Effective Organizations Theory and PracticeModule 6 Orga.docx
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Effective Organizations: Theory and Practice Module 6: Organizational Culture Page 1 of 4ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905-4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... Effective Organizations: Theory and Practice Module 6: Organizational Culture Step 1 Step 2 Step 3 Step 4 Step 5 2. Culture and Change Statistics put out by Booz & Co showthat organizations need to recognize their cultures as an essential factor in the way they do business (Aguirre, Alpern, Hull, & Von Post, 2014). Their data from the Culture and Change Management Survey (more than 2,200 employees took this survey) revealed the responses you can read in the interactive activity below. Click on the tabs below to read the facts discovered in the Culture and Change Management Survey conducted by Aguire, Alpern, Hull, and Von Post. According to Aguiree et al., “When companies tap into the energy and emotional commitment within their cultures, change initiatives are far more sustainable” (2014, p. 44). Changing culture does not come easy to organizations. There are many barriers to overcome. Other times, past changes have failed; employees are skeptical about “more” change. Some employees believe there is no capacity to change. At times, daily operations are overwhelming and distract from the mandate to change culture. However, statistics show that organizations that embrace the culture change can increase their businesses two-fold (Aguiree et al., 2014). But what are the steps to ensure a needed change in corporate culture happens? Click on the tabs in this interactive activity. Click on the tabs below. Each tab represents a step to guide you when you are responsible for implementing the corporate change mandate. These steps are summarized from research (Aguiree et al., 2014). Understand the organization’s cultural strengths and weaknesses. Do this by conducting an assessment study via interviews, surveys and observations. About 85% 96% 60% About 85% of the 2,200 employees believe that an organization’s culture is critical for their organization’s success. Page 1 of 2ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905-4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... Effective Organizations: Theory and Practice Module 6: Organizational Culture Page 1 of 3ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905-4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... 3. Culture, Corruption, and Risk In today’s society, we see a lot of corruption in organizations. According to Krivkovich and Levy (2013), there is a way that culture can help reduce this corruption especially for organizations with a lot at risk, such as those who buy new businesses or enter into new markets. They have found that managers exhibiting certain profiles will be better at dealing wi ...
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For this Discussion you will write an essay to address the require.docx
For this Discussion you will write an essay to address the requirements described below. Your essay must be carefully planned and written using well-constructed sentences and paragraphs. Make sure that your grammar and spelling are correct. Points will be awarded for content as well as composition. Your essay must be a minimum of 1 page in length with standard 1 inch margins and include the textbook as a resource.
Project Management
Scenario: You are a consultant with expertise in project management strategies. Select a possible project management situation from your current or future professional experience. As a project management consultant, you are tasked with developing a project management plan for this project. Your goal is to maximize the time, resources and finances associated with the project in the best interests of the business/company. You will need to write a professional memo to the business/company owner describing the management of the project.
Your essay should include:
1.) Create the PERT/CPM activity network for your project that includes at least five activities and at least one predecessor activity.
2.) Estimate the optimistic, most likely, and pessimistic times to then determine an expected time for each activity.
3.) Determine all activities that are on the critical path.
4.) Identify the slack time (if any) associated with activities in the project.
5.) Create a Gantt chart to show the project timeline.
Address the following questions in your essay:
- What is the overall timeline for this project?
- What activities are critical for established timeline of the project?
- What activities have flexibility in completion that would not impact the overall project timeline?
- What time, resources and money might be affected by any changes to activities throughout the project?
- What recommendations would you suggest to prioritize the company’s time, resources and money with regards to the project?
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14
MAJOR TOPICS I’LL LEARN AND QUESTIONS I
SHOULD BE ABLE TO ANSWER
14.1 THE FOUNDATION OF ORGANIZATIONAL
CULTURE: UNDERSTANDING ITS
DRIVERS AND FUNCTIONS
MAJOR QUESTION: What is culture and why is it
important to understand its layers and functions?
14.2 THE IMPACT OF ORGANIZATIONAL
CULTURE TYPES ON OUTCOMES
MAJOR QUESTION: To what extent are the di8 erent
types of organizational culture related to important
outcomes?
14.3 THE PROCESS OF CULTURE CHANGE
MAJOR QUESTION: What are the mechanisms I can
use to implement culture change?
14.4 THE ORGANIZATIONAL SOCIALIZATION
PROCESS
MAJOR QUESTION: How can the practical lessons of
socialization research be integrated within the three
phases of socialization?
14.5 EMBEDDING ORGANIZATIONAL CULTURE
THROUGH MENTORING
MAJOR QUESTION: What are the four developmental
networks and how can I use them to advance my
career?
ORGANIZATIONAL
CULTURE, SOCIALIZATION,
AND MENTORING
How Can I Use These
Concepts for C ...
443Chapter Fifteen Organizational ChangeFacebook has a distinc.docx
443
Chapter Fifteen Organizational Change
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their decisions, and debriefing them on their actions would these assumptions rise to the surface.
It has become a popular practice for leaders to identify and publicly state their organization's shared values. Online retailer Zappos lists 10 core values, such as "Deliver WOW through Service," "Embrace and Dri.
Awinning culture33rddegree
Talk from 33rd Degree Conference by Krzysztof Ras:
A winning culture aka how to boost your agile team performance and bring it to the next level?
MHR 6551, Training and Development 1 Course Learning .docx
MHR 6551, Training and Development 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Formulate different developmental approaches to training, including competency models and case-
based decision making.
1.1 Explain organizational learning techniques.
10. Describe training issues for global organizations.
Reading Assignment
Before completing your required reading assignment, watch the video that will briefly introduce some of the
readings and unit concepts:
The best method to locate some of the readings is to perform a title search by enclosing the title of the article
in quotation marks and excluding terminal punctuation marks, specifically question marks.
Click here to access the Unit I Video.
Click here to access the Unit I Script.
In order to access the following resources, click the links below:
Arneson, J., Rothwell, W., & Naughton, J. (2013). Training and development competencies: Redefined to
create competitive advantage. T+D, 67(1), 42-47. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA315786015&asid=cdac7e3e78a8dab3b16d3fd15caf3747
Dalton, M. (1997). Are competency models a waste? Training & Development, 51(10), 46. Retrived from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA20057487&asid=0aab476f0add5b0d07834d5282401422
Dubois, D., & Rothwell, W. (2004). Competency-based or a traditional approach to training? A new look at
ISD models and an answer to the question, What's the best approach? T+D, 58(4), 46-51. Retrieved
from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA119115834&asid=7707a524d01851df87de9a83834302e6
Frank Jaquez. (2014). TD, 68(8), 14. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA380746728&asid=b2a0297c4ed9b3cc47e4108fd42da9d0
Steckler, S. (2014). Global talent management for the 21st century, a conversation with Peter Cappelli and
Ram Charan. People & Strategy, 37(3), 48-51. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA387060500&asid=00b237d193305f0f1bd383de49b385fc
Yeomans, W. N. (1989). Building competitiveness through HRD renewal. Training & Development, 43(10), 77.
Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA7789164&asid=e7ced94d37added31d7128e01e2a910b
UNIT I STUDY GUIDE
Learning and Development in
Today’s Workplace
https://online.columbiasouthern.edu/bbcswebdav/xid-59832844_1
https://online.columbiasouthern.edu/bbcswebdav/xid-59832835_1
http://go.galegroup.com.libraryresources.columbiasouthern.e.
Organization Study at Meriiboy Ice-Creams
The Organization Study done in Meriiboy Ice-creams is to understand the structure and functioning of the organization.it helped me to familiarize with the different departments in the organization and their functions and activities including documentation and to understand how the key business processes are carried out in an organization.during the study I understand the history, growth profile, structure and future plans of the organization.
Recommended
For this Discussion you will write an essay to address the require.docx
For this Discussion you will write an essay to address the requirements described below. Your essay must be carefully planned and written using well-constructed sentences and paragraphs. Make sure that your grammar and spelling are correct. Points will be awarded for content as well as composition. Your essay must be a minimum of 1 page in length with standard 1 inch margins and include the textbook as a resource.
Project Management
Scenario: You are a consultant with expertise in project management strategies. Select a possible project management situation from your current or future professional experience. As a project management consultant, you are tasked with developing a project management plan for this project. Your goal is to maximize the time, resources and finances associated with the project in the best interests of the business/company. You will need to write a professional memo to the business/company owner describing the management of the project.
Your essay should include:
1.) Create the PERT/CPM activity network for your project that includes at least five activities and at least one predecessor activity.
2.) Estimate the optimistic, most likely, and pessimistic times to then determine an expected time for each activity.
3.) Determine all activities that are on the critical path.
4.) Identify the slack time (if any) associated with activities in the project.
5.) Create a Gantt chart to show the project timeline.
Address the following questions in your essay:
- What is the overall timeline for this project?
- What activities are critical for established timeline of the project?
- What activities have flexibility in completion that would not impact the overall project timeline?
- What time, resources and money might be affected by any changes to activities throughout the project?
- What recommendations would you suggest to prioritize the company’s time, resources and money with regards to the project?
in
p
u
t
s
p
r
o
c
e
s
s
e
s
o
u
t
c
o
m
e
s
14
MAJOR TOPICS I’LL LEARN AND QUESTIONS I
SHOULD BE ABLE TO ANSWER
14.1 THE FOUNDATION OF ORGANIZATIONAL
CULTURE: UNDERSTANDING ITS
DRIVERS AND FUNCTIONS
MAJOR QUESTION: What is culture and why is it
important to understand its layers and functions?
14.2 THE IMPACT OF ORGANIZATIONAL
CULTURE TYPES ON OUTCOMES
MAJOR QUESTION: To what extent are the di8 erent
types of organizational culture related to important
outcomes?
14.3 THE PROCESS OF CULTURE CHANGE
MAJOR QUESTION: What are the mechanisms I can
use to implement culture change?
14.4 THE ORGANIZATIONAL SOCIALIZATION
PROCESS
MAJOR QUESTION: How can the practical lessons of
socialization research be integrated within the three
phases of socialization?
14.5 EMBEDDING ORGANIZATIONAL CULTURE
THROUGH MENTORING
MAJOR QUESTION: What are the four developmental
networks and how can I use them to advance my
career?
ORGANIZATIONAL
CULTURE, SOCIALIZATION,
AND MENTORING
How Can I Use These
Concepts for C ...
443Chapter Fifteen Organizational ChangeFacebook has a distinc.docx
443
Chapter Fifteen Organizational Change
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their decisions, and debriefing them on their actions would these assumptions rise to the surface.
