The document provides guidance for outgoing student union executives to prepare incoming executives for their new role through job shadowing. It outlines expectations for the job shadowing experience and recommends executives schedule at least 35 hours. The checklist covers key areas for outgoing executives to explain to successors, including job content and responsibilities, committee and advocacy work, strategic awareness, office administration and finances, connecting with students, and privileges of the role. It aims to help incoming executives learn from their predecessors and have a smooth transition into their new position.
Visit: www.alumnirelationsconference.in
Presentation on Role of Alumni in School. Presented at Alumni Relations Conference held at ISB, Mohali [India] on 29th March, 2014.
Complete process of Assessment and Accreditation of Higher Education Institutions in India. The applicant HEIs are expected to be aware of all requirements and to submit all required information. Applicants are encouraged to be conversant on related topics before launching the application form.
The role of the coordinator of the IQAC is crucial in ensuring the effective functioning of all the members. The coordinator of the IQAC may be a senior person with expertise in quality aspects. She/he may be a full-time functionary or, to start with, she/he may be a senior academic /administrator entrusted with the IQAC as an additional responsibility. Secretarial assistance may be facilitated by the administration. It is preferable that the coordinator may have sound knowledge about the computer, its various functions and usage for effective communication.
Visit: www.alumnirelationsconference.in
Presentation on Role of Alumni in School. Presented at Alumni Relations Conference held at ISB, Mohali [India] on 29th March, 2014.
Complete process of Assessment and Accreditation of Higher Education Institutions in India. The applicant HEIs are expected to be aware of all requirements and to submit all required information. Applicants are encouraged to be conversant on related topics before launching the application form.
The role of the coordinator of the IQAC is crucial in ensuring the effective functioning of all the members. The coordinator of the IQAC may be a senior person with expertise in quality aspects. She/he may be a full-time functionary or, to start with, she/he may be a senior academic /administrator entrusted with the IQAC as an additional responsibility. Secretarial assistance may be facilitated by the administration. It is preferable that the coordinator may have sound knowledge about the computer, its various functions and usage for effective communication.
Application for the position of VP GCDPi AIESEC Colombo SouthKavindu Jayawardana
The application form for the position of Vice President Global Community Development Program Incoming (GCDPi) of AIESEC Colombo South for the term 2014/2015
This slide is about academic and administrative audit for the quality control in the educational institutes. it also deals with various management techniques including Kaizen, 5S, etc. This slideshow is useful for the NAAC purpose.
Liberty UniversitySMGT 699 INTERNSHIPPORTFOLIO GUIDELINES.docxjesssueann
Liberty University
SMGT 699 INTERNSHIP
PORTFOLIO GUIDELINES
The following outline is intended to provide you with the guidelines for your internship. Although the focus of each student is primarily oriented to accomplishing the tasks and responsibilities assigned by each host organization, the following guidelines represent the writing and reporting requirements, which need to be submitted in the final week of the semester in order to receive a final grade for the experience.
The specific due date will be provided in Blackboard. Students are required to create a portfolio (word documents and/or excel spreadsheet). This submission will satisfy the “culminating experience” requirement by Liberty University in order to successfully complete graduate school.
INTERNSHIP FINAL REPORT:
This Report/Portfolio will be due during the final week of your internship and includes the following requirements for acceptance.
A. Length and Format: This report shall be as long or short as necessary to communicate the required information, Times or Times New Roman font size 12 pt. should be used. Feel free to include charts and supporting material that may be provided in an attached appendix.
B. Place and Date of Submission: ONLY an electronic copy of the final report should be submitted via Blackboard. Faxed reports will not be accepted. Do not mail a paper report.
C. Optional Revisions of Final Report: A student has the option of submitting the Final Report to the professor no later than Week 12. If an internship report is deemed unsatisfactory for any reason, it will be returned to the respective intern for revisions and modifications. Presentation and factualness of data, spelling, and grammar will be reviewed carefully and may result in required revisions. This report should be treated as a business report which will be evaluated and will be available for community review by faculty, staff, and students. If no revisions are necessary, the report will be accepted as final.
STRUCTURE OF FINAL INTERNSHIP REPORT
An internship final report should be structured to include the following sections and subsections.
I. THE ORGANIZATION:
A. Overview of Host Organization: Briefly describe the type of organization in which you worked and where/how it fits into the sport industry (e.g., local, regional, national, or international). Please include its primary constituencies and the primary nature of its operations (i.e., goods or services). Briefly describe the major purposes of the organization including its mission, goals, and strategic objectives. Please include any relevant promotional brochures and any other pertinent information that describes the work of the host organization. The data might include any strategic documents such as an annual report and/or strategic management plans.
B. Structure and Personnel of Host Organization: Briefly describe the organizational structure and its effectiveness with regard to management philosophies, leadersh.
International Business WorkEach quiz needs to be answered .docxLaticiaGrissomzz
International Business Work
Each quiz needs to be answered in a four-page minimum APA style research paper. Title page and references page are not included in page count. Don’t worry about adding this page after the title page which is stated in the lower instruction. However, please restate each question in the paper before answering it.
Please answer each question thoroughly. Research must be done where applicable. Your grade is contingent upon the in-depthness of the responses given. The minimum/maximum length of this paper is four pages.
Quiz 1
1. Explain the impact of the recent hurricane/disasters to the import export system.
2. You have a manufacturer company that produces tennis shoes (XY2 Company). You have decided that you would like to market your product to Indonesia. Determine the differences in attitude, values, and norms: relationship with the U.S, regarding business operations, and how to alleviate any barriers that may exist in doing business with your company.
3. You are the CEO of a cough syrup company (666 Cough Syrup). Taking into consideration the legal and political system, the cultural barriers and the language barriers, how would you market your cough syrup to China? Give specific details on
marketing promotion, distribution, and packaging.
Quiz 2
1
. China is the largest country in the world. You are thinking about marketing your product in their country. Your information must be current (NLT 2008). You are to conduct a COMPARATIVE ANALYSIS between China and the United States.
You are to determine the population of China, the mean gross income, the gross national product (GNP). It is suggested that you display your information in a table format however do not forget to cite your source.
2. Choose two countries from Africa and two countries from Asia. Conduct a COMPARATIVE ANALYSIS with inflation rates, interest rates, exchange rates in comparison with the United States. discuss the economic system of these countries. whether they are mixed economies, etc, discuss the economic slowdown and what factors could have contributed to it. discuss whether economies are moving toward private ownership and how.
3. You are the owner of a tennis shoe company. Taken into consideration all the issues presented in question 2, would you expand your market to the four countries in question 2. If so, what steps would you take relating to political policies, legal environment behavioral practices, and economic environment to gain access.
Quiz 3
1. One of the Eastern Bloc countries has resulted in a transition from a command economy to a market economy. Explain the process, incentives, decontrols Hungarian’s government has/had to put in place to transition to a market economy. How long you think this process will take? As a manager, at what stage would you try to market your
product/service to this country? Explain.
2. With regards to the various agreements/treaties discussed: EU, WTO, NAFTA, CARICOM.
How Organizational Culture affects Business PerformanceTshidiso Moetapele
Investigating how organizational culture affects business performance by defining both subjects, what they both mean to the business and their linkages which usually result in conflict.
A theme throughout this course has been that human and social servic.docxmakdul
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
Running head: RISK 1
RISK6
Risk Analysis
Mark Lasky
MGMT 495
American Public University
Professor Davis
March 29, 2018
Organizations face a lot of problems during their operation. Communication problem, performance, and interpersonal relations are among the problems that face many organizations. The proposed solution for these problems includes conducting the biweekly meeting and setting up training programs. An organization could be in a dilemma of deciding which solution to implement, therefore, assessing the possible risks of every solution and deciding which solutions could yield the best results is very important. It is also important to evaluate the possible risks to predict what could happen if the organization implement the solution. The following information will enable the leader to make the final decision for every proposed solution.
Conducting Biweekly Meeting
Conducting a biweekly meeting may sometimes be very overwhelming and confusing. Therefore, employees should need the following new skills to benefit from the meetings; willingness to share their goals with the manager and the rest of the members. By telling the manager what specifically they are working on, or what they are aspiring to work on so they can get help and get wherever they want. Another new skill that employees need is the readiness to describe their achievement in the organization. Communication of goals to the members of the meeting will enable the members to take the initiative to help the employee.
Willingness to ask for advice and input is also an important skill for an employee. It is important for employees to come to the meeting prepared with many questions that will require the manager to offer advice and take the role of mentorship. The other new skill is a readiness to discuss other issues connected to career development. Employees should be ready to discuss other issues connected to career development. After an employee has shared his/her direction and focus with the rest of the members, it is important to enrich the meeting in other ways. That is a good time for employees to ask about their strengths or weakness and where they need to improve.
The financial cost of conducting a biweekly meeting will be economical. There will be no financial costs for hiring conference rooms because they will conduct the meeting in a social room owned by the organization. This will enable the organization to save the money and spend it on other issues. If the organization will implement this solution communication barrier will decrease. This kind of meetings will encourage employees from different sections to interact. The interaction among workers will make them free with each other and enable them to communicate in a freer manner. This form of meetings will improve the flow of communication in both directions. This strategy will enable workers to communicate their challenges and give the organization a chance to completely understand their i.
Capstone Project Part V Action PlansA theme throughout this.docxannandleola
Capstone Project Part V: Action Plans
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is inte.
theme throughout this course has been that human and social services.docxsharondabriggs
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
An introduction to recruiting and using skills based volunteers for nonprofit agencies. This presentation was developed for the 2009 Mental Health Corporations of America. Inc. Summer Conference.
Application for the position of VP GCDPi AIESEC Colombo SouthKavindu Jayawardana
The application form for the position of Vice President Global Community Development Program Incoming (GCDPi) of AIESEC Colombo South for the term 2014/2015
This slide is about academic and administrative audit for the quality control in the educational institutes. it also deals with various management techniques including Kaizen, 5S, etc. This slideshow is useful for the NAAC purpose.
Liberty UniversitySMGT 699 INTERNSHIPPORTFOLIO GUIDELINES.docxjesssueann
Liberty University
SMGT 699 INTERNSHIP
PORTFOLIO GUIDELINES
The following outline is intended to provide you with the guidelines for your internship. Although the focus of each student is primarily oriented to accomplishing the tasks and responsibilities assigned by each host organization, the following guidelines represent the writing and reporting requirements, which need to be submitted in the final week of the semester in order to receive a final grade for the experience.
The specific due date will be provided in Blackboard. Students are required to create a portfolio (word documents and/or excel spreadsheet). This submission will satisfy the “culminating experience” requirement by Liberty University in order to successfully complete graduate school.
INTERNSHIP FINAL REPORT:
This Report/Portfolio will be due during the final week of your internship and includes the following requirements for acceptance.
A. Length and Format: This report shall be as long or short as necessary to communicate the required information, Times or Times New Roman font size 12 pt. should be used. Feel free to include charts and supporting material that may be provided in an attached appendix.
B. Place and Date of Submission: ONLY an electronic copy of the final report should be submitted via Blackboard. Faxed reports will not be accepted. Do not mail a paper report.
C. Optional Revisions of Final Report: A student has the option of submitting the Final Report to the professor no later than Week 12. If an internship report is deemed unsatisfactory for any reason, it will be returned to the respective intern for revisions and modifications. Presentation and factualness of data, spelling, and grammar will be reviewed carefully and may result in required revisions. This report should be treated as a business report which will be evaluated and will be available for community review by faculty, staff, and students. If no revisions are necessary, the report will be accepted as final.
STRUCTURE OF FINAL INTERNSHIP REPORT
An internship final report should be structured to include the following sections and subsections.
I. THE ORGANIZATION:
A. Overview of Host Organization: Briefly describe the type of organization in which you worked and where/how it fits into the sport industry (e.g., local, regional, national, or international). Please include its primary constituencies and the primary nature of its operations (i.e., goods or services). Briefly describe the major purposes of the organization including its mission, goals, and strategic objectives. Please include any relevant promotional brochures and any other pertinent information that describes the work of the host organization. The data might include any strategic documents such as an annual report and/or strategic management plans.
B. Structure and Personnel of Host Organization: Briefly describe the organizational structure and its effectiveness with regard to management philosophies, leadersh.
International Business WorkEach quiz needs to be answered .docxLaticiaGrissomzz
International Business Work
Each quiz needs to be answered in a four-page minimum APA style research paper. Title page and references page are not included in page count. Don’t worry about adding this page after the title page which is stated in the lower instruction. However, please restate each question in the paper before answering it.
Please answer each question thoroughly. Research must be done where applicable. Your grade is contingent upon the in-depthness of the responses given. The minimum/maximum length of this paper is four pages.
Quiz 1
1. Explain the impact of the recent hurricane/disasters to the import export system.
2. You have a manufacturer company that produces tennis shoes (XY2 Company). You have decided that you would like to market your product to Indonesia. Determine the differences in attitude, values, and norms: relationship with the U.S, regarding business operations, and how to alleviate any barriers that may exist in doing business with your company.
3. You are the CEO of a cough syrup company (666 Cough Syrup). Taking into consideration the legal and political system, the cultural barriers and the language barriers, how would you market your cough syrup to China? Give specific details on
marketing promotion, distribution, and packaging.
Quiz 2
1
. China is the largest country in the world. You are thinking about marketing your product in their country. Your information must be current (NLT 2008). You are to conduct a COMPARATIVE ANALYSIS between China and the United States.
You are to determine the population of China, the mean gross income, the gross national product (GNP). It is suggested that you display your information in a table format however do not forget to cite your source.
2. Choose two countries from Africa and two countries from Asia. Conduct a COMPARATIVE ANALYSIS with inflation rates, interest rates, exchange rates in comparison with the United States. discuss the economic system of these countries. whether they are mixed economies, etc, discuss the economic slowdown and what factors could have contributed to it. discuss whether economies are moving toward private ownership and how.
3. You are the owner of a tennis shoe company. Taken into consideration all the issues presented in question 2, would you expand your market to the four countries in question 2. If so, what steps would you take relating to political policies, legal environment behavioral practices, and economic environment to gain access.
Quiz 3
1. One of the Eastern Bloc countries has resulted in a transition from a command economy to a market economy. Explain the process, incentives, decontrols Hungarian’s government has/had to put in place to transition to a market economy. How long you think this process will take? As a manager, at what stage would you try to market your
product/service to this country? Explain.
2. With regards to the various agreements/treaties discussed: EU, WTO, NAFTA, CARICOM.
How Organizational Culture affects Business PerformanceTshidiso Moetapele
Investigating how organizational culture affects business performance by defining both subjects, what they both mean to the business and their linkages which usually result in conflict.
A theme throughout this course has been that human and social servic.docxmakdul
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
Running head: RISK 1
RISK6
Risk Analysis
Mark Lasky
MGMT 495
American Public University
Professor Davis
March 29, 2018
Organizations face a lot of problems during their operation. Communication problem, performance, and interpersonal relations are among the problems that face many organizations. The proposed solution for these problems includes conducting the biweekly meeting and setting up training programs. An organization could be in a dilemma of deciding which solution to implement, therefore, assessing the possible risks of every solution and deciding which solutions could yield the best results is very important. It is also important to evaluate the possible risks to predict what could happen if the organization implement the solution. The following information will enable the leader to make the final decision for every proposed solution.
Conducting Biweekly Meeting
Conducting a biweekly meeting may sometimes be very overwhelming and confusing. Therefore, employees should need the following new skills to benefit from the meetings; willingness to share their goals with the manager and the rest of the members. By telling the manager what specifically they are working on, or what they are aspiring to work on so they can get help and get wherever they want. Another new skill that employees need is the readiness to describe their achievement in the organization. Communication of goals to the members of the meeting will enable the members to take the initiative to help the employee.
Willingness to ask for advice and input is also an important skill for an employee. It is important for employees to come to the meeting prepared with many questions that will require the manager to offer advice and take the role of mentorship. The other new skill is a readiness to discuss other issues connected to career development. Employees should be ready to discuss other issues connected to career development. After an employee has shared his/her direction and focus with the rest of the members, it is important to enrich the meeting in other ways. That is a good time for employees to ask about their strengths or weakness and where they need to improve.
The financial cost of conducting a biweekly meeting will be economical. There will be no financial costs for hiring conference rooms because they will conduct the meeting in a social room owned by the organization. This will enable the organization to save the money and spend it on other issues. If the organization will implement this solution communication barrier will decrease. This kind of meetings will encourage employees from different sections to interact. The interaction among workers will make them free with each other and enable them to communicate in a freer manner. This form of meetings will improve the flow of communication in both directions. This strategy will enable workers to communicate their challenges and give the organization a chance to completely understand their i.
Capstone Project Part V Action PlansA theme throughout this.docxannandleola
Capstone Project Part V: Action Plans
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is inte.
theme throughout this course has been that human and social services.docxsharondabriggs
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
An introduction to recruiting and using skills based volunteers for nonprofit agencies. This presentation was developed for the 2009 Mental Health Corporations of America. Inc. Summer Conference.
Effectiveness Through Strategy And Organizational Design Seta Wicaksana
Organization Design is a process for shaping the way organizations are structured and run.
It involves many different aspects of life at work, including team formations, shift patterns, lines of reporting, decision-making procedures, communication channels, and more.
Organization Design – and redesign – can help any type of organization to achieve its goals. Sometimes, a large-scale reorganization is necessary. At other points, more subtle shifts in structures and systems can ensure that an organization continues to thrive.
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EXECUTIVE JOB SHADOWING
EXPECTATIONS
The largestchallenge facedbyincomingExecutiveisthe steeplearningcurve. They have one yearto
mastertheirroles,fullyunderstandacomplex organization andformulateandaccomplish theirgoals.
Adheringtothisacceleratedtimeline ismuchmore than whatis expectedfromanyprofessional working
inthe “real world.” Executive jobshadowingistherefore apivotal opportunityforthe Executive-electto
geta headstart on theirtransition andtolearnfromthe current Executive.
For the incomingExecutive,jobshadowingisanopportunitytoobserve yourrolesinaction,toask
questionsof those whohave actuallydone the job,andtopickup any “tipsand tricks”that your
predecessorshave learned. Forthe outgoingExecutive,it’sanopportunitytopassalonganyknowledge
that youpickedupoverthe pastyear and to ensure the continuityandsmoothtransitionof your
projectsandadvocacy workfrom one yearto the next.
In orderto getthe mostout of the jobshadowingexperience,the Executive-electshould:
Listenand learn– evenif youhave beenactive withthe SUpreviously,the Executiverole is
complex anddemandsalevel of organizational knowledge unlike anyother.
Keepan open mind– youmay have strong ideasaboutwhere youwanttotake the SU, but it’s
importantto knowwhere we’vebeenbefore makingchanges.
Come prepared to take notes – you’re goingtobe bombardedwithinformationoverthe next
several months,sodon’tassume you’ll be able toremembereverything.
It’srecommendedthatincomingExecutiveschedule inatleast 35 hours of jobshadowingpriortotaking
office (the equivalentof one complete workweek). Aspart of these hours, itisrecommendedthatan
introductorymeetingbe scheduledwithyourespectiveExecutive staffpartner. OutgoingExecutives
shouldbe flexibleandopenwiththeirschedules,andshouldensurethattheirsuccessorshave an
opportunitytoattendimportantmeetings,meetthe appropriate SUanduniversitystaff,etc.
CHECKLIST
Thischecklistisintendedtobe aguide foroutgoingExecutive toplanforshadowingtheirsuccessors.
Everythingonthislistshouldbe coveredinsome depth,althoughitisnotexhaustivenorisitspecificto
any one role. The outgoingExecutive shouldfeel freeto customize thislisttotheirspecificrole. Atthe
endof the day,the outgoingExecutive know theirrolesbetterthananyone else,sotheyshouldtrust
theirinstinctswhenplanningtransition.
Job Content– Overview of ResponsibilitiesandDuties
Providea formal overview of the portfolio and purpose of the position. Walk through the position’s job
description:
General roles and responsibilities of the Executive (section 58 of the Union Bylaw)
Specific roles and responsibilities of the position (sections 59-63 of the Union Bylaw)
What arethe day-to-day responsibilities of the role(i.e. answeringemails,signingcheques,meeting with
staff leads,etc.)? What does a typical work week look likefor the role? Walk through your calendar and
explain all your commitments.
What does a year in the rolelook like? Describeongoingprograms (i.e. Quality Money, Travel and
Conference Funding, Clubs,etc.) and annual events (i.e. Orientation Week, Deans Dinner, Calgary Leaders
Dinner, etc.) that the position is responsiblefor leading and explain whatthat entails.
Outlinecurrent projects and ongoing work that is importantfor the incomingExecutive to continue.
Committeeand AdvocacyWork
What regularly scheduled internal committees/meetings does the roleattend? Remember to cover the
purpose of the committee/meeting, who sits on the committee/meeting, and the kinds of decisions that
the committee/meeting has made in the pastyear. Some suggestions include:
Students’ LegislativeCouncil
Cabinet
Operations and FinanceCommittee
University Relations Committee
Quality Money Committee
Clubs Committee
Policy Development and Review Committee
Nominations Committee
Committee of 10,000
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What regularly scheduled university committees/meetings does the roleattend? Remember to cover the
purpose of the committee/meeting, who sits on the committee/meeting, and the kinds of decisions that
the committee/meeting has made in the pastyear. Some suggestions include:
Board of Governors (and its subcommittees)
Senate
General Faculties Council (and its subcommittees)
Tuition and Fees Consultation Committee
University Search Committees (senior leadership and decanal)
Tri-media boards (NUTV, CJSW, Gauntlet)
Residence Students’ Association
How would you recommend your successor preparefor committee/board work?
Are there any upcoming decisions thatyou need to brief your successor on?
Are there any specific relationship-buildingtips you can share?
Identify any portfolio-specific advocacy issues (whether on-goingor emerging) that the rolewill need to
be conversantwith. These can be
student issues (i.e.Muslimprayer space,gender-inclusivechangerooms, etc.),
university issues (i.e.tuition and fees, representation on faculty councils,etc.) or
external/community issues (i.e.secondary suites,UPass,etc.).
As outlined in the Union Bylaw (sections 59-63),each Executive rolehas specific areasthatthey are
expected to have expertise in and advocate on behalf of.
Explain the roleof our external lobbyinggroups and all advocacy efforts they have undertaken over the
lastyear.
Council of Alberta University Students (CAUS)
Canadian Allianceof Student Associations(CASA)
Strategic Awareness and Organizational Savvy
Outlinethe SU Strategic Plan (mission,vision and values) and howyou believe your successor can work to
keep the vision alive.
Describethe state of the current political/organizational environment vis-à-vis your roleand other groups
(i.e. interest groups,university administration,levels of government, clubs,etc.)
What issues internal to the SU have you had to deal with this year?
What arethe major issues you’vehad to deal with on campus this year?
What issues in thecommunity (local,provincial or national) haveyou been implicated in this year
(those that you have been asked to comment on in the media, for example)?
Explain who the key people or organizations arein both the external and/or university environment that
you regularly interactwith.
Who are they and how do they liketo operate?
Are there any specific relationship-buildingtips you can share?
Share your perspective on Executive accountability and solidarity. Some suggestions of what to cover
include:
Annual Operating Plan/ExecutiveGoals
Trimester Reports
Accountability Agreement
Reporting at SLC
Executime
OfficeAdministrationand Finance
Note: Zoë will pass on most necessary information/items such as keys, phones, passwords, administration
and office procedures, etc. so this doesn’t need to be covered.
Describethe budget process and the financial accountability of your role.
Go through your annual budget and rationale. Explain each line.
Explain howto use your promo accounts and creditcards. Emphasizethe importanceof keeping
and submitting receipts.
Explain where you keep hard and soft copies of your files.
Providea tour of the office, highlightingrelevantfeatures (i.e. photocopier, stationary cabinet,mailboxes,
etc.).
Explain howto use Outlook calendar and its importanceto the organization (i.e.the staff need to know
where the Executive are duringthe work day).
Explain howtravel arrangements aremade and what the administrativeexpectations around travel are.
Describesome effective strategies for workingwith SU staff. Some points to cover should include:
What arebasic officeexpectations (i.e. professionalism,effective communication,dress code,
etc.)?
What do staff do vs. what do Executive do (i.e. the difference between governance and
operations)?
How and why you should lean on staff (i.e. use their expertise)?
What to do when you find yourself in conflictwith a member of the staff? What kinds of conflict
with staff have you encountered and how did you resolve it?
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ConnectingwithStudents
Discuss your involvementwith “out of office” or student consultation this year. Whatare the most
common issues or questions thatyou encountered? In your opinion,what is the most effective way to
connect with the student body?
Describethe relationship between Executives and faculty representatives. When itcomes to governance
work (SLC, committees), how do Executives work to keep elected officialsfocussed? How do the
Executive supportfaculty representative projects or advocacy efforts? Whatkinds of resources aremade
availableto supportfaculty representative initiatives? When do you get staff involved with elected official
projects? What arethe major challenges you encountered while workingwith elected officials(i.e.goal
setting)?
Explain the structure for evaluatingelected official goal achievement and its connection to their
honoraria.Whatelements of this system worked well? What do you think can be improved for next year?
The Perks
Note: Zoë will pass on all information related to pay and benefits, holidays, wellness days, winter break,
etc. so this doesn’t need to be covered.
Explain howto access and responsibly usethe following privileges:
Concert guest lists
VIP Den access
Explain the process for takingdays off (i.e. tell Zoë, send an email out to the relevant staff, enter it into
your calendar,reschedulethe meetings you can and ensure your responsibilities –such as chairing
committees – are taken care of by another Executive, etc.).
Media
Note: Specific media training will be provided to the incoming Executive in May.
Explain the process for dealingwith media calls (both from on-campus and external media). How does the
Communications department support you in speakingto the media?
Discuss your relationship with any media contacts. Who are they and what do they generally call you
about?
What SU area or kind of information is your portfolio responsiblefor,or is generally tasked with,
representing the SU/student viewpoint to the media on?
Wellbeing
Discuss thepressures,both positiveand negative, that are put on Executives. Whatare the most stressful
times of the year for the position? Sharesome of the strategies that you implemented (or wish you had
implemented) to ensure that you maintained a healthy work-lifebalanceand avoided burnout duringyour
term. These might include:
Askingfor help (i.e. delegating work to your staff)
Takingcare of your body (i.e. healthy diet, exercise, getting enough sleep, etc.)
Leaving work at work (i.e. not working24 hours a day, turningoff your phone, etc.)
Makingtime for your friends,family,hobbies,etc.
Talk about what you wish you had done differently duringyour term. What areyour biggest regrets and
why? What do know now that you wish you had known at the beginning of your term? If you could do
the year over again,what would you do differently?
What has been the most rewardingpart of your term? What are the most important lessons thatyou’ve
learned duringyour term and how do you think they will help you moving forward?