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help please Identify the step in the innovation process at which the following actions are most likely to occur. Consider the common impediments to innovation noted in the summary below. The Innovator's Dilemma: Why Great Companies Fail to Change, a book by Clayton Christensen, explains the common organizational impediments to innovation. These include a lack of resources or failure to allocate resources strategically, inability to act quickly due to bureaucracy, risk aversion, and an inability to recognize opportunities to innovate. The failure to recognize opportunities could be caused by the organization's structure, culture, complacency, and confidence. As for-profit competitors like FedEx and UPS gained market share, the government-run United States Postal Service (USPS) failed to implement managerial and process innovations. Long chronically short on funding, the USPS has faced even stiffer budget challenges as a result of losing business. What are the most likely reasons the USPS failed to innovate? Check all that apply. Time to innovate Resistance to change Failure to recognize opportunity Lack of resources Organizations can encourage innovation by rewarding it, by designing jobs to support it, and by reinforcing a culture of innovation. Which of the following statements describes an organization's use of a reward system to promote innovation? Check all that apply. 3M creates a sense of urgency to innovate by setting breakthrough growth goals. Monsanto offers a monetary prize to scientists who develop the biggest commercial breakthrough each year. At Savant Learning Systems, the most innovative employees take an all- expense paid luxury vacation. Foursquare schedules demo days during which employees can pitch ideas to management..
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FINANCING COMPLEXITY AND SOPHISTICATION IN NASCENT VENTURESMatth.docx
FINANCING COMPLEXITY AND SOPHISTICATION IN NASCENT VENTURES
Matthews, Charles H; Schenkel, Mark T; Ford, Matthew W; Human, Sherrie E.Journal of Small Business Strategy; Peoria Vol. 23, Iss. 1, (2013): 15-29.
1. Full text
2. Full text - PDF
3. Abstract/Details
4. References 39
Abstract
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Although scholars have considered the financing challenges facing small businesses for some time, little work has focused on financing issues at the venture's nascent stage. In this study, we investigate the sources of funding sought by nascent entrepreneurs and the relationship between the complexity of these funding sources, business plan formalization, and expectations of future firm growth. Using data from the Entrepreneurship Research Consortium/Panel Study of Entrepreneurial Dynamics, we find that nascent entrepreneurs, even those associated with high-growth ventures, favor simple rather than complex sources of funding at the nascent stage. Funding complexity and business plan formalization are also found related to expectation of firm growth. An additional contribution is the development of a funding complexity continuum scale, which should be useful in future studies of nascent as well as later stage entrepreneurial finance and firm growth. [PUBLICATION ABSTRACT]
Full Text
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ABSTRACT
Although scholars have considered the financing challenges facing small businesses for some time, little work has focused on financing issues at the venture's nascent stage. In this study, we investigate the sources of funding sought by nascent entrepreneurs and the relationship between the complexity of these funding sources, business plan formalization, and expectations of future firm growth. Using data from the Entrepreneurship Research Consortium/Panel Study of Entrepreneurial Dynamics, we find that nascent entrepreneurs, even those associated with high-growth ventures, favor simple rather than complex sources of funding at the nascent stage. Funding complexity and business plan formalization are also found related to expectation of firm growth. An additional contribution is the development of a funding complexity continuum scale, which should be useful in future studies of nascent as well as later stage entrepreneurial finance and firm growth.
INTRODUCTION
Financing a new or growing enterprise is a major challenge facing most entrepreneurs (Sudek, 2006). Extant research of entrepreneurial finance has focused on capital acquisition and capital structure of operating ventures (e.g., Alsos, Isaksen, & Ljunggren, 2006; Becker-Blease & Sohl, 2007; Davidson & Dutia, 1991; Örtqvist et al., 2006; Van Auken & Carter, 1989; Zhang, 2007). Such firms, often labeled small and medium-sized enterprises (SMEs), have typically commenced production of output and have recognized revenue from operations.
On the other hand, our understanding of the financial context of nascent ventures, new firms with little o ...
Identify the step in the innovation process at which the following a.pdf
Identify the step in the innovation process at which the following actions are most likely to
occur.
Consider the common impediments to innovation noted in the summary below.
The Innovators Dilemma: Why Great Companies Fail to Change, a book by Clayton Christensen,
explains the common organizational impediments to innovation. These include a lack of
resources or failure to allocate resources strategically, inability to act quickly due to bureaucracy,
risk aversion, and an inability to recognize opportunities to innovate. The failure to recognize
opportunities could be caused by the organizations structure, culture, complacency, and
confidence.
As for-profit competitors like FedEx and UPS gained market share, the government-run United
States Postal Service (USPS) failed to implement managerial and process innovations. Long
chronically short on funding, the USPS has faced even stiffer budget challenges as a result of
losing business. What are the most likely reasons the USPS failed to innovate? Check all that
apply.
Time to innovate
Failure to recognize opportunity
Lack of resources
Resistance to change
Organizations can encourage innovation by rewarding it, by designing jobs to support it, and by
reinforcing a culture of innovation.
Which of the following statements describes an organizations use of cultural symbols to promote
innovation? Check all that apply.
Bronze statues of great athletes like Michael Jordan adorn Nikes corporate headquarters.
The Martin Agency has no limit on the days of vacation employees can take.
Googles corporate campus features a giant slide and nap pods.
A large art installation of push pins positioned prominently on a wall in Wieden & Kennedys
headquarters spells out the agency mantra, Fail Harder.
DevelopmentApplicationLaunchGrowthMaturityDeclineFelix started selling a mixtape on street
corners. Once it got play time on a local radio station, thousands of people downloaded it from
online sites.At first, Raphaels company was the only clothing manufacturer to make low-waisted
jeans. However, within a year, most clothing manufacturers offered similar pants.A clothing
company ships new products to stores 2 weeks before the release date (instead of just 5 days
early) to ensure they are available to customers on the release date.A single loan officer handles
a customers application throughout the process, rather than having each step completed by a
different bank employee.Rather than watching television shows on traditional televisions, many
people subscribe to Internet-based services or watch shows on their smartphones.Kenji sends a
survey to customers to better understand their level of interest in two features that may be added
to his companys product..
Infosys - Enterprise Business Innovation & Evolution | Corporate DNA
- The document discusses how corporate culture and innovation are analogous to DNA and evolution in living organisms. It argues that companies must adapt and change to survive, just as organisms must evolve to survive changing environments.
- It also discusses how companies can promote innovation through establishing separate "Type B" organizations that have more freedom to take risks and focus on new opportunities, similar to how biological mutations occur and are tested. Successful innovations can then be absorbed back into the main organization.
- Examples are given of companies that have launched spin-offs to promote innovation, along with reasons why spin-offs don't happen more often, such as misaligned executive incentives and reluctance to give up control. Overall the document draws parallels between biological evolution
independent.ashley.2015
This document provides a summary of strategic decisions that are important for small businesses to consider in order to be successful. It begins with an introduction on the importance of small businesses and defines the differences between small and large businesses. A literature review then analyzes previous research on challenges small businesses face with resources, innovation, and human resource management. The document then discusses the importance for small businesses to create a mission statement, vision, code of ethics, and effective marketing strategy. Developing these strategic elements can help provide direction, competitive advantage, and longevity for small businesses.