It has become a popular practice for leaders to identify and publicly state their organization's shared values. Online retailer Zappos lists 10 core values, such as "Deliver WOW through Service," "Embrace and Dri.
Awinning culture33rddegree
Talk from 33rd Degree Conference by Krzysztof Ras:
A winning culture aka how to boost your agile team performance and bring it to the next level?
MHR 6551, Training and Development 1 Course Learning .docx
MHR 6551, Training and Development 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Formulate different developmental approaches to training, including competency models and case-
based decision making.
1.1 Explain organizational learning techniques.
10. Describe training issues for global organizations.
Reading Assignment
Before completing your required reading assignment, watch the video that will briefly introduce some of the
readings and unit concepts:
The best method to locate some of the readings is to perform a title search by enclosing the title of the article
in quotation marks and excluding terminal punctuation marks, specifically question marks.
Click here to access the Unit I Video.
Click here to access the Unit I Script.
In order to access the following resources, click the links below:
Arneson, J., Rothwell, W., & Naughton, J. (2013). Training and development competencies: Redefined to
create competitive advantage. T+D, 67(1), 42-47. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA315786015&asid=cdac7e3e78a8dab3b16d3fd15caf3747
Dalton, M. (1997). Are competency models a waste? Training & Development, 51(10), 46. Retrived from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA20057487&asid=0aab476f0add5b0d07834d5282401422
Dubois, D., & Rothwell, W. (2004). Competency-based or a traditional approach to training? A new look at
ISD models and an answer to the question, What's the best approach? T+D, 58(4), 46-51. Retrieved
from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA119115834&asid=7707a524d01851df87de9a83834302e6
Frank Jaquez. (2014). TD, 68(8), 14. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA380746728&asid=b2a0297c4ed9b3cc47e4108fd42da9d0
Steckler, S. (2014). Global talent management for the 21st century, a conversation with Peter Cappelli and
Ram Charan. People & Strategy, 37(3), 48-51. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA387060500&asid=00b237d193305f0f1bd383de49b385fc
Yeomans, W. N. (1989). Building competitiveness through HRD renewal. Training & Development, 43(10), 77.
Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA7789164&asid=e7ced94d37added31d7128e01e2a910b
UNIT I STUDY GUIDE
Learning and Development in
Today’s Workplace
https://online.columbiasouthern.edu/bbcswebdav/xid-59832844_1
https://online.columbiasouthern.edu/bbcswebdav/xid-59832835_1
http://go.galegroup.com.libraryresources.columbiasouthern.e.
Organization Study at Meriiboy Ice-Creams
The Organization Study done in Meriiboy Ice-creams is to understand the structure and functioning of the organization.it helped me to familiarize with the different departments in the organization and their functions and activities including documentation and to understand how the key business processes are carried out in an organization.during the study I understand the history, growth profile, structure and future plans of the organization.
s = int(input(Starting number of organisms ))i = float(input(.docx
s = int(input("Starting number of organisms: "))
i = float(input("Average daily increase[%]: "))/100.0
d = int(input("Number of days to multiply: "))
first = True
print("Day Approximate\tPopulation")
for d in range(s, d + 1):
if first:
print(1, '\t', s)
first = False
add = s * i
s = s + add
print(d -1, '\t', s)
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their dec.
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Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docx
Running head: STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 1
STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 6
Daniel Ortiz
Strategic Change: Global Creative Organization
LDR 531
Farooq Khan
University of Phoenix
March 8, 2017
Strategic Change: Global Creative Organization
The leaders in most global organizations have to deal with growing complexities in the industry and the market, uncertainties, workplace diversity, and highly volatile markets. The changes taking place in the market may affect the performance of their businesses as well as their competitiveness in the global market. As the business conditions continue to change rapidly, the leaders should be in a position to adjust accordingly and match this pace as a way of maintaining the performance of the organizations. As a global and creative organization, a firm should be able to nurture and develop such creative leaders who are capable of navigating the complexity of the market and maintain the firm's competitive advantage. As such, a leader of a creative organization should be in a position to establish the right direction, pace, and a meaningful work environment that supports the growth of individuals and the entire organization (Anderson et al, 2015). The leader should be able to facilitate the engagement of all the stakeholders and ensure that they assume responsibility in as much as they are held accountable for the performance of the firm. Also, one should lead effectively through maintenance of relationships, systems, and processes that facilitate the execution, focus, attainment, and maintenance of the desired results. This essay explores Apple Inc., as a creative organization that has been able to attain considerable success in the global market through effective and creative leadership strategies.
Apple Inc. has grown to become a global leader in the technology industry. Apple has successfully operated in the market through the application of creative and innovative strategies, which has enabled them to counter competitive pressures and attract customers from across the world. As a successful business organization, it is important to understand the value of creative leadership as well as innovation as a way to the attainment of greater competitiveness in the market. Apple Inc. is an appropriate example of the impact of effective leadership that is based on creativity and innovation can transform the future of an organization (Anderson et al, 2015).
Over the years, creativity and enabled the company to develop and improve the quality of their products continuously, thus being able to serve the rapidly evolving needs of their global customers. Through effective creative leadership, by individuals such as Steve Jobs, Apple has been able to move to higher levels of performance and maintain this competitive advantage in the market by innovating and renovating their products to suit the market dynamics. Creative leadership is able to focus on the enhancement of cha ...
BUS 475 – Business and Society© 2014 Strayer University. All Rig.docx
BUS 475 – Business and Society
© 2014 Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information
and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of
Strayer University.
BUS 475 Student Version 1146 (1195 6-4-2014) Final Page 1 of 21
COURSE DESCRIPTION
This course explores the role of primary and secondary stakeholders, both within and outside organizations. Ethics and social responsibility will be investigated and where organizational activities fall within different continuums will be reviewed. The broad forces in business, society, and globalization will be examined and how stakeholders can influence the destiny of both business and society will be discussed.
INSTRUCTIONAL MATERIALS
Required Resources
Lawrence, A. T., & Weber, J. (2014). Business & society: Stakeholders, ethics, public policy (14th ed.). New York, NY: McGraw-Hill Irwin.
Supplemental Resources
Boţa-Avram, C. (2013). Is ethical behavior of companies influenced by governance? International Advances in Economic Research, 19(3), 325-326.
Bundy, J., Shropshire, C., & Buchholtz, A. K. (2013). Strategic cognition and issue salience: toward an explanation of firm responsiveness to stakeholder concerns. Academy of Management Review, 38(3), 352-376.
Cunningham, M. (2012). Privacy in the age of the hacker: Balancing global privacy and data security law. George Washington International Law Review, 44(4), 643-695.
Govil, S. K., & Jain, R. (2013). Globalization of markets. Advances in Management, 6(6), 65-65.
Khan, A., Muttakin, M., & Siddiqui, J. (2013). Corporate governance and corporate social responsibility disclosures: Evidence from an emerging economy. Journal of Business Ethics, 114(2), 207-223.
Lin, C. P., Tsai, Y. H., Joe, S. W., & Chiu, C. K. (2012). Modeling the relationship among perceived corporate citizenship, firms' attractiveness, and career success expectation. Journal of Business Ethics, 105(1), 83-93.
Mohan, V. R. M, & Paila, A. R. (2013). Stakeholder management in infrastructure / construction projects: The role of stakeholder mapping and social network analysis (SNA). Aweshkar Research Journal, 15(1), 48-61.
Mujtaba, B. G., & Cavico, F. J. (2013). Corporate social responsibility and sustainability model for global firms. Journal of Leadership, Accountability & Ethics, 10(1), 58-75.
Strayer Database. Retrieved from http://research.strayer.edu
Note: The following resources, accessible through the Strayer Database, offer helpful business-related information: Business Source Complete, Credo Reference, Data-Planet Statistical Datasets, Mergent Online, ProQuest National Newspapers Premier, Regional Business News, and Research Starters – Business.
Valentine, S., & Hollingworth, D. (2012). Moral intensity, issue importance, and ethical reasoning in operations situations. Journal of Business Ethics, 108(4), 509-523.
Wachsman, Y., & Ji ...
6 best outside office employee engagement activities fast collab _ blog
Outside office activities have become a latest trend among organisations to engage the employees.
Keynote: Diversity - Is it a Pipeline Problem?Inclusion - Is it that hard? Ho...
Presented at: Open Source 101 - Columbia 2019
Presented by: Tracy Lee, This Dot Labs
April 18th, 2019
Columbia, SC, USA
Diversity & Inclusion Keynote at Open Source 101
DIVERSITY – IS IT A PIPELINE PROBLEM? INCLUSION – IS IT THAT HARD? HOW TO CREATE A BETTER CULTURE IN TECHNOLOGY, YOUR COMPANY, AND THE COMMUNITY
2Three Levels Organizational Culture AnalysisJohn Johnson.docx
2
Three Levels Organizational Culture Analysis
John Johnson
HRMN 367/7380
November 20, 2014
An organization's culture is what normally sets it apart from other companies in the industry that could be offering similar services. Scholars have described organizational culture as the behavior of people within a particular organization, including their norms, beliefs, language, and habits as well. Culture is often used to explain why organizations differ in terms of success, employee’s loyalty, and even public perception. This paper will explore the organizational culture of Apple Inc on three levels- artifacts, values, and assumptions. This approach to understanding organizational culture is useful because it allows for an in-depth look at issues within an organization.
Artifacts
Artifacts are visible components of an organization's culture although members can interpret them very differently. Rituals and ceremonies are the easiest artifacts to spot within any given company. At Apple Inc, there are numerous rituals that past and current employees associate strongly with the consumer electronics industry. For instance, new employees have to go through an orientation process to ensure they understand what being a member of the organization entails. The company's CEOs are also known for keeping in contact with employees at the operational level. The contact is supposed to motivate employees and to ensure they understand the CEO's vision for the company. Other common ceremonies at the company include staff parties to celebrate both big and large goals that have been accomplished. The ceremonies make the company a desirable and a fun place to work, while employees are also allowed to dress down on certain days of the week (Ahmad, 2012).
Another element of Apple's culture is slogans and symbols that only members of the company can decipher correctly. For instance, Apple has the phrase 'who's in charge' amongst its staff. The phrase means that for each activity, there must be a person that is responsible to ensure that it is completed successfully (Ahmad, 2012). Responsibility avoidance is highly discouraged and even lower level employees are held responsible totally for their assignments. This element of culture is a source of motivation because people feel that they are contributing directly to the success of the company. The company's logo is a very important in shaping the culture of the company. It represents the fact the company is a leader in the computer and phone manufacturing industry.
The final artifact in the company is stories told about the company's past. Stories are supposed to highlight the key moments in the company's journey to success. By telling such stories, employees are expected to learn the attributes that leaders showed at those key moments and practices them. For instance, Apple decided to settle on a new logo and expand their products to include music players and phones. That was the beginning of a company's rise to .
[Whitepaper] Lean Culture Primer
More information:https://flevy.com/browse/flevypro/lean-culture-primer-4065
Organizational Culture is essential today in helping employees and management survive in today's environment. Survival has become a strong word today. Without Culture, everyone in the organization would act or behave differently. No one would be able to anticipate someone else's behavior, and no one would understand why people behave the way they do. When this happens, the organization's performance would be very chaotic.
What is Corporate Culture? Culture is a learned process and is developed by the organization as a response to the working environment established by the organization's leadership and management team. It is established in all organizations, regardless of whether its development is guided or unguided. Either way, Culture can have a positive or negative impact on the organization's performance.
This presentation provides every organization the operative guide to leading their organization to have a successful Lean Culture. There are 4 dimensions of the Lean Culture every organization must understand.
1. Customer-focused Purpose
2. Enterprise Alignment
3. Continuous Improvement
4. Cultural Enablers
Having a good understanding of the 4 dimensions of the Lean Culture will direct organizations to have a flexible and adaptable Corporate Culture.
This deck also includes slide templates for you to use in your own business presentations.
Replies-----------------------------------------------------------.docx
Replies-------------------------------------------------------------------------------------
1ST)
Organizations and their internal functions are incredibly dependent on the culture which they framed to align their business activities. Learning in organizations redefines the intentions and business processes of organizations. Therefore, religion is one of the strong determinants or evidence to estimate whether business activities are running on a safe platform or not. But culture will not be the same at all because culture will get influenced by the ideologies, values, beliefs, strategies, and other business aspects. In which leaders tend to run their organizations to reach markets effectively, improve their sales, and achieve core objectives. However, there are four kinds of organizational culture in which each has its significance.
Clan culture
Clan culture is a kind of nature in which organizations that have adopted that culture will tend to nourish and improve the abilities of employees and individuals. It strongly reflects that such organizations believe in the development of organizations through personal interests and efforts. The primary domain of this culture is "accomplishing things together and combined efforts".
Adhocracy culture
Organizations relied on such kinds of cultural values that are likely to take up risks and explore things to create innovations to reach markets with the first of its kind products. The main motive is to " design and implement things first".
Market culture
Most organizations have adopted a market-oriented culture in which organizations trade their outcomes to people who are in need. The ultimate motive of this culture is to get the assigned job done" (Burcu Guneri Cangarli, 2012).
Hierarchy culture
Companies which are having a hierarchical structure of culture are very likely to control business operations with contained and focused strategies. The more if such cultured organizations are to "do things rightfully".
The common assumptions regarding culture are to be right to their rules and the company's regulations, whereas more deep-seated cultural assumptions are associated with the core business objectives. It can be explained that achieving business objectives by attaining customer satisfaction is one of the exams to reflect that (Gabriel, 2015).
References
Burcu Guneri Cangarli. (2012). Multidimensionality of organizational culture and its relationship with bureaucratic, market, clan and output control in MNCS. African journal of business management, 6(6). https://doi.org/10.5897/ajbm11.615
Gabriel, K. (2015). Organizational Development, Organizational Culture and Organizational Change. SSRN Electronic Journal.https://doi.org/10.2139/ssrn.2686104
2nd one :
Organizational issues are the most common obstacles that often stifle organizations to perform their activities smoothly. Leaders are accountable to eradicate these problems and facilitate employees to continue their work and efforts. But a comm.
Ppt on culture and organization sep 2 k14
PPT shown to PGDM students at S P Jain Institute on the importance of culture in an organization and how it helps and hinders
WORK 3.0 - INDONESIA eimagining-leadership-in-a-hybrid-world-research-report-...
https://www.linkedin.com/pulse/trust-trusted-one-hybrid-working-success-drivers-avida-virya
WORK 3.0 - reimagining-leadership-in-a-hybrid-world-research-report-ID.pdf
Saya ingat ketika awal-awal masa pandemi Covid-19. Cemas setiap bulan, ketika HR Department mengeluarkan kebijakan Work From Home (--istilah yang kemudian berkembang menjadi Work Out of Office, lalu berkembang menjadi Work From Anywhere -- alias terserah kamu mau bekerja dari mana, yang penting hasilnya ada).
Ketika itu, saya juga ingat ada jajaran pimpinan yang "ragu" atas dampak kebijakan itu terhadap produktivitas. Saya pikir kenapa meski ragu? jika perfomance management tools dipakai dan diterapkan dengan benar, bukankah bisa dengan mudah mentrack produktivitas karyawan.
Tapi sudahlaaah.. karena bukan hanya faktor teknis, tapi ada faktor non teknis yang membuat pola WFH/WOO/WFA masih belum berjalan efektif di perusahaan tersebut. Dan juga di perusahaan-perusahaan lain.
Apa itu? It is about TRUST and TRUSTED.
Baru-baru ini saya mendapati sebuah survei tentang kesiapan siap perusahaan (Pimpinan Managemen dan Karyawan) di Indonesia dalam menerapkan sistem hybrid-working. Survei ini dilakukan dengan 235 responden (10% perusahaan publik, 65% perusahan swasta, 25 persen BUMN)
Kesimpulannya : Sudah bergeser keinginan orang untuk berada di kantor, mereka ingin lebih fleksibel. Namun, ada kekhawatiran kehilangan kontak sosial alias ngumpul-ngumpul.
Bagaimana di perusahaan Anda? sudah siap terapkan pola hybrid 100 persen? atau malah sudah?
aAdvantage Consulting-Design and Build a Culture that Supports Your Vision
aAdvantage Consulting-Design and Build a Culture that Supports Your VisionaAdvantage Consulting Group Pte Ltd
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision. AFRICAResearch Paper AssignmentInstructionsOverview.docx
AFRICA
Research Paper Assignment
Instructions
Overview
In developing your expertise in transnational
organized crime (TOC) you will be writing a series of research papers. All
together the writing contained in all these papers combined would be quite
significant project! You will find that in some modules, the research papers
mimic our readings with respect to subject matter and some modules, the
research papers do not mimic the reading. Again, the goal of these research
papers is to stretch the depth and breadth of your knowledge. You should feel
well prepared to teach a course in TOCs after completing this course. The
research papers and PowerPoints you create could serve as the basis for such
class. Additionally, you will find that this course and the course CJUS701
Comparative Criminal Justice Systems complement each other very well.
Instructions
·
Each
research paper should be a minimum of 6 to 8 pages.
·
The
vast difference in page count is because some countries and/or crime/topics are
quite easy to study and some countries and/or crime/topics have very limited
information.
·
In
some instances, there will be a plethora of information and you must use
skilled writing to maintain proper page count.
·
Please
keep in mind that this is doctoral level analysis and writing – you are to take
the hard-earned road – the road less travelled – the scholarly road in forming
your paper.
·
The
paper must use current APA style, and the page count does not include the title
page, abstract, reference section, or any extra material.
·
The
minimum elements of the paper are listed below.
·
You
must use a
minimum
of 8 recent (some
countries/crimes/topics may have more recent research articles than others),
relevant, and academic (peer review journals preferred and professional
journals allowed if used judiciously) sources, at least 2 sources being the
Holy Bible, and one recent (some countries/crime/topics have more recent than
others) news article. Books may be used
but are considered “additional: sources beyond the stated minimums. You may use
.gov sources as your recent, relevant, and academic sources if the writing is
academic in nature (authored works). You may also use United Nations and
Whitehouse.gov documents as academic documents.
·
Again,
this paper must reflect graduate level research and writing style. If you need to go over the maximum page count
you must obtain professor permission in advance! Please reference the Research
Paper Rubric when creating your research paper.
These are minimum guidelines – you may expand the
topics covered in your papers.
1)
Begin
your paper with a
brief
analysis of the following elements:
a.
Country
analysis
i.
Introduction
to the country
ii.
People
and society of the country
iii.
What
is the basic government structure?
2)
Analyze
the nature of organized crime in the assigned area (you may narrow the scope of
your analysis through your introduction or thesis stat.
Adversarial ProceedingsCritically discuss with your classmates t.docx
Adversarial Proceedings
Critically discuss with your classmates the claim that adversarial proceedings can be distinguished as relying more on the government’s ability to prove guilt (following specific rules of criminal procedure the defendant’s guilt whereas the inquisitorial process spends more time on investigations to determine if the defendant truly committed the crime).
.
More Related Content
Similar to Effective Organizations Theory and PracticeModule 6 Orga.docx
s = int(input(Starting number of organisms ))i = float(input(.docx
s = int(input("Starting number of organisms: "))
i = float(input("Average daily increase[%]: "))/100.0
d = int(input("Number of days to multiply: "))
first = True
print("Day Approximate\tPopulation")
for d in range(s, d + 1):
if first:
print(1, '\t', s)
first = False
add = s * i
s = s + add
print(d -1, '\t', s)
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their dec.
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Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docx
Running head: STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 1
STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 6
Daniel Ortiz
Strategic Change: Global Creative Organization
LDR 531
Farooq Khan
University of Phoenix
March 8, 2017
Strategic Change: Global Creative Organization
The leaders in most global organizations have to deal with growing complexities in the industry and the market, uncertainties, workplace diversity, and highly volatile markets. The changes taking place in the market may affect the performance of their businesses as well as their competitiveness in the global market. As the business conditions continue to change rapidly, the leaders should be in a position to adjust accordingly and match this pace as a way of maintaining the performance of the organizations. As a global and creative organization, a firm should be able to nurture and develop such creative leaders who are capable of navigating the complexity of the market and maintain the firm's competitive advantage. As such, a leader of a creative organization should be in a position to establish the right direction, pace, and a meaningful work environment that supports the growth of individuals and the entire organization (Anderson et al, 2015). The leader should be able to facilitate the engagement of all the stakeholders and ensure that they assume responsibility in as much as they are held accountable for the performance of the firm. Also, one should lead effectively through maintenance of relationships, systems, and processes that facilitate the execution, focus, attainment, and maintenance of the desired results. This essay explores Apple Inc., as a creative organization that has been able to attain considerable success in the global market through effective and creative leadership strategies.
Apple Inc. has grown to become a global leader in the technology industry. Apple has successfully operated in the market through the application of creative and innovative strategies, which has enabled them to counter competitive pressures and attract customers from across the world. As a successful business organization, it is important to understand the value of creative leadership as well as innovation as a way to the attainment of greater competitiveness in the market. Apple Inc. is an appropriate example of the impact of effective leadership that is based on creativity and innovation can transform the future of an organization (Anderson et al, 2015).
Over the years, creativity and enabled the company to develop and improve the quality of their products continuously, thus being able to serve the rapidly evolving needs of their global customers. Through effective creative leadership, by individuals such as Steve Jobs, Apple has been able to move to higher levels of performance and maintain this competitive advantage in the market by innovating and renovating their products to suit the market dynamics. Creative leadership is able to focus on the enhancement of cha ...
BUS 475 – Business and Society© 2014 Strayer University. All Rig.docx
BUS 475 – Business and Society
© 2014 Strayer University. All Rights Reserved. This document contains Strayer University Confidential and Proprietary information
and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of
Strayer University.
BUS 475 Student Version 1146 (1195 6-4-2014) Final Page 1 of 21
COURSE DESCRIPTION
This course explores the role of primary and secondary stakeholders, both within and outside organizations. Ethics and social responsibility will be investigated and where organizational activities fall within different continuums will be reviewed. The broad forces in business, society, and globalization will be examined and how stakeholders can influence the destiny of both business and society will be discussed.
INSTRUCTIONAL MATERIALS
Required Resources
Lawrence, A. T., & Weber, J. (2014). Business & society: Stakeholders, ethics, public policy (14th ed.). New York, NY: McGraw-Hill Irwin.
Supplemental Resources
Boţa-Avram, C. (2013). Is ethical behavior of companies influenced by governance? International Advances in Economic Research, 19(3), 325-326.
Bundy, J., Shropshire, C., & Buchholtz, A. K. (2013). Strategic cognition and issue salience: toward an explanation of firm responsiveness to stakeholder concerns. Academy of Management Review, 38(3), 352-376.
Cunningham, M. (2012). Privacy in the age of the hacker: Balancing global privacy and data security law. George Washington International Law Review, 44(4), 643-695.
Govil, S. K., & Jain, R. (2013). Globalization of markets. Advances in Management, 6(6), 65-65.
Khan, A., Muttakin, M., & Siddiqui, J. (2013). Corporate governance and corporate social responsibility disclosures: Evidence from an emerging economy. Journal of Business Ethics, 114(2), 207-223.
Lin, C. P., Tsai, Y. H., Joe, S. W., & Chiu, C. K. (2012). Modeling the relationship among perceived corporate citizenship, firms' attractiveness, and career success expectation. Journal of Business Ethics, 105(1), 83-93.
Mohan, V. R. M, & Paila, A. R. (2013). Stakeholder management in infrastructure / construction projects: The role of stakeholder mapping and social network analysis (SNA). Aweshkar Research Journal, 15(1), 48-61.
Mujtaba, B. G., & Cavico, F. J. (2013). Corporate social responsibility and sustainability model for global firms. Journal of Leadership, Accountability & Ethics, 10(1), 58-75.
Strayer Database. Retrieved from http://research.strayer.edu
Note: The following resources, accessible through the Strayer Database, offer helpful business-related information: Business Source Complete, Credo Reference, Data-Planet Statistical Datasets, Mergent Online, ProQuest National Newspapers Premier, Regional Business News, and Research Starters – Business.
Valentine, S., & Hollingworth, D. (2012). Moral intensity, issue importance, and ethical reasoning in operations situations. Journal of Business Ethics, 108(4), 509-523.
Wachsman, Y., & Ji ...
6 best outside office employee engagement activities fast collab _ blog
Outside office activities have become a latest trend among organisations to engage the employees.
Keynote: Diversity - Is it a Pipeline Problem?Inclusion - Is it that hard? Ho...
Presented at: Open Source 101 - Columbia 2019
Presented by: Tracy Lee, This Dot Labs
April 18th, 2019
Columbia, SC, USA
Diversity & Inclusion Keynote at Open Source 101
DIVERSITY – IS IT A PIPELINE PROBLEM? INCLUSION – IS IT THAT HARD? HOW TO CREATE A BETTER CULTURE IN TECHNOLOGY, YOUR COMPANY, AND THE COMMUNITY
2Three Levels Organizational Culture AnalysisJohn Johnson.docx
2
Three Levels Organizational Culture Analysis
John Johnson
HRMN 367/7380
November 20, 2014
An organization's culture is what normally sets it apart from other companies in the industry that could be offering similar services. Scholars have described organizational culture as the behavior of people within a particular organization, including their norms, beliefs, language, and habits as well. Culture is often used to explain why organizations differ in terms of success, employee’s loyalty, and even public perception. This paper will explore the organizational culture of Apple Inc on three levels- artifacts, values, and assumptions. This approach to understanding organizational culture is useful because it allows for an in-depth look at issues within an organization.
Artifacts
Artifacts are visible components of an organization's culture although members can interpret them very differently. Rituals and ceremonies are the easiest artifacts to spot within any given company. At Apple Inc, there are numerous rituals that past and current employees associate strongly with the consumer electronics industry. For instance, new employees have to go through an orientation process to ensure they understand what being a member of the organization entails. The company's CEOs are also known for keeping in contact with employees at the operational level. The contact is supposed to motivate employees and to ensure they understand the CEO's vision for the company. Other common ceremonies at the company include staff parties to celebrate both big and large goals that have been accomplished. The ceremonies make the company a desirable and a fun place to work, while employees are also allowed to dress down on certain days of the week (Ahmad, 2012).
Another element of Apple's culture is slogans and symbols that only members of the company can decipher correctly. For instance, Apple has the phrase 'who's in charge' amongst its staff. The phrase means that for each activity, there must be a person that is responsible to ensure that it is completed successfully (Ahmad, 2012). Responsibility avoidance is highly discouraged and even lower level employees are held responsible totally for their assignments. This element of culture is a source of motivation because people feel that they are contributing directly to the success of the company. The company's logo is a very important in shaping the culture of the company. It represents the fact the company is a leader in the computer and phone manufacturing industry.
The final artifact in the company is stories told about the company's past. Stories are supposed to highlight the key moments in the company's journey to success. By telling such stories, employees are expected to learn the attributes that leaders showed at those key moments and practices them. For instance, Apple decided to settle on a new logo and expand their products to include music players and phones. That was the beginning of a company's rise to .
[Whitepaper] Lean Culture Primer
More information:https://flevy.com/browse/flevypro/lean-culture-primer-4065
Organizational Culture is essential today in helping employees and management survive in today's environment. Survival has become a strong word today. Without Culture, everyone in the organization would act or behave differently. No one would be able to anticipate someone else's behavior, and no one would understand why people behave the way they do. When this happens, the organization's performance would be very chaotic.
What is Corporate Culture? Culture is a learned process and is developed by the organization as a response to the working environment established by the organization's leadership and management team. It is established in all organizations, regardless of whether its development is guided or unguided. Either way, Culture can have a positive or negative impact on the organization's performance.
This presentation provides every organization the operative guide to leading their organization to have a successful Lean Culture. There are 4 dimensions of the Lean Culture every organization must understand.
1. Customer-focused Purpose
2. Enterprise Alignment
3. Continuous Improvement
4. Cultural Enablers
Having a good understanding of the 4 dimensions of the Lean Culture will direct organizations to have a flexible and adaptable Corporate Culture.
This deck also includes slide templates for you to use in your own business presentations.
Replies-----------------------------------------------------------.docx
Replies-------------------------------------------------------------------------------------
1ST)
Organizations and their internal functions are incredibly dependent on the culture which they framed to align their business activities. Learning in organizations redefines the intentions and business processes of organizations. Therefore, religion is one of the strong determinants or evidence to estimate whether business activities are running on a safe platform or not. But culture will not be the same at all because culture will get influenced by the ideologies, values, beliefs, strategies, and other business aspects. In which leaders tend to run their organizations to reach markets effectively, improve their sales, and achieve core objectives. However, there are four kinds of organizational culture in which each has its significance.
Clan culture
Clan culture is a kind of nature in which organizations that have adopted that culture will tend to nourish and improve the abilities of employees and individuals. It strongly reflects that such organizations believe in the development of organizations through personal interests and efforts. The primary domain of this culture is "accomplishing things together and combined efforts".
Adhocracy culture
Organizations relied on such kinds of cultural values that are likely to take up risks and explore things to create innovations to reach markets with the first of its kind products. The main motive is to " design and implement things first".
Market culture
Most organizations have adopted a market-oriented culture in which organizations trade their outcomes to people who are in need. The ultimate motive of this culture is to get the assigned job done" (Burcu Guneri Cangarli, 2012).
Hierarchy culture
Companies which are having a hierarchical structure of culture are very likely to control business operations with contained and focused strategies. The more if such cultured organizations are to "do things rightfully".
The common assumptions regarding culture are to be right to their rules and the company's regulations, whereas more deep-seated cultural assumptions are associated with the core business objectives. It can be explained that achieving business objectives by attaining customer satisfaction is one of the exams to reflect that (Gabriel, 2015).
References
Burcu Guneri Cangarli. (2012). Multidimensionality of organizational culture and its relationship with bureaucratic, market, clan and output control in MNCS. African journal of business management, 6(6). https://doi.org/10.5897/ajbm11.615
Gabriel, K. (2015). Organizational Development, Organizational Culture and Organizational Change. SSRN Electronic Journal.https://doi.org/10.2139/ssrn.2686104
2nd one :
Organizational issues are the most common obstacles that often stifle organizations to perform their activities smoothly. Leaders are accountable to eradicate these problems and facilitate employees to continue their work and efforts. But a comm.
Ppt on culture and organization sep 2 k14
PPT shown to PGDM students at S P Jain Institute on the importance of culture in an organization and how it helps and hinders
WORK 3.0 - INDONESIA eimagining-leadership-in-a-hybrid-world-research-report-...
https://www.linkedin.com/pulse/trust-trusted-one-hybrid-working-success-drivers-avida-virya
WORK 3.0 - reimagining-leadership-in-a-hybrid-world-research-report-ID.pdf
Saya ingat ketika awal-awal masa pandemi Covid-19. Cemas setiap bulan, ketika HR Department mengeluarkan kebijakan Work From Home (--istilah yang kemudian berkembang menjadi Work Out of Office, lalu berkembang menjadi Work From Anywhere -- alias terserah kamu mau bekerja dari mana, yang penting hasilnya ada).
Ketika itu, saya juga ingat ada jajaran pimpinan yang "ragu" atas dampak kebijakan itu terhadap produktivitas. Saya pikir kenapa meski ragu? jika perfomance management tools dipakai dan diterapkan dengan benar, bukankah bisa dengan mudah mentrack produktivitas karyawan.
Tapi sudahlaaah.. karena bukan hanya faktor teknis, tapi ada faktor non teknis yang membuat pola WFH/WOO/WFA masih belum berjalan efektif di perusahaan tersebut. Dan juga di perusahaan-perusahaan lain.
Apa itu? It is about TRUST and TRUSTED.
Baru-baru ini saya mendapati sebuah survei tentang kesiapan siap perusahaan (Pimpinan Managemen dan Karyawan) di Indonesia dalam menerapkan sistem hybrid-working. Survei ini dilakukan dengan 235 responden (10% perusahaan publik, 65% perusahan swasta, 25 persen BUMN)
Kesimpulannya : Sudah bergeser keinginan orang untuk berada di kantor, mereka ingin lebih fleksibel. Namun, ada kekhawatiran kehilangan kontak sosial alias ngumpul-ngumpul.
Bagaimana di perusahaan Anda? sudah siap terapkan pola hybrid 100 persen? atau malah sudah?
aAdvantage Consulting-Design and Build a Culture that Supports Your Vision
aAdvantage Consulting-Design and Build a Culture that Supports Your VisionaAdvantage Consulting Group Pte Ltd
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision. Similar to Effective Organizations Theory and PracticeModule 6 Orga.docx (20)
s = int(input(Starting number of organisms ))i = float(input(.docx
s = int(input(Starting number of organisms ))i = float(input(.docx
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Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docx
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aAdvantage Consulting-Design and Build a Culture that Supports Your Vision
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AFRICAResearch Paper AssignmentInstructionsOverview.docx
AFRICA
Research Paper Assignment
Instructions
Overview
In developing your expertise in transnational
organized crime (TOC) you will be writing a series of research papers. All
together the writing contained in all these papers combined would be quite
significant project! You will find that in some modules, the research papers
mimic our readings with respect to subject matter and some modules, the
research papers do not mimic the reading. Again, the goal of these research
papers is to stretch the depth and breadth of your knowledge. You should feel
well prepared to teach a course in TOCs after completing this course. The
research papers and PowerPoints you create could serve as the basis for such
class. Additionally, you will find that this course and the course CJUS701
Comparative Criminal Justice Systems complement each other very well.
Instructions
·
Each
research paper should be a minimum of 6 to 8 pages.
·
The
vast difference in page count is because some countries and/or crime/topics are
quite easy to study and some countries and/or crime/topics have very limited
information.
·
In
some instances, there will be a plethora of information and you must use
skilled writing to maintain proper page count.
·
Please
keep in mind that this is doctoral level analysis and writing – you are to take
the hard-earned road – the road less travelled – the scholarly road in forming
your paper.
·
The
paper must use current APA style, and the page count does not include the title
page, abstract, reference section, or any extra material.
·
The
minimum elements of the paper are listed below.
·
You
must use a
minimum
of 8 recent (some
countries/crimes/topics may have more recent research articles than others),
relevant, and academic (peer review journals preferred and professional
journals allowed if used judiciously) sources, at least 2 sources being the
Holy Bible, and one recent (some countries/crime/topics have more recent than
others) news article. Books may be used
but are considered “additional: sources beyond the stated minimums. You may use
.gov sources as your recent, relevant, and academic sources if the writing is
academic in nature (authored works). You may also use United Nations and
Whitehouse.gov documents as academic documents.
·
Again,
this paper must reflect graduate level research and writing style. If you need to go over the maximum page count
you must obtain professor permission in advance! Please reference the Research
Paper Rubric when creating your research paper.
These are minimum guidelines – you may expand the
topics covered in your papers.
1)
Begin
your paper with a
brief
analysis of the following elements:
a.
Country
analysis
i.
Introduction
to the country
ii.
People
and society of the country
iii.
What
is the basic government structure?
2)
Analyze
the nature of organized crime in the assigned area (you may narrow the scope of
your analysis through your introduction or thesis stat.
Adversarial ProceedingsCritically discuss with your classmates t.docx
Adversarial Proceedings
Critically discuss with your classmates the claim that adversarial proceedings can be distinguished as relying more on the government’s ability to prove guilt (following specific rules of criminal procedure the defendant’s guilt whereas the inquisitorial process spends more time on investigations to determine if the defendant truly committed the crime).
.
Advances In Management .docx
Advances In Management Vol. 9 (5) May (2016)
1
Generation Gaps: Changes in the Workplace due to
Differing Generational Values
Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra*
Management Department, Grand Valley State University, 50 Front Ave, SW Grand Rapids Michigan 49504-6424, USA
*[email protected]
Abstract
The purpose of this study is to discuss the
generational gaps that are found in the workplace
today. With multiple generations working together,
and the oldest generation having to work longer and
retire later, generational changes are occurring in the
workplace and for management. There is a lack of
communication and understanding between the
different generations caused through differing values
and goals. Younger generations are also entering
different fields than those that were popular for older
generations. There is a serious new problem in the
workplace, and it has nothing to do with downsizing,
global competition, pointy-haired bosses, stress or
greed. Instead, it is the problem of distinct
generations — the Veterans, the Baby Boomers, Gen
X and Gen Y — working together and often colliding
as their paths cross.
Individuals with different values, different ideas,
different ways of getting things done and different
ways of communicating in the workplace have always
existed. So, why is this becoming a problem now? At
work, generation differences can affect everything
including recruiting, building teams, dealing with
change, motivating, managing, and maintaining and
increasing productivity All of these ideas are
explored, discussed, and evaluated, through looking
at current research on the topic and case studies that
have been conducted not only in the United States but
around the world.
Keywords: Generation gap, workplace, values.
Introduction
Throughout the years, as the population has continued to
both grow and age, it has caused generational changes to
take place in the various aspects of life. With the changes in
the demographics of the world’s population, there have also
been changes in how each group thinks and what they
value. This not only affects the way people behave in their
personal lives, but it also affects the workplace. As
generational changes occur in the workplace, a lack of
communication has caused adisconnect to occur between
the values and goals present among the different age groups
along with newer generations choosing different career
paths.
* Author for Correspondence
In order to understand where these differences stem from,
you need to analyze how each generation is different when
it comes to their beliefs and values. So, it is best to identify
the different groups present in workplace which range from
those born in 1922 to those born in the early 1990’s.
Moving chronologically, the fi.
African-American Literature An introduction to major African-Americ.docx
African-American Literature: An introduction to major African-American writers from the earliest expressions to the present. An examination of the cultural milieu from which the writing arose, the ideological stance of each writer studied, and the styles and structure of the works considered
8 wks
.
African American Women and Healthcare I want to explain how heal.docx
African American Women and Healthcare
I want to explain how healthcare is perceived in the African American community especially amongst women and if their concerns and apprehension are justified. The paper must include a title page, introduction section, abstract section, literature review section, methods section, results section, discussion section, and a signature page. I will attach some samples that were given to me.
.
Advocacy & Legislation in Early Childhood EducationAdvocacy & Le.docx
Advocacy & Legislation in Early Childhood Education
Advocacy & Legislation in Early Childhood Education
Advocating for Early Childhood Education
Rasmussen College
COURSE#: EEC 4910
Doreen Anzalone
July 15, 2019
Advocating for Early Childhood Education
· What is advocacy?
Advocacy is how we support our children. We as teachers give advice for our children or we listen. We let the children and families know that we believe in them and we will be there for them. Teachers, admin, staff can advocate for children as long as they are in school. Advocates are also trained people and they are not lawyers. One of their responsibility is to stay up to date with the regulations of the educational laws.
· Why is advocacy important to early childhood education?
Its important to help the families because they might be vulnerable in society. We as teachers need to make sure our children and families are being heard. We as teachers need to make sure their wishes and views are being considered when it’s about their child or family. Its because we are helping the family make life decisions about their children and even their family life. Its also important to make sure we are not judging the family or having or our own personal opinions about what is going on when we are helping advocate for the family, we need to make sure we are stating the facts for the family.
· What is your role as an early childhood educator in making legislative changes?
Our role is to be able to email them or decide how to get a hold of them and let them know our questions, comments or suggestions on things that need to be changed, updated. We need to let them know so we can support our school, children, and families. It is our role as educators to stay aware of the laws. The Federal laws we need to make sure we are aware of the
· Family Education Rights & Poverty Act
· The No Child Left Behind
· Individuals with Disabilities Education Act
With these laws and many more they need to hear from schools in the United States. The federal laws mean we need to address the issues. These issues usually involve infringement of the student’s rights and they are to protect the rights. The state laws depend on the state you are in. The state laws this is where you would go if you have a problem or need to voice about
· Teacher Retirement
· Teacher evaluations
· Charter schools
· State Testing requirements
· The required learning standards
· Much more
Your school board is also a great place to help with policies and regulations and any revisions that need to be done.
· What ethical issues must early childhood education professionals consider related to advocacy and why do those issues exit?
In NAEYC the code of Ethical Conduct and in their it describes how any educator is required to act and what they do and not to do. At times as an educator as staff we tend to do what is the simplest or sometimes, we want to please others but when it comes to this, we must remember to follow our responsi.
Advertising is one of the most common forms of visual persuasion we .docx
Advertising is one of the most common forms of visual persuasion we encounter in everyday life. The influence of advertising in our society is persuasive and subtle. Part of its power comes from our habit of internalizing the intended messages of words and images without thinking deeply about them. Once we begin decoding the ways in which advertisements are constructed, once we view them critically, we can understand how, or if, they work as arguments. We may then make better decisions about whether to buy products and what factors convinced us or failed to convince us.
What are the different forms of advertising?
Modern media comes in many different formats, including print media (books, magazines, newspapers), television, movies, video games, music, cell phones, various kinds of software, and the Internet. Each type of media involves both content and also a device or object through which that content is delivered.
TEAM TASK:
As a team you are going to Review Chapter 4: Visual Rhetoric: Thinking About Images as Arguments. You will
be assigned a Section of the Chapter (written, visual, unfit, political, caricature, photography-maps graphs charts ) and as a Team you willResearch
the content of that Chapter Area (you will see topic page overlap ) and implement the following:
You will look at and interpret a media campaign or advertisement. Focus on social or ethical aspects * Seek to find one or more of the FALLACY TYPES identified Chapter 9 pages 363- 380. Include this information in your findings. Consider and incorporate as many of the following 16 categories :
The objectives: What role does the ad play in the economy?
The audience: Is it targeted to a group that could be considered vulnerable?
Effectiveness: Does it promote something that is socially desirable?
Role in marketing mix: What role does the ad play in the economy?
Image, product differentiation and branding: Is the ad misleading?
Other promotion factors
The unique selling proposition.
The basis for the appeal(s).
How would you make improvements?
The creative philosophy
The slogan
Secondary or supporting points or claims
The tone or mood and manner: Is the ad misleading?
Type of presenter
The motivational appeal: Does it promote something that is socially desirable?
Executional style
Each TEAM will develop a
15 minute class presentation
about their researched area. You have
options to use
power points, maps, videos, and other resources that will help educate your audience about your research.
Your Presentation should include:
A Power Point, the media piece or some type of visual presentation~~
A Question and Answer {Q & A} & Interactive session, quiz,.
Adult Health 1 Study GuideSensory Unit Chapters 63 & 64.docx
Adult Health 1 Study Guide
Sensory Unit
Chapters 63 & 64
Remember that assigned textbook readings should be supplemental to reviewing & studying the Powerpoint presentations. Answers to these study guide questions can be obtained from the textbook chapters, Powerpoint presentations, as well as class lectures & in-class activities.
Chapter 63: Assessment & Management of Patients with Eye & Vision Disorders
Conditions to Know
: Glaucoma, Cataracts, Retinal Detachment, Macular Degeneration, Conjunctivitis, Eye trauma
· Know the basic structures & functions of the eye – lens, pupil, iris, cornea, conjunctiva, retina, and sclera
· Questions to ask patients regarding issues with the eyes/vision – Chart 63-1
· Snellen Chart is used to assess visual acuity – 20/20 is considered perfect vision (patient can read line 20 of chart while standing 20 feet away) – this is tested in each eye
1. What are some of the most common causes of blindness?
2. What is responsible for the damage to the optic nerve in patients diagnosed with glaucoma?
3. Glaucoma can lead to what primary complication if not treated properly?
4. What are the differences between open-angle & closed-angle glaucoma?
5. What are the primary signs & symptoms of glaucoma?
6. What are the primary treatment goals for patients with glaucoma?
7. What is the first line treatment of glaucoma? What medication teaching points would you want to include in your patient education?
8. What are some common risk factors for the development of cataracts? See Chart 63-7.
9. What are the primary signs & symptoms of cataracts?
10. The most common treatment for cataracts is outpatient surgery, in which the lens affected by the cataract is replaced with a man-made one. Explain the pre and post-operative nursing management & education that is needed for patients undergoing cataract surgery. See Chart 63-8.
11. Retinal detachment is considered a medical emergency. What happens during retinal detachment?
12. What are some symptoms of retinal detachment?
13. Macular degeneration is the most common cause of vision loss in people > 60 years old. What is macular degeneration?
14. What are some risk factors for dry macular degeneration?
15. What are some signs and symptoms of macular degeneration?
16. Nursing management for patients diagnosed with macular degeneration focus on safety & supportive measures. What are some accommodations we should make or educate patients on regarding how to help improve their vision & ADLs when they have this condition?
17. Conjunctivitis is also called “pink eye”. What are the different types of conjunctivitis and what are some symptoms of this condition? Are any of these types considered contagious?
18. What are some teaching points to include when educating a patient diagnosed with viral conjunctivitis? See Chart 63-11.
19. Explain the emergency nursing treatment needed when a patient presents with eye trauma.
Chapter 64: Assessment & Manag.
Advertising Campaign Management Part 3Jennifer Sundstrom-F.docx
Advertising Campaign Management
Part 3
Jennifer Sundstrom-Fitzgerald
1
Learning Objectives
Analyze advertising campaign parameters
Identify how a creative brief facilitates effective advertising
Describe the implications of advertising management in the global arena
2
Advertising Campaign Parameters
Advertising goals
Media selection
Tagline
Consistency
Positioning
Campaign duration
Effective advertising campaigns require careful planning and attention to specific parameters including Advertising goals, media selection, tagline, consistency, positioning and campaign duration. We will review each parameter beginning with goals.
3
Advertising Goals
A primary goal of advertising is to build brand awareness among existing and new customers. The creative should inform and persuade them to make purchases and build brand loyalty.
4
Build brand awareness
Inform, persuade, support marketing efforts
Encourage purchase decisions
Building Brand Awareness
Successful brands possess two characteristics. Top-of-mind are brands a consumer mentions first when asked about brands in a particular product category – these are brands in our Evoked Set. Top choice is the brand within a product category that consumers prefer the most. So top choice requires top-of-mind. Brand equity, which is the level of brand strength perceived by consumers, leads to top-of-mind and top choice brands.
This is also applicable on the B2B side when business people are faced with modified rebuy situations. A common dilemma I had was for every Fox Graduation Ceremony, there are three per year, and the need for graduation program booklets. There was a printer who I always wanted to hire because I enjoyed working with them, they always had fair prices and delivered high-quality programs in a timely manner. However, due to non-profit regulations, I had to bid the job to at least three vendors. So my top-of-mind, first choice brand was always included but I had to add two other vendors as well. Tell story about Bill DeVece and misspelled student names and how wonderful he was in fixing these issues.
5
Brand image begins with awareness
Consumers recognize the brand
Brand equity leads to top-of-mind and top choice
B2B important in modified rebuy situations
Building Brand Awareness
Successful brands possess:
Top-of-mind
Top choice
The 10 Most Valuable Brands in the World per 2018 study
Coca Cola brand is a good example of a brand with these characteristics. Here is a recent list of a top 10 most valuable and recognized list of global brands. (click link)
6
Goal to Persuade
Dare to be Devoted Campaign
Every Kiss Begins with Kay Campaign
Another common goal of advertising is to persuade consumers that a particular brand is superior to others and should be their top choice. Both of these brands, owned by the same parent company (Signet), do extensive advertising, but only Kay Jewelers has successfully used the same slogan, “Every Kiss Begins w.
Adopt-a-Plant Project guidelinesOverviewThe purpose of this.docx
Adopt-a-Plant Project guidelines
Overview:
The purpose of this project is for you to choose a plant, conduct online research into the biology of the plant, and communicate what you have learned. You will be preparing an annotated bibliography on the plant you choose. The entire project is worth 50 points
Annotated Bibliography (50 points)
You will prepare an annotated bibliography with a list of the top 10 most interesting facts about your plant.
· Each fact should be paraphrased (i.e. written in your own words, no quotations allowed).
· Then tell me why this is interesting to you – make connections to your life or to currents issues in our world.
· Finally, give a full citation and tell me why you think this is a reliable, trustworthy source. Use this libguide to help you come up with reasons why your source is trustworthy.
· At least one of your sources should be from a peer-reviewed, science journal article.
Here is an example:
Fact 1: Taxol is a chemotherapy agent derived from the bark of the Pacific Yew Tree. The chemical itself is derived from a fungal endophtye within the bark. I thought this was very interesting, because the Pacific Yew tree is native to the state of Washington, and my aunt Jane received Taxol while undergoing chemotherapy for ovarian cancer. I also thought it was interesting because of the mutualistic relationship between the plant and the fungus.Citation: Plant natural products from cultured multipotent cells
Roberts, Susan; Kolewe, Martin. Nature Biotechnology28.11 (Nov 2010): 1175-6.
This is a reliable source because it is published in a peer-reviewed science journal article, written by two PhDs that are providing a review of the current literature on the topic
To complete the assignment, you should first choose a plant, gather articles discussing your plant, read the articles sufficiently enough to discuss the plant, and finally write the annotated bibliography. You are expected to produce original work, and any plagiarism will receive a zero. The paper should be double-spaced, and typed in 12 point font size, with normal margins. The instructions for how to properly cite your sources are at the end of this handout.
*** Reminder: The scientific name of a plant should always be typed in italics, with the first letter of the Genus capitalized. For ex.: Digitalis lanata. When you search for information on your plant online, make sure to use the scientific name, which will bring back a wider variety of results
The bibliography is worth 50 points and will be graded on:
1. Effort
• Quality of references
•Depth/breadth/quality of material covered
2. Following directions/ requirements
I will use the following rubric to grade your bibliography:
Research, Critical Reading and Documentation
Balanced, authoritative sources; correctly cited sources; effectively integrated outside sources. Most sources from science journals
10 pts
Effective sources, correctly cited, Could have a few more.
ADM2302 M, N, P and Q Assignment # 4 Winter 2020 Page 1 .docx
ADM2302 M, N, P and Q Assignment # 4
Winter 2020 Page 1
Assignment # 4
Decision Analysis and Project Scheduling
ADM2302 students are reminded that submitted assignments must be typed (i.e. can NOT be hand
written), neat, readable, and well-organized. Assignment marks will be adjusted for sloppiness, poor
grammar, spelling, for technical errors as well as if you submit a PDF file.
The assignment is to be submitted electronically as a single Word Document file via Brightspace by
Friday April 3rd prior to 23:59. Front page of the Word document has to include title of the assignment,
course code and section, student name and student number. Second page is the individual/group
statement of integrity that must be signed.
E-mail questions related to the assignment should be sent to the Teaching Assistant or posted on the
Brightspace course website “Discussion page” (viewed by all).
Section M: Parisa Keshavarz ([email protected])
Section N: : Niki Khorasanizadeh ([email protected])
Section P: Makbule Kandakoglu ([email protected])
Section Q: Afshin Kamyabniya ([email protected])
Problem 1: Payoffs/Decision Table (13 points)
A small building contractor has recently experienced two successive years in which work opportunities
exceeded the firm’s capacity. The contractor must now make a decision on capacity for next year.
Estimated profits (in $ thousands) under each of the two possible states of nature are as shown in the
table below.
NEXT YEAR’S DEMAND
Alternative Low High
Do nothing
Expand
Subcontract
$50**
20
40
$60
80
70
** Profit in $ thousands.
Which alternative should be selected if the decision criterion is:
a. The optimistic approach? (3 points)
b. The conservative approach? (3 points)
c. Minimize the regret? (7 points)
Problem 2: Payoffs/Decision Table (15 points)
Dorothy Stanyard has three major routes to take to work. She can take Tennessee Street the entire way,
she can take several back streets to work, or she can use the expressway. The traffic patterns are,
however, very complex. Under good conditions, Tennessee Street is the fastest route. When Tennessee
is congested, one of the other routes is preferable. Over the past two months, Dorothy has tried each of
route several times under different traffic conditions. This information is summarized in minutes of
travel time to work in the following table:
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
ADM2302 M, N, P and Q Assignment # 4
Winter 2020 Page 2
No Traffic Congestion
(Minutes)
Mild Traffic
Congestion
(Minutes)
Severe Traffic
Congestion
(Minutes)
Tennessee Street
Back roads
Expressway
15
20
30
30
25
30
45
35
30
In the past 60 days, Dorothy encountered severe traffic congestion 10 days and mild traffic congestion
20 days. Assume that the past 60 days are typical of traffi.
Adlerian-Based Positive Group Counseling Interventions w ith.docx
Adlerian-Based Positive Group Counseling
Interventions w ith Emotionally Troubled Youth
J. Steve Hamm, Jon Carlson, and Bengu Erguner-Tekinalp
Abstract
The focus o f Adlerian therapy is to help individuals discover their resources and
strengths, and to help them to be more encouraged in reaching their goals in a more
functioning way. Recently, the positive psychology movement has become the ma
jo r focus for researchers and mental health providers. Adlerian theory and ensuing
humanistic approaches have been considered as the basis of positive psychology.
Positive psychology— like Adlerian theory— calls for looking at individual strengths,
virtues, and areas of well-being. This article describes an Adlerian-based group coun
seling program which integrated positive psychology interventions with youth in a
residential treatment center. This article describes how Adlerian theory aligns with
the positive psychology interventions, along w ith recommendations for practitioners.
Keywords: Individual Psychology, positive psychology, strength-based, resilience,
well-being, encouragement, posttraumatic growth
There has been an increasing interest in focusing on strengths, solutions,
resilience, and thriving of individuals even after traumatic experiences.
Alfred Adler has been considered as the forefather of such strength-based
approaches (Erguner-Tekinalp, 2016; Carlson, Watts, & Maniacci, 2006).
Within the last two decades, an interest has grown in studies and interven
tions examining human strengths, virtues, and well-being with the increas
ing popularity of the positive psychology movement (Seligman, Steen, Park,
& Peterson, 2005). Positive psychology is defined as the scientific study of
optimal human functioning (Seligman & Csikszentmihalyi, 2000). The goal
of this alternative movement is to understand well-being rather than dis
order, and not only how people recover or cope but also how individuals
and communities thrive and flourish (Seligman, 2011). An effort has been
made to change the focus of mental health professionals from focusing on
what has been harmful in problematic and traumatic events to how individu
als cope with, develop resilient capacities for, and even in some cases thrive
through these negative experiences. The focus is more on what goes well
with individuals rather than what goes wrong (Carlson, Watts, & Maniacci,
2006). This approach to helping is more complete as it identifies not only
The Journal o f Individual Psychology, Vol. 72, No. 4, W inter 2016
©2016 by the University o f Texas Press
Editorial office located in the College of Education at Georgia State University.
Published for the North American Society o f Adlerian Psychology.
Positive Psychology Interventions 255
the negative impact but also the individuals' striving to overcome. It is very
common for individuals to discover their strengths, gifts, and many posi
tive traits through experiencing problems (Saleebey, 1992; .
After completing the assessment, my Signature Theme Report produ.docx
After completing the assessment, my Signature Theme Report produced the following results: Communication, Relator, Individualization, Consistency, and Strategic. When I first saw the themes presented, I was a little skeptical at first but after reading the detailed descriptions I felt like it made a lot of sense and mirrored a lot of what I had already thought about myself.
A core value that I would like to continue to strengthen would be the value of acceptance. One of my top five themes was relator which explained that I have a comfortability with gravitating towards people I already know and building relationships from there. I don’t have issues with making new relationships, but I can see that sometimes I close myself off initially to embracing new ones. With acceptance, you have to understand that there are some situations you can control and some that you can’t but embracing the latter can lead to new experiences that could be beneficial (Riley, 2021). Another core value that I would like to improve upon would be calmness. This fits in well with my theme of consistency. While I am a firm believer of things being fair and consistent, I can get easily upset when things don’t balance out like they are expected to. I know that working on being calm in tense situations will help me adapt easier when things don’t always work out as they should.
One of the strengths that I would like to embrace fully and continue to improve upon is communication. It was no surprise to me that communication was at the top of my list for my themes. When I am in a position of leadership at work, I make it a priority to keep my staff updated on everything that is going on for that night and it is something I expect from my charge nurse when I am working the floor also. A communicator is only effective when they are aware of their style of communicating and how others perceive or respond to it (Marshall & Broome, 2021). As a communicator I know that I can always work on how I communicate non-verbally and with body language especially. The other strength that I would like to continue to work on is of being strategic. The report explained that the strategic theme fit me because I am able to sort through the clutter and find the best route when I am trying to accomplish something. I really believe this about myself because when I have a task I need to accomplish, whether I am in a leader position or not, I will break everything down and reorganize it to make sure I have come up with the best solution. I feel like the best way to do something is the way that makes it concise and without a lot of excess getting in the way.
A characteristic of mine that I would like to strengthen would be that of instinct. My theme of individualization points out that I have an instinct about others and how they work and function. I have always felt that I easily read people and can get a sense of who they truly are and for example in the workplace how they are as a staff member. S.
After careful reading of the case material, consider and fully answe.docx
After careful reading of the case material, consider and fully answer the following questions:
1. What were the primary reasons for changing the current system at Butler?
2. What role did Butler's IS department play?
3. List the objectives of the pilot. Were there any problems?
4. Do you think Butler made the right decision to utilize this new technology? What implications does this decision hold for Butler's IT department in the long run?
NOTE: Butler refers to it's IT department as IR. You may consider these two acronyms as synonymous (i.e. IT = IS = IR for purposes of this assignment)
.
AffluentBe unique toConformDebatableDominantEn.docx
Affluent
Be unique to
Conform
Debatable
Dominant
Enforce
Ethnic
Internalize
Rank
Restrict
You will write your own sentences using each of the vocabulary words. The sentence
must be an
original sentence
created by you, AND it must use the vocabulary word correctly.
Your sentence
MUST
demonstrate that you understand the meaning of the word.
.
Advocacy Advoc.docx
Advocacy
Advocacy
Program Transcript
[MUSIC PLAYING]
NARRATOR: Advocacy and change are closely intertwined. In this video
program, Dr. Judy Lewis defines advocacy and explains the roles of counselors
advocating for change. Dr. Lewis also describes barriers counselors may face as
they advocate for change, and how to overcome these barriers.
DR. JUDY LEWIS: At its most basic, advocacy is simply the act of speaking up
on behalf of someone else-- maybe speaking up for someone who is voiceless or
powerless.
When it comes to the counseling profession, advocacy is particularly important
for two reasons. One is that part of our process of working with clients is to help
them gain the strength and the skills so they can advocate on their own behalf.
The other part of it is that once we realize that the client might not have the
power to be able to speak up on his or her own behalf, sometimes we may have
to be the ones that speak up on behalf of the clients.
This happens especially when we see a lot of different clients all having similar
problems, and we realize that there is a systemic reason for it. There is
something in the community environment that is standing between these clients
and what they need.
So as counselors, when we're oriented toward advocacy, what we are doing is
changing the lens through which we see the client. Instead of looking through a
microscope at the individual client, we're looking through a wide-angle lens. So
that we're seeing the context of what's happening in the client's life.
When counselors carry out advocacy, they do this at several different levels. One
level is the level of working with the individual client or family. When you're
working with an individual client, you have two alternatives. One is to work in an
empowering way with the individual so that he or she learns to advocate for
himself or herself.
The other possibility-- when that doesn't provide all the answers-- the other
possibility is to do advocacy on behalf of that individual. When we're working with
the clients in an empowering way, what we're helping them see is the degree to
which some of the problems that they're having may not be totally their fault.
When people start feeling as though they're so much at fault, sometimes they just
get stuck and can't seem to move beyond their current situation. If they can begin
to see for themselves what some of the barriers are that are preventing them
from getting to where they want to go, and where sometimes they're not
© 2016 Laureate Education, Inc. 1
Advocacy
completely at fault-- they're not completely guilty-- we can start to teach them
some of the skills that they need. So they can speak up on their own behalf and
have some success.
Sometimes they might not have the power to do this on their own. They may
need help. So we may be involved in individual advocacy where we are standing
up to the system on behalf of certain c.
Advanced persistent threats (APTs) have been thrust into the spotlig.docx
Advanced persistent threats (APTs) have been thrust into the spotlight due to their advanced tactics, techniques, procedures, and tools. These APTs are resourced unlike other types of cyber threat actors.
Your chief technology officer (CTO) has formed teams to each develop a detailed analysis and presentation of a specific APT, which she will assign to the team.
.
Your report should use
The Cybersecurity Threat Landscape Team Assignment Resources
to cover the following five areas:
Part 1: Threat Landscape Analysis
Provide a detailed analysis of the threat landscape today.
What has changed in the past few years?
Describe common tactics, techniques, and procedures to include threat actor types.
What are the exploit vectors and vulnerabilities threat actors are predicted to take advantage of?
Part 2: APT Analysis
Provide detailed analysis and description of the APT your group was assigned. Describe the specific tactics used to gain access to the target(s).
Describe the tools used. Describe what the objective of the APT was/is. Was it successful?
Part 3: Cybersecurity Tools, Tactics, and Procedures
Describe current hardware- and software-based cybersecurity tools, tactics, and procedures.
Consider the hardware and software solutions deployed today in the context of defense-in-depth.
Elaborate on why these devices are not successful against the APTs.
Part 4: Machine Learning and Data Analytics
Describe the concepts of machine learning and data analytics and how applying them to cybersecurity will evolve the field.
Are there companies providing innovative defensive cybersecurity measures based on these technologies? If so, what are they? Would you recommend any of these to the CTO?
Part 5: Using Machine Learning and Data Analytics to Prevent APT
Describe how machine learning and data analytics could have detected and/or prevented the APT you analyzed had the victim organization deployed these technologies at the time of the event. Be specific.
Part 6: Ethics in Cybersecurity.
Ethical issues are at the core of what we do as cybersecurity professionals. Think of the example of a cyber defender working in a hospital. They are charged with securing the network, medical devices, and protecting sensitive personal health information from unauthorized disclosure. They are not only protecting patient privacy but their health and perhaps even their lives. Confidentiality, Integrity, Availability - the C-I-A triad - and many other cybersecurity practices are increasingly at play in protecting citizens in all walks of life and in all sectors. Thus, acting in an ethical manner is one of the hallmarks of cybersecurity professionals.
Do you think the vulnerability(ies) exploited by the APT constitutes an ethical failure by the defender? Why or why not?
For the APT scenario your group studied, were there identifiable harms to privacy or property? How are these harms linked to C-I-A? If not, what ethically si.
Advanced persistent threatRecommendations for remediation .docx
Advanced persistent threat
Recommendations for remediation of the threat
Research the use of network security controls associated to your threat and industry
Do Not use topics network security,VPN,FIREWALL,ETC
10-12 pages. Double spaced APA style
At least 10 REFERENCES
5 ATLEASt PEER REVIEWED SCHOLARLY
.
Adultism refers to the oppression of young people by adults. The pop.docx
Adultism refers to the oppression of young people by adults. The popular saying "children should be seen and not heard" is used as a way to remind a child of his or her place and reaffirm the adult's power in the relationship. The saying suggests that children's voices are not as important or as valid as an adult's and they should remain quiet. Children are often relegated to subordinate positions due to socially constructed beliefs about what they can or cannot accomplish or what they should or should not do; this in turn compromises youth's self-determination. This oppression is further highlighted when considering the intersection of age with race, ethnicity, socioeconomic status, and sexual orientation. You will be asked to consider all of these when reviewing the Logan case and Parker case.
By Day 3
Post
an analysis of the influence of adultism in the Logan case. Then, explain how gender, race, class, and privilege interact with adultism to influence the family's discourse related to Eboni's pregnancy as well as other family dynamics.
.
ADVANCE v.09212015 •APPLICANT DIVERSITY STATEMENT .docx
ADVANCE v.09212015
•
APPLICANT DIVERSITY STATEMENT IN FACULTY SEARCH PROCESS
FREQUENTLY ASKED QUESTIONS
1) How does University of California define “diversity?”
A: The academic senate adopted in 2009 the following broad definition of diversity:
Diversity - defining features of California past, present and future - refers to a variety of
personal experiences, values, and worldviews that arise from differences of culture and
circumstance. Such differences include race, ethnicity, gender, age, religion, language,
abilities/disabilities, sexual orientation, socioeconomic status, geographic region and more.
2) Why does UC Irvine expect a diversity statement from applicants for faculty positions?
A: UC Irvine’s commitment to inclusive excellence is integral to our ascendancy among globally
preeminent universities. It provides applicants with an opportunity to discuss how their past or
future contributions will advance this enduring campus commitment. For more information,
please see the Provost’s memo on Inclusive Excellence.
3) Is the diversity statement consistent with University of California policy?
A: Yes. APM 210.1-d, which governs appointment, appraisal and promotion, recommends that
faculty be both encouraged and rewarded for activity that promotes inclusive excellence:
“The University of California is committed to excellence and equity in every facet of its mission.
Teaching, research, professional and public service contributions that promote diversity and
equal opportunity are to be encouraged and given recognition in the evaluation of the
candidate's qualifications. These contributions to diversity and equal opportunity can take
a variety of forms including efforts to advance equitable access to education, public
service that addresses the needs of California's diverse population, or research in a
scholar's area of expertise that highlights inequities.”
4) Is UC Irvine alone among UC campuses in adopting this statement?
A: No. UC San Diego adopted this statement in 2010.
5) How will applicants learn about the diversity statement expectation?
A: Per Provost Gillman’s memo of June 2014, all ads for faculty positions will include the following
sentence: “Applicants are encouraged to share how their past and/or potential contributions to
diversity, equity and inclusion will advance UC Irvine’s commitment to inclusive excellence.”
6) How do applicants provide their diversity statement?
A: There is a dedicated field in UC Recruit for applicants to submit their diversity statement.
7) If an applicant does not provide a diversity statement, will his or her application be considered
incomplete?
A: Yes
http://www.provost.uci.edu/news/InclusiveExcellence.html
http://www.ucop.edu/academic-personnel/_files/apm/apm-210.pdf
http://www.provost.uci.edu/news/Diversity-Statement-June-2014.html
ADVANCE v.09212015
8) What are the components of a diversity statement?
.
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- 1. Effective Organizations: Theory and Practice Module 6: Organizational Culture Page 1 of 4ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... Effective Organizations: Theory and Practice Module 6: Organizational Culture Step 1 Step 2 Step 3 Step 4 Step 5 2. Culture and Change Statistics put out by Booz & Co showthat organizations need to recognize their cultures as an essential factor in the way they do business (Aguirre, Alpern, Hull, & Von Post, 2014). Their data from the Culture and Change Management Survey (more than 2,200 employees took this survey) revealed the responses you can read in the interactive activity below. Click on the tabs below to read the facts discovered in the Culture and Change Management Survey conducted by Aguire, Alpern, Hull, and Von Post.
- 2. According to Aguiree et al., “When companies tap into the energy and emotional commitment within their cultures, change initiatives are far more sustainable” (2014, p. 44). Changing culture does not come easy to organizations. There are many barriers to overcome. Other times, past changes have failed; employees are skeptical about “more” change. Some employees believe there is no capacity to change. At times, daily operations are overwhelming and distract from the mandate to change culture. However, statistics show that organizations that embrace the culture change can increase their businesses two-fold (Aguiree et al., 2014). But what are the steps to ensure a needed change in corporate culture happens? Click on the tabs in this interactive activity. Click on the tabs below. Each tab represents a step to guide you when you are responsible for implementing the corporate change mandate. These steps are summarized from research (Aguiree et al., 2014). Understand the organization’s cultural strengths and weaknesses. Do this by conducting an assessment study via interviews, surveys and observations. About 85% 96% 60% About 85% of the 2,200 employees believe that an organization’s culture is critical for their organization’s success.
- 3. Page 1 of 2ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... Effective Organizations: Theory and Practice Module 6: Organizational Culture Page 1 of 3ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... 3. Culture, Corruption, and Risk In today’s society, we see a lot of corruption in organizations. According to Krivkovich and Levy (2013), there is a way that culture can help reduce this corruption especially for organizations with a lot at risk, such as those who buy new businesses or enter into new markets. They have found that managers exhibiting certain profiles will be better at dealing with risk situations quickly and efficiently. Be sure to read the required article by Krivkovich and Levy to learn more. Then read the article by Campbell and Goritz to get another viewpoint. View this very interesting video that talks about corruption and risk, created by the University of St. Thomas, Minnesota:
- 4. (Source: http://www.eyeonspain.com/spain-maga zine/spain-most-corrupt-country.aspx) (Source: https://www.youtube.com/watch?v=fadwSsb-9v8 ) Doing business internationally is challenging. Recent headlines alleging bribery and corrupt business conduct in Latin America, Eastern Europe, Asia and Africa underscore the risks. How can companies create an organizational culture against corruption without excessive spending on compliance? FCPA attorney Dulce Foster from Fredrikson & Byron answers this question. “Ethical Insights” is hosted by Ron James, president and CEO of the Center for Ethical Business Cultures (CEBC). Ethical Insights: Fighting Corruption Without Breaking the Bank Check Your Understanding Page 2 of 3ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... Choose the best answer in the following quiz to check your understanding of this module. Click Here to Begin References
- 5. Aguirre, D., Alpern, M., Hull, K., & Von Post, R. (2014). Use culture to pave the way for change. Chief Learning Officer, 13(4), 44-46. Campbell, J., & Göritz, A. (2014). Culture corrupts! A qualitative study of organizational culture in corrupt organizations. Journal of Business Ethics, 120(3), 291-311. doi:10.1007/s10551-013- 1665-7 Krivkovich, A., & Levy, C. (2013). Managing the people side of risk. Mckinsey Quarterly, (4), 123-128. Zappos.com. (2014). Zappos family core values. Retrieved from http://about.zappos.com/our-unique-culture/zappos-core-values Page 3 of 3ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... Page 2 of 2ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... 1. Culture and the Organization Culture is a term often used to describe the unique aspect of a country’s history, their celebrations, common practices, values and shared
- 6. beliefs along with associated practices. When the term culture is applied to an organization, there are many similarities. Organizational culture is comprised of shared beliefs, core values and both the spoken and unspoken expectations of its members. It is not always easy to identify the practiced values in an organization, even after reading their purpose and mission statements. However, we can assess the culture of an organization through their customs and in particular how their members act toward other members within the organization. Organizational culture is also reflected in how an organization interacts with its customers/clients and with other organizations. Many organizations post their core values on their website. However, there sometimes is a disconnect between what is expressed as published values and the observed culture of the organization. Some organizations stand out as “living their values.” One organization that lives their values is Zappos. View the video to learn how published core values are aligned with the observed culture. (Source: http://coloradohradvice.com/2013/11/co rporate-culture-a-critical-component-of-the-hirin g-process/) (Source: https://www.youtube.com/watch?v=5CcLIPaUz3E ) Zappo employees speak openly about their culture. Zappos Company Culture
- 7. Page 2 of 4ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... Zappos.com is one of the most well-known companies putting the culture at the top of the list. The CEO of Zappo.com, Tony Hsieh, stated, “Our whole belief is that if you get the culture right, most of the other stuff like delivering great customer service or building a long-term enduring brand will just happen naturally on its own” (Aguirre et al., 2014, p. 44). Hsieh believes that the company’s culture is the backbone of their organization and is its reason for its success. Culture directly relates to the organizational mission, vision, ethics and strategy. Howard Putnam is the former CEO of highly successful Southwest Airlines. His thoughts and examples of mission, strategy and culture are central to how organizations focus on driving success. View this inspiring video about how vision and brand impact organizational culture. The culture at Zappos.com is based on 10 core values. They are: Deliver WOW through service 2. Embrace and drive change 3. Create fun and a little weirdness 4. Be adventurous, creative, and open-minded
- 8. 5. Pursue growth and learning 6. Build open and honest relationships through communication 7. Build a positive team and family spirit 8. Do more with less 9. Be passionate and determined 10. Be humble (Zappos.com, 2014, para. 2). 1. (Source: http://www.zappos.com/) (Source: https://www.youtube.com/watch?v=EyrJsekYH1A ) Howard Putnam – Former CEO of Southwest Airlines Page 3 of 4ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h... What you have just viewed is how the ability of leaders and managers to help their employees adapt to the external environment can be facilitated through visionaries like Howard Putnam. What you have observed in these two videos is the impact that leaders have on corporate culture. Corporate culture is the way an organization behaves, which involves degrees of attention to detail, innovation, and risk-taking. Organizations that have a thoughtful mission, clear strategy, and well-defined goals and objectives, along with positive values and ethics,
- 9. have a solid foundation on which to build a successful organization. Culture matters! As future managers and leaders, your understanding of culture is critical to the health of the organization from both a competitive advantage and human resource perspective. Howard Putnam talks about how organizational culture is influenced by visionary decisions. As you think about organizations, ask these questions: • Are the organization’s values that everyone shares? • Are the vision, mission and goals of the organization aligned and known by employees? • Are there stories that everyone shares about the organization’s history or past leaders? • Are there rituals that occur in the organization such as athletic teams, award ceremonies or Friday “donuts”? • Do employees behave in accordance with organizational values? Page 4 of 4ORG502 - Module 6: Organizational Culture 4/5/2016https://coursecms.csuglobal.edu/file/cc0a3c7f-e905- 4e07-b76a-9bf45c85fdfb/1/production/org502_6/org502_6.h...