summary of the public document under study?
Type Answer Here
· How effective is the writer’s explanation and evaluation of the rhetorical situation, genre, and stance?
Type Answer Here
· How persuasively is evidence used to support assertions and enrich the essay?
Type Answer Here
· How effectively does the essay’s content support the thesis by analyzing the document and evaluating its effectiveness according to strategies from chapter 8 of Writing with Purpose?
Type Answer Here
Organization
· How effectively does the introduction engage the reader while providing an overview of the paper?
Type Answer Here
· Please identify the writer’s thesis and quote it in the box below.
Type Writer's Thesis Here
· How effectively do the paragraphs develop the topic sentence and advance the essay’s ideas?
Type Answer Here
· How effectively does the conclusion provide a strong, satisfying ending, not a mere summary of the essay?
Type Answer Here
Format
· How closely does the paper follow GCU formatting style? Is it double-spaced in 12 pt. Times New Roman font? Does it have 1" margins? Does it use headers (page numbers using appropriate header function)? Does it have a proper heading (with student’s name, date, course, and instructor’s name)?
|_|Yes |_|No Add optional clarification here
· Are all information, quotations, and borrowed ideas cited in parenthetical GCU format?
|_|Yes |_|No Add optional clarification here
· Are all sources listed on the references page in GCU format?
|_|Yes |_|No Add optional clarification here
· Is the required minimum number of sources li.
ENG 272-0Objective The purpose of this essay is t.docxchristinemaritza
ENG 272-0
Objective: The purpose of this essay is to make an analytical argument about connections across texts, time periods and cultures, and to situate this argument within the context of the existing critical discourse. You will need to select 3 primary texts to actively analyze in order to develop an argument of your own; you should make an argument about, not simply summarize, the primary texts.For the primary texts, choose one (1) work from each of the three (3) columns below.
Prompt:Based on Harper Lee's Pulitzer Prize winning book of 1961, To Kill A Mockingbird is set in small-town Alabama, 1932. Atticus Finch (played by Gregory Peck) is a lawyer and a widower with two young children, Jem and Scout. Atticus Finch is currently defending Tom Robinson, a black man accused of raping a white woman. Meanwhile, Jem and Scout are intrigued by their neighbors, the Radley’s, and the mysterious, seldom-seen Boo Radley in particular. The story features a number of “mockingbirds”—those who are scorned by society unfairly, and makes timeless insights about the nature of humanity and what it means to be human.
Option 1:Reflect on the film’s assertions, and then construct a thesis and write an essay that directly cites from a minimum of three (3) different texts considered in in this class, a minimum of one from each of the three columns below.
Option 2:With Lee’s story in mind, discuss and reflect on the following questions. What are the basic rights and liberties of a human in a social democracy? What effect does dehumanization have on the victim and the perpetrator? What is society’s role in facilitating the happiness and prosperity of its members? What role does conformity and blind adherence to tradition play in perpetuating inequality? Your response should directly cite from a minimum of three (3) different texts considered in ENG 272, a minimum of one from each of the three columns below.
· The essay must be 4-6 pages (1000-1500 words), typed, double-spaced in Times New Roman 12 pt. font with 1-inch margins. Include your name, the course #, the date, and an original title on the first page (standard MLA format). You are to use no sources other than the assigned texts from the table below; therefore, a Works Cited page is not necessary!!!!
The Enlightenment
Revolutions
Modernity
Kant-“What is Enlightenment?”
Descartes-“Discourse on Method”
Diderot-Encyclopedie
Wollstonecraft—“A Vindication of the Rights of Woman”
Paine-“Common Sense”
Paine-“Age of Reason”
Jefferson: Declaration of Independence
Jefferson: “On Equality”
Declaration of Sentiments
Declaration of Rights
DeGouges: The Rights of Woman
Douglass: The Narrative of the Life of Frederick Douglass
Kafka: Metamorphosis
Whitman: “Song of Myself”
Selected Dickenson poems
Wordsworth: “The World is Too Much with Us.”
Assignment: How does the Critical Race Theory apply to the study of dismattling the
school to prison pipeline.
1. 6-7 pages
.
ENG 360 01 American PoetrySpring 2019TuesdayFriday 800 –.docxchristinemaritza
ENG 360 01 American Poetry
Spring 2019
Tuesday/Friday 8:00 – 9:15 St. Mary’s B1
Brandon Clay
Course Description:
ENG 360 is a survey of a selection of American poetry and poetics from the Puritan era to the present, showing the effects of the Romantic revolution on an American Puritan tradition and the making of a national vernacular for poetry. Students will study poetic technique and read authors such as Bradstreet, Taylor, Freneau, Emerson, Longfellow, Poe, Thoreau, Whitman, Dickinson, Robinson, Dunbar, Crane, Stein, Sandburg, Stevens, Williams, Pound, H.D., Moore, Eliot, Millay, Hughes, Cullen, Zukofsky, Auden, Roethke, Bishop, Berryman, Brooks, Lowell, Plath, Glück, Levertov, Ginsberg, Merrill, Kinnell, Rich, Pinsky, and Collins. This is a writing intensive course and it meets literature requirements for graduation.
Course Learning Outcomes:
· To become familiar with the history of and different styles of American poetry
· To develop an understanding of the historical and social frameworks in which poems are written
· To understand different critical approaches to the interpretation of poetry
· To refine the critical and analytical skills used in verbal and written discussions of poetry
· To develop an enjoyment of and appreciation for poetry
Prerequisite:
ENG 142, earning a “C” or better.
Required Text(s):
Lehman, David, ed. The Oxford Book of American Poetry. Oxford: Oxford UP, 2006.
Expected Student Behavior in Class:
All students are expected to behave in a professional and courteous manner to both the professor and other students in class, and to follow the procedures as outlined in this syllabus for this course. If the professor deems that a student has failed to adhere to this standard, the professor shall make a report to both the Dean of the School of Arts & Sciences, and the Dean of Students. Please follow all policies as written in the 2018-2019 Student Handbook.
Preparation and Active Class Participation:
Students are required to read all works for the course. Assignments must be read prior to the class in which the particular work(s) will be discussed. Papers must be written in MLA format, using and citing quotations from primary and/or secondary sources. Written work is due at the beginning of class on the due date specified on the schedule below. Major writing assignments will be submitted electronically using Moodle and Turnitin.com. Some written work may also be turned in as a hard copy. Use white paper and 12 point, Times New Roman font with one-inch margins. All papers must be stapled and (per MLA format) include name, class title, instructor name, and due date in upper left hand corner.
Note that Student Performance counts for 15% of the final grade (complete grading system described below). This is defined as how a student conducts him/herself in the class, and refers specifically to attendance, lateness, manners, and respect towards professor and fellow students. A student can expect to receive a.
ENG 4034AHamlet Final AssessmentDUE DATE WEDNESDAY, 1220, 1.docxchristinemaritza
ENG 403/4A
Hamlet Final Assessment
DUE DATE: WEDNESDAY, 12/20, 11:30 PM
At the end of the Hamlet unit, you will have two choices to earn 100 points. These choices replace the final essay test that was in the course originally. You can choose only ONE of the following options, and the due date remains the same. These activities will be graded just like the test would have been, meaning there is no chance to redo or revise the assignment. However, this will be taken into consideration when I grade them.
No matter what option you choose, it must be completed in a Word document and labeled or titled so that it is clear to your teacher which option you chose. On your document, write it as a heading, like this:
Your first and last name
Date
Name of the option you chose
Models of each assignment can be found in class announcements.
Option #1: RAFT
A RAFT is a writing assignment that encourages you to uncover your own voice and formats for presenting your ideas about the content you are studying. In this design, you have a lot of freedom to choose what interests you.
· R = Role of the writer: Who are you as the writer?
· A = Audience: To whom are you writing?
· F = Format: In what format are you writing?
· T = Topic: What are you writing about?
The process:
1. Use the chart below to choose two characters from the ROLE column. Your goal is to write in the voice (Role) of YOUR CHARACTER.
2. Using the knowledge and understanding that you have gained throughout the reading and viewing of Hamlet, choose a related Audience, Format, and Topic from the chart below.
3. As you craft your creative writing assignment, be sure the character’s personality and motivations are evident. For instance, you could choose Ophelia (role), Hamlet (audience), blog entry (format) and betrayal (theme). Then you will write a blog entry from Ophelia’s point of view with Hamlet as the intended audience focused on the theme of betrayal.
4. Next, repeat this process for a different role, audience, format and theme.
5. Please see the model below (pg. 8) to understand what to do.
6. If you are unsure of what a particular format is, the best thing to do is look up examples online.
· YOU MUST CHOOSE TWO CHARACTERS FROM THE ROLE LIST AND COMPLETE TWO DIFFERENT RAFTS. THEY WILL BE WORTH 50 POINTS EACH AND MUST BE AT LEAST 200 WORDS EACH.
· To clarify, this means two different roles, two different audiences, two different formats and two different themes.
· You may use some words from the play, but if you do they MUST be exact and put in quotation marks. The goal, however, is to use your own words. No outside sources are to be used for this assignment.
· You can choose to write about a particular scene or event, or the play as a whole.
· You are in the voice of the character, so if you choose the role of Ophelia, then you will become her (first person POV) and reflect her personality and motivations in your writing.
Role
Audience
Format
Theme
Choose the role that you .
ENG 3107 Writing for the Professions—Business & Social Scienc.docxchristinemaritza
ENG 3107: Writing for the Professions—Business & Social Sciences
Rev.6.26.18
Project 2: Memorandum
Your Strategies for Recommendation Report
OWL Draft Due Date:
Final Draft Setup Requirement:
• Polished, properly formatted, 2-page memorandum, that begins with a standard
memo heading section that contains To, From, Subject, and Date
• 12-point Times New Roman font
• Single-spaced lines
• 1st or 3rd person point of view
WHAT: Write a 2-page memorandum (memo) addressed to your course instructor as its
intended audience. The goal of your memo is to persuade your instructor to approve your
strategies for constructing your Recommendation Report, where you will identify a problem
within a specific company or organization and persuade a specific audience to take action.
You must use the Rhetorical Structure outlined in the HOW section below.
NOTE: Rather than draft a shorter version of your Recommendation Report, describe what you
intend to do to create your Recommendation Report as written below.
HOW: BRAINSTORM: Here are some suggestions from Contemporary Business Communications
(Houghton Mifflin, 2009) to prompt your thinking about possible topics for the
Recommendation Report as you develop this memo assignment (the term "ABC company" is a
generic name and cannot be used for the assignment):
• comparison of home pages on the Internet for ABC industry
• dress policy for the ABC company
• buying versus leasing computers at ABC company or university
• developing a diversity training program at ABC company
• encouraging the use of mass transit at ABC company or university
• establishing a recycling policy at ABC company
• evaluating a charity for corporate giving at ABC company
• recommending a site for the annual convention of ABC association
• starting an employee newsletter at ABC company
• starting an onsite wellness program at ABC company or university
• best online source for office supplies at ABC company
• best shipping service (e.g. UPS, USPS, FedEx)
• most appropriate laptop computer for ABC company managers who travel
ENG 3107: Writing for the Professions—Business & Social Sciences
Rev.6.26.18
RHETORICAL STRUCTURE: Use the subheadings in bold below in your memo.
• Description: What problem or challenge will you address in your Recommendation
Report? Provide an overview in two or three sentences, explaining why the memo has
been written. Why is the problem/challenge important to address?
• Objective: What should your audience know and do/change as a result of your
Recommendation Report?
• Information: What evidence will you will need to gather to support your
recommendations in the Recommendation Report? Where do you think you will find
this information? How will this information help you persuade your reader of your
recommendation? (Do not conduct any research for this memo assignment, just
describe your research plans.)
• Audience: Who is .
ENG 271Plato and Aristotlea Classical Greek philosophe.docxchristinemaritza
Plato and Aristotle were two of the most influential philosophers of Classical Greece. Plato was a student of Socrates and founded the Academy in Athens, considered the first institution of higher learning. He is known for his dialogues that explored philosophical problems through questioning. Aristotle was a student of Plato and later taught Alexander the Great. He wrote on many topics including poetry, theater, and politics. Both made major contributions to Western philosophy and how we understand concepts like knowledge, justice, and the ideal state.
ENG 315 Professional Communication Week 4 Discussion Deliver.docxchristinemaritza
ENG 315: Professional Communication
Week 4 Discussion: Delivering Bad News Messages
Delivering Bad News Messages
In the Chapter 7 reading, you learned about inductive and deductive methods of reasoning and communication. Share an example of a "bad news message" either from the text or from an online article you've seen (provide a link, please, if you choose the latter option). Explain whether you believe inductive OR deductive reasoning would be more effective to share that bad news with others and why.
After you have responded to this starter thread, don't forget to reply to at least one classmate to meet the minimum posting frequency requirement.
Student Response:
Erica Collins
RE: Week 4 Discussion: Delivering Bad News Messages
"They never gave me a fair chance," That's unfair," "This just can't be." In this case I will have to go with inductive reasoning after reviewing in some ways they are so similar to one another. Inductive reasoning is more based on uncertainty and deductive reasoning is more factual. In this case the conversation is more of an assumption.
I would think deductive would be more effective to share because deductive focus more on facts. Deductive Reasoning is the basic form of valid reasoning in my words accurate information that can be proven. Inductive reasoning is the premises in which the premises are viewed as supplying some evidence for truth. In my words this seems more of an opinion until proven. Tom me they are similar you have to really read to understand the difference of inductive and deductive reasoning.
ENG 315: Professional Communication
Due Week 4 and worth 150 points
Choose one of the professional scenarios provided in Blackboard under the Course Info tab, (see next page) or click here to view them in a new window.
Write a Block Business Letter from the perspective of company management. It must provide bad news to the recipient and follow the guidelines outlined in Chapter 7: Delivering Bad-News Messages in BCOM9 (pages 116-136).
The message should take the block business letter form from the posted example; however, you will submit your assignment to the online course shell.
The block business letter must adhere to the following requirements:
Content:
Address the communication issue from the scenario.
Provide bad news from the company to the recipient.
Concentrate on the facts of the situation and use either the inductive or deductive approach.
Assume your recipient has previously requested a review of the situation via email, letter, or personal meeting with management.
Format:
Include the proper introductory elements (sender’s address, date, recipient’s address). You may create any details necessary in the introductory elements to complete the assignment.
Provide an appropriate and professional greeting / salutation.
Single space paragraphs and double space between paragraphs.
Limit the letter to one page in length.
Clarity / Mechanics:
Focus on clarity, writing mechanics, .
ENG 315 Professional Communication Week 9Professional Exp.docxchristinemaritza
ENG 315: Professional Communication
Week 9
Professional Experience #5
Due at the end of Week 9 and worth 22 points
(Not eligible for late policy unless an approved, documented exception provided)
For Professional Experience #5, you will develop a promotional message. This can be an email, letter, info graphic, image, or any other relevant material that answers the following question:
Why should students take a Professional Communications course?
Instructions:
Step One: Choose the type of file you want to use to develop your promotional message (Word document, PowerPoint, etc.) and open a new file in that type and save to your desktop, using the following file name format:
Your_Name_Wk9_Promotion
Example: Ed_Buchanan_Wk9_Promotion
Step Two: Develop a promotional message that is no more than one page to explain why students should take a professional communications course.
Step Three: Submit your completed promotional message file for your instructor’s review using the Professional Experience #5 assignment link the Week 9 in Blackboard. Check that you have saved all changes and that your file name is follows this naming convention: Your_Name_Wk9_Promotion.
In order to receive credit for completing this task, you must:
Ensure your message is no more than one page.
Provide an effective answer to the question of why students should take a professional communication’s class.
Submit the file to Blackboard using the Professional Experience #5 link in the week 9 tab in Blackboard.
Note: This is a pass/fail assignment. All elements must be completed simulating the workplace environment where incomplete work is not accepted.
The professional experience assignments are designed to help prepare you for that environment. To earn credit, make sure you complete all elements and follow the instructions exactly as written. This is a pass/fail assignment, so no partial credit is possible. Assignments that follow directions as written will receive full credit, 22 points. Assignments that are incomplete or do not follow directions will be scored at a zero.
The specific course learning outcomes associated with this assignment are:
Plan, create, and evaluate professional documents.
Write clearly, coherently, and persuasively using proper grammar, mechanics, and formatting appropriate to the situation.
Deliver professional information to various audiences using appropriate tone, style, and format.
Learn communication fundamentals and execute various professional tasks in a collaborative manner.
Analyze professional communication examples to assist in revision.
ENG 315: Professional Communication
Week 9 Discussion: Professional Networking
Part 1:
Professional Networking
Select ONE of the following:
Discuss three (3) reasons for utilizing professional networking during the job-hunting process. Note: Some potential points to consider include: developing a professional network, experiences you had presenting your resume at a job fair, or inter.
ENG 202 Questions about Point of View in Ursula K. Le Guin’s .docxchristinemaritza
ENG 202: Questions about Point of View in Ursula K. Le Guin’s “The Wife’s Story” (284-287), Alice
Walker’s “Olive Oil” and Meron Hadero’s “The Suitcase” (both in folder) 7 questions: 50 points total
Read everything carefully. This is designed to provide a learning experience.
Writers often use one of these three types of narration:
First-person narration uses “I” because “one character is telling the story from [his/her] point
of view.” In other words, we step into the skin of this character and move through the story
seeing everything through his/her eyes alone. To best illustrate first-person narration, choose
parts of the story that show the character revealing intimate thoughts/feelings, something we
can see only by having access to his/her heart & mind. This is a useful point of view to show a
character’s change of heart, to trick a reader, and/or to make the reader realize that s/he
understands more than the narrator does.
Third-person omniscient narration: “The narrator sees into the minds of any or all of
the characters, moving when necessary from one to another.” In other words, the
narrator is god-like (all-knowing) with the ability to report on the thoughts of multiple
characters. To best illustrate omniscient third-person narration, choose parts of the
story that show characters’ private thoughts/feelings revealed only to us, not the
others. This can be a very satisfying point of view because we know what is on many or
all characters' minds and do not have to guess. This is a useful point of view to show
how events impact characters in the story.
Third-person limited narration “reduces the narrator’s scope to a single
character.” In other words, the narrator does not know all but is rather
limited to the inner thoughts of one character; however, this narrator can
also objectively report on the environment surrounding this character. To
best illustrate third-person limited, choose parts of the story that
illustrate this character’s thoughts/feelings that are only revealed to
us, not to the others; additionally, choose parts of the story that show
objective reporting of events. This is a useful point of view for stories
that highlight a dynamic between a character and the world.
Each story this week uses a different type of narration.
“The Wife’s Story” uses first-person narration: the story is told from the point of view of the
wife.
1) Quote a part of the story that proves it is written in first-person narration. To earn
full points, choose wisely. To best illustrate first-person narration, choose a part of
the story that shows the wife revealing an intimate thought/feeling, something we can
see only by having access to her heart/mind. To earn full points, achieve correct
integration, punctuation, and citation by using the format below. (8 points)
Highlighting is just for lesson clarity.
Quotation Format
The wife reveals, “Quotation” (#)..
ENG 220250 Lab Report Requirements Version 0.8 -- 0813201.docxchristinemaritza
ENG 220/250 Lab Report Requirements
Version 0.8 -- 08/13/2018
I. General Requirements
The length of a lab report must not exceed 10 typewritten pages. This
includes any and all attachments included in the report.
The font size used in the body of the report must not exceed 12 pts.
The lab report must be submitted as a single document file with all of
the required attachments included.
[Refer to Exhibit #1]
Reports submitted electronically must be in the Adobe PDF format.
For any videos submitted (online students only):
They must have a minimum video resolution of 480p.
The maximum length for any video submitted must not exceed 5
minutes.
Due to their large file size, the video files must not be sent as
email attachments.
They can be uploaded to cloud storage (Dropbox, Google Drive, One
Drive, etc.). The link to the video file can then be submitted
via email.
II. Required Attachments
MultiSim simulation screenshots
The only simulation software that can be used for any lab
assignments in this course is MultiSim.
[Refer to Exhibit #2]
The simulation(s) shown on the lab report must show the same
types of measuring instruments that were used to perform the lab.
[Refer to Exhibit #3]
The illustration(s) included in the lab report must be actual
screenshots of the circuit simulation.
[Refer to Exhibit #4]
All screenshots of circuit simulations included in the report
must show the values being measured.
[Refer to Exhibit #5]
The screenshot(s) must be included in the body of the report.
They must be properly labelled and referenced in the lab report.
Printouts from MultiSim are not acceptable.
[Refer to Exhibit #6]
Raw Data
A copy of the original hand-written data sheet that you used to
record the data must be included in the lab report.
[Refer to Exhibit #7]
If the data is recorded on the lab assignment sheet, include only
the portion of the assignment sheet that you wrote your data on.
[Refer to Exhibit #8]
III. Lab Report Requirements
Equipment Documentation
The lab reports must include the make, model, and serial number
of lab equipment used in performing the lab. The equipment
includes
● Multimeters
● Capacitance and inductance testers
● Oscilloscopes
● Function generators
● Power Supplies
[Refer to Exhibit #9]
Lab Procedure
The lab procedure that you used must be documented in the report
as a step-by-step process. Bullet points or numbers must be used
to identify each step.
[Refer to Exhibit #10]
Data
Data must be shown in tabular format and all headings must be
clearly labelled along with the proper units of measurement.
[Refer to Exhibit #11]
No more than 2 to 4 decimal places are required for the showing
of data values. The use of engineering notation and/or metric
units of measurement is strongly recommended.
[Refer to Exhibit #12]
Showing ca.
ENG 203 Short Article Response 2 Sample Answer (Worth 13 mark.docxchristinemaritza
ENG 203: Short Article Response 2
Sample Answer
(Worth 13 marks)
ENGL 203 -Response Assignment 2: Sample Answer
1
Writing a Short Article Response (3 paragraph format + concluding sentence)
Paragraph 1:
Introduction
Introduction (summary) paragraph
· include APA citation of title, author, date + main idea of the whole article
· Brief summary of article (2 to 3 sentences)
· Last sentence is the thesis statement –
o must include your opinion/position + any two focus points from the article you have chosen to respond to
Paragraph 2:
Response Paragraph 1
Response to your first focus point from article #1
Paragraph 3:
Response Paragraph 2
Response to 2nd focus point from the article # 2
Paragraph 4: (optional)
Conclusion
Restate your thesis in slightly different words with concluding thoughts/summary of your responses
Length
300 to 400 words
*No Quotations, please paraphrase all sentences
A Response to “Access to Higher Education”
First sentence: APA Citation + reporting verb + main idea of whole article
In the article “Access to Higher Education,” Moola (2015) discussed the possible factors affecting one’s choice in attending higher education. Many people believe that the dramatic rise in college tuition is the main cause of inaccessibility to college. However, parental education backgrounds and their influence on children, admission selectivity categories in universities, unawareness of student aid opportunities, and coping with personal and social challenges are all having effects on a person’s option regarding their enrollment in colleges. Several negative consequences may occur if tertiary education is considered as a right such as negligence of studies and decrement in pass rate. While it is true that higher educational institutes admit students based on certain criteria, one could argue that it is unfair that universities prefer the wealthy, and those who are academically excellent.
Summary sentences (2 to 3)
Student Thesis: 2 focus points + opinion/position phrases (one positive, one negative)
Firstly, this article overlooked the fact that financial aid is not available for everyone and student loans have to be paid back. The author suggested that if university fees are not affordable, students can apply for academic grants and loans. However, scholarships and academic awards are distributed on a highly competitive basis, and therefore, only students who meet the eligibility requirements can benefit from them. Student financial aid does not cover all fees as well, and students awarded grants have to find other sources of financial aid to cover university fees and living costs. Many universities have a limited number or do not offer merit-scholarships at all, making it difficult for low-income students to be enrolled in their institution. Moreover, student loans usually carry interests that will keep increasing until repaid, resulting in large numbers of fresh graduates getting into debts.
Topic sentence: 1st focu.
ENG 130 Literature and Comp ENG 130 Argumentative Resear.docxchristinemaritza
This document provides guidance for an argumentative research essay assignment on August Wilson's play Fences. Students must choose one of four conflicts - Troy vs Society, Troy vs Himself, Troy vs Family, or Troy vs Death - and argue that it is the main driver of the other elements in the story. The document outlines the requirements, including a 3-4 page essay in APA format with an introduction, thesis, evidence from the play and outside sources, and integration of course concepts. It also provides a rubric for grading and notes on developing an argument, incorporating research, and using proper in-text citations.
ENG 132What’s Wrong With HoldenHere’s What You Should Do, .docxchristinemaritza
ENG 132
What’s Wrong With Holden?/Here’s What You Should Do, Holden…
Spring 2019
Your next project will involve gathering, recording, and analyzing information about
The Catcher in the Rye
.
The goal is to provide the reader with a better understanding of the novel’s main character, Holden Caulfield.
Think about his behavior in terms of cause and effect.
Your essay should focus either on reasons for his behavior (What’s Wrong With Holden?), or the results of Holden’s choices (Here’s What You Should Do, Holden…).
If you choose the latter, include a section that presents advice/guidance (kind of like Old Spencer).
Make sure to use research to support your ideas!
Here are the requirements:
1. 3-4 sources (books, articles, interviews, media, etc.)
2. A 2-page summary of the novel
3. A short essay (2-3 pages) that incorporates the information you gathered and supports some type of causal argument.
4. An MLA “Works Cited” in the essay (it doesn’t count as a page).
.
ENG 130- Literature and Comp Literary Response for Setting.docxchristinemaritza
ENG 130- Literature and Comp
Literary Response for Setting as a Device
Essay ENG 130: Literary Response for Setting
Sources: Choose one of the stories that you read in Unit 2/Setting Unit
“To Build a Fire” by Jack London
“The Storm” by Kate Chopin
“This is What It Means to Say Phoenix, Arizona” by Alexie
“The Cask of Amontillado” by Edgar Allan Poe
Prompt (What are you writing about?):
How does Setting affect/contribute to the plot of your chosen story?
Note: Remember that Setting is not only the place in which a story occurs. It is also mood,
weather, time, and atmosphere. These things drive other parts of the story.
How to get started:
Choose a story from this unit and discern all the elements of the Setting.
Decide in what three ways the setting contributes to the plot of your chosen story.
Formulate a thesis about setting and these three areas.
Mini lesson on thesis statements:
If you were writing about Star Wars, a sample thesis might read:
The setting in the Star Wars movies contributes to the desperateness of the
Resistance forces, provides a vast space for action and conflicts to occur,
focuses on how advances will affect society.
Broken down, this thesis would read:
The Setting in the Star Wars movies:
a. contributes to the desperateness of the Resistance forces (write
a supporting section with text examples)
b. provides a vast space for action and conflicts to occur, focuses
on how advances will affect society (write a supporting section
with text examples)
c. focuses on how advances will affect society (write a supporting
section with text examples)
Ask yourself, what is the setting of my story and how does it affect the plot
in the story?
For example, it is apparent that in London’s “To Build a Fire,” you would
devote a supporting section to how the weather conditions drive both the
conflict and the character’s actions.
After you have made connections to the three areas that setting affects, then
form your thesis. Here is a template for your thesis:
The Setting in author’s name and title of the story, contributes to first way
in which the setting affects the story, second way in which setting affects
the story, third way in which setting affects the story.
Instructions:
Read through all of the instructions of this assignment.
Read all of the unit resources.
Select one of the short stories to write about.
Your audience for this essay is people who have read the stories.
Your essay prompt is: How does Setting affect/contribute to the plot of your chosen story?
Your essay will have the following components:
o A title page
o An Introduction
o A thesis at the end of the introduction that clearly states how setting affects the story
o Supporting sections that defend your thesis/focus of the essay
o Text support with properly cited in-text citations
o A concluding paragraph
o A re.
ENG 130 Literature and Comp Literary Response for Point o.docxchristinemaritza
ENG 130: Literature and Comp
Literary Response for Point of View as a Device
Essay for Eng130: Point of View/Perspective
Sources: All of the short stories and plays you have read so far in this course.
Prompt (what are you writing about?):
Choose any of the literature that you have read in this course and choose one of the
following options:
a. In 3 pages or more, write an additional part of the story from a different character’s
perspective (example: write from Fortunatos’ perspective as he is being walled up
in to the catacombs, or perhaps from the perspective of Mrs. Hutchinson as she
prepares food on the morning of The Lottery).
OR
b. In 3 pages or more, write an additional part of the story from a different point of
view than that in which the story is written (example: write from the 1st person point
of view of the man in “To Build a Fire” as he realizes he is going to freeze to death,
or perhaps from the first person point of view of Cory in Fences as his father
blocks his dreams of going to college. Let the reader know what is going on in
their minds).
Note: Take a moment to email your instructor with your creative plan so that you know you
are on the right track.
Instructions (how to get it done):
Choose any of the short stories or plays you have read in this course.
Write a 3 or more page response in which you write an additional part of the story
from a different character’s perspective or a character’s different point of view.
Your audience for this response will be people who have read the stories.
Requirements:
Your response should be a minimum of 3 pages.
Your response should have a properly APA formatted title page.
It should also be double spaced, written in Times New Roman, in 12 point font and
with 1 inch margins.
You should have a reference page that includes the piece of literature you chose.
Please be cautious about plagiarism.
Be sure to read before you write, and again after you write.
Rubric for Point of View Response
Does Not Meet
Expectations
0-11
Below
Expectations
12-13
Needs
Improvement
14-15
Satisfactory
16-17
Meets
Expectations
18-20
Content
Writing is
disorganized or
not clearly
defined and/or
shows a
misunderstanding
of the task.
Writing is
minimally
organized. Use of
different
perspective is
underdeveloped.
Writing is
effective. Use of
different
perspective is
basic and
requires more
creativity.
Writing contains
related, quality
paragraphs. Use
of different
perspective is
effective
Writing is
purposeful and
focused. Use of
different
perspective is
highly effective
and thought
provoking.
Vocabulary/
Word Choice
Word choice is
weak.
Language and
phrasing is
inappropriate,
repetitive or lacks
meaning.
Dialogue, if used,
sounds forced.
Word choice is
limited.
Language and
phrasing lack
inspiration.
Dialogue, if used,
.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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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.
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.
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Answers about how you can do more with Walmart!"
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Chapter FiveHow to Lead Virtual Teams — Tips,Techniques,.docx
1. Chapter Five
How to Lead Virtual Teams — Tips,
Techniques, and Best Practices
for High Performance
‘‘Out of sight, foremost in mind. How do you
manage people whom you don’t see regularly?’’
— Charles Handy1
We’ve already established that quality leadership is essential
for a
virtual team’s success. And that it’s not an easy job. Virtual
team
leaders face challenges similar to those of leaders of co-located
teams. However, for the former, many of those challenges are
exacerbated by distance and time zone differences.
As Jay Moldenhauer-Salazar, vice president of talent man-
agement at Gap, Inc., suggests, ‘‘The things that are good for
virtual teams are the same as with traditional teams, but they
become even more important in virtual teams.’’
However, virtual team leaders also face some challenges all
their own.
Challenges Virtual Team Leaders Face
In OnPoint’s study, we asked 150 virtual team leaders to
6. 6
Chapter Five
How to Lead Virtual Teams — Tips,
Techniques, and Best Practices
for High Performance
‘‘Out of sight, foremost in mind. How do you
manage people whom you don’t see regularly?’’
— Charles Handy1
We’ve already established that quality leadership is essential
for a
virtual team’s success. And that it’s not an easy job. Virtual
team
leaders face challenges similar to those of leaders of co-located
teams. However, for the former, many of those challenges are
exacerbated by distance and time zone differences.
As Jay Moldenhauer-Salazar, vice president of talent man-
agement at Gap, Inc., suggests, ‘‘The things that are good for
virtual teams are the same as with traditional teams, but they
become even more important in virtual teams.’’
However, virtual team leaders also face some challenges all
their own.
Challenges Virtual Team Leaders Face
In OnPoint’s study, we asked 150 virtual team leaders to
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84 VIRTUAL TEAM SUCCESS
Challenge 1: Infrequent Face-to-Face Contact
OnPoint’s study, which surveyed virtual team leaders and
team members, focused on the primary challenges that virtual
teams commonly face. Infrequent face-to-face contact was the
top challenge reported by team members and — perhaps not
surprisingly — 43 percent of the leaders in our study concurred.
Even though leaders recognize that these challenges come
with the territory when working virtually, they still often
struggle
to fully overcome them. Virtual team leaders report that the
lack of face-to-face contact makes it tougher to build trust
within their teams, engage their teams, and monitor their team
members’ work.
Mark Gasta, senior vice president and chief human resource
officer of Vail Resorts, believes these challenges require leaders
to change their approach when managing virtually. ‘‘To expect
that you can build trust and relationships on a conference call
is naı̈ ve,’’ Gasta says. ‘‘Simple things are important. Calling on
your way home just to say hello and check in with people can
have a big impact. It is like popping into people’s offices if
they
were on-site. You need to figure out how to apply the same type
of
behaviors effective team leaders do when they are face-to-
face.’’
Challenge 2: Lack of Resources
16. 6
How to Lead Virtual Teams 85
room, which was frequently booked months in advance. Other
leaders were not able to use instant messaging because of
company
policy or videoconferencing because of restrictive security and
firewalls — even though both technologies would have
enhanced
their teams’ effectiveness.
In addition, many teams lack the resources to cover travel
expenses so they could periodically meet in person, a practice
that would help them compensate for their technology
shortfalls.
Challenge 3: Difficulty Building a Collaborative
Atmosphere Virtually
How do you create a high-touch, interactive environment when
you are not physically present with your team? How can you
build
an atmosphere of collaboration and cooperation? Achieving
these
factors can be especially challenging when you have a large
virtual
team and must work around time zone differences.
At the heart of this problem lies a fundamental question:
Are human beings more inclined to be cooperative or
competitive? As
with most matters of human behavior, the answers aren’t always
clear-cut. There is plenty of disagreement on the subject.
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86 VIRTUAL TEAM SUCCESS
to stop cooperating than we are to stop competing. And once
cooperation has stopped, it takes longer for us to forgive and
trust
in order to resume cooperating.3
With self-interest and the fragility of cooperation working
against you, encouraging and sustaining cooperation and collab-
oration in a virtual team environment is a daunting challenge.
However, it is not an insurmountable one.
Gasta uses a strategy to help enhance collaboration in his
virtual HR team: ‘‘One technique that I use is to break the
team into smaller sub-teams called passion groups, which are
areas people are interested in,’’ he reports. ‘‘The larger team
then becomes a steering committee that provides ownership and
ensures the sub-teams stay connected.’’
Group size isn’t the only critical factor. There are cer-
tain conditions in which cooperation is more likely to trump
competition — namely, when communication is clear, when
transparency exists, when people understand what they can
expect from the other person and how they will work together,
and when the interests of individuals or groups are aligned.
We’ll say more about what you can do to create and sustain an
environment that supports collaboration later in the chapter.
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How to Lead Virtual Teams 87
members are stretched too thin as well, often leads to missed
deadlines and a lack of productivity.
Tom, a virtual team leader, indicated, ‘‘I really do not have
the time to focus on this virtual team, yet there is no one else
to take over. Unfortunately, this negatively impacts the team’s
ability to achieve its goals.’’
Challenge 5: Shifting Team and Organizational Priorities
While some virtual team leaders communicate goals up-front,
they may neglect to update them as priorities shift. According to
Moldenhauer-Salazar, ‘‘The financial services industry has been
highly dynamic, so it is much harder to communicate informa-
tion and keep people informed about changes and decisions.
This becomes particularly challenging when you are leading a
geographically dispersed team.’’
A common complaint from team members is that they aren’t
properly informed about changes in priorities and goals. One
person we interviewed stated, ‘‘Our leader does not make sure
that we know about changes to initiatives that affect our work,
which is very frustrating. We often waste time and resources
because we were not aware of a change.’’
Another team member indicated, ‘‘My team leader does a
better job updating team members who are in the same
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So why don’t leaders deal with performance issues? One of the
most common reasons leaders fail to hold team members
account-
able is that they don’t effectively communicate expectations —
or
for that matter, what ‘‘good’’ behaviors or deliverables even
look like.
In addition, when leading a team of people who are geo-
graphically distributed, timely feedback also poses a challenge.
Time zone differences or infrequent contact can increase the
‘‘lag time’’ between when the problem occurs, when the leader
becomes aware of the problem, and when the opportunity to
provide feedback arises.
Conflict avoidance is another reason. Many leaders would
rather attempt to wait out a problem than risk getting into a
potentially contentious conversation with a team member.
And dealing with poor performers is particularly difficult
when you can’t regularly observe your team members. How can
virtual team leaders regularly monitor team members’ work
when
they have limited or no physical contact? To make matters
worse,
how can a virtual team leader provide timely feedback and/or
hold team members accountable when leading a team whose
members do not report directly to him or her?
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How to Lead Virtual Teams 89
Case Study: Raygen Company
Raygen Company is a global professional services firm that pro-
vides consulting services to its clients. One key to Raygen’s
success is its innovative marketing strategies.
Three years ago, the SVP of marketing formed a cross-
functional virtual team made up of ten geographically dispersed
employees from marketing, sales, consulting, and finance.
Throughout this three-year period, the team was extremely
successful in generating and implementing new marketing
strategies.
However, it appears as though the team has hit a plateau in
terms of its performance. Both the quality and the timeliness of
the team’s deliverables seem to have declined over the past
several
months. While performance isn’t currently below standard, it is
mediocre — something that this team never seemed to tolerate
in
the past.
Ted Jones, the current team leader, has announced that he
will be leaving the organization next month and has asked that
you step in, at least on an interim basis, to fill his role. In
addition
to describing the team’s current performance issues, Ted
explains
that its members are busy with other job responsibilities and do
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� Solicit input from team members about how to measure and
monitor progress against goals (ideally during a face-to-face
meeting).
� Review and prioritize shared goals with the team.
� Clarify performance expectations for each team member.
Ensure individual goals and priorities are aligned with team
goals and supported by all team members.
� Acknowledge the team’s track record for success and ex-
press confidence that performance will improve in the
future.
� Review how team and individual performance are being
recognized and rewarded to ensure alignment with desired
behaviors.
� Proactively manage the change associated with a new team
leader — create forums for team members to express their
concerns, ask questions, and share information.
Use the guidelines in Table 5.1 below to determine how
effectively you evaluated the case.
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How to Lead Virtual Teams 91
Virtual Team Leadership Self-Assessment
Before we talk about what it takes to be an effective virtual
team
leader, assess your own level of effectiveness. Read each item
in
Exhibit 5.1 and, using the rating scale provided, consider how
each item describes your behavior as a virtual team leader.
Exhibit 5.1. Virtual Team Leader Self-Assessment
1 = Never 2 = Sometimes 3 = Almost All of the Time
Item Rating
1. Take steps to foster collaboration among team members.
2. Ensure that there are adequate resources to support the
team.
3. Delegate work effectively to team members.
4. Empower team members to make decisions.
5. Resolve team conflict effectively.
6. Inspire team members to do their best.
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92 VIRTUAL TEAM SUCCESS
profile to better understand how well prepared you are to lead a
virtual team (even if you scored above 25 on the self-
assessment).
What Makes an Effective Virtual Team Leader?
We asked virtual team members, leaders, and stakeholders (cus-
tomers or recipients of the team’s output) what they believed
were
the most important competencies for a virtual team leader. They
overwhelmingly selected communication as the most important
skill required for success.
Gasta agrees, ‘‘Communication is essential for leaders and is
also a critical success factor. Leaders need to create a two-way
conversation that keeps people engaged.’’
Building relationships, building trust, being personally ac-
countable, and being results-driven were also cited among the
top competencies. Team members and leaders also chose the
abil-
ity to motivate others and action planning as being important,
whereas stakeholders identified coaching and strategic thinking
as key competencies for team leaders.
While these characteristics are perceived as being important
for virtual team leader effectiveness, we wanted to determine
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How to Lead Virtual Teams 93
Differentiator 1: Ability to Effectively Manage Change
Managing change and leading teams through transitions is
partic-
ularly difficult when team members are geographically
dispersed.
Top-performing virtual team leaders had an average score of
4.2, based on a 5-point scale ranging from ‘‘Poor’’ to ‘‘Out-
standing,’’ on their ability to effectively manage change,
whereas
low-performing team leaders scored a 3.47.
The most effective leaders develop a process for helping their
teams adjust to change. They are also sure to involve team
members in decisions that affect them. Doing so increases the
quality of the team’s decision making and helps maintain high
levels of enthusiasm and commitment for the duration of the
change. The most effective team leaders use a three-step
process
for managing change, described below.
Step 1: Envisioning Change. Articulating a vision of what
your team needs to accomplish helps to communicate the im-
portance of change initiatives in a way that’s understandable,
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94 VIRTUAL TEAM SUCCESS
grow, and remain competitive, the process often produces
anxiety
and resistance within organizational teams.
Many of us try to convince people to change by asserting our
views and trying to talk the person out of his or her viewpoint.
But
this approach rarely works. Direct argument, in fact, often
causes
the other person to more vigorously support his or her position.
A
reflective and empathetic style, rather than an authoritative one,
seems to be the most effective approach when we want someone
to change his or her behavior.4
To help people deal with their resistance to a change, effective
virtual team leaders encourage people to make the arguments
for
change themselves. This self-persuasive dialogue is called
‘‘change
talk.’’5
Change talk encourages people to talk about their confidence
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How to Lead Virtual Teams 95
familiarity of the situation (‘‘I’ve seen this before and I know
what needs to be done’’). In addition, involving others increases
decision acceptance, which is critical to effective execution
once
the decision has been made.
When a change is underway, effective leaders fill key posi-
tions with competent change agents, help people adjust to and
cope with the change, provide opportunities to celebrate early
successes, keep people informed about the progress of the
change,
and ensure that they demonstrate continued commitment to the
change.
Following are a few general tips to help virtual leaders manage
change:
71. :
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96 VIRTUAL TEAM SUCCESS
• Make the change objectives concrete by clarifying what the
change looks like in terms of behavior and performance
expectations.
Differentiator 2: Ability to Foster an Atmosphere
of Collaboration
Effective virtual team leaders are able to use strategies to make
up for the lack of human contact. They continually look for new
ways to infuse team spirit and trust into their teams and to boost
productivity.
Zeller stated, ‘‘I have realized that I put much more emphasis
on building trust and relationships with others. This is much
harder to do when you are working virtually. I also have to be
purposeful about this since I am a task-first type of person, so I
need to focus on trust.’’
The high-performing leaders in our study had an average score
76. :
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How to Lead Virtual Teams 97
ability to handle conflict effectively, while low-performing
team
leaders scored a 3.39. Because conflict can often initially go
undetected in virtual environments, leaders must proactively
look for signs of it and take steps to resolve it in a timely
manner.
Following are a few tips on how leaders can build trust
and manage conflict to enhance collaboration in a virtual
environment:
• Acknowledge and respect cultural differences related to
communication and recognition norms.
• Identify ways to stay in touch with team members and
determine which methods are most effective with specific
individuals.
• Reinforce shared team goals and the role each team member
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98 VIRTUAL TEAM SUCCESS
• To keep problems from becoming personal, focus on the
problem not the person.
• ‘‘Stand in the other person’s shoes’’ and try to see the issue
from all sides.
• When situations escalate, return to the facts of the problem
and avoid personal issues.
• Periodically check in with team members who may otherwise
begin to feel isolated and believe they lack support.
• Create a shared virtual space for informal team
communication.
Differentiator 3: Ability to Communicate
Team Goals and Direction
Successful leaders of virtual teams clearly articulate team goals
and direction to ensure that everyone has a shared target. They
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How to Lead Virtual Teams 99
• Early on in a team’s formation, provide a clear sense of
purpose. Explain how the team’s work contributes to the
organization’s overall goals and revisit these goals as things
progress.
• Invite key stakeholders to v-meetings to discuss how the
team’s work impacts the organizational strategy.
• Involve team members in discussions about setting or
prioritizing goals to increase commitment.
• Ensure that the virtual team’s goals are mutually supportive
of other functions and teams.
• Periodically revisit goals to ensure that, given changes in the
internal or external environment, they are still appropriate
and feasible.
• Put a process in place to set and reset priorities; frequently
revisit priorities and recalibrate as necessary.
• To be effective, goal statements must be SMART:
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100 VIRTUAL TEAM SUCCESS
Differentiator 4: Strong Interpersonal
Communication Skills
It’s no secret that team members who work virtually sometimes
feel isolated and find it more difficult to tap into the office
grapevine. This feeling of isolation can negatively impact
morale
and productivity. Therefore, the most effective leaders establish
informal and formal communication methods to ensure that
people have the information they need to do their jobs and to
feel ‘‘plugged in’’ and engaged.
Moldenhauer-Salazar, who emphasizes the importance of ef-
fective communication for virtual team leaders, said, ‘‘I think
they have to be over-communicators and also very good com-
municators. They have to make sure that their messages were
heard. They know how to match the technology to the task. For
example, email communications should be clear and succinct.’’
When we interviewed team members and stakeholders, they
consistently mentioned responsiveness and follow-up as critical
elements of communication. Our study also found that top-
performing virtual team leaders had higher ratings on several
items related to communication effectiveness. For example, they
scored significantly higher on responding effectively, providing
timely feedback to team members, and sharing information in a
timely manner.
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How to Lead Virtual Teams 101
Exhibit 5.2. Self-Assessment: Interpersonal Communication
Skills
Part I
Using the scale provided, rate yourself on each of the following
items:
1 = Never 2 = Sometimes 3 = Almost All of the Time
Item Rating
1. I clearly communicate and explain what I need/expect
from others and why.
2. I consider the impact of my message on the receiver(s).
3. I help people maintain a positive self-image. I avoid
statements or actions that make people ‘‘lose face.’’
4. I listen effectively to others (even if I don’t like what I’m
hearing, disagree, or am extremely busy).
5. I restate what others say in my own words to show that I
heard their ideas.
6. I restate others’ feelings to show empathy.
7. I ask open-ended questions to gather information and to
clarify information.
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Identify two or three things you want to focus on (do more
frequently or
more effectively) to develop your communication skills.
What two or three things can you do to improve your
communication
skills? Be sure to revisit this once you finish reading the
chapter.
Following are a few tips to help improve your communication
skills when leading from a distance:
• Ask others for feedback on your listening and
communication skills. Ask them what works well and what
you can do differently to put your ideas across more
effectively.
• Identify the best way to share information with virtual team
members. For example, what situations are more appropriate
for phone calls, emails, etc.?
• Provide team members with status reports on upcoming
changes.
• Confirm important communications, such as a complex new
assignment or key policies, in writing.
106. ◦ Is each step clearly communicated?
• Participate in a writing skills workshop, review a self-study
audiotape or video on effective writing, or talk with someone
you regard as an excellent writer to ask for tips.
• For each message ask:
◦ What is the overall purpose or main idea I want to
communicate?
◦ Why is it important to communicate it?
◦ To whom will I communicate it?
◦ How will I communicate it (face-to-face, in writing, an
email, at a meeting)?
◦ What impact is the message likely to have on the
receiver(s)?
◦ How will I respond to the receiver’s anticipated reaction
to the message?
• Ensure two-way communication. First, listen to make sure
you heard what the other person said, then paraphrase what
was said to show others that they have been heard and
understood. This helps reduce defensiveness, promotes
self-esteem, and defuses emotional exchanges, which, in
turn, enables people to engage in productive problem
solving.
• Actively listen when people come to you with a concern, a
question, or an idea.
• Ensure that you are comfortable giving feedback to team
members virtually.
111. Jour-
nal7 investigated the role of empowerment on virtual team
performance. The study found that, in virtual teams, empower-
ment was significantly connected to process improvement and
customer satisfaction. Because people are often expected to
work
more independently in virtual teams, finding ways to delegate
work, to give team members freedom to make decisions, and to
monitor work become particularly important for success.
While delegating work and checking on the progress of
work are important facets of empowerment, they’re more
difficult
in a virtual setting. Top-performing leaders in our study were
more effective at delegating responsibilities than less-effective
leaders were (average score of 4.0 to 3.5, respectively). They
also
encouraged team members to come up with creative ideas more
consistently (average score of 4.21 compared to 3.71), which is
another way to motivate team members and encourage process
improvement.
Once they delegate assignments, monitoring progress can be
difficult for virtual team leaders. The best leaders set up
processes
for monitoring progress and follow up, but avoid
micromanaging
their members.
According to Kevin Squires, director of payroll administration
at Saint-Gobain, ‘‘Successful virtual team leaders manage the
balance between independence and micromanagement. They
also take steps to engage people who may feel isolated.’’
Monitoring makes it possible to identify potential problems
early on, prevents disruptions in team activities and service to
116. assistance, and to allocate rewards such as pay increases or
promotions.
The appropriate degree of monitoring required depends on
the specifics of the situation, for example, the kind of work
being performed and level of experience of the team members.
Naturally, monitoring is more important when virtual team
members are inexperienced or apathetic about the work.
Likewise,
it’s essential when mistakes or delays will significantly impact
the
success of the project and have to be quickly remedied.
So, given the lack of face-to-face contact, how do effective
virtual team leaders monitor their team members’ work? A
common method for monitoring progress on assignments and
projects is to obtain update or status reports from team members
based on the tasks they’ve been given. The type of information
and level of detail in progress reports should be agreed on when
a new project is initiated or a new assignment is made.
However, in lieu of status reports, many team leaders choose
to frequently follow up with individual team members to ensure
they’re on track. This proactive approach can be more effective
when managing remote teams, but to avoid the perception of
micromanaging, team leaders should determine the frequency of
these check-ins with each team member.
Some virtual teams use online support tools to track projects
and initiatives, which allows the leader to assess progress in a
non-intrusive manner. Establishing clear reporting requirements
in advance is also an effective approach, and it helps leaders
avoid monitoring too closely and communicating a lack of trust.
Most importantly, the success of monitoring depends on
121. Therefore, it’s essential that the reaction to problems be
constructive and non-punitive. Questions should be open-ended
and non-evaluative to encourage people to respond and provide
a more complete picture of the situation. Questions should
be phrased so as to communicate the leader’s concerns and
expectations to team members, in addition to seeking to obtain
information. To determine your own empowerment strengths
and
opportunity areas, complete the self-assessment in Exhibit 5.3.
Exhibit 5.3. Self-Assessment: Empowering Others
Use this assessment to help you evaluate your effectiveness at
delegating and
empowering others. Read each item and, using the rating scale
provided, rate
the extent to which each item describes your behavior.
1 = Never 2 = Sometimes 3 = Almost All of the Time
Item Rating
1. I consider the skills of my team (their competence level)
when delegating tasks.
2. I give team members a variety of challenging
assignments that will strengthen or develop their
abilities.
3. I ask team members to represent me in meetings/events
as developmental opportunities.
4. I generally delegate work, even though it may be
faster/easier to do it myself.
126. How to Lead Virtual Teams 107
Item Rating
9. After delegating something, I check in periodically but
avoid ‘‘micromanagement.’’
10. I delegate parts of a project when I cannot delegate the
whole thing.
11. I encourage team members to make autonomous
decisions when appropriate.
12. I encourage team members to generate creative solutions
to solve problems.
Obstacles at a Glance: A Quick Reference Guide
Virtual teams frequently face common obstacles that impede
their performance. We’ve outlined these in the following Quick
Reference Guide (Table 5.2) to allow leaders to diagnose a
team’s
problems and view several recommended solutions.
Table 5.2 Leader Quick Reference Guide
Problem
Solution