OrgDesign_ResearchProposal_Steele[1]
This document presents a research proposal that aims to study how companies can design their organizations to empower employees and motivate them during difficult economic times. The proposal puts forth two hypotheses: 1) Organizations with continuous complementarity between leadership behaviors within the company and external sponsors will have higher satisfaction. 2) Companies with continuous complementarity will gain larger market share in their industry. A literature review summarizes three studies that provide background on how employee proactivity and leadership traits like extraversion can impact group performance. The proposed study would examine how dominance complementarity relates to motivation and satisfaction using surveys administered to companies.
Problem Set 71. Calculating Net Asset Value. Given the info.docx
Problem Set 7
1. Calculating Net Asset Value. Given the information below, calculate the net asset value for the Boston Equity mutual fund.
Total assets
$225,000,000
Total liabilities
5,000,000
Total number of shares
4,400,000
2. Calculating the Rate of Return of Investment Using Financial Leverage. Suppose Shaan invested just $10,000 of his own money and had a $90,000 mortgage with an interest rate of 8.5 percent. If after three years he sold the property for $120,000.
a. What is his gross profit?
b. What is his net profit/loss?
c. What is the rate of return on investment?
3. Shelly’s assets include money in the checking and savings accounts, investments in stocks and mutual funds, personal property, such as furniture, appliances, an automobile, coin collection and jewelry. Shelly calculates that her total assets are $108,800. Her current unpaid bills, including an auto loan, credit card balances, and taxes total $16,300. Calculate Shelly’s net worth.
4. Barry and his wife Mary have accumulated over $4 million during their 45 years of marriage. They have three children and five grandchildren.
A- How much money can Barry and Mary gift to their children in 2008 without any gift tax liability?
B- How much money can Barry and Mary gift to their grandchildren?
C- What is the total amount of estate removed from Barry and Mary’s estate?
5. Dave bought a rental property for $200,000 cash. One year later, he sold it for $240,000.
A- What was the return on his $200,000 investment?
B- Suppose Dave invested only $20,000 of his own money and borrowed $180,000 (interest free from his rich father). What was his return on investment?
Managing Innovation, Design and Creativity, Second edition
Chapter 6: Strategy – emergent or planned, and other issues
ISBN: 9780470510667 Author: Bettina von Stamm
copyright © 2008 John Wiley & Sons Inc.
Strategy – emergent or planned, and other issues
In the ihavemoved.com case study the attitude of the four founders towards the development of their company’s strategy, and the flexibility they showed in responding to emerging opportunities were quite important to the success of the company. The decision to allow other companies to brand the website, acknowledging ihavemoved.com only through a reference to ‘powered by’ was not an easy one but essential for the company’s financial well-being and growth. Flexibility and open-mindedness were required though and, in fact, the new offering did not distract from the founders’ vision but rounded it.
In the first chapter of his book Contemporary Strategy Analysis Robert M. Grant introduces three stories of outstanding corporate success proposing that in each case success was due neither to access to superior resources nor accounted for by sheer luck. Though he continues, “In all three stories lucky breaks provided opportunities at critical junctures. But none of the three organisations was subject to a consistent run of good fortune. More i ...
Capacity building
Organizational capacity refers to an organization's ability to achieve its goals and influence outcomes. It is a complex concept influenced by internal and external factors. The document discusses various approaches to building organizational capacity, including adding resources, using organization development consultants, and Appreciative Inquiry. Appreciative Inquiry is a 4-stage process of discovering strengths, envisioning possibilities, building consensus on a shared vision, and implementing changes to achieve that vision. It seeks to build capacity by focusing on an organization's positive attributes rather than its problems.
Team Paper PHL/320 - Problem Identification
Team submission for Problem identification - a case study in critical thinking and contingency planning.
Recommended
FINANCING COMPLEXITY AND SOPHISTICATION IN NASCENT VENTURESMatth.docx
FINANCING COMPLEXITY AND SOPHISTICATION IN NASCENT VENTURES
Matthews, Charles H; Schenkel, Mark T; Ford, Matthew W; Human, Sherrie E.Journal of Small Business Strategy; Peoria Vol. 23, Iss. 1, (2013): 15-29.
1. Full text
2. Full text - PDF
3. Abstract/Details
4. References 39
Abstract
Translate
Top of Form
Bottom of Form
Although scholars have considered the financing challenges facing small businesses for some time, little work has focused on financing issues at the venture's nascent stage. In this study, we investigate the sources of funding sought by nascent entrepreneurs and the relationship between the complexity of these funding sources, business plan formalization, and expectations of future firm growth. Using data from the Entrepreneurship Research Consortium/Panel Study of Entrepreneurial Dynamics, we find that nascent entrepreneurs, even those associated with high-growth ventures, favor simple rather than complex sources of funding at the nascent stage. Funding complexity and business plan formalization are also found related to expectation of firm growth. An additional contribution is the development of a funding complexity continuum scale, which should be useful in future studies of nascent as well as later stage entrepreneurial finance and firm growth. [PUBLICATION ABSTRACT]
Full Text
Translate
Top of Form
Bottom of Form
Headnote
ABSTRACT
Although scholars have considered the financing challenges facing small businesses for some time, little work has focused on financing issues at the venture's nascent stage. In this study, we investigate the sources of funding sought by nascent entrepreneurs and the relationship between the complexity of these funding sources, business plan formalization, and expectations of future firm growth. Using data from the Entrepreneurship Research Consortium/Panel Study of Entrepreneurial Dynamics, we find that nascent entrepreneurs, even those associated with high-growth ventures, favor simple rather than complex sources of funding at the nascent stage. Funding complexity and business plan formalization are also found related to expectation of firm growth. An additional contribution is the development of a funding complexity continuum scale, which should be useful in future studies of nascent as well as later stage entrepreneurial finance and firm growth.
INTRODUCTION
Financing a new or growing enterprise is a major challenge facing most entrepreneurs (Sudek, 2006). Extant research of entrepreneurial finance has focused on capital acquisition and capital structure of operating ventures (e.g., Alsos, Isaksen, & Ljunggren, 2006; Becker-Blease & Sohl, 2007; Davidson & Dutia, 1991; Örtqvist et al., 2006; Van Auken & Carter, 1989; Zhang, 2007). Such firms, often labeled small and medium-sized enterprises (SMEs), have typically commenced production of output and have recognized revenue from operations.
On the other hand, our understanding of the financial context of nascent ventures, new firms with little o ...
Identify the step in the innovation process at which the following a.pdf
Identify the step in the innovation process at which the following actions are most likely to
occur.
Consider the common impediments to innovation noted in the summary below.
The Innovators Dilemma: Why Great Companies Fail to Change, a book by Clayton Christensen,
explains the common organizational impediments to innovation. These include a lack of
resources or failure to allocate resources strategically, inability to act quickly due to bureaucracy,
risk aversion, and an inability to recognize opportunities to innovate. The failure to recognize
opportunities could be caused by the organizations structure, culture, complacency, and
confidence.
As for-profit competitors like FedEx and UPS gained market share, the government-run United
States Postal Service (USPS) failed to implement managerial and process innovations. Long
chronically short on funding, the USPS has faced even stiffer budget challenges as a result of
losing business. What are the most likely reasons the USPS failed to innovate? Check all that
apply.
Time to innovate
Failure to recognize opportunity
Lack of resources
Resistance to change
Organizations can encourage innovation by rewarding it, by designing jobs to support it, and by
reinforcing a culture of innovation.
Which of the following statements describes an organizations use of cultural symbols to promote
innovation? Check all that apply.
Bronze statues of great athletes like Michael Jordan adorn Nikes corporate headquarters.
The Martin Agency has no limit on the days of vacation employees can take.
Googles corporate campus features a giant slide and nap pods.
A large art installation of push pins positioned prominently on a wall in Wieden & Kennedys
headquarters spells out the agency mantra, Fail Harder.
DevelopmentApplicationLaunchGrowthMaturityDeclineFelix started selling a mixtape on street
corners. Once it got play time on a local radio station, thousands of people downloaded it from
online sites.At first, Raphaels company was the only clothing manufacturer to make low-waisted
jeans. However, within a year, most clothing manufacturers offered similar pants.A clothing
company ships new products to stores 2 weeks before the release date (instead of just 5 days
early) to ensure they are available to customers on the release date.A single loan officer handles
a customers application throughout the process, rather than having each step completed by a
different bank employee.Rather than watching television shows on traditional televisions, many
people subscribe to Internet-based services or watch shows on their smartphones.Kenji sends a
survey to customers to better understand their level of interest in two features that may be added
to his companys product..
Infosys - Enterprise Business Innovation & Evolution | Corporate DNA
- The document discusses how corporate culture and innovation are analogous to DNA and evolution in living organisms. It argues that companies must adapt and change to survive, just as organisms must evolve to survive changing environments.
- It also discusses how companies can promote innovation through establishing separate "Type B" organizations that have more freedom to take risks and focus on new opportunities, similar to how biological mutations occur and are tested. Successful innovations can then be absorbed back into the main organization.
- Examples are given of companies that have launched spin-offs to promote innovation, along with reasons why spin-offs don't happen more often, such as misaligned executive incentives and reluctance to give up control. Overall the document draws parallels between biological evolution
independent.ashley.2015
This document provides a summary of strategic decisions that are important for small businesses to consider in order to be successful. It begins with an introduction on the importance of small businesses and defines the differences between small and large businesses. A literature review then analyzes previous research on challenges small businesses face with resources, innovation, and human resource management. The document then discusses the importance for small businesses to create a mission statement, vision, code of ethics, and effective marketing strategy. Developing these strategic elements can help provide direction, competitive advantage, and longevity for small businesses.
OrgDesign_ResearchProposal_Steele[1]
This document presents a research proposal that aims to study how companies can design their organizations to empower employees and motivate them during difficult economic times. The proposal puts forth two hypotheses: 1) Organizations with continuous complementarity between leadership behaviors within the company and external sponsors will have higher satisfaction. 2) Companies with continuous complementarity will gain larger market share in their industry. A literature review summarizes three studies that provide background on how employee proactivity and leadership traits like extraversion can impact group performance. The proposed study would examine how dominance complementarity relates to motivation and satisfaction using surveys administered to companies.
Problem Set 71. Calculating Net Asset Value. Given the info.docx
Problem Set 7
1. Calculating Net Asset Value. Given the information below, calculate the net asset value for the Boston Equity mutual fund.
Total assets
$225,000,000
Total liabilities
5,000,000
Total number of shares
4,400,000
2. Calculating the Rate of Return of Investment Using Financial Leverage. Suppose Shaan invested just $10,000 of his own money and had a $90,000 mortgage with an interest rate of 8.5 percent. If after three years he sold the property for $120,000.
a. What is his gross profit?
b. What is his net profit/loss?
c. What is the rate of return on investment?
3. Shelly’s assets include money in the checking and savings accounts, investments in stocks and mutual funds, personal property, such as furniture, appliances, an automobile, coin collection and jewelry. Shelly calculates that her total assets are $108,800. Her current unpaid bills, including an auto loan, credit card balances, and taxes total $16,300. Calculate Shelly’s net worth.
4. Barry and his wife Mary have accumulated over $4 million during their 45 years of marriage. They have three children and five grandchildren.
A- How much money can Barry and Mary gift to their children in 2008 without any gift tax liability?
B- How much money can Barry and Mary gift to their grandchildren?
C- What is the total amount of estate removed from Barry and Mary’s estate?
5. Dave bought a rental property for $200,000 cash. One year later, he sold it for $240,000.
A- What was the return on his $200,000 investment?
B- Suppose Dave invested only $20,000 of his own money and borrowed $180,000 (interest free from his rich father). What was his return on investment?
Managing Innovation, Design and Creativity, Second edition
Chapter 6: Strategy – emergent or planned, and other issues
ISBN: 9780470510667 Author: Bettina von Stamm
copyright © 2008 John Wiley & Sons Inc.
Strategy – emergent or planned, and other issues
In the ihavemoved.com case study the attitude of the four founders towards the development of their company’s strategy, and the flexibility they showed in responding to emerging opportunities were quite important to the success of the company. The decision to allow other companies to brand the website, acknowledging ihavemoved.com only through a reference to ‘powered by’ was not an easy one but essential for the company’s financial well-being and growth. Flexibility and open-mindedness were required though and, in fact, the new offering did not distract from the founders’ vision but rounded it.
In the first chapter of his book Contemporary Strategy Analysis Robert M. Grant introduces three stories of outstanding corporate success proposing that in each case success was due neither to access to superior resources nor accounted for by sheer luck. Though he continues, “In all three stories lucky breaks provided opportunities at critical junctures. But none of the three organisations was subject to a consistent run of good fortune. More i ...
Capacity building
Organizational capacity refers to an organization's ability to achieve its goals and influence outcomes. It is a complex concept influenced by internal and external factors. The document discusses various approaches to building organizational capacity, including adding resources, using organization development consultants, and Appreciative Inquiry. Appreciative Inquiry is a 4-stage process of discovering strengths, envisioning possibilities, building consensus on a shared vision, and implementing changes to achieve that vision. It seeks to build capacity by focusing on an organization's positive attributes rather than its problems.
Team Paper PHL/320 - Problem Identification
Team submission for Problem identification - a case study in critical thinking and contingency planning.
Liberty busi-610-week-7-quiz-4-new
This document provides definitions and examples related to organizational culture, innovation, and decision-making. It discusses the culture of a learning organization, examples of rites in corporate culture, and how one company encourages innovation through contests. It also defines concepts like organizational constraints during non-programmed decision making, tactics for increasing power, and how task interdependence can influence group conflicts.
Market and Organizational Satisfaction Through Continuous Dominance Complemen...
Model development for analysis of your organization to avoid adjacent extraverted leadership structures during austere economic periods.
Human Resource Strategy
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
Day 7
The document summarizes key concepts around organizational change including:
- Describing forces for change like competition and new technologies
- Contrasting views of change as either "calm waters" or "white-water rapids"
- Explaining why people resist change and techniques to reduce resistance
- Defining organization development and listing techniques like survey feedback and team building
- Discussing how change can cause stress and ways to reduce stress like wellness programs
- Differentiating between creativity and innovation and how organizations can stimulate innovation
Managing for Excellence-Outcome-Based Performance for the Economic Developmen...
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Dr. David Kolzow is President of Team Kolzow Inc., which provides economic development consulting services. He recently served as the Chair of the Department of Economic Development & Planning at the University of Southern Mississippi for four years. He has close to 40 years of consulting experience in site selection, real estate development planning, and community economic development. His past clients include numerous communities, states, and some of the largest land developers in the nation.Change Management Darby Silloway
Businesses often follow an S-shaped growth curve where growth is initially slow, then rapidly accelerates before flattening out as improvements become more difficult. Growth is limited by market demand and financial viability. The dynamics of growth are slow at first as the relationship to the market is unknown, but growth accelerates once this is established. However, the skills and knowledge that led to growth become obsolete, and finding new ways to continue growth is essential to avoid decline. Developing new knowledge and skills is necessary for ongoing growth but transition causes confusion and inefficiency, slowing growth. Assessing readiness for change can help eliminate wasted resources by defining potential barriers to change initiatives.
Organisational change and_developmenet
The document discusses organizational change and the forces that drive it. It states that change can occur due to internal forces within an organization like its workforce, management, or structure, or external forces outside the organization like technology, markets, society, or politics. It also discusses Kurt Lewin's three-step model of change involving unfreezing the current state, moving to a new state, and refreezing the new state. Finally, it lists some strategies that can be used to manage resistance to change, such as communication, training, involvement, negotiation, and coercion.
Success and failure in Organisation Design
This document summarizes reasons why organizational change efforts often fail and ways they can succeed. It discusses 17 common reasons for failure or success, including: a lack of clear performance focus; not having a compelling case for change; failing to engage pivotal groups; insufficient leadership willingness to change; causing more disruption than needed; and bypassing formal change management and communications plans. The document emphasizes the importance of assessing an organization's current state, keeping project information confidential, and communicating details of changes clearly. Addressing these factors can help ensure organizational redesigns are "done right" and achieve their performance goals.
FALL 2016 WORK & Society Discussion assignment SECTION A Part .docx
FALL 2016 WORK & Society Discussion assignment
SECTION A Part 1 of 2
You will discuss your recommendations for a change in organizational culture in one of two organizations: you have been assigned to discuss the Secret Service (SS) READ the
Secret Service article: http://www.nytimes.com/2015/01/15/us/politics/secret-service-reshuffling-follows-scandals.html?_r=0
Directions: Answer questions 1 & 2. Be specific paying particular attention to pp. 116 & 117 in the Schein article (below). Label answers 1&2 with SS on the subject line, as you are assigned.
1) Select a level of culture (either artifacts, espoused values or basic assumptions) and briefly describe how it is currently manifested in the organization. What should this level look like after a culture change?
2) Using either socialization by a dominant subculture or leader intervention, what steps should be used to change the culture? In other words, selecting one of these two methods, what would you recommendation happen to change the culture?
{pp. 116 & 117} of Schein Article (Organizational Culture by Edgar H. Schein
nsions have been made, and some preliminary support for the above hypotheses has been forthcoming (Feldman, 1976, 1988; G. R. Jones, 1986). Insofar as cultural evolution is a function of innovative and creative efforts on the part of new members, this line of investigation is especially important. Cultural Dynamics: Natural Evolution Every group and organization is an open system that exists in multiple environments. Changes in the environment will produce stresses and strains inside the group, forcing new learning and adaptation. At the same time, new members coming into the group will bring in new beliefs and assumptions that will influence currently held as- sumptions. To some degree, then, there is constant pres- sure on any given culture to evolve and grow. But just as individuals do not easily give up the elements of their identity or their defense mechanisms, so groups do not easily give up some of their basic underlying assumptions merely because external events or new members discon- firm them. An illustration of "forced" evolution can be seen in the case of the aerospace company that prided itself on its high level of trust in its employees, which was reflected in flexible working hours, systems of self-monitoring and self-control, and the absence of time clocks. When a number of other companies in the industry were discov- ered to have overcharged their government clients, the government legislated a system of controls for all of its contractors, forcing this company to install time clocks and other control mechanisms that undermined the cli- mate of trust that had been built up over 30 years. It remains to be seen whether the company's basic assump- tion that people can be trusted will gradually change or whether the company will find a way to discount the el- 116 February 1990 • American Psychologist
fects of an artifact that is in fundamental c ...
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We have produced a new report, which looks at the experiences of five acute trusts when adopting innovation, and how they made these innovations work in their trusts.
The report includes listing factors which help innovation be adopted into complex, busy acute hospital trusts.
The NHS response to Covid-19 has seen an increase in innovation. In the year preceding Covid-19, we (Wessex AHSN) worked with five of our member acute trusts to undertake ‘Innovation Adoption Reviews’.
These aimed to help the trusts understand their current practice and experience of adopting innovation, what they do well and how they might improve. The key themes and findings from these reviews have been used to identify a set of positive influences on innovation in trusts – things that can help them identify and adopt more innovation, across more services and help deliver their priorities.
Day 7
The document outlines key concepts around organizational change including:
1. It describes forces for change as either external such as competition or internal such as new strategies.
2. It contrasts the "calm waters" and "white-water rapids" metaphors for how organizations experience change.
3. It explains why people resist change and describes techniques to reduce resistance such as education, participation, and negotiation.
4. It defines organization development as efforts to facilitate long-term organization-wide change through interventions focused on attitudes and culture.
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The document discusses recruitment and remuneration strategies used by USC to attract top scientists. Specifically, it discusses:
- How USC created a flexible and collaborative culture to appeal to potential hires.
- The personalized benefits USC offered to two top targets, such as proximity to family for one and relocation support for another.
- Maintaining competitiveness by matching or exceeding offers from rival schools like UCLA regarding lab resources and funding.
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710
This document discusses driving organizational performance in uncertain times through alignment and engagement. It begins by outlining challenges to performance like strategy execution difficulties and lack of employee engagement. It then argues that alignment between strategy, structure, leadership and people practices creates organizational culture and drives engagement and performance. When an organization is aligned, decision making is faster, the workforce is more focused and nimble, and performance improves. The key is leveraging human capital through alignment to unlock untapped energy and intelligence in the workforce.
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docx
1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies to cause the change within the company to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA medical Medical center Center which is located in Los Angeles. UCLA medical Medical center Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care.
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, transplantation facilities, men and women health services, and weight management programs, etc. the facility has about ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents. What is your resource for this information? Comment by Dr. Steve: Run on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services throu.
Stephanie Ryan
The document discusses systems thinking as a process for understanding complex issues by examining interrelationships and interdependencies rather than individual parts or linear cause-and-effect relationships. It provides an example of how systems thinking can help a company called Acme Co. address problems by viewing them as interconnected rather than as isolated issues. The document also discusses various patterns that can emerge in systems, such as limits to success, and provides questions to help identify leverage points to address constraints and sustain growth.
Why (and how) Difference Matters Now
1. The document discusses the importance of diversity and making the business case for diversity initiatives. It argues that diversity can provide competitive advantages like innovation and better problem solving.
2. It provides guidance on how to construct a business case, including identifying the proposed action, stakeholders, timeline, implementation plan, and value. Benefits, evidence, metrics, and stories should be included.
3. Strategies are suggested to integrate diversity into organizational culture and leadership to realize its full benefits. Resources on diversity and related topics are also listed.
Why (and how) Difference Matters Now
Diversity and Inclusion Impact Session delivered by Joe Gerstandt (www.OurTimeToAct.com) to the Diversity Roundtable
How do I fix it in javaLinkedList.java Defines a doubl.pdf
How do I fix it in java?
LinkedList.java:
/**
* Defines a doubly-linked list class
* @author
* @author
*/
import java.util.NoSuchElementException;
public class LinkedList {
private class Node {
private T data;
private Node next;
private Node prev;
public Node(T data) {
this.data = data;
this.next = null;
this.prev = null;
}
}
private int length;
private Node first;
private Node last;
private Node iterator;
/**** CONSTRUCTORS ****/
/**
* Instantiates a new LinkedList with default values
* @postcondition
*/
public LinkedList() {
first = null;
last = null;
iterator = null;
length = 0;
}
/**
* Converts the given array into a LinkedList
* @param array the array of values to insert into this LinkedList
* @postcondition
*/
public LinkedList(T[] array) {
}
/**
* Instantiates a new LinkedList by copying another List
* @param original the LinkedList to copy
* @postcondition a new List object, which is an identical,
* but separate, copy of the LinkedList original
*/
public LinkedList(LinkedList original) {
}
/**** ACCESSORS ****/
public T getFirst() throws NoSuchElementException {
if (isEmpty()){
throw new NoSuchElementException("The list is empty");
}
return first.data;
}
public T getLast() throws NoSuchElementException {
if (isEmpty()){
throw new NoSuchElementException("The list is empty");
}
return last.data;
}
/**
* Returns the data stored in the iterator node
* @precondition
* @return the data stored in the iterator node
* @throw NullPointerException
*/
public T getIterator() throws NullPointerException {
if (iterator != null){
return iterator.data;
}else{
throw new NullPointerException("Iterator is off the end opf the list.");
}
}
/**
* Returns the current length of the LinkedList
* @return the length of the LinkedList from 0 to n
*/
public int getLength() {
return length;
}
/**
* Returns whether the LinkedList is currently empty
* @return whether the LinkedList is empty
*/
public boolean isEmpty() {
return length == 0;
}
/**
* Returns whether the iterator is offEnd, i.e. null
* @return whether the iterator is null
*/
public boolean offEnd() {
return iterator == null;
}
/**** MUTATORS ****/
public void addFirst(T data) {
Node newNode = new Node(data);
if(isEmpty()){
first = newNode;
last = newNode;
}
else{
newNode.next = first;
first.prev = newNode;
first = newNode;
}
length++;
}
public void addLast(T data) {
Node newNode = new Node(data);
if(isEmpty()){
first = newNode;
last = newNode;
}
else{
last.next = newNode;
newNode.prev = last;
last = newNode;
}
length++;
}
/**
* Inserts a new element after the iterator
* @param data the data to insert
* @precondition
* @throws NullPointerException
*/
public void addIterator(T data) throws NullPointerException{
if(iterator != null){
Node newNode = new Node(data);
newNode.next = iterator.next;
iterator.next = newNode;
if (iterator == first){
first = newNode;
}
}else{
throw new NullPointerException("Iterator is off the end opf the list.");
}
}
/
public void removeFirst() throws NoSuchElementException {
if(is.
how can we anser these following questions and prove which is the an.pdf
how can we anser these following questions and prove which is the answer
thanks from the derivation of T(n)C.O(f(n)) Asymptotic order of growth Example
T(n)=32n2+17n+32. Q1: Is T(n)O(n) ? O(n3) ? Q2: Is T(n)(n) ? (n2) ? (n3) ? Q3: Is T(n)(n) ?
(n2) ? (n3) ?.
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Liberty busi-610-week-7-quiz-4-new
This document provides definitions and examples related to organizational culture, innovation, and decision-making. It discusses the culture of a learning organization, examples of rites in corporate culture, and how one company encourages innovation through contests. It also defines concepts like organizational constraints during non-programmed decision making, tactics for increasing power, and how task interdependence can influence group conflicts.
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Day 7
The document summarizes key concepts around organizational change including:
- Describing forces for change like competition and new technologies
- Contrasting views of change as either "calm waters" or "white-water rapids"
- Explaining why people resist change and techniques to reduce resistance
- Defining organization development and listing techniques like survey feedback and team building
- Discussing how change can cause stress and ways to reduce stress like wellness programs
- Differentiating between creativity and innovation and how organizations can stimulate innovation
Managing for Excellence-Outcome-Based Performance for the Economic Developmen...
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Businesses often follow an S-shaped growth curve where growth is initially slow, then rapidly accelerates before flattening out as improvements become more difficult. Growth is limited by market demand and financial viability. The dynamics of growth are slow at first as the relationship to the market is unknown, but growth accelerates once this is established. However, the skills and knowledge that led to growth become obsolete, and finding new ways to continue growth is essential to avoid decline. Developing new knowledge and skills is necessary for ongoing growth but transition causes confusion and inefficiency, slowing growth. Assessing readiness for change can help eliminate wasted resources by defining potential barriers to change initiatives.
Organisational change and_developmenet
The document discusses organizational change and the forces that drive it. It states that change can occur due to internal forces within an organization like its workforce, management, or structure, or external forces outside the organization like technology, markets, society, or politics. It also discusses Kurt Lewin's three-step model of change involving unfreezing the current state, moving to a new state, and refreezing the new state. Finally, it lists some strategies that can be used to manage resistance to change, such as communication, training, involvement, negotiation, and coercion.
Success and failure in Organisation Design
This document summarizes reasons why organizational change efforts often fail and ways they can succeed. It discusses 17 common reasons for failure or success, including: a lack of clear performance focus; not having a compelling case for change; failing to engage pivotal groups; insufficient leadership willingness to change; causing more disruption than needed; and bypassing formal change management and communications plans. The document emphasizes the importance of assessing an organization's current state, keeping project information confidential, and communicating details of changes clearly. Addressing these factors can help ensure organizational redesigns are "done right" and achieve their performance goals.
FALL 2016 WORK & Society Discussion assignment SECTION A Part .docx
FALL 2016 WORK & Society Discussion assignment
SECTION A Part 1 of 2
You will discuss your recommendations for a change in organizational culture in one of two organizations: you have been assigned to discuss the Secret Service (SS) READ the
Secret Service article: http://www.nytimes.com/2015/01/15/us/politics/secret-service-reshuffling-follows-scandals.html?_r=0
Directions: Answer questions 1 & 2. Be specific paying particular attention to pp. 116 & 117 in the Schein article (below). Label answers 1&2 with SS on the subject line, as you are assigned.
1) Select a level of culture (either artifacts, espoused values or basic assumptions) and briefly describe how it is currently manifested in the organization. What should this level look like after a culture change?
2) Using either socialization by a dominant subculture or leader intervention, what steps should be used to change the culture? In other words, selecting one of these two methods, what would you recommendation happen to change the culture?
{pp. 116 & 117} of Schein Article (Organizational Culture by Edgar H. Schein
nsions have been made, and some preliminary support for the above hypotheses has been forthcoming (Feldman, 1976, 1988; G. R. Jones, 1986). Insofar as cultural evolution is a function of innovative and creative efforts on the part of new members, this line of investigation is especially important. Cultural Dynamics: Natural Evolution Every group and organization is an open system that exists in multiple environments. Changes in the environment will produce stresses and strains inside the group, forcing new learning and adaptation. At the same time, new members coming into the group will bring in new beliefs and assumptions that will influence currently held as- sumptions. To some degree, then, there is constant pres- sure on any given culture to evolve and grow. But just as individuals do not easily give up the elements of their identity or their defense mechanisms, so groups do not easily give up some of their basic underlying assumptions merely because external events or new members discon- firm them. An illustration of "forced" evolution can be seen in the case of the aerospace company that prided itself on its high level of trust in its employees, which was reflected in flexible working hours, systems of self-monitoring and self-control, and the absence of time clocks. When a number of other companies in the industry were discov- ered to have overcharged their government clients, the government legislated a system of controls for all of its contractors, forcing this company to install time clocks and other control mechanisms that undermined the cli- mate of trust that had been built up over 30 years. It remains to be seen whether the company's basic assump- tion that people can be trusted will gradually change or whether the company will find a way to discount the el- 116 February 1990 • American Psychologist
fects of an artifact that is in fundamental c ...
Improving the adoption of innovation in acute trusts
We have produced a new report, which looks at the experiences of five acute trusts when adopting innovation, and how they made these innovations work in their trusts.
The report includes listing factors which help innovation be adopted into complex, busy acute hospital trusts.
The NHS response to Covid-19 has seen an increase in innovation. In the year preceding Covid-19, we (Wessex AHSN) worked with five of our member acute trusts to undertake ‘Innovation Adoption Reviews’.
These aimed to help the trusts understand their current practice and experience of adopting innovation, what they do well and how they might improve. The key themes and findings from these reviews have been used to identify a set of positive influences on innovation in trusts – things that can help them identify and adopt more innovation, across more services and help deliver their priorities.
Day 7
The document outlines key concepts around organizational change including:
1. It describes forces for change as either external such as competition or internal such as new strategies.
2. It contrasts the "calm waters" and "white-water rapids" metaphors for how organizations experience change.
3. It explains why people resist change and describes techniques to reduce resistance such as education, participation, and negotiation.
4. It defines organization development as efforts to facilitate long-term organization-wide change through interventions focused on attitudes and culture.
White Paper Report - Technology Industry Draft (00000002)
This document discusses the top 10 human resource issues facing small to medium sized technology companies. It begins with an executive summary of the report and an overview of common people management challenges. It then lists and describes the top 10 issues: 1) retaining employees, especially talent, 2) attracting talent, 3) managing leadership, 4) leadership support and guidance, 5) the fast pace of work, 6) employee engagement, 7) productivity, 8) learning and development, 9) transitioning skills, and 10) rewards including compensation and benefits. The document concludes by explaining how an HR consulting firm called PCHR can help technology companies address these people management challenges.
Recruitment And Remuneration Strategies
The document discusses recruitment and remuneration strategies used by USC to attract top scientists. Specifically, it discusses:
- How USC created a flexible and collaborative culture to appeal to potential hires.
- The personalized benefits USC offered to two top targets, such as proximity to family for one and relocation support for another.
- Maintaining competitiveness by matching or exceeding offers from rival schools like UCLA regarding lab resources and funding.
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710
This document discusses driving organizational performance in uncertain times through alignment and engagement. It begins by outlining challenges to performance like strategy execution difficulties and lack of employee engagement. It then argues that alignment between strategy, structure, leadership and people practices creates organizational culture and drives engagement and performance. When an organization is aligned, decision making is faster, the workforce is more focused and nimble, and performance improves. The key is leveraging human capital through alignment to unlock untapped energy and intelligence in the workforce.
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docx
1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies to cause the change within the company to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA medical Medical center Center which is located in Los Angeles. UCLA medical Medical center Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care.
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, transplantation facilities, men and women health services, and weight management programs, etc. the facility has about ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents. What is your resource for this information? Comment by Dr. Steve: Run on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services throu.
Stephanie Ryan
The document discusses systems thinking as a process for understanding complex issues by examining interrelationships and interdependencies rather than individual parts or linear cause-and-effect relationships. It provides an example of how systems thinking can help a company called Acme Co. address problems by viewing them as interconnected rather than as isolated issues. The document also discusses various patterns that can emerge in systems, such as limits to success, and provides questions to help identify leverage points to address constraints and sustain growth.
Why (and how) Difference Matters Now
1. The document discusses the importance of diversity and making the business case for diversity initiatives. It argues that diversity can provide competitive advantages like innovation and better problem solving.
2. It provides guidance on how to construct a business case, including identifying the proposed action, stakeholders, timeline, implementation plan, and value. Benefits, evidence, metrics, and stories should be included.
3. Strategies are suggested to integrate diversity into organizational culture and leadership to realize its full benefits. Resources on diversity and related topics are also listed.
Why (and how) Difference Matters Now
Diversity and Inclusion Impact Session delivered by Joe Gerstandt (www.OurTimeToAct.com) to the Diversity Roundtable
Similar to help please Identify the step in the innovation process at which the.pdf (20)
Market and Organizational Satisfaction Through Continuous Dominance Complemen...
Market and Organizational Satisfaction Through Continuous Dominance Complemen...
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Managing for Excellence-Outcome-Based Performance for the Economic Developmen...
FALL 2016 WORK & Society Discussion assignment SECTION A Part .docx
FALL 2016 WORK & Society Discussion assignment SECTION A Part .docx
Improving the adoption of innovation in acute trusts
Improving the adoption of innovation in acute trusts
White Paper Report - Technology Industry Draft (00000002)
White Paper Report - Technology Industry Draft (00000002)
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and RespondIntroduction .docx
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docx
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docx
More from fmac5
How do I fix it in javaLinkedList.java Defines a doubl.pdf
How do I fix it in java?
LinkedList.java:
/**
* Defines a doubly-linked list class
* @author
* @author
*/
import java.util.NoSuchElementException;
public class LinkedList {
private class Node {
private T data;
private Node next;
private Node prev;
public Node(T data) {
this.data = data;
this.next = null;
this.prev = null;
}
}
private int length;
private Node first;
private Node last;
private Node iterator;
/**** CONSTRUCTORS ****/
/**
* Instantiates a new LinkedList with default values
* @postcondition
*/
public LinkedList() {
first = null;
last = null;
iterator = null;
length = 0;
}
/**
* Converts the given array into a LinkedList
* @param array the array of values to insert into this LinkedList
* @postcondition
*/
public LinkedList(T[] array) {
}
/**
* Instantiates a new LinkedList by copying another List
* @param original the LinkedList to copy
* @postcondition a new List object, which is an identical,
* but separate, copy of the LinkedList original
*/
public LinkedList(LinkedList original) {
}
/**** ACCESSORS ****/
public T getFirst() throws NoSuchElementException {
if (isEmpty()){
throw new NoSuchElementException("The list is empty");
}
return first.data;
}
public T getLast() throws NoSuchElementException {
if (isEmpty()){
throw new NoSuchElementException("The list is empty");
}
return last.data;
}
/**
* Returns the data stored in the iterator node
* @precondition
* @return the data stored in the iterator node
* @throw NullPointerException
*/
public T getIterator() throws NullPointerException {
if (iterator != null){
return iterator.data;
}else{
throw new NullPointerException("Iterator is off the end opf the list.");
}
}
/**
* Returns the current length of the LinkedList
* @return the length of the LinkedList from 0 to n
*/
public int getLength() {
return length;
}
/**
* Returns whether the LinkedList is currently empty
* @return whether the LinkedList is empty
*/
public boolean isEmpty() {
return length == 0;
}
/**
* Returns whether the iterator is offEnd, i.e. null
* @return whether the iterator is null
*/
public boolean offEnd() {
return iterator == null;
}
/**** MUTATORS ****/
public void addFirst(T data) {
Node newNode = new Node(data);
if(isEmpty()){
first = newNode;
last = newNode;
}
else{
newNode.next = first;
first.prev = newNode;
first = newNode;
}
length++;
}
public void addLast(T data) {
Node newNode = new Node(data);
if(isEmpty()){
first = newNode;
last = newNode;
}
else{
last.next = newNode;
newNode.prev = last;
last = newNode;
}
length++;
}
/**
* Inserts a new element after the iterator
* @param data the data to insert
* @precondition
* @throws NullPointerException
*/
public void addIterator(T data) throws NullPointerException{
if(iterator != null){
Node newNode = new Node(data);
newNode.next = iterator.next;
iterator.next = newNode;
if (iterator == first){
first = newNode;
}
}else{
throw new NullPointerException("Iterator is off the end opf the list.");
}
}
/
public void removeFirst() throws NoSuchElementException {
if(is.
how can we anser these following questions and prove which is the an.pdf
how can we anser these following questions and prove which is the answer
thanks from the derivation of T(n)C.O(f(n)) Asymptotic order of growth Example
T(n)=32n2+17n+32. Q1: Is T(n)O(n) ? O(n3) ? Q2: Is T(n)(n) ? (n2) ? (n3) ? Q3: Is T(n)(n) ?
(n2) ? (n3) ?.
How can the info listed here be written into 2�3-page paper with APA.pdf
How can the info listed here be written into 23-page paper with APA style references?
In any discussion related to health information privacy, several key definitions play a significant
role. Here are some important definitions that are typically discussed in such contexts:
Protected Health Information (PHI): PHI is a critical concept in healthcare privacy. It includes
any individually identifiable health information, including medical records, billing information,
and other health-related data. Protecting PHI is essential to maintaining patient privacy.
Health Information Privacy: This term encompasses the broader concept of safeguarding
individuals' personal health information from unauthorized access, use, or disclosure. Health
information privacy is fundamental to maintaining trust in the healthcare system.
Health Insurance Portability and Accountability Act (HIPAA): HIPAA is a federal law in the
United States that sets standards for the protection of health information. Understanding HIPAA
regulations is essential for healthcare providers and organizations.
Informed Consent: Informed consent is a process where patients are fully informed about the
collection, use, and disclosure of their health information. It's crucial for respecting patients'
autonomy and privacy choices.
De-identification: De-identifying health information involves removing or altering specific
identifiers to make data less personally identifiable. It's an important technique for sharing health
data for research while protecting privacy.
Minimum Necessary Standard: This principle under HIPAA states that healthcare providers and
organizations should only use or disclose the minimum amount of PHI necessary to achieve the
intended purpose. It's a crucial aspect of privacy protection.
The choice of the most important definition can depend on the specific context and goals of a
healthcare organization or research project. However, "Protected Health Information (PHI)" is
often considered one of the most critical definitions. Protecting PHI ensures that sensitive health
data is kept secure and confidential, maintaining patients' trust and complying with legal
requirements.
Implementing PHI protection involves several steps:
Access Controls: Use strict access controls to limit who can access PHI. Implement role-based
access systems and require strong authentication for authorized users.
Encryption: Encrypt PHI both in transit and at rest to protect it from unauthorized access in case
of data breaches.
Audit Trails: Maintain detailed audit trails to track who accesses PHI and when. Regularly
review audit logs for suspicious activities.
Training: Train staff on the importance of PHI protection, HIPAA regulations, and best practices
for maintaining privacy.
Policies and Procedures: Develop and enforce clear policies and procedures for handling PHI,
including data disposal and incident response plans.
Data Minimization: Apply the minimum necessary standard to limit the use and di.
hing Match the terms with their definitions. 1. DV technology 2. ref.pdf
hing Match the terms with their definitions. 1. DV technology 2. refreshable Braille display 3.
memory 4. keylogging software 5. RFID 6. all-in-one printer 7. screen resolution 8. function
keys 9. nit 10. stylus a. electronic components that store instructions waiting to be executed by
the processor b. special keys programmed to issue commands to a computer c. a small metal or
plastic device that looks like a tiny ink pen but uses pressure instead of ink d. used to input, edit,
manage, publish, and share your videos e. uses include tagging and updating inventory f. also
called an MFP g. a unit of visible light intensity equal to one candela h. typically use an eight-dot
character - six dots for the traditional characters, and two for formatting or highlighting i.
controls how much content you can see on a screen without scrolling j. used to monitor
everything that has been entered into a computer hing Match the terms with their definitions. 1.
DV technology 2. refreshable Braille display 3. memory 4. keylogging software 5. RFID 6. all-
in-one printer 7. screen resolution 8. function keys 9. nit 10. stylus a. electronic components that
store instructions waiting to be executed by the processor b. special keys programmed to issue
commands to a computer c. a small metal or plastic device that looks like a tiny ink pen but uses
pressure instead of ink d. used to input, edit, manage, publish, and share your videos e. uses
include tagging and updating inventory f. also called an MFP g. a unit of visible light intensity
equal to one candela h. typically use an eight-dot character - six dots for the traditional
characters, and two for formatting or highlighting i. controls how much content you can see on a
screen without scrolling j. used to monitor everything that has been entered into a computer.
Help in Java We refer to crew members by their ID numbers, which are.pdf
Help in Java We refer to crew members by their ID numbers, which are integers between 0 and
999 . Every person has a unique ID; in particular, the ID of Captain Picard is 0 . Some values
between 0 and 999 may be unused, which means that the total number of crew members may be
less than 1,000 . The personnel database is a text file, which contains between 1 and 1,000 lines.
Each line includes two distinct IDs, separated by a single space. The second ID specifies the
supervisor of the person with the first ID. For example, the line "200 100" indicates that Person
100 is the supervisor of Person 200. Example file: 1220030020030000100100100200
Implement a program that counts the number of crew members, that is, the number of distinct
IDs in the personnel file. For instance, the file shown above includes six distinct IDs: 0, 1, 2,
100,200 , and 300 . Input and output: Your program should input the name of the personnel file,
and print the number of distinct IDs. The file name is a string, the length of which is between 1
and 60 . Example:.
Help me make an Elevator pitch using the information below, thank yo.pdf
Help me make an Elevator pitch using the information below, thank you. 1. Work on a 1-to-2-
minute elevator speech/pitch for an interview. a. You can pitch for a hypothetical position in a
company or organization b. Or you can pitch for a real position in a company or organization 2.
Content of an elevator speech/pitch: a. Your professional background b. How can you help the
company? c. Why would you be successful? d. Make sure to mention some of the following: i.
Skills ii. Technical knowledge iii. Soft skills (public speaking, interpersonal relationships,
teamwork, leadership, innovation) you may have developed through the years. iv. Remember to
always put these skills into context. 1. Do not mention skills in isolation, for example, I have
excellent leadership skills. 2. Always make sure to put skills into context; for example, My
internship/exchange experience allowed me to develop strong leadership skills as I was in charge
of 20 employees.....
he Fort Ellis city council approved and adopted its fiscal year budg.pdf
he Fort Ellis city council approved and adopted its fiscal year budget. The budget for the General
Fund contained the following amounts:
Estimated revenues
$ 1,900,000
Appropriations
1,860,000
Authorized transfer to the debt service fund
30,000
When the General Fund budget for the fiscal year is recorded, indicate whether each of the
following accounts should be debited (D), credited (C), or is not affected (N).
_____ 1. Estimated revenues
_____ 2. Budgetary Fund balance
_____ 3. Appropriations
_____ 4. Estimated other financing uses
_____ 5. Estimated other financing sources.
hello with only using the properties from the right hand side can yo.pdf
The document requests help solving a logic problem by applying properties from the right side to an expression containing variables w, y, and z. It provides the expression wyz+wyz and asks to represent this in sum-of-minterms form by selecting a property to apply.
Hello please help me how to do this project in C and explain to me h.pdf
Hello please help me how to do this project in C and explain to me how it works. Thank you! :)
Project objective
This project develops a simple process manager. In the most basic form, the manager supports
the creation and management of the data structures to represent processes. The manager also
provides the basic operations invoked by processes to create and destroy processes.
Description
Each process is represented by a data structure called the process control block (PCB).
The PCBs are simplified as follows:
The necessary functions are simplified as follows:
Important point: when the parent process creates a child process, all fields of the child process
must be initialized, and especially the child field of the parent's PCB must be updated. In other
words, when you create a new child, create a new link containing the child's index q and appends
the link to the linked list which relates to the children field.
Assignment
Assume that PCB[0] is the only currently existing process. Write a test program that performs a
series of process creations and destructions. Ex:
create[0] /* create parent process */
create[1] /* creates 1st child of PCB[0] at PCB[1]*/
create[2] /* creates 2nd child of PCB[0] at PCB[2]*/
create[3] /* creates 1st child of PCB[2] at PCB[3] */
create[4] /* creates 3rd child of PCB[0] at PCB[4] */
destroy[0] /* destroys all descendent of PCB[0], which includes processes PCB[1] through
PCB[4] */.
Greenwich Industries entered the Latin American market in the 1950s .pdf
Greenwich Industries entered the Latin American market in the 1950s by forming a joint venture
with Industro Viejes in Santo Ignezeto to manufacture bicycle parts.
The joint venture flourished in the 1960s, and Greenwich eventually bought out 100%
ownership. The company earned steady profits from the Latin American subsidiary until the
military overthrew the government in the late 1970s. The ruling generals expropriated all
foreign-owned companies, including the Santo Ignezeto bicycle parts plant.
Today Santo Ignezeto is ruled by a democratic government that has been in power for 10 years.
Industro Viejes has approached Greenwich about another joint venture. The government is
offering an attractive incentive package to attract foreign investment.
You have been assigned to travel to Santo Ignezeto and begin planning and staffing..
Gordon and Colleen Howe� Mini CaseToday is January 1, 2023.pdf
Gordon and Colleen Howe Mini Case
Today is January 1, 2023
Gordon and Colleen Howe both 36 years old. Mr Howe recently accepted a job making $93K a
year, Mrs. Howe is currently unemployed. They have one child who is 4 years old, an English
Setter and Maine Coon Cat. Both are licensed lawyers and have been married for eight years
The Extended Family
Mr. Howe has a mother in her 60s who is living far away and is modestly self-sufficient. Mr.
Howe has two siblings both married and self-sufficient. Mr Howe inherited $400K from his late
Uncle Stan who was 100 years old when he died and had worked every day of his life. He has
spent the inheritance down to $200K. Mrs Howe has one brother who is married, wealthy and
has two children. Mrs Howes mother is a pharma distributor and lives in another state she is 60
and self-sufficient. Mrs Howes father lives in the same town as the Howes and her father is self-
sufficient and healthy.
Mrs Howes Father (Trust 1)
Mrs Howes father set up a trust for the benefit of Mrs Howe. Her brother is trustee, but it is
really controlled by the father. The trust distributes $30K/year to Mrs Howe. The basis is
$700K and it has an average earnings rate of about 8.5% per year for the last 10 years. There is
no plan to increase distributions.
Economic Info
Inflation averages 3% for last 20 years and expected to continue at 3%
Bank lending rates: 15 year 5.25%; 30 year 6.75%; Any closing costs associated with refinance
are 3% and included in refinanced mortgage.
Expected rate of return 8.5%
Residence Current value $550K; Balance on 30-year mortgage at 5.5% $260,514; Land value
$150K;
Monthly payment (P&I) $1703.37;
Owned home for 8 years; Will not qualify for refinance until Mr. Howe has been with his current
employer for one year.
Life - No life insurance; Mr Howe expects $50K group term from new employer
Health Covered under Mr Howe employer plan; Cost $1K/month for family
Disability No disability; Mr Howe will be covered for LTD provided by employer at 65% of
gross pay. Homeowner HO3 with open perils and replacement value; $250 deductible;
Dwelling covered$300K with 80/20 coinsurance clause; Premium $2400/year. Auto - $250
deductible; 100/300/50; Premium $1800/year
Assets
JT Bank account $28K
JT Inherited portfolio $200K
C Brokerage account $127K
G401K $32K with brokerage account
JT Residence $550K
JT Auto 1 $40K
G Auto 2 $25K
JTHH Items $150K
JT Liabilities Mortgage $260514
Other Financial Annual Expenses
Annual contributions to 401K $17500
SS Taxes $7115
Federal WH $10384
State WH $3715
Property tax $3000
Tuition to preschool $15K
Utilities $2400
Entertainment $1200
Clothing $2000
Auto maint/gas $3000
Food $9600
Investments
Investment portfolio $327K
Brokerage account includes gifts from Mrs Howes father invested in money market account at
0% earnings
401K from Mr Howes prior job invested in index fund
Asset
Current $
Expected
Returns
Portfolio
Percentage
Cash
$28,000
0%
7%
T Bonds
$0
4%
Corp Bonds
$0
6%
International
B.
Go to Previous section To Partner or Not to Partner with a Retail Co.pdf
Go to Previous section To Partner or Not to Partner with a Retail Company Case for Chapter 5
Nancy H. Shanks University Healthcare System (UHS) has been a major player and been
successful for over 100 years in a large west coast metropolitan area. It operates an EMS system,
is a Level 1 trauma facility, is affiliated with a major medical school, has associations with
feeder hospitals around the state, maintains centers of excellence in many areas of medicine
(including cardiac, cancer, and womens and childrens care), is known for conducting cutting-
edge research, and is viewed as one of the preeminent leaders of medical care in the community,
as well as the state. That said, the UHS leadership team has begun to recognize that they may be
out of sync and that the world of health care is rapidly changing. Consumerism is becoming one
of the waves of the future. After reading several recent articles and reports about disruptive
innovation and how other large health systems around the country are beginning to work with
retailers to provide services, to connect with consumers, and to potentially channel patients to
other services within their health care systems, the UHS leadership team thinks that it may be
time to consider moving in this direction. In particular, the team recently noted that Kaiser
Permanente, one of its major competitors, had begun partnering with Target, had set up walk-in
clinics in several Target stores, and was staffing the clinics with Kaiser employees. Kaiser had
also hired a Director of Consumerism who was spear-heading its ventures into consumer directed
health care. UHS has always operated from a volume-oriented mindset, but now knows that this
too is changing. The Centers for Medicare and Medicaid Services (CMS) is moving toward a
value-based approach in reimbursing for Medicare patients. CMS does not want patients to have
surgery, be discharged quickly, sent home, and then readmitted with complications. CMS also
doesnt want to pay for a second admission and wants better quality and outcomes for patients.
That is, CMS wants patients to be sent home, have their care coordinated, not experience
complications, not have to struggle through multiple hospital stays, and not be exposed to
nosocomial infections. While the leadership always thought UHS was providing the best health
care, the institution now realizes that it has focused on providing mainly medical care in an
inpatient setting and has done little to keep people out of the hospital and to promote health and
wellness. Its time to start thinking outside the box and to change the organizational mindset.
UHS has, however, never done anything like this and really doesnt have the expertise to do it.
This is going to force the leaders to make some significant changes in many different areas and
to involve several different departments in brainstorming how to approach partnering with a
retail organization to deliver care at different sites.
Questions:
1. What are the fac.
Given the following list of accounts with normal balance, prepare a .pdf
Given the following list of accounts with normal balance, prepare a Multi-Step Income
Statement for CRN
Corporation for 2012 and
2013.AccountsPayableAccountsReceivableAccruedExpensesPayableAccumulatedDepreciationB
adDebtExpenseCashContributedCapitalCostofGoodsSoldCurrentMaturityofLongtermDebtDepre
ciationExpenseEