For the West Coast Transit marketing team were made and now your job is to present
the recommendation to your director. Surprisingly though, a directive is issued
informing management that only four people will be able to staff the team, which will of
course increase the pressure finalizing the selection.
Consider the vision for a successful West Coast Transit marketing team composed in
Topic 3. Narrow down the team selection to four individuals for presentation to the
director. Decide which strategies will be most effective for leading the agreed-upon
team. Compose a PowerPoint presentation (10-12 slides) with a justification for the team
selection and summary of the decision-making process that addresses the following:
1. Who are the four team members, and what was the primary reason each person
was selected?
2. What are the primary strengths of the team? What are its potential weaknesses?
How positive is the management team about the team's potential? Justify your
answers with evidence from "West Coast Transit Team Member Profiles."
3. What strategies will be most effective for motivating the team, managing
conflict, and ensuring its success? Cite specific motivational theories, conflict-
resolution strategies, and leadership strategies in your answer.
4. How difficult was it to come to a decision regarding team selection? Which
potential team member was most difficult to come to a consensus about? Why?
5. Justify how the selected team embodies the values of Conscious Capitalism how
the tenet of stakeholder orientation played a role in the team selection process.
6. Describe how value is created for each stakeholder, and in what ways will the
team positively impact the business as a whole?
7.
You are required to use at least three academic references to support your reasoning for
the team selection process.
_______________________________________________________________
_______________________________________________________________
Report Information from ProQuest
December 30 2016 18:48
_______________________________________________________________
30 December 2016 ProQuest
Table of contents
1. Social work perceptions of transformational and transactional leadership in health care............................ 1
Bibliography...................................................................................................................................................... 11
30 December 2016 ii ProQuest
Document 1 of 1
Social work perceptions of transformational and transactional leadership in health care
Author: Gellis, Zvi D
ProQuest document link
Abstract: Despite the resurgence of leadership research, few investigations have examined the association
between leadership behaviors and organizational performance in the social work field. The purpose of this study
Wa's to evaluate empirically a model that delineates two types of leadership processes, transformational and
transactional leadership, within socia ...
OD Final Paper Employee Engagement Interventi.docxcherishwinsland
OD Final Paper: Employee Engagement Intervention
Names of People in group here
OLPD 3640-002
Fall 2012
University of Minnesota
EMPLOYEE ENGAGEMENT INTERVENTION2
Employee engagement is a relatively new but extremely popular concept in organizational management and development and is considered an organization level change. Such strong interest is driven by claims that organizations looking to leverage employee engagement could ultimately observe fruitful, “bottom-line” results (Macey & Schneider, 2008, p. 3).
Note the inclusion of type of change in Yellow
This introduction does not need to be more than one paragraph. Note that each section only contains 1-2 sentences which is not considered complete, but you can see the kind of content that you might introduce into each section.
Purpose of Intervention
The purpose of employee engagement is to predict employee outcomes, success, and financial performance of organizations (Saks, 2006. Discuss how the intervention does this…
Assumptions of Intervention
A number of assumptions could be observed with regard to employee engagement. First, it is often expected that any engagement initiatives should be led, encouraged, and supported by the top management of the organization…
Expected Outcome of intervention
The importance of employee engagement has been widely recognized by both practitioners and researchers in organization development and management. For instance, Hewitt Associates stated they have established a compelling evidence to suggest that there is a strong relationship between engagement and profitability through higher productivity, increasing sales, customer satisfaction, and employee retention (as cited in Macey & Schneider, 2008)…
Organization Usage
North Shore LIJ Health System (States, 2008, as cited in Shuck, Rocco, & Albornoz, 2010) invested $10 million in training and development initiatives and encouraged their employees to pursue further education as part of their goal of raising the levels of engagement within the organization…
Primary theorists
No discussion of employee engagement would be complete without the inclusion of the work of William A. Kahn. Kahn’s (1990) qualitative study on engagement and disengagement is one of the most cited works in the current literature…
May, Gilson, and Harter (2004) also provided an excellent overview of the significance of engagement, stating that the opposite construct – disengagement – is central to employees’ lack of commitment and motivation and that meaningless work is related to apathy and detachment from one’s works. In these situations, individuals can be alienated from their self and restoring the meaningfulness of their work plays a pivotal role in motivating these employees and re-attaching them to their work…
Limitations of Employee Engagement as an Intervention
Current research on engagement points to a number of limitations. It seems to suggest that the literature on the topic comes by and large from practitioners’ point of.
The relationship between Transformational Leadership and Work Gr.docxoreo10
The relationship between Transformational Leadership and Work Group Performance
1.0 The Study Objective:
The study aims to examine the following research Hypothesis:
Transformational leadership positively predicts work group performance.
2.0 Theoretical Background
2.1 Transformational Leadership
Transformational leadership is defined as a process that changes and transforms people, and comprises an exceptional form of influence, resulting in the achievement of higher levels of performance amongst followers than previously thought possible (Bass, 1990). People who exhibit transformational leadership often have a strong idealised influence (charisma), as well as a strong set of internal values and ideas. In addition, they are effective at motivating followers in ways that promote the greater good, as opposed to their own self-interest (Bass, 1990; Bass & Avolio, 1994). Bass and Avolio (2000) identify five components of transformational leadership traits and behaviours, which are theoretically and empirically related (Avolio & Bass, 1995). Those components are:
a. Idealised influence (attributed) is the degree to which leaders behave in a charismatic way, which subsequently causes followers to admire, respect and trust them. Charismatic leaders excite, arouse and inspire their followers to the point that the relationship between the leader and the follower becomes one based on personal understanding, as opposed to one based on formal rules, regulations, rewards or punishments. The leader shares risk with followers, and is consistent in conducting with underlying values and principles. However, Bass (1985) considers charisma a necessary but not sufficient condition for transformational leadership.
b. Idealised influence (behavioural) refers to the charismatic actions of the leader, whereby followers transcend their self-interest for the sake of the organisation and accordingly develop a collective sense of mission and purpose.
c. Inspirational motivation refers to leaders’ behaviours to motivate those around them through the provision of meaning and the articulation of appealing visions. Inspirational leaders demonstrate self-determination and commitment to attain objectives and thereby achieve their vision. Such leaders provide an emotional appeal to increase awareness and an understanding of mutually desired goals amongst their followers.
d. Intellectual stimulation is the degree to which leaders stimulate their followers to think critically and to be innovative and creative. Such leaders do not criticise individual members’ mistakes; rather, they provide followers with challenging new ideas. As a result, followers become critical in their problem-solving and tend to have enhanced thought processes.
e. Individualised consideration is the degree to which leaders pay attention to followers’ needs, provide support and encouragement, act as mentors or coaches, and listen to followers’ concerns. A leader displaying individualised considera ...
DBA 7553, Human Resource Management 1 Course Learndrennanmicah
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt ...
DBA 7553, Human Resource Management 1 Course Learnalisondakintxt
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt ...
Module 4 - BackgroundOrganizational Structure and CultureNote A.docxclairbycraft
Module 4 - Background
Organizational Structure and Culture
Note: All Background and Module Home materials are required unless designated as optional or general reference.
Organizational Structure and Design
The way an organization is designed and structured can have significant effects on its members and its ability to execute its strategy. In this module we will try to understand those effects and analyze the behavioral implications of different organizational designs.
An organizational structure defines how job tasks are formally divided, grouped, and coordinated. According to Robbins and Judge (2014) managers need to address six key elements when they design their organization’s structure:
Work specialization
—the extent to which activities are subdivided into separate jobs.
Departmentalization
—the basis on which jobs will be grouped together.
Chain of command
—the people to whom individuals and groups report.
Span of control
—the number of individuals that a manager can direct efficiently and effectively.
Centralization and decentralization
—the locus of decision-making authority.
Formalization
—the extent to which there will be rules and regulations to direct employees and managers.
A simple, but classical, classification of organizational designs focuses on
mechanistic
versus
organic
design. The mechanistic design is characterized by extensive departmentalization, high formalization, a limited information network, and centralization. The organic design is characterized by low formalization, flat hierarchy and the use of cross-hierarchical and cross-functional teams, free flow of information, and decentralization. Each design has advantages and disadvantages. For example, a mechanistic design is good for keeping the costs of standardized products or services down, but it inhibits innovation and creativity. Read this short summary comparing mechanistic and organic organizational structures:
Mechanistic vs. Organic Organizational Structure: Contingency Theory (2014) BusinessMate.Org
http://www.businessmate.org/Article.php?ArtikelId=44
A more sophisticated look at organizational structure considers the different ways that work is organized and coordinated to best fit the organization’s mission and objectives. Common forms are divisional structures, functional structures, team-based or process structures, and flexible structures. The key learning here is that the structure selected should match the organization’s strategy—or it will be very difficult for the organization to be successful.
The following reading explains these different structures, reviews their advantages and disadvantages, and suggests the strategic considerations for when each should be used. Though this article is on the older side, it is still right on target.
Anand, N. & Daft, R. L. (2007). What is the right organizational design? Organizational dynamics, 36, 329-344. retrieved from
http://faculty.cbpp.uaa.alaska.edu/afgjp/PADM610/What%20is%20the%20Right%20Organi ...
DBA 7553, Human Resource Management 1 Course Learn.docxadkinspaige22
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
OD Final Paper Employee Engagement Interventi.docxcherishwinsland
OD Final Paper: Employee Engagement Intervention
Names of People in group here
OLPD 3640-002
Fall 2012
University of Minnesota
EMPLOYEE ENGAGEMENT INTERVENTION2
Employee engagement is a relatively new but extremely popular concept in organizational management and development and is considered an organization level change. Such strong interest is driven by claims that organizations looking to leverage employee engagement could ultimately observe fruitful, “bottom-line” results (Macey & Schneider, 2008, p. 3).
Note the inclusion of type of change in Yellow
This introduction does not need to be more than one paragraph. Note that each section only contains 1-2 sentences which is not considered complete, but you can see the kind of content that you might introduce into each section.
Purpose of Intervention
The purpose of employee engagement is to predict employee outcomes, success, and financial performance of organizations (Saks, 2006. Discuss how the intervention does this…
Assumptions of Intervention
A number of assumptions could be observed with regard to employee engagement. First, it is often expected that any engagement initiatives should be led, encouraged, and supported by the top management of the organization…
Expected Outcome of intervention
The importance of employee engagement has been widely recognized by both practitioners and researchers in organization development and management. For instance, Hewitt Associates stated they have established a compelling evidence to suggest that there is a strong relationship between engagement and profitability through higher productivity, increasing sales, customer satisfaction, and employee retention (as cited in Macey & Schneider, 2008)…
Organization Usage
North Shore LIJ Health System (States, 2008, as cited in Shuck, Rocco, & Albornoz, 2010) invested $10 million in training and development initiatives and encouraged their employees to pursue further education as part of their goal of raising the levels of engagement within the organization…
Primary theorists
No discussion of employee engagement would be complete without the inclusion of the work of William A. Kahn. Kahn’s (1990) qualitative study on engagement and disengagement is one of the most cited works in the current literature…
May, Gilson, and Harter (2004) also provided an excellent overview of the significance of engagement, stating that the opposite construct – disengagement – is central to employees’ lack of commitment and motivation and that meaningless work is related to apathy and detachment from one’s works. In these situations, individuals can be alienated from their self and restoring the meaningfulness of their work plays a pivotal role in motivating these employees and re-attaching them to their work…
Limitations of Employee Engagement as an Intervention
Current research on engagement points to a number of limitations. It seems to suggest that the literature on the topic comes by and large from practitioners’ point of.
The relationship between Transformational Leadership and Work Gr.docxoreo10
The relationship between Transformational Leadership and Work Group Performance
1.0 The Study Objective:
The study aims to examine the following research Hypothesis:
Transformational leadership positively predicts work group performance.
2.0 Theoretical Background
2.1 Transformational Leadership
Transformational leadership is defined as a process that changes and transforms people, and comprises an exceptional form of influence, resulting in the achievement of higher levels of performance amongst followers than previously thought possible (Bass, 1990). People who exhibit transformational leadership often have a strong idealised influence (charisma), as well as a strong set of internal values and ideas. In addition, they are effective at motivating followers in ways that promote the greater good, as opposed to their own self-interest (Bass, 1990; Bass & Avolio, 1994). Bass and Avolio (2000) identify five components of transformational leadership traits and behaviours, which are theoretically and empirically related (Avolio & Bass, 1995). Those components are:
a. Idealised influence (attributed) is the degree to which leaders behave in a charismatic way, which subsequently causes followers to admire, respect and trust them. Charismatic leaders excite, arouse and inspire their followers to the point that the relationship between the leader and the follower becomes one based on personal understanding, as opposed to one based on formal rules, regulations, rewards or punishments. The leader shares risk with followers, and is consistent in conducting with underlying values and principles. However, Bass (1985) considers charisma a necessary but not sufficient condition for transformational leadership.
b. Idealised influence (behavioural) refers to the charismatic actions of the leader, whereby followers transcend their self-interest for the sake of the organisation and accordingly develop a collective sense of mission and purpose.
c. Inspirational motivation refers to leaders’ behaviours to motivate those around them through the provision of meaning and the articulation of appealing visions. Inspirational leaders demonstrate self-determination and commitment to attain objectives and thereby achieve their vision. Such leaders provide an emotional appeal to increase awareness and an understanding of mutually desired goals amongst their followers.
d. Intellectual stimulation is the degree to which leaders stimulate their followers to think critically and to be innovative and creative. Such leaders do not criticise individual members’ mistakes; rather, they provide followers with challenging new ideas. As a result, followers become critical in their problem-solving and tend to have enhanced thought processes.
e. Individualised consideration is the degree to which leaders pay attention to followers’ needs, provide support and encouragement, act as mentors or coaches, and listen to followers’ concerns. A leader displaying individualised considera ...
DBA 7553, Human Resource Management 1 Course Learndrennanmicah
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt ...
DBA 7553, Human Resource Management 1 Course Learnalisondakintxt
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt ...
Module 4 - BackgroundOrganizational Structure and CultureNote A.docxclairbycraft
Module 4 - Background
Organizational Structure and Culture
Note: All Background and Module Home materials are required unless designated as optional or general reference.
Organizational Structure and Design
The way an organization is designed and structured can have significant effects on its members and its ability to execute its strategy. In this module we will try to understand those effects and analyze the behavioral implications of different organizational designs.
An organizational structure defines how job tasks are formally divided, grouped, and coordinated. According to Robbins and Judge (2014) managers need to address six key elements when they design their organization’s structure:
Work specialization
—the extent to which activities are subdivided into separate jobs.
Departmentalization
—the basis on which jobs will be grouped together.
Chain of command
—the people to whom individuals and groups report.
Span of control
—the number of individuals that a manager can direct efficiently and effectively.
Centralization and decentralization
—the locus of decision-making authority.
Formalization
—the extent to which there will be rules and regulations to direct employees and managers.
A simple, but classical, classification of organizational designs focuses on
mechanistic
versus
organic
design. The mechanistic design is characterized by extensive departmentalization, high formalization, a limited information network, and centralization. The organic design is characterized by low formalization, flat hierarchy and the use of cross-hierarchical and cross-functional teams, free flow of information, and decentralization. Each design has advantages and disadvantages. For example, a mechanistic design is good for keeping the costs of standardized products or services down, but it inhibits innovation and creativity. Read this short summary comparing mechanistic and organic organizational structures:
Mechanistic vs. Organic Organizational Structure: Contingency Theory (2014) BusinessMate.Org
http://www.businessmate.org/Article.php?ArtikelId=44
A more sophisticated look at organizational structure considers the different ways that work is organized and coordinated to best fit the organization’s mission and objectives. Common forms are divisional structures, functional structures, team-based or process structures, and flexible structures. The key learning here is that the structure selected should match the organization’s strategy—or it will be very difficult for the organization to be successful.
The following reading explains these different structures, reviews their advantages and disadvantages, and suggests the strategic considerations for when each should be used. Though this article is on the older side, it is still right on target.
Anand, N. & Daft, R. L. (2007). What is the right organizational design? Organizational dynamics, 36, 329-344. retrieved from
http://faculty.cbpp.uaa.alaska.edu/afgjp/PADM610/What%20is%20the%20Right%20Organi ...
DBA 7553, Human Resource Management 1 Course Learn.docxadkinspaige22
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
DBA 7553, Human Resource Management 1 Course Learn.docxgertrudebellgrove
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
APA citations and references. No plagiarismTo prepare for the We.docxfestockton
APA citations and references. No plagiarism
To prepare for the Week 8 Shared Practice, reflect on your professional experience with leaders with whom you have interacted as a follower, colleague, or supervisor. Consider the strengths and weaknesses these professionals had with regard to leadership and management skills. How well did they perform their roles as managers and as leaders?
Then, identify from your professional experience a leader with whom you have interacted as a follower, colleague, or supervisor that matches only one of the following descriptions:
· He or she is a good leader lacking effective managing skills.
· He or she is a good manager lacking effective leadership skills.
· He or she is an effective leader and manager.
· He or she is a neither a good leader nor manager.
Once you have identified a leader from your professional experience that matches one of the descriptions listed above, do the following:
With these thoughts in mind:
By Day 3
Post:
· Without giving the actual name of the leader you have selected, identify his or her strengths and weaknesses as a leader and as a manager. Then distinguish his or her leadership skills from his or her management skills.
· Provide an analysis of the effect he or she had on the business environment where you worked at the time.
Select and share two lessons this experience has taught you about how you will balance leadership and management skills in your current position or when you have the opportunity in future positions.
Instructions
For this assignment, you will create a PowerPoint presentation prescribing a human resource and technology change map. Your goal is to assess human resource recruitment, onboarding, performance review, learning and development, and relationship management as they relate to deploying a new customer relationship management (CRM) software for either Walmart or Amazon. You will focus specifically on employees working in a global customer support call center with one domestic and two international locations. For each element of the human resource phase, noted above, you may consider employee qualifications, abilities, education, and evaluation.
Since this is a significant change for an organization, you should address how appropriate Human Resource management practices can address this disruptive change. Your recommendations should address how the recommended solutions will help your selected organization to use the new CRM to reach its strategic goals better as they relate to the corporate mission and vision.
Length: 8-12 slides; 100-150 words for notes
References: Include at least 5 scholarly resources.
Your presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
O R I G I N A L ...
IN THIS ASSIGNEMT THE AIM IS TO TEST YOUR UNDERSTANDING IN THE APPLICATION OF ORGANIZATIONAL THEORIES THAT ARE RELATED TO HUMAN RESOURCE MANAGEMENT .THESE THEORIES CUTS ACROSS FROM NEOCLASSICAL CLASSICAL AND MODERN THEORIES SUCH AS CONTIGENCY THEORIEY. THERE HAS BEEN A RESEACH GOING ON TO WHETHER HUMAN RESOURCE HAS A KEY ROLE IN ORGANIZATIONAL PROCESS AS YOU READ THROUGH YOU WILL BE ABLE TO DISCOVER THE ASUMPTIONS AND FINDINGSHuman capital theory was initially well developed by Becker (1964) and it has
grown in importance worldwide because it focuses on education and training as
a source of capital. It is now widely acknowledged that one of the key
explanations for the rapid development of Asian countries in the 1970s and 80s is
high investment in human capital (Robert 1991; Psacharopolos & Woodhall 1997).
Human capital theory changes the equation that training and development are
‘costs the organisation should try to minimise’ into training and development as
‘returnable investments’ which should be part of the organisational investment
capitalThere is a growing body of knowledge stipulating that since an organisation
operates and thrives in a complex environment, managers must adopt specific
strategies which will maximise gains and minimise risks from the environment (Peter
& Waterman 1982; Scott 1992; Robbins 1992). In this premise, the theory contends
that there is no one best strategy for managing people in organisations. Overall
corporate strategy and the feedback from the environment will dictate the
optimal strategies, policies, objectives, activities and tasks in human resource
management.
Organisational change theory:
Gareth (2009: 291) defines organisational change as the process by which
organisations move from their present state to some desired future state to
increase their effectiveness. Organisations change in response to many
developments taking place in the internal and external environment such as
technology, policies, laws, customer tests, fashions and choices that influence
peoples’ attitudes and behaviour. These developments influence different
aspects of human resource management and in response, organisations have to
change the way organisational structure, job design, recruitment, utilisation,
development, reward and retention are managed (Hersay & Blanchard 1977;
Robbins 1992; Johns 1996). The organisational change theory suggests the
improvement of organisational change and performance by using diagnostic
tools appropriate for the development of effective change strategy in human
resource management.
Dr. Salvatore Falletta presented on Employee Engagement: Models, Methods & Madness to the SBODN community on Monday, September 12th 2011 at Citrix, a corporate sponsor to SBODN. Enjoy!
- SBODN Directors Jeff Richardson & Cherie Del Carlo
After reading the case study prepare Assignment One - Collecting I.docxcoubroughcosta
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
Analysis of the Human Resources Efficiency by the Use of Data Envelopment Ana...inventionjournals
One of the important issues in Islamic management is attracting the employees' attention to their strengths and weaknesses.Strong employee recognition and rewarding them, and thereby creating an incentive to improve their efficiency are among the leading causes of efficiency evaluation. The main objective of the current study is to investigate the factors and characteristics affecting the effectiveness of employee efficiency evaluation system. For this purpose, firstly the factors and indices effective on leadership and management of the organization managers will be investigated and then, a desired pattern for efficiency determination will be provided. The statistical population of the study primarily included the senior managers of the public sector.the measurement instrument of the study was a 95-question questionnaire which was formed by the researcher by the use of management and administration theories based on the previous studies, analyzed by the confirmatory factor analysis. The questionnaire validity was measured by Cronbach's alpha and the total test validity was calculated as 0.823. The factor analysis results indicated that 7 factors affect the organization managers' leadership and administration.For this purpose, by the use of available information and questionnaires, the input data were collected for 8 selected units for Data Envelopment Analysis (DEA) that regarding the input nature of the CCR model vector, the model was solved with three different approaches (definitive approaches, the definitive approaches with the fuzzy combination of the homogenous parameters, and the fuzzy approach with limited weights). By comparing the efficiency of different units and comparing their rankings in these three approaches, the efficient unit 5 and 6did well in terms of efficiency
Organizational Foundations
Please answer these
1.
A description of your selected organization’s mission, vision, and values.
2.
Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.
3.
In addition, discuss the organization’s culture and its climate, differentiating between the two.
4.
Explain why examining these matters is significant to your role as a nurse leader.
5.
Summary/Conclusion about Organizational Foundations.
*Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
*Make heading each question, so I need 5 headings that address the 5 questions above.
Organizational Foundations
As you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.
To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?
For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.
To prepare:
·
Review the information related to planning and decision making in health care organizations presented in the textbook,
Leadership Roles and Management Functions in Nursing: Theory and Application.
Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.
·
Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.
·
Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?
·
Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters?
Required Resources
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theo.
Running head TIME MANAGEMENT assessment1TIME MANAGEMENT ass.docxjenkinsmandie
Running head: TIME MANAGEMENT assessment
1
TIME MANAGEMENT assessment
2
Time Management Assessment
Student’s Name:
Course Title: Leadership in a Diverse Society
Professor’s Name:
Date:
Time Management Assessment
Time management is one of the most important traits effective leaders should possess. Unlike money which can be recovered by the use of alternative means, time is the most valuable since it is impossible to regain it once wasted. No single person has the power to stop, speed-up, or slow down time and, therefore, leaders should take great caution when managing their time. It is important for leaders to learn this skill to be effective in their leadership. Time management assessment enables leaders to examine how they spend their time and identify the various areas of their leadership that they need to improve on by implementing ways in which they can save time and stop wastage of time in their tasks.
Leaders should, however, be careful not to spend much time color-coding their duties, preparing time-saving spreadsheets or coming up with priority lists since they can end up in bad habits or wasting the time they are trying to save. After conducting a time management self-assessment, I scored 27 points which showed that there were some areas in leadership where I need to improve on. This research paper analyzes my time management self-assessment, the leadership theory that best describes my leadership style, and a comparison of management and leadership.
The self-assessment results on time management showed that my time management skills needed to be improved by looking into the suggestions provided in the time management assessment template. Most people lie between a score of 22 and 28 which shows that the individuals need to gather more skills in time management. Those who score between 30 and 36 are said to be excellent in their time management and are in a position to assist others to manage their time. A score of 20 and below would mean that the individuals are disorganized and need to prioritize the acquisition of time management skills. The assessment template provides suggestions on some of the skills effective leaders should possess.
Leadership Theories on Time Management
Leaders face challenges in managing their time and in most cases, they find themselves having too much work to do while the available time is so little or having so much time that makes them plan to do different tasks at a later date. There are several modern theories that can be used to help leaders get a solution for the ultimate problem of time management and enable them to be more effective. These include the Parkinson’s Law, the Pareto principle, and the Pickle Jar Theory. However, the Pickle Jar theory clearly describes my leadership style.
This theory demonstrates how somewhat unimportant duties easily consume much of individuals’ time and prevents them from satisfactorily attending to more important duties (Mulder, 2017). An illustration.
Required ResourcesTextLondon, M., & Mone, E. (2012).Leadership.docxsodhi3
Required Resources
Text
London, M., & Mone, E. (2012).Leadership for today and the future [Electronic version]. Retrieved from https://content.ashford.edu/
· Chapter 5: Leader Organization - attached
Recommended Resources
Articles
Gavetti, G. (2011). The new psychology of strategic leadership. Harvard Business Review, 89(7/8)118-125. Retrieved from https://hbr.org/
Prokesch, S. (2009). How GE teaches teams to lead change. Harvard Business Review, 87(1) 99-106. Retrieved from https://hbr.org/
Welter, C. (2014). Leadership lesson: Keeping strategic focus in a changing environment. (Links to an external site.)Links to an external site.Forbes. Retrieved from http://www.forbes.com/sites/johnkotter/2014/04/14/leadership-lesson-keeping-strategic-focus-in-a-changing-environment/
Each part must be a minimum of 250 words
Part 1:
Leading Organizational Change
As this week’s material points out, we are living in times of immense change. One of the essential tasks of an organization’s leadership is to lead organizations in a way that ensures that the entire organization is committed to the change and that support mechanisms are in place to sustain change. Research several online industries that are currently stressed by changing marketplaces and demographics: the newspaper and publishing Industries, entertainment media outlets, brick and mortar retail, and even campus bookstores.
· Choose an organization within one of the industries listed above, or one of your own choosing that is currently impacted by a changing marketplace.
· How would you apply Kotter’s eights steps toward leading change within that organization?
· Provide examples of the desired outcomes and support mechanisms you would utilize.
Cite your sources appropriately to include the recommended readings and the textbook.
Part 2:
Adaptive Leadership
Adaptive work is accomplished by finding a solution to seemingly intractable problems facing leaders; the solution is neither technical, nor obvious. As the material illustrates, leaders must motivate organization members to face demanding situations that arise from the organization’s own culture and values. Using the organization you chose within this week’s first discussion, analyze an adaptive challenge facing this organization.
· Describe the adaptive work that needs to be accomplished.
· Analyze your approach to resolving the problem. Be certain to include questions that would arise, and what trade-offs may be required in your analysis.
· Describe the desired outcome.
Cite your sources appropriately to include the recommended readings and the textbook.
4/10/2018 Print
https://content.ashford.edu/print/London.2728.16.1?sections=ch05,ch05introduction,sec5.1,sec5.2,sec5.3,sec5.4,sec5.5,sec5.6,sec5.7,ch05summary&content=conten
5 Leading Organizations
Learning Objectives
After reading this chapter, you should be able to
Explain three areas of focus for organization leaders: ef�iciency and process reliability, adaptation
and innov ...
One of the most common used risk management tools is the Incident Re.docxAKHIL969626
One of the most common used risk management tools is the Incident Reporting.
More recently, incident Reporting system incorporated computer technology that will provide information like:
1. Major incident category.
2. Early identification of patterns and trends in the "how" and "why" of untoward events.
3. Code vulnerability inductors.
Discuss the potential benefits to use this technology. There is any Limitation for the system? Explain.
.
One of the first anthropologists to examine religion in Africa was E.docxAKHIL969626
One of the first anthropologists to examine religion in Africa was Edward Evans-Pritchard in the early 1900's. You will explore what he learned about the Azande by watching the first 23 minutes of "
Strange Beliefs: Sir Edward Evans-Pritchard
".
Instructions:
When you are done watching the video answer the following questions by referring to specific information from the video, NOT outside sources:
How do the Azande people featured in the film explain unfortunate events and what do they do about it?
According to your textbook, what is religion and how would Azande religious beliefs be classified?
Do you think Azande beliefs are any more or less rational than other religious beliefs like Judaism, Christianity, Islam, or Buddhism?
.
More Related Content
Similar to For the West Coast Transit marketing team were made and now yo.docx
DBA 7553, Human Resource Management 1 Course Learn.docxgertrudebellgrove
DBA 7553, Human Resource Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise workflows and the role of job analysis.
1.1 Examine the organizational, environmental, and individual challenges with regard to workflow.
1.2 Explain the importance of job analysis with regard to organizational structure.
1.3 Summarize how work-flow analysis supports strategy and organizational structure.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Annotated Bibliography
1.2
Chapter 2
Unit I Annotated Bibliography
1.3
Chapter 2
Unit I Annotated Bibliography
Reading Assignment
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
Chapter 2: Managing Work Flows and Conducting Job Analysis
Unit Lesson
This unit of the course will cover strategic human resource management. In today’s workplace, it is key to
have human resources at the top management table to assist with long- and short-term goals for the
organization. Human resources is able to partner with top management at all intersections of an organization
to help develop strategies for human capital in order for the organization to meet its goals and objectives.
Effective strategic human resource management can help a company keep its competitive edge and
contribute to a healthy bottom line.
Strategic human resource management keeps
employee policies on target and current with regard
to the latest legal landscape for employees. It also
provides for important items, such as strategic
recruitment and hiring, proper employee training,
and development of a robust and diverse
workplace. These elements all contribute to building
and maintaining a healthy and successful
organization.
Strategic human resource management contributes
to dealing with various environmental challenges
that organizations may face today. For instance,
there is a rapid change in today’s world, so
companies must have the ability to be nimble in
response. As the pace of the world, in general,
UNIT I STUDY GUIDE
Strategic Human Resource Management, Managing
Workflows, and Conducting Job Analysis, Part I
Human resource management keeps employee policies on target
(Bialasiewicz, 2017)
DBA 7553, Human Resource Management 2
UNIT x STUDY GUIDE
Title
increases, stress can be a constant issue for employees. Human resource management can identify areas in
an organization where employee stress is an issue, and human resources can work with local managers to
identify ways to decrease it. Decreasing stress improves the work atmosphere, motivation, and productivity of
employees.
There are also issues of workplace diversity that strategic human resource management can address. The
ability to work with management to formulate strategies that can capitalize on the diversity of the employees
can create a healthy opportunity for growt.
APA citations and references. No plagiarismTo prepare for the We.docxfestockton
APA citations and references. No plagiarism
To prepare for the Week 8 Shared Practice, reflect on your professional experience with leaders with whom you have interacted as a follower, colleague, or supervisor. Consider the strengths and weaknesses these professionals had with regard to leadership and management skills. How well did they perform their roles as managers and as leaders?
Then, identify from your professional experience a leader with whom you have interacted as a follower, colleague, or supervisor that matches only one of the following descriptions:
· He or she is a good leader lacking effective managing skills.
· He or she is a good manager lacking effective leadership skills.
· He or she is an effective leader and manager.
· He or she is a neither a good leader nor manager.
Once you have identified a leader from your professional experience that matches one of the descriptions listed above, do the following:
With these thoughts in mind:
By Day 3
Post:
· Without giving the actual name of the leader you have selected, identify his or her strengths and weaknesses as a leader and as a manager. Then distinguish his or her leadership skills from his or her management skills.
· Provide an analysis of the effect he or she had on the business environment where you worked at the time.
Select and share two lessons this experience has taught you about how you will balance leadership and management skills in your current position or when you have the opportunity in future positions.
Instructions
For this assignment, you will create a PowerPoint presentation prescribing a human resource and technology change map. Your goal is to assess human resource recruitment, onboarding, performance review, learning and development, and relationship management as they relate to deploying a new customer relationship management (CRM) software for either Walmart or Amazon. You will focus specifically on employees working in a global customer support call center with one domestic and two international locations. For each element of the human resource phase, noted above, you may consider employee qualifications, abilities, education, and evaluation.
Since this is a significant change for an organization, you should address how appropriate Human Resource management practices can address this disruptive change. Your recommendations should address how the recommended solutions will help your selected organization to use the new CRM to reach its strategic goals better as they relate to the corporate mission and vision.
Length: 8-12 slides; 100-150 words for notes
References: Include at least 5 scholarly resources.
Your presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
O R I G I N A L ...
IN THIS ASSIGNEMT THE AIM IS TO TEST YOUR UNDERSTANDING IN THE APPLICATION OF ORGANIZATIONAL THEORIES THAT ARE RELATED TO HUMAN RESOURCE MANAGEMENT .THESE THEORIES CUTS ACROSS FROM NEOCLASSICAL CLASSICAL AND MODERN THEORIES SUCH AS CONTIGENCY THEORIEY. THERE HAS BEEN A RESEACH GOING ON TO WHETHER HUMAN RESOURCE HAS A KEY ROLE IN ORGANIZATIONAL PROCESS AS YOU READ THROUGH YOU WILL BE ABLE TO DISCOVER THE ASUMPTIONS AND FINDINGSHuman capital theory was initially well developed by Becker (1964) and it has
grown in importance worldwide because it focuses on education and training as
a source of capital. It is now widely acknowledged that one of the key
explanations for the rapid development of Asian countries in the 1970s and 80s is
high investment in human capital (Robert 1991; Psacharopolos & Woodhall 1997).
Human capital theory changes the equation that training and development are
‘costs the organisation should try to minimise’ into training and development as
‘returnable investments’ which should be part of the organisational investment
capitalThere is a growing body of knowledge stipulating that since an organisation
operates and thrives in a complex environment, managers must adopt specific
strategies which will maximise gains and minimise risks from the environment (Peter
& Waterman 1982; Scott 1992; Robbins 1992). In this premise, the theory contends
that there is no one best strategy for managing people in organisations. Overall
corporate strategy and the feedback from the environment will dictate the
optimal strategies, policies, objectives, activities and tasks in human resource
management.
Organisational change theory:
Gareth (2009: 291) defines organisational change as the process by which
organisations move from their present state to some desired future state to
increase their effectiveness. Organisations change in response to many
developments taking place in the internal and external environment such as
technology, policies, laws, customer tests, fashions and choices that influence
peoples’ attitudes and behaviour. These developments influence different
aspects of human resource management and in response, organisations have to
change the way organisational structure, job design, recruitment, utilisation,
development, reward and retention are managed (Hersay & Blanchard 1977;
Robbins 1992; Johns 1996). The organisational change theory suggests the
improvement of organisational change and performance by using diagnostic
tools appropriate for the development of effective change strategy in human
resource management.
Dr. Salvatore Falletta presented on Employee Engagement: Models, Methods & Madness to the SBODN community on Monday, September 12th 2011 at Citrix, a corporate sponsor to SBODN. Enjoy!
- SBODN Directors Jeff Richardson & Cherie Del Carlo
After reading the case study prepare Assignment One - Collecting I.docxcoubroughcosta
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
Analysis of the Human Resources Efficiency by the Use of Data Envelopment Ana...inventionjournals
One of the important issues in Islamic management is attracting the employees' attention to their strengths and weaknesses.Strong employee recognition and rewarding them, and thereby creating an incentive to improve their efficiency are among the leading causes of efficiency evaluation. The main objective of the current study is to investigate the factors and characteristics affecting the effectiveness of employee efficiency evaluation system. For this purpose, firstly the factors and indices effective on leadership and management of the organization managers will be investigated and then, a desired pattern for efficiency determination will be provided. The statistical population of the study primarily included the senior managers of the public sector.the measurement instrument of the study was a 95-question questionnaire which was formed by the researcher by the use of management and administration theories based on the previous studies, analyzed by the confirmatory factor analysis. The questionnaire validity was measured by Cronbach's alpha and the total test validity was calculated as 0.823. The factor analysis results indicated that 7 factors affect the organization managers' leadership and administration.For this purpose, by the use of available information and questionnaires, the input data were collected for 8 selected units for Data Envelopment Analysis (DEA) that regarding the input nature of the CCR model vector, the model was solved with three different approaches (definitive approaches, the definitive approaches with the fuzzy combination of the homogenous parameters, and the fuzzy approach with limited weights). By comparing the efficiency of different units and comparing their rankings in these three approaches, the efficient unit 5 and 6did well in terms of efficiency
Organizational Foundations
Please answer these
1.
A description of your selected organization’s mission, vision, and values.
2.
Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.
3.
In addition, discuss the organization’s culture and its climate, differentiating between the two.
4.
Explain why examining these matters is significant to your role as a nurse leader.
5.
Summary/Conclusion about Organizational Foundations.
*Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
*Make heading each question, so I need 5 headings that address the 5 questions above.
Organizational Foundations
As you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.
To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?
For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.
To prepare:
·
Review the information related to planning and decision making in health care organizations presented in the textbook,
Leadership Roles and Management Functions in Nursing: Theory and Application.
Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.
·
Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.
·
Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?
·
Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters?
Required Resources
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theo.
Running head TIME MANAGEMENT assessment1TIME MANAGEMENT ass.docxjenkinsmandie
Running head: TIME MANAGEMENT assessment
1
TIME MANAGEMENT assessment
2
Time Management Assessment
Student’s Name:
Course Title: Leadership in a Diverse Society
Professor’s Name:
Date:
Time Management Assessment
Time management is one of the most important traits effective leaders should possess. Unlike money which can be recovered by the use of alternative means, time is the most valuable since it is impossible to regain it once wasted. No single person has the power to stop, speed-up, or slow down time and, therefore, leaders should take great caution when managing their time. It is important for leaders to learn this skill to be effective in their leadership. Time management assessment enables leaders to examine how they spend their time and identify the various areas of their leadership that they need to improve on by implementing ways in which they can save time and stop wastage of time in their tasks.
Leaders should, however, be careful not to spend much time color-coding their duties, preparing time-saving spreadsheets or coming up with priority lists since they can end up in bad habits or wasting the time they are trying to save. After conducting a time management self-assessment, I scored 27 points which showed that there were some areas in leadership where I need to improve on. This research paper analyzes my time management self-assessment, the leadership theory that best describes my leadership style, and a comparison of management and leadership.
The self-assessment results on time management showed that my time management skills needed to be improved by looking into the suggestions provided in the time management assessment template. Most people lie between a score of 22 and 28 which shows that the individuals need to gather more skills in time management. Those who score between 30 and 36 are said to be excellent in their time management and are in a position to assist others to manage their time. A score of 20 and below would mean that the individuals are disorganized and need to prioritize the acquisition of time management skills. The assessment template provides suggestions on some of the skills effective leaders should possess.
Leadership Theories on Time Management
Leaders face challenges in managing their time and in most cases, they find themselves having too much work to do while the available time is so little or having so much time that makes them plan to do different tasks at a later date. There are several modern theories that can be used to help leaders get a solution for the ultimate problem of time management and enable them to be more effective. These include the Parkinson’s Law, the Pareto principle, and the Pickle Jar Theory. However, the Pickle Jar theory clearly describes my leadership style.
This theory demonstrates how somewhat unimportant duties easily consume much of individuals’ time and prevents them from satisfactorily attending to more important duties (Mulder, 2017). An illustration.
Required ResourcesTextLondon, M., & Mone, E. (2012).Leadership.docxsodhi3
Required Resources
Text
London, M., & Mone, E. (2012).Leadership for today and the future [Electronic version]. Retrieved from https://content.ashford.edu/
· Chapter 5: Leader Organization - attached
Recommended Resources
Articles
Gavetti, G. (2011). The new psychology of strategic leadership. Harvard Business Review, 89(7/8)118-125. Retrieved from https://hbr.org/
Prokesch, S. (2009). How GE teaches teams to lead change. Harvard Business Review, 87(1) 99-106. Retrieved from https://hbr.org/
Welter, C. (2014). Leadership lesson: Keeping strategic focus in a changing environment. (Links to an external site.)Links to an external site.Forbes. Retrieved from http://www.forbes.com/sites/johnkotter/2014/04/14/leadership-lesson-keeping-strategic-focus-in-a-changing-environment/
Each part must be a minimum of 250 words
Part 1:
Leading Organizational Change
As this week’s material points out, we are living in times of immense change. One of the essential tasks of an organization’s leadership is to lead organizations in a way that ensures that the entire organization is committed to the change and that support mechanisms are in place to sustain change. Research several online industries that are currently stressed by changing marketplaces and demographics: the newspaper and publishing Industries, entertainment media outlets, brick and mortar retail, and even campus bookstores.
· Choose an organization within one of the industries listed above, or one of your own choosing that is currently impacted by a changing marketplace.
· How would you apply Kotter’s eights steps toward leading change within that organization?
· Provide examples of the desired outcomes and support mechanisms you would utilize.
Cite your sources appropriately to include the recommended readings and the textbook.
Part 2:
Adaptive Leadership
Adaptive work is accomplished by finding a solution to seemingly intractable problems facing leaders; the solution is neither technical, nor obvious. As the material illustrates, leaders must motivate organization members to face demanding situations that arise from the organization’s own culture and values. Using the organization you chose within this week’s first discussion, analyze an adaptive challenge facing this organization.
· Describe the adaptive work that needs to be accomplished.
· Analyze your approach to resolving the problem. Be certain to include questions that would arise, and what trade-offs may be required in your analysis.
· Describe the desired outcome.
Cite your sources appropriately to include the recommended readings and the textbook.
4/10/2018 Print
https://content.ashford.edu/print/London.2728.16.1?sections=ch05,ch05introduction,sec5.1,sec5.2,sec5.3,sec5.4,sec5.5,sec5.6,sec5.7,ch05summary&content=conten
5 Leading Organizations
Learning Objectives
After reading this chapter, you should be able to
Explain three areas of focus for organization leaders: ef�iciency and process reliability, adaptation
and innov ...
One of the most common used risk management tools is the Incident Re.docxAKHIL969626
One of the most common used risk management tools is the Incident Reporting.
More recently, incident Reporting system incorporated computer technology that will provide information like:
1. Major incident category.
2. Early identification of patterns and trends in the "how" and "why" of untoward events.
3. Code vulnerability inductors.
Discuss the potential benefits to use this technology. There is any Limitation for the system? Explain.
.
One of the first anthropologists to examine religion in Africa was E.docxAKHIL969626
One of the first anthropologists to examine religion in Africa was Edward Evans-Pritchard in the early 1900's. You will explore what he learned about the Azande by watching the first 23 minutes of "
Strange Beliefs: Sir Edward Evans-Pritchard
".
Instructions:
When you are done watching the video answer the following questions by referring to specific information from the video, NOT outside sources:
How do the Azande people featured in the film explain unfortunate events and what do they do about it?
According to your textbook, what is religion and how would Azande religious beliefs be classified?
Do you think Azande beliefs are any more or less rational than other religious beliefs like Judaism, Christianity, Islam, or Buddhism?
.
One of the most important concepts in clinical practice and group wo.docxAKHIL969626
One of the most important concepts in clinical practice and group work is confidentiality. All members of the group sign an informed consent form in order to address the rules and parameters of the group sessions. The rules regarding confidentiality are stated in one section of the form. Although every member must sign this agreement, ensuring that all information shared in the group remains confidential can be difficult. As the group leader, the clinical social worker is responsible for developing strategies so that all members feel safe to share.
For this Discussion, review the “Working With Groups: Latino Patients Living With HIV/AIDS” case study.
By Day 3
Post
strategies you might prefer to use to ensure confidentiality in a treatment group for individuals living with HIV/AIDS. Describe how informed consent addresses confidentiality in a group setting. How does confidentiality in a group differ from confidentiality in individual counseling? Also, discuss how you would address a breach of confidentiality in the group.
Required Readings
Plummer, S.-B., Makris, S., & Brocksen, S. M. (Eds.). (2014).
Social work case studies: Concentration year
. Baltimore, MD: Laureate International Universities Publishing [Vital Source e-reader].
“Working With Groups: Latino Patients Living With HIV/AIDS” (pp. 39–41)
Toseland, R. W., & Rivas, R. F. (2017). An introduction to group work practice (8th ed.). Boston, MA: Pearson.
Chapter 11, “Task Groups: Foundation Methods” (pp. 336-363)
Chapter 12, “Task Groups: Specialized Methods” (pp. 364–395)
Himalhoch, S., Medoff, D. R., & Oyeniyi, G. (2007). Efficacy of group psychotherapy to reduce depressive symptoms among HIV-infected individuals: A systematic review and meta-analysis.
AIDS Patient Care and STDs,
21
(10), 732–739
Lasky, G. B., & Riva, M. T. (2006). Confidentiality and privileged communication in group psychotherapy.
International Journal of Group Psychotherapy
,
56
(4), 455–476.
Toseland, R. W., & Rivas, R. F. (2017).
An introduction to group work practice
(8th ed.). Boston, MA: Pearson.
Chapter 1, “Introduction” (pp. 1–42)
Chapter 2, “Historical and Theoretical Developments” (pp. 45–66)
Working With Groups:
Latino
Patients Living
WithHIV/AIDS
The support group discussed here was created to address the unique needs of a vulnerable population receiving services at an outpatient interdisciplinary comprehensive care center. The center’s mission was to provide medical and psychosocial services to adult patients living with HIV/AIDS (PLWH). Both patients and providers at the center expressed a need for a group to address the needs of the center’s Latino population. At the time the group was created, 36% of the center’s population identified as Latino, and 25% of this cohort identified Spanish as their primary language. The purpose of the group was twofold: 1) to reduce the social isolation felt by Latino patients at the center and 2) to create a culturally sensitive environm.
One function of a leader is to provide the vision for the organizati.docxAKHIL969626
One function of a leader is to provide the vision for the organization that they lead. Being a role model and leading the way forward are important aspects of leadership.
If you were leading an Internet retailer or another organization that involves innovative technology and organizational flexibility, describe the process that you would use to create a vision for the organization.
How would you get the employees involved in the vision?
Describe how the process would differ between an Internet retailer and a brick and mortar retailer.
.
One could argue that old-fashioned attitudes regarding gender and t.docxAKHIL969626
One could argue that old-fashioned attitudes regarding gender and "traditional" gender roles are becoming obsolete. In many parts of the world women head major corporations and hold high positions of power—positions historically seen as being of the male domain. In turn, many men freely choose to be "stay-at-home-dads" or enter professions that were once considered to be "feminine." Naturally, our contemporary views of gender and gender roles illustrate the social progress we have made as one human culture.
Yet, prehistoric and ancient works of art tell a different story—one that reinforces old-fashioned gender roles (and maybe for good reason). Prehistoric and ancient representations of gender illustrate the social norms of their periods. Naturally, these works of art were produced by people whose lives and values were quite different from ours. Yet, the views of gender presented by these works of art are, despite our contemporary sensibilities, are still very recognizable.
Write an essay that analyzes the representation of gender and gender roles as seen in
Woman of Willendorf
(prehistoric: c. 25,000–20,000 B.C.E.) and
Kouros
/
Statue of Standing Youth
(ancient Greece: c. 580 B.C.E.).
.
One of the hallmarks of qualitative research is writing detailed obs.docxAKHIL969626
One of the hallmarks of qualitative research is writing detailed observations when collecting data. For this assignment, take a notebook with you to a public setting where social interaction takes place (restaurant, public library, public park, shopping mall, airport, etc.). Observe for an hour, then write up your notes into a descriptive vignette, looking for patterns in events and actions.
Observe as though you are a stranger in a new country, trying to make sense of the action around you. Describe how things look, smell, sound, feel, etc. Be as descriptive as possible. Write up your observations into a vignette with the intention of having readers feel as though they are in the environment you choose to observe. Do not be shy to talk to people and ask what they are doing for more information.
REMEMBER to concentrate on observing the
context
only (NO PERSONAL OPINIONS)! This paper should be no longer than 3 pages double-spaced. There is going to be follow-up with this assignment in Module 8.
Assignment Specifics:
· Student will write a 3 double-spaced reflective paper.
· Citations from any of the required reading/presentations from the assigned module
· APA format
.
One of the three main tenants of information security is availabilit.docxAKHIL969626
One of the three main tenants of information security is availability. It is also one of the least thought about. Explain the importance of availability? Do you believe it should be more important than the other two tenants (confidentiality/integrity)? Why is it important to know the value of your data when it comes to availability?
Requirements:
Initial posting by Wednesday
Reply to at least 2 other classmates by Sunday (Post a response on different days throughout the week)
Provide a minimum of 3 references on the initial post and on any response posts.
Proper APA Format (References & Citations)/No plagiarism
.
One of the challenges in group problem solving is identifying the ac.docxAKHIL969626
One of the challenges in group problem solving is identifying the actual problem. Often as a group, we try to fix the symptoms of the problem instead of the actual problem. Review the attached scenario. Identify the problem, write a problem statement, and explain why you believe the problem you identified is not a symptom but the actual root cause.
*Post must be 200 to 250 words
*Answer must be clear, concise and straight forward
* PE is attached
.
One is the personal plot that unfolds around the relationships betwe.docxAKHIL969626
One is the personal plot that unfolds around the relationships between the characters—O thello, Iago, Desdemona, Cassio, Rodrigo, and Emelia. The other plot is the more public one in which Venice is at war with the Turks. How do these plots intersect, and do they overlap in terms of some of the main themes of the play? For instance, don’t overlook the line in Act I, iii, regarding where the Turks are headed in their ships—“or this cannot be, by no assay of reason: 'tis a pageant,to keep us in false gaze.”
.
One and half pagesimple, noplagarism Title page, abstr.docxAKHIL969626
One and half page
simple, noplagarism
Title page, abstract, table of contents, list of figures, list of tables are all
not required
in the discussion forums. All other aspects of
APA (citations, list of references, correct spacing & formatting, etc.)
are
required to receive full credit
You must
engage
(not just agree, disagree, or repost you own posting) at least two of your classmates in the discussions each week to receive full credit
Each question should be researched and supported with some peer reviewed sources other than or in addition to your textbook
Discussion posts are assessed on a rubric with equal weight given to 5 assessable items: Comprehension, Timeliness, Engagement, Critical Thinking, and APA/Mechanics
Digital Forensics
There are three primary goals with digital forensics:
Collect electronically stored information in a sound, defensible manner,
Analyze the results of the collections, and
Present the findings either in formal legal proceedings or less formally to inform a client.
Electronic evidence can be short-lived and fragile. It needs to be collected in a defensible, methodological manner to preserve it accurately, and to withstand scrutiny in legal proceedings. (chain of custody)
Electronic evidence can be highly probative, both as it appears to users, and behind the scenes. There is a lot of information that a computer user never sees (e.g. metadata, logs, registry entries). This behind-the-scenes evidence may provide a wealth of information about who did what when and where. Forensic analysts are trained to preserve, collect and interpret this kind of evidence.
Some digital files can be recovered, even if a user has tried to delete them.
Locate a famous case where digital forensics played a role, and share it with the class. Discuss how digital forensics was critical in cracking the case. Examples are listed below, but
you can’t use them – find your own.
Famous cases cracked with digital forensics
Be it a text message, Google searches or GPS information, a person’s digital footprint can provide plenty of ammunition in the courtroom. Here are a few cases where digital forensics played a critical role in bringing about justice
.
1. The BTK Killer, Dennis Rader
Perhaps the most famous case to be solved through digital forensics is that of
the BTK Killer Dennis Rader
, with “BTK” referring to his MO of “bind, torture and kill.” Rader enjoyed taunting police during his killing sprees in Wichita, KS. But this also proved to be his fatal flaw. A floppy disk Rader sent to police revealed his true identity. He was soon arrested, pled guilty and was put behind bars for life, much to the relief of his long-terrorized community.
2. Dr. Conrad Murray’s lethal prescriptions
Another recent case solved with digital forensics was that of
Dr. Conrad Murray, personal physician of Michael Jackson
. Digital forensics played a crucial role in the trial. After Jackson passed away unexpectedly in 20.
One 750 - word essay exploring an art historical issue presented in .docxAKHIL969626
One 750 - word essay exploring an art historical issue presented in the class.(following file)
The file is 6 pages long. write a reaction and add some of the own thinking.
The file preview
The Combahee River Collective Statement
Combahee River Collective
We are a collective of Black feminists who have been meeting ...........
.
One of the most interesting items in the communication realm of orga.docxAKHIL969626
One of the most interesting items in the communication realm of organization management is the informal grapevine. The informal grapevine has the capacity to undermine the official communication function of a criminal justice organization.
Discuss what a grapevine is and the best methods to counteract it.
.
One of the most important filmmakers of the twentieth centur.docxAKHIL969626
One of the most important filmmakers of the twentieth century to release such popular films such as Ferris Bueller’s Day Off, and The Breakfast Club was someone by the name of John Hughes. Born February 18 in 1950, he sadly died 11 years ago due to a heart attack. Brought up in Michigan, John Hughes started off by creating jokes for already famous comedians. He then began to capture the interest of adolescents in the 1980’s with his work. Movies such as The Breakfast Club;Sixteen Candles;Ferris Bueller's Day Off;Plane, Trains, and Automobiles; and Home Alone gained a huge amount of popularity over time. These movies usually ended in a good way but not without a struggle along the way.
One of John Hughes most popular film’s, titled The Breakfast club takes place in a school library setting as the main 5 students are tasked with learning and understanding each other. Understanding their dislikes for teachers, parents, as well as going through the peer pressure of their respective social groups. This film highly resembles Hughes' work as it reaches toward the best of society with all different types of popular culture which explains why the movie takes place in a library, with the students surrounded by art, books, and statues.
Hughes was very well known as being the king of highschool movies. All of his work dealt with teenagers and the issues they dealt with. Ferris Bueller
Ferris Buellers was one of Hughes' first comedies, and it is the most original movie about high school that has ever been made. There wasn't a movie like it before it was made, and since many attempts have been made to recapture what Ferris Buellers brought to the table. Unfortunately, that is impossible. A big part of Ferris Bueller's magic was the originality of Hughes' vision. He looked at teenagers and high school life from a completely new perspective. Hughes created a world where everything worked out for the hero, and everyone can identify with that.
.
One of the ways businesses provide secure access to their networ.docxAKHIL969626
One of the ways businesses provide secure access to their network (or a subset of their network) to remote (or mobile) users is to use virtual private networks (VPNs). VPNs allow users to connect securely (over an encrypted link) to a network. For this discussion:
Define the term virtual private network
Discuss the goal(s) of a VPN
Describe different types of VPNs (hardware or software based)
Discuss how the use of a VPN may support BYOD (bring your own device)
List several commonly available (open source) VPNs
Describe best practices for using a VPN
300 Words NO Plagiarism
.
On Stretching Time (250 Words)The given paradigms by which we.docxAKHIL969626
On Stretching Time (250 Words)
“The given paradigms by which we are to understand and use academic freedom isolate utterances and individuals to insist that the contexts that matter are professional and institutional. But if we stretch time, the potent context of modern nationalism/settler colonialism becomes strongly palpable.”
Kandice Chuh argues that it is imperative for us to “stretch time”: to be able to place utterances and individuals in the academic context in the broader context of modern nationalism and settler colonialism. What is something someone can only understand about you by bringing in a larger context? Write that, and also the larger context needed to understand.
.
On the evening news, social media and even in conversation, do you f.docxAKHIL969626
On the evening news, social media and even in conversation, do you feel that noting where data and other vital information being shared came from could alleviate confusion, frustration and "gossip"? If so, where should we draw the line? Do you trust what others discuss with you? Or do you "fact check"?
.
On p. 98-99 of Music and Capitalism, Tim Taylor writes, The.docxAKHIL969626
On p. 98-99 of
Music and Capitalism,
Tim Taylor writes, “These and other Western star musicians employ other common discourses about the musicians with whom they worked and the musics they appropriated or collaborated with. The dominant ideology and discourse are that non-Western musics are a kind of natural resource that is available for the taking, though these acts of appropriation are frequently tempered by the Western star’s appearance alongside the non-Western musicians in publicity photographs, on recordings, and in liner notes.”
Review your notes from class about important words, or look these up as necessary: discourse, appropriation, collaboration, ideology
Then, write a response that does the following:
Explain: what does this quotation mean in your own words?
How does the
Graceland
example fit in with what Tim Taylor is talking about here
?
Think of another time that musicians with different power positions are part of a musical performance or recording (you can use one in the chapter, like
Buena Vista Social Club, Deep Forest,
“The Lion Sleeps Tonight,” “Return to Innocence,” “El Condor Pasa,” or
Talking Timbuktu
, or one not in the reading that interests you). Describe the relationship between the musicians, and argue whether you think the album/performance is appropriation, collaboration, sampling, or something else. If the artists have different positionalities in terms of race, gender, and/or country of origin, comment on the effect this has. Give your opinion on ethical questions raised in this particular situation.
Your response should be about 3-5 paragraphs (minimum 12 sentences) in length. For part c, you will need to reference and cite an additional source (i.e. web site, album, academic source, news article, etc.)
.
On 1 January 2016, the 17 Sustainable Development Goals (SDGs) o.docxAKHIL969626
On 1 January 2016, the 17 Sustainable Development Goals (SDGs) of the 2030 Agenda for Sustainable Development — adopted by world leaders in September 2015 at an historic UN Summit — officially came into force. These goals address every topic of concern we have discussed this semester. Over the coming decade, it's the hope of UN member nations (which includes the U.S.) that the SDGs will universally be applied to all, countries will mobilize efforts to end all forms of poverty, fight inequalities and tackle climate change, while ensuring that no one is left behind.
With the SDGs as your reference, answer these questions:
Are any of the 17goals from the UN website particularly unrealistic—describe, in detail, why you think so (or not).
Which of the 17 goals do you believe is the highest priority for the world and why? Cite specific examples from class content, discussions and assessments.
.
On September 11, 2001 the U.S. changed forever. While the U.S. had s.docxAKHIL969626
On September 11, 2001 the U.S. changed forever. While the U.S. had suffered attacks before, nothing to this scale and magnitude. The attacks were aimed at highly populated areas (NYC) and homes for the government and armed forces (Washington, D.C. and the Pentagon). The World Trade Centers were an ideal target for their height and location. For your own post, consider vulnerable populations. What constitutes vulnerability in populations living in disaster prone areas? Consider NYC, these attacks were neither the first nor the last attacks NYC has suffered. Why is NYC such a hub for terrorist attacks? Try considering other areas, other than NYC, and provide an example from a recent disaster. Unfortunately, there are many. You can discuss man-made disasters or natural disasters.
250 Words
.
On January 28, 1986, the Space Shuttle Challenger was destroyed upo.docxAKHIL969626
On January 28, 1986, the Space Shuttle Challenger was destroyed upon launch from Cape Canaveral, Florida killing all seven astronauts on board. Conduct a literature and an Internet search on the topics of the Challenger disaster and groupthink. Then, discuss how groupthink might have created decision-making problems for NASA and its booster contractor. Cite at least two sources in your answer.
250 words and list references
.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
For the West Coast Transit marketing team were made and now yo.docx
1. For the West Coast Transit marketing team were made and now
your job is to present
the recommendation to your director. Surprisingly though, a
directive is issued
informing management that only four people will be able to
staff the team, which will of
course increase the pressure finalizing the selection.
Consider the vision for a successful West Coast Transit
marketing team composed in
Topic 3. Narrow down the team selection to four individuals for
presentation to the
director. Decide which strategies will be most effective for
leading the agreed-upon
team. Compose a PowerPoint presentation (10-12 slides) with a
justification for the team
selection and summary of the decision-making process that
addresses the following:
1. Who are the four team members, and what was the primary
reason each person
was selected?
2. What are the primary strengths of the team? What are its
potential weaknesses?
How positive is the management team about the team's
potential? Justify your
answers with evidence from "West Coast Transit Team Member
Profiles."
3. What strategies will be most effective for motivating the
team, managing
conflict, and ensuring its success? Cite specific motivational
2. theories, conflict-
resolution strategies, and leadership strategies in your answer.
4. How difficult was it to come to a decision regarding team
selection? Which
potential team member was most difficult to come to a
consensus about? Why?
5. Justify how the selected team embodies the values of
Conscious Capitalism how
the tenet of stakeholder orientation played a role in the team
selection process.
6. Describe how value is created for each stakeholder, and in
what ways will the
team positively impact the business as a whole?
7.
You are required to use at least three academic references to
support your reasoning for
the team selection process.
_____________________________________________________
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3. Table of contents
1. Social work perceptions of transformational and transactional
leadership in health care............................ 1
Bibliography...........................................................................
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30 December 2016 ii ProQuest
Document 1 of 1
Social work perceptions of transformational and transactional
leadership in health care
Author: Gellis, Zvi D
ProQuest document link
Abstract: Despite the resurgence of leadership research, few
investigations have examined the association
between leadership behaviors and organizational performance in
the social work field. The purpose of this study
Wa's to evaluate empirically a model that delineates two types
of leadership processes, transformational and
transactional leadership, within social work practice as
measured by the Multifactor Leadership Questionnaire.
Links: Linking Service
Full text: Headnote
Despite the resurgence of leadership research, few
investigations have examined the association between
leadership behaviors and organizational performance in the
social work field. The purpose of this study was to
evaluate empirically a model that delineates two types of
4. leadership processes, transformational and
transactional leadership, within social work practice as
measured by the Mutfifador Leadership Questionnaire.
The model was tested with a sample of 187 clinical social
workers employed in hospitals. Results indicated that
all five transformational factors and one transactional factor
were significantly correlated with leader outcomes
of effectiveness, satisfaction, and extra effort. Implications for
social work practice are provided.
Headnote
Key words. clinical social workers; effectiveness; leadership;
transaction; transformational
Little empirical attention has been given in the social work
literature to the concepts of leadership and
organizational performance (Malka, 1989; Patti, 1987).
Researchers have emphasized that investigation of
management characteristics and behavior constitutes a critical
area for social work (Gummer, 1995; Hasenfeld
&Schmid, 1989; Malka, 1989). Others have called for expanded
training in leadership practice in schools of
social work (Brilliant, 1986; Patti, 1987).
Bargal and Schmid (1989) reviewed the management literature
and suggested such themes as transformational
leadership, vision and strategy, and organizational culture to be
useful to the social work field. They stated that
there has been a "changing paradigm in research on
organizations ... and these themes represent holistic and
interdisciplinary approaches to understanding leadership
approaches" (p. 52).
At a theoretical level, transformational leadership has the
potential to be instructive to the social work field
(Gummer, 1995). Therefore, this research investigated social
workers' perceptions of the degree to which their
managers practice transformational leadership, and of leader
attitudes and behaviors that social workers
associate with organizational effectiveness. No previous studies
5. have been identified that extend the theory of
transformational leadership in the social work and health field.
Rarely have models of leadership practice been advanced in
social welfare (Ezell, Menefee, &Patti, 1989). Berg
(1980) developed a "proactive"-"reactive" model of leadership
style. In this model, proactive leaders are
associated with attributes of risk taking, innovation, and
change, whereas reactive leaders are depicted as
maintaining the status quo and avoiding risk taking and change.
Ezell et al. described a model of social work
administration whereby managerial behaviors produced or
enhance desired client outcomes.
Austin (1989) stated that the appropriate behavioral model for
the human services was "interactive leadership."
This model emphasized the pattern of personal interaction
between the manager and other staff in the
organization, using a problem-solving approach within
participatory groups. Hasenfeld and Schmid (1989)
described a life cycle model of social services organizations
from a management perspective incorporating
concepts such as transactional, management by exception, and
transformational leadership within their stages
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of maturation and elaboration.
Existing social work studies on leadership have numerous
methodological limitations. Some lack adequate
samples and do not rely on systematic observations of
leadership behavior, whereas others lack operational
definitions of leadership practice (Malka, 1989; Wernet
&Austin, 1991). Other studies rely on the reporting and
perception of a small number of respondents (Jansson
&Simmons, 1986). Also, inadequate attention is paid to
issues of reliability and validity of measurement instruments
(Wernet &Austin, 1991).
Relevant literature informative to social work examines
leadership in teams and organizations (Bass, 1985;
Bass &Avolio, 1994; Bennis &Nanus, 1985; Gummer, 1997).
New research strands in the organizational field
have been developed and have focused on transformational
leadership (Bass, 1985) and the related concepts
of charismatic (Conger &Kanungo, 1988) and inspirational
leadership (Bennis &Nanus, 1985).
TRANSFORMATIONAL LEADERSHIP THEORY
Bass's (1985) theory of transformational leadership was
developed from Burns's (1978) thesis of transactional
and transformational political leaders. In transactional
leadership, leader-follower relationships are based on a
series of exchanges between them. Bass's (1985) research has
identified two factors composing transactional
leadership. First, contingent reward leadership is viewed as an
active and positive exchange between leaders
and followers whereby followers are rewarded for
accomplishing agreed-on objectives. Conversely, leaders also
can transact actively or passively with followers by focusing on
mistakes, delaying decisions, or avoiding
7. situations until problems arise. Bass refers to such behavioral
exchanges as management by exception (Hater
&Bass, 1988).
Bass and his colleagues stated that the essence of
transformational leadership is to produce organizational
change through its emphasis on new values, and a vision of the
future, which transcends the status quo (Bass
&Avolio, 1994). A central argument of Bass's (1985) theory is
that transformational leadership goes beyond
transactional behaviors by developing intellectually stimulating
and inspiring followers to put aside their own
interests for a collective (team, unit) purpose. Bass described
transformational leadership as comprising four
conceptually distinct factors: (1) charisma (idealized influence
attributes and behaviors), (2) intellectual
stimulation, (3) individual consideration, and (4) inspirational
motivation. Charisma refers to the leader's ability
to arouse devotion and articulate a vision through personal
dynamics such as self-confidence and emotional
appeal, for subordinates to identify with and develop higher
order goals, and instill respect and loyalty for the
leader. The charisma factor is separated into idealized behaviors
and attributes (Bass &Avolio, 1997).
Intellectual stimulation refers to the leader's ability to
understand and solve problems in novel ways, to "break
with the past." Individual consideration refers to the leader's
ability to treat each subordinate with care and
concern (Bass, 1985). Inspirational motivation orients
subordinates toward action, building confidence, and
inspiring belief in a cause.
An understanding of transformational leadership is necessary to
account for the extraordinary efforts often
exerted by followers. In contrast to transactional leaders,
transformational leaders attempt to elevate follower
needs to higher levels, try to develop followers into leaders, and
attempt to bring about changes in the culture of
8. the organization. Although transactional and transformational
leaders are two distinct types, characteristics of
both can be found to differing degrees in the same individual
(Bass &Avolio, 1990).
Bass (1985) stated that transformational leadership would result
in followers performing beyond expected levels
of performance as a consequence of the leader's influence.
Specifically, followers' level of extra effort may be
due, in part, to their commitment to the leader, their intrinsic
work motivation, their level of development, or their
sense of purpose that drives them to excel beyond ordinary
limits. By delineating a vision and shared values,
transformational leaders can help units and teams maximize
performance. Moreover, teams more open to
innovation and risk taking may be more conducive to
transformational leadership (Bass &Avolio, 1990). Bass
also claimed that transformational behaviors could be learned in
organizations.
QUANTITATIVE STUDY
30 December 2016 Page 2 of 11 ProQuest
The purpose of the study was to evaluate empirically the nature
of leader-follower interactions as
conceptualized by Bass (1985), on the basis of social worker's
views of their leader. The objectives were to
determine the degree to which social work managers were
perceived to use transformational and transactional
leadership behaviors and to identify which leader behaviors
were best able to predict social work leader
effectiveness, satisfaction with the leader, and extra effort by
hospital social workers. This study was part of a
larger project examining the psychological well-being of
hospital social workers in a period of health care
9. reform.
Respondents
Participants in this study included 234 social workers recruited
from 26 hospitals located in a large urban setting
with a population of 2.5 million. A pilot survey was conducted
in one nonparticipating hospital to ensure that the
research instrument was interpretable, and to discover whether
any difficulties would arise in its administration
with the sample. Minor wording changes were made where
necessary in the original instrument to clarify the
intent of each item. For example, "social worker" was
substituted for "subordinates."
A cross-sectional survey design was used. Data were collected
by a single questionnaire. The hospitals
contributing to the sample were very diverse in their size and
included 10 academic teaching hospitals and 16
community hospitals. Participants received the questionnaire
and consent form, with a cover letter, in person at
their workplace. The researchers were present in the hospitals at
prearranged times to answer questions about
the study and ensure confidentiality. No identifying information
was requested on the questionnaires. Previous
evidence supported increased reliability and validity of self-
reports when confidentiality is ensured (Howard,
1994). The 187 completed and usable questionnaires were
returned (80 percent response rate). The identified
leaders for this study were the participants' direct managers in
their respective health care organizations.
The hospitals in which this study was conducted were
experiencing dramatic changes in services delivery
largely because of major reforms in the health care industry.
Interviews with 26 social work managers and
perusal of long-range hospital plans indicated that further
upheaval was anticipated over the next five years.
The high uncertainty and turbulence characterizing hospital
environments provided a context more likely to be
10. conducive to the emergence of transformational leadership
(Bass &Avolio, 1990).
Measures
Demographic Form. Respondents were asked to indicate their
age and gender, the highest level of education
attained, the number of years in practice, the number of years at
their current employment, as well as their
social work practice specialty.
Leadership Behavior. Leadership behavior was measured with
the Multifactor Leadership Questionnaire (MLQ
Form 5X), a 45-item measure devised by Bass and Avolio
(1990). Five subscales of the MLQ 5X measured
transformational leader behaviors: (1) idealized influence
attributed (sample item: "goes beyond the self-interest
for the good of the group"); (2) idealized influence behaviors
(sample item: "specifies the importance of having a
strong sense of purpose"); (3) inspirational motivation (sample
item: "expresses confidence that goals will be
achieved"); (4) intellectual stimulation (sample item: "seeks
differing perspectives when solving problems"); and
(5) individualized consideration (sample item: "considers each
individual as having different needs, abilities, and
aspirations from others").
Four subscales of the MLQ used to measure transactional
leadership were (1) contingent reward (sample item:
"points out what I will receive if I do what needs to be done");
(2) active management by exception (sample
item: "is alert for failure to meet standards"); (3) passive
management by exception (sample item: "things have
to go wrong for him or her to take action"); and (4) laissez-faire
(sample item: "avoids making decisions"). The
laissez-faire subscale measures the absence or avoidance of
leadership.
Participants were asked to judge how frequently their social
work manager engaged in specific behaviors
measured by the MLQ. Each behavior was rated on a five-point
11. frequency scale ranging from 0 = not at all to 4
= frequently if not always. The fivepoint scale had a magnitude
estimation-based ratio of 4:3:2:1:0, according to
30 December 2016 Page 3 of 11 ProQuest
a list of anchors tested by Bass (1985). Participants' responses
to items were scored according to the key in the
questionnaire manual (Bass &Avolio, 1997). In this study the
subscales of the MLQ have good internal
consistency with Cronbach's alphas meeting Nunnally's (1978)
criterion of .70 (Table 1). On the basis of
confirmatory factor analyses using PLS and LISREL, Bass and
his colleagues obtained adequate convergent as
well as discriminant validity for the constructs contained in the
leadership instrument (Bass &Avolio, 1997).
Outcome Variables
Extra Effort. Three items were used to measure extra effort:
"The leader gets me to do more than I expected I
could do"; "The leader motivates me to do more than I thought I
could do"; and "The leader heightens my
motivation to succeed" (Bass &Avolio, 1990). The extra effort
scale reflects the extent to which social workers
exert effort beyond the ordinary as a consequence of the
leadership. Cronbach's alpha for the global scale of
extra effort was .86.
Leader Effectiveness. Four items were used to measure
effectiveness (Bass &Avolio, 1990). A sample item
included the following: "The leader is effective in meeting
organizational requirements." The effectiveness scale
reflects a leader's effectiveness as seen by others in four
domains: (1) meeting the job-related needs of social
workers; (2) representing social work needs to higher level
managers; (3) contributing to organizational
12. effectiveness; and (4) performance by the leader's work group.
This scale attained a Cronbach's alpha of .88 in
this study.
Leader Satisfaction. Two items were used to measure leader
satisfaction: "The leader uses methods of
leadership that are satisfying"; and "In general, I am satisfied
with the leader's style" (Bass &Avolio, 1990).
Leader satisfaction reflects how satisfied social workers are
with the leader in general. Cronbach's alpha for the
global scale of leader satisfaction was .87.
Data Analysis
Means and standard deviations of all variables were calculated.
Bivariate analysis was performed to evaluate
relations between the variables in the study. A series of
hierarchical regressions were performed to examine the
effects of the predictors on the outcome variables.
RESULTS
The 187 practicing social workers from 26 hospitals in a large
urban setting responded to the MLQ (Form 5X)
items about their immediate managers. The sample consisted of
two levels of educational training: 168 (89
percent) MSW and 19 (11 percent) BSW. Most were female (86
percent) with an average age of 42.9 years (SD
= 89). The MSW group was older and had slightly more years of
work experience and organizational tenure
than the BSW group. The social workers were employed in a
variety of units (51 percent medical/surgical; 15
percent psychiatry; 12 percent emergency; 6 percent pediatrics;
5 percent rehabilitation; 4 percent geriatric; 3
percent intensive care; 2 percent neonatal and maternity; 1
percent burn unit; 1 percent cardiology).
30 December 2016 Page 4 of 11 ProQuest
13. Enlarge this image.
Scores for the MLQ were calculated by averaging item scores
for each factor. Means for each of the MLQ
leadership factors were near the midpoint (2.0 on a 0 to 4 scale)
with standard deviations near 1.0.
Table 2 reports on the Pearson product-moment correlations
between MLQ leadership factors and outcome
variables and revealed that idealized attributes and behaviors,
individual consideration, intellectual stimulation,
inspirational motivation, and contingent reward were
significantly related (p <.01) to perceived leader
effectiveness, satisfaction with the leader, and extra effort by
social workers. These correlations approximated
those reported by Bass and Avolio (1997). The transactional
factor of contingent reward was also positively
correlated with the three rated outcomes, but at a significantly
lower magnitude than transformational leader
factors. Management-by-exception factors were either not
correlated with rated leader outcomes or were
negatively correlated consistent with previous research (Bass
&Avolio, 1997).
Applying a hierarchical regression procedure used by Waldman,
Bass, and Einstein (1987) and Hater and Bass
(1988), transactional leadership factors were first entered into
the regression model to determine whether
transformational leadership significantly augmented the power
of transactional leadership alone in predicting
effectiveness, satisfaction, and extra effort. Significance of the
R^sup 2^ change caused by the addition of
transformational leadership factors was tested. The R^sup 2^ for
the transactional factors was .47 (p <.001) for
leader satisfaction, .55 (p <.001) for leader effectiveness, and
.43 (p <.001) for extra effort (Table 3). The
addition of transformational factors significantly increased the
RZ for satisfaction to .75, for effectiveness to .79,
and for extra effort to .69. Waldman, Bass, and Yammarino
14. (1990) previously reported increases in R^sup 2^ of
from .09 to .48 depending on the sample and the criterion
variable used. On the basis of these results,
transformational leadership behaviors appeared to be associated
with higher levels of performance and
satisfaction.
Table 4 shows the results of regression analyses without forced
entry of the leadership factors. Only the
transformational factors-idealized attributes and individual
consideration-appeared to be significant in predicting
satisfaction with the leader, whereas individual consideration,
idealized attribute, and contingent reward
(transactional) factors were significant predictors of perceived
leader effectiveness. The active management-by-
exception dimension was not related to contingent reward. Not
surprisingly, the laissez-faire scale was
negatively related with satisfaction and effectiveness, noting
that subordinates were more satisfied with
transformational leaders and perceived them as more effective
than laissez-faire leaders. Consistent with past
leadership research, contingent reward was significantly related
in the positive direction to all five
transformational factors. Because of the multicollinearity of the
factors, though, interpretation of the specific
effects of each factor is made more difficult, and the strong
association between the dependent variables makes
interpretation even more complex.
The correlation between the dependent variables of satisfaction
with the leader and perceived effectiveness
was strong (r = .86, p <.01). However, according to Bass's
(1985) theory, leader satisfaction and leader
effectiveness were presumed to measure different aspects of the
leader. This finding could have been due to
the sample, or the version of the MLQ (Form 5x) used by the
researchers, because several versions of the
scale exist (Bass &Avolio, 1997). What accounts for perceived
15. effectiveness once the association with
satisfaction is removed? Further examination of this issue
suggested the use of a hierarchical regression
procedure. Satisfaction was entered first into a model predicting
perceived effectiveness followed by the
leadership factors. Only one MLQ factor, individual
consideration, significantly augmented the predictive power
of satisfaction, which increased the model R^sup 2^ from .74 to
.82 (p <.01). Furthermore, what accounts for
perceived satisfaction with the leader when the relationship
with leader effectiveness is extracted? The same
procedure was used entering effectiveness into a model
predicting perceived satisfaction followed by the
leadership factors. Only the idealized attribute factor
significantly enhanced the predictive power of satisfaction
with the leader, which increased the model R^sup 2^ from .74 to
.80 (p <.01).
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DISCUSSION
The results of this study suggest that transformational
leadership did have significant and substantial add-on
effects to transactional leadership in the prediction of perceived
effectiveness and satisfaction with the leader in
a social work sample. These variables are relevant to the add-on
hypothesis, namely, that transformational
16. leadership generates increased levels of a subordinate's effort
and performance beyond what transactional
processes do. The findings in this study corroborated the
hypothesis that the idealized attribute and individual
consideration factors add unique variance beyond contingent
reward behavior in relation to leader effectiveness
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and satisfaction. This finding offers further support to what
Bass described as the augmentation phenomenon
resulting in potentially superior group performance (Bass
&Avolio, 1997; Waldman et al., 1990). It indicates that
the transformational factors may be effective in enhancing
positive attitudes and behaviors among social
workers on the job. Whether social work leaders have a positive
or negative effect on an organization may
depend on how these individuals are selected and trained.
Operationally, the augmentation effect has been demonstrated
through the use of regression analysis (Cohen
&Cohen, 1983). Waldman et al. (1990) found significant F
ratios for the change in multiple Rs when a block of
mean transformational scale scores was entered after a block of
mean transactional scale scores using this
type of regression analysis.
Although the regression results in this study have been used to
argue that transformational leadership adds to
group performance over and above transactional leadership,
17. several comments are warranted. First, the
multicollinearity of the MLQ data may have been a concern.
However, multicollinearity was examined through a
computerized statistical package by calculating the variance
inflation factors, which showed that none were
greater than 2 (Fox, 1991). Waldman et al. (1990) stated that
regression techniques could help to deal with
some of the problems associated with multicollinearity. They
noted that the a priori ordering of the leadership
blocks inferred a structure that accounted for their
intercorrelations and the blocking of these two leadership
dimensions overcomes the problems associated with
interpretation of unique factors within a block (Waldman et
al., 1990). The augmentation effect may occur primarily
because of the order in which the transformational and
transactional blocks are entered into regression equations. It
also may be that the transformational leadership
factors not only augment the variance accounted for by
transactional leadership but in a sense overwhelm it. In
addition, Bass (1985) emphasized that transformational
leadership builds on transactional leadership but not
vice versa.
A note of caution is suggested in interpreting some of the
reported relationships due to the potential for single-
source bias and data aggregation procedures (Dansereau, Alutto,
&Yammarino, 1984; Howard, 1994).
Subordinates provided measures of leadership and outcome
measures of satisfaction, effectiveness, and extra
effort. Relationships between subordinate-rated leadership
behavior and subordinate-rated effectiveness and
satisfaction were high, also due in part to single-source bias.
Nevertheless, the same pattern of findings was
obtained in other studies with different samples (Hater &Bass,
1988; Koh, Steers, &Terborg, 1995).
Transformational leadership has been shown to play an
important role in many outcomes that have been of
18. interest to organizational researchers. This is supported by the
results in this study and is consistent with
previous research findings. Other studies have demonstrated
that ratings of leadership effectiveness relate
positively and significantly to transformational leadership
factors and negatively to management by exception
(Hater &Bass, 1988; Waldman et al., 1990).
Bass and Avolio (1994) hypothesized that transformational
leadership would have a greater effect on a
follower's performance in organizations experiencing change
and unstable work environments. Similar
conditions characterized the settings in which this research was
conducted and may account for the generally
positive and significant correlations. These findings are a
preliminary step in the quest to advance our
understanding of the leadership processes in the social work
field. Moreover, the results have ramifications for
human services administration and supervision.
Implications for Social Work
This research delineates five dimensions of transformational
leadership that may provide utility to social work in
producing work behavior beyond expectations. The strong
correlations between all the transformational
leadership factors and the extra effort scale are worthy of
discussion. The higher the rating of the social work
manager as transformational, the increased desire of social
workers to engage in activities requested by their
leader, even though the demands went beyond what was
expected of them. Moreover, social workers reported
more satisfaction with the style and methods of transformational
leaders. Social workers rated their leaders as
30 December 2016 Page 7 of 11 ProQuest
19. more effective in meeting their job-related needs; representing
them to higher-level administrators; and
contributing to organizational effectiveness. These findings
corroborate recent studies in which transformational
leadership was, on average, strongly and positively correlated
with the three outcome measures of extra effort,
satisfaction with the leader, and leader effectiveness, when
compared with transactional factors (Bass &Avolio,
1997; Koh et al., 1995).
This article provides some evidence that transformational
leaders can be found in social work practice fields.
Participants reported that they preferred leaders who engage
them in the transformational behaviors associated
with individualized consideration and idealized attributes, and
the transactional behaviors of contingent rewards.
The MLQ results confirm the significance of individual
consideration. This factor had a statistically significant
positive correlation with effectiveness and extra effort.
Therefore, encouraging staff to reflect on new goals and
to champion new ideas were essential components of
transformational leadership, according to the study
participants.
Glisson (1989) echoed the notion that effective leadership in
human services organizations consisted of leaders
inspiring and motivating their employees toward improved
performance. Transformational leadership as a model
appeared to provide some guidance for improved performance
(Gummer, 1997).
This line of inquiry suggests that the social work leader pay
more attention to the various situations that demand
interventions. Perhaps, in rapidly changing human services
organizations, work-related situations are more
uncertain and difficult to manage (Gummer, 1995). If this is the
case, future studies could examine how
transformational leaders cope with this kind of situation, how
they differ from transactional leaders, and what is
20. the effect on social worker's behavior in terms of occupational
stress.
CONCLUSIONS
Health care organizations, as the focus of this study, will
change in many significant ways in the new
millennium. For the social work manager, skill and knowledge
are needed in understanding leadership
processes and organizational change. Change in health care
necessitates social work leaders to be more
results oriented, creative, and innovative within their units
(Gummer, 1995); however, the resultsoriented
perspective will be a major challenge given the process
orientation of social work practice. For the frontline
social worker, it means increased stress to take on higher
patient caseloads and additional discharges.
Like all survey research, this research was subject to a number
of limitations. First, any study relying on
administration of a single questionnaire can be subject to
interpretation problems from common method
variance. This variance can result when two or more constructs
are measured by a single source or rater.
Another limitation involved cross-sectional data, precluding any
demonstration of causality in the relationships
examined. However, one advantage of using regression
techniques is that the effects of the reliabilities on
intervariable relationships could be accounted for, thereby
increasing confidence in the results.
Suggestions for future research are aimed at moving the social
work literature on leadership and organizational
performance to consider how managers can most efficiently
bring about change. More studies also are needed
to examine the effect of leader interventions in rapidly changing
health care environments, in changing work
patterns, and in team performance. To date, this is the first
study to examine the social work perspective on
transformational leadership behaviors in a health care setting. In
21. part, this research serves to raise questions
and provides direction for more in-depth research on the
leadership phenomenon. Subsequent research might
use more qualitative data collection methods, such as
participant observations or focus group interviews, to
further document the leadership process at the unit or team
level.
References
REFERENCES
References
Austin, M. J. (1989). The human service executive.
Administration in Social Work, 13, 13-36.
Bargal, D., &Schmid, H. (1989). Recent themes in theory and
research on leadership and their implications for
30 December 2016 Page 8 of 11 ProQuest
management of the human services. Administration in Social
Work, 13, 37-54.
Bass, B. M. (1985). Leadership and performance beyond
expectations. New York: Free Press.
References
Bass, B. M., &Avolio, B. J. (1990). Training and development
of transformational leadership for individual, team,
and organizational development. In R. W. Woodman &W. A.
Passmore (Eds.), Research in organizational
change and development (pp. 231272). Greenwich, CT: JAI
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Original manuscript received March 22, 1999 Final revision
received August 2, 2000
Accepted September 13, 2000
AuthorAffiliation
Zvi D. Gellis, PhD, is assistant professor, School of Social
Welfare, University at Albany, State University of
New York, 135 Western Avenue, Richardson Hall 210, Albany,
NY 12222; [email protected] The
author thanks Dr. Burt Gummer and Dr. Lynn Videka-Sherman
for their comments on the manuscript.
Subject: Perceptions; Leadership; Health care; Social work;
Effectiveness; Models;
Publication title: Social Work Research
Volume: 25
Issue: 1
Pages: 17-25
Number of pages: 9
Publication year: 2001
Publication date: Mar 2001
Year: 2001
Publisher: Oxford University Press
Place of publication: Oxford
Country of publication: United States
Publication subject: Social Services And Welfare, Abstracting
And Indexing Services, Sociology
ISSN: 10705309
Source type: Scholarly Journals
Language of publication: English
Document type: Feature
ProQuest document ID: 212144086
25. Document URL:
http://search.proquest.com.ezp.waldenulibrary.org/docview/212
144086?accountid=14872
Copyright: Copyright National Association of Social Workers,
Incorporated Mar 2001
Last updated: 2012-04-04
Database: ProQuest Central,Nursing & Allied Health Database
30 December 2016 Page 10 of 11 ProQuest
http://search.proquest.com.ezp.waldenulibrary.org/docview/212
144086?accountid=14872
Bibliography
Citation style: APA 6th - American Psychological Association,
6th Edition
Zvi, D. G. (2001). Social work perceptions of transformational
and transactional leadership in health care. Social
Work Research, 25(1), 17-25. Retrieved from
http://search.proquest.com.ezp.waldenulibrary.org/docview/212
144086?accountid=14872
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