Artikel ilmiah ini adalah pengembangan dari tugas individual penulis saat S2 di The Hague Univ. Fokus tulisan ini adalah pada metode praktis untuk mengaplikasikan keterampilan komunikasi pada level organisasi atau perusahaan, terutama strategi pelaksanaan dialog dengan stakeholder.
Artikel ini sebelumnya telah dipublikasikan pada jurnal ilmiah inspirasi. Univ. Muhammadiyah Bengkulu. ISSN 0854-4808.
HOW SHOULD MAJOR DECISIONS BE MADE IN A BUSINESS PARTNERSHIP?Julian Swartz
HOW SHOULD MAJOR DECISIONS BE MADE IN A BUSINESS PARTNERSHIP?
There are three basic commercial decision-making choices in partnerships: consensus, partner conversation, or delegation. The Articles of Partnership document of a company contains a lot of information about its structure and decision-making procedures.
What Are the 5 Essential Elements of a Partnership Agreement?
The value of capital contributions
Partnering responsibilities
It is decided how earnings and losses will be distributed.
Acceptance of responsibility
Dispute resolution
Read more...https://julianswartz.com/f/how-should-major-decisions-be-made-in-a-business-partnership
Sustainability Through Partnerships Report - A Guide for Executives | Network...Sustainable Brands
Partnerships are a natural way to address sustainability issues. They can enable your business to innovate, improve society and the environment, increase legitimacy and acquire new skills and resources.
But partnerships are also a new way of operating – and not all are successful. This report identifies steps for success. It provides the best research-based advice on planning and executing effective partnerships.
Capstone Project Part V Action Plans Natasha House, Inc.docxannandleola
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
A theme throughout this course has been that human and social servic.docxmakdul
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
theme throughout this course has been that human and social services.docxsharondabriggs
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
Explore the multifaceted world of Muntadher Saleh, an Iraqi polymath renowned for his expertise in visual art, writing, design, and pharmacy. This SlideShare delves into his innovative contributions across various disciplines, showcasing his unique ability to blend traditional themes with modern aesthetics. Learn about his impactful artworks, thought-provoking literary pieces, and his vision as a Neo-Pop artist dedicated to raising awareness about Iraq's cultural heritage. Discover why Muntadher Saleh is celebrated as "The Last Polymath" and how his multidisciplinary talents continue to inspire and influence.
Artikel ilmiah ini adalah pengembangan dari tugas individual penulis saat S2 di The Hague Univ. Fokus tulisan ini adalah pada metode praktis untuk mengaplikasikan keterampilan komunikasi pada level organisasi atau perusahaan, terutama strategi pelaksanaan dialog dengan stakeholder.
Artikel ini sebelumnya telah dipublikasikan pada jurnal ilmiah inspirasi. Univ. Muhammadiyah Bengkulu. ISSN 0854-4808.
HOW SHOULD MAJOR DECISIONS BE MADE IN A BUSINESS PARTNERSHIP?Julian Swartz
HOW SHOULD MAJOR DECISIONS BE MADE IN A BUSINESS PARTNERSHIP?
There are three basic commercial decision-making choices in partnerships: consensus, partner conversation, or delegation. The Articles of Partnership document of a company contains a lot of information about its structure and decision-making procedures.
What Are the 5 Essential Elements of a Partnership Agreement?
The value of capital contributions
Partnering responsibilities
It is decided how earnings and losses will be distributed.
Acceptance of responsibility
Dispute resolution
Read more...https://julianswartz.com/f/how-should-major-decisions-be-made-in-a-business-partnership
Sustainability Through Partnerships Report - A Guide for Executives | Network...Sustainable Brands
Partnerships are a natural way to address sustainability issues. They can enable your business to innovate, improve society and the environment, increase legitimacy and acquire new skills and resources.
But partnerships are also a new way of operating – and not all are successful. This report identifies steps for success. It provides the best research-based advice on planning and executing effective partnerships.
Capstone Project Part V Action Plans Natasha House, Inc.docxannandleola
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
A theme throughout this course has been that human and social servic.docxmakdul
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
theme throughout this course has been that human and social services.docxsharondabriggs
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
Explore the multifaceted world of Muntadher Saleh, an Iraqi polymath renowned for his expertise in visual art, writing, design, and pharmacy. This SlideShare delves into his innovative contributions across various disciplines, showcasing his unique ability to blend traditional themes with modern aesthetics. Learn about his impactful artworks, thought-provoking literary pieces, and his vision as a Neo-Pop artist dedicated to raising awareness about Iraq's cultural heritage. Discover why Muntadher Saleh is celebrated as "The Last Polymath" and how his multidisciplinary talents continue to inspire and influence.
2137ad - Characters that live in Merindol and are at the center of main storiesluforfor
Kurgan is a russian expatriate that is secretly in love with Sonia Contado. Henry is a british soldier that took refuge in Merindol Colony in 2137ad. He is the lover of Sonia Contado.
Hadj Ounis's most notable work is his sculpture titled "Metamorphosis." This piece showcases Ounis's mastery of form and texture, as he seamlessly combines metal and wood to create a dynamic and visually striking composition. The juxtaposition of the two materials creates a sense of tension and harmony, inviting viewers to contemplate the relationship between nature and industry.
2137ad Merindol Colony Interiors where refugee try to build a seemengly norm...luforfor
This are the interiors of the Merindol Colony in 2137ad after the Climate Change Collapse and the Apocalipse Wars. Merindol is a small Colony in the Italian Alps where there are around 4000 humans. The Colony values mainly around meritocracy and selection by effort.
1. Memorandum
of
Understanding
Organization
Organization
and
Completing
the
Memorandum
of
Understanding
survey:
Click
in
the
lightly
coloured
fields
and
type
your
responses.
Save
this
document
(use 'save as' and rename document) and
distribute
copies
to
the
partnering
organizations.
This Memorandum of Understanding sets out the terms and conditions between two organizations that have come
together to jointly present an event or activity. Each organization agrees to meet or exceed the terms as stated, to
fulfill
its
obligations
to
the
best
of
its
abilities,
and
to
participate
in
the
spirit
of
the
collaboration
as
intended.
The
Memorandum
of
Understanding
also
sets
out
the
basic
framework
for
the
collaborative
process.
It
is
not
the
intention
of
this
document
to
capture
every
detail
of
the
partnership
(e.g.
meeting
schedule);
additional
information
should
be
discussed
and
documented
through
the
meeting
process.
This
tool
is
designed
to
support
the
formative
stages
of
building
a
collaboration
between
two
organizations,
and
it
can
be
used
to
guide
conversations
when
initially
exploring
a
partnership.
The
document
should
not
be
completed
until
the
details
have
been
sufficiently
discussed
and
have
received
appropriate
approvals.
Conversations
should
be
frank
and
honest,
allowing
organizations
and
individuals
to
discuss
realistic rms
without
coercion.
This
document
is
not
intended
to
offer
legal
advice
or
information
that
could
mitigate
risk
or
replace
a
company's
own
due
diligence.
Reset Form
2. Memorandum
of
Understanding
Senior
staff
person
or
board
member
authorizing
collaboration.
Name
of
the
Collaborative
Effort:
Date(s)
of
Production/
Performance/Event/Project:
General
description
of
collaboration
Leader
responsible
for
Leader
responsible
for
COLLABORATIONLeadership
Describe
the
scope
and
limitations
of
authorities
of
the
leaders.
Committee
membership
(key personnel
and roles/
functions)
Stakesholders
Enter name of senior staff person
responsible for oversight.
Enter date(s) of event.
Enter title of collaborative project: event,
production or presentation.
Enter name of senior staff person
responsible for oversight.
Enter brief description of event.
Enter the name of the person who has
oversight of the collaboration.
Enter the name of the person who has
oversight of the collaboration.
Enter the scope and limitations of
authorities for both leaders and other
participants.
Enter the names and roles of the
committee members or participants.
Enter the names and roles of the
committee members or participants.
Enter names of stakeholders and external
influencers and their relationships to the
collaborative organizations.
3. Memorandum
of
Understanding
Goals
specific
to
each
organization:
Cash
contributions
Other
contributions Personnel
Expertise
Access
to
community
Infrastructure
Technology
Fundraising
ResourcesGoals
The
organizations
have
agreed
to
the
overall
project
goal:
Describe
the
alignment
of
visions
between
the
organizations.
Consider the alighment of visions for each
organization.
Consider the alighment of visions for each
organization.
Describe the goals that are specific to this
organization.
Describe the goals that are specific to this
organization.
$
$
Note
Note
Note
Note
Note
Note (sponsors, donors,
advertisers, grants, etc)
Describe overall responsibilities for this organization.
4. Memorandum
of
Understanding
Basic
meeting
schedule
Reporting
methods
Conflict
resolution
Check
applicable
statements.
We
agree
to
remove
the
concept
of
right
and
wrong,
and
to
appreciate
different
perspectives.
We
agree
to
focused
and
respectful
conversations
during
which
everyone
is
heard
fairly
and
equally.
Governance
We
agree
to
accept
and
comply
with
decisions
when
made
by
the
collaborative
committee.
Autocratic
(made
by
the
leader
only).
By
majority
vote.
Unanimity.
We
agree
conflict
will
be
discussed
with
the
affected
individuals
and
typically
within
the
partnership
structure.
Decision-‐making
process
will
be:
Delegated
to
individuals
or
sub-‐groups.
We
agree
conflict
and
misunderstandings
will
be
discussed
in
a
timely,
open
and
honest
fashion.
Decision-making. Check
applicable
statements.
Both organizations check boxes to
indicate mutual agreement.
Provide a basic description of meeting
schedule: e.g. bi-weekly, regular, irregular,
in-person, phone.
Provide a basic description of reporting
methods: e.g. at meeting, email, written,
verbal, etc.
5. Memorandum
of
Understanding
Overall
responsibilities
and
role
of
each
organization.
Record
the
split
of
profit
and
loss.
Split
of
Profit/LossResponsibilities
Describe overall responsibilities for this
organization.
Describe overall responsibilities for this
organization.
Describe the profit/loss split between the
organizations. Include incomes and
expenses to be inlcuded.
6. Memorandum
of
Understanding
We
agree
that
we
will:
Organization Date
Date
Recognize
the
importance
of
the
collaborative
effort
and
will
invest
in
the
process
of
collaboration.
Organization
Respect
the
confidentiality
of
this
agreement
and
of
the
information
that
is
acquired
through
the
collaborative
process.
Notify
the
partner
organization
of
any
needed
changes
to
the
Memorandum
of Understanding
in
a
timely
fashion.
We
agree
we
have
the
organizational
and
financial
stability
to
carry
out
the described
collaborative
effort.
We
have
disclosed
any
issues
and
conflicts
that
could
jeopardize
or
cause
undue
risk
to
the
relationship
or
the
partner
organization.
Listen
openly
and
with
understanding,
remain
flexible
and
adaptable,
and
work
towards
consensus
and
conflict
resolution.
Work
for
the
good
of
the
collaboration
as
a
unified
partnership,
setting
aside
self-‐interest.
Work
with
respect,
trust,
commitment
and
accountability.
Remain
committed
to
the
collaborative
planning
and
to
achieving
goals.
We
will
support
and
contribute
to
the
evaluation
of
goals.
Honour
the
contributions,
timelines
and
other
commitments
outlined
in
this
Memorandum
of
Understanding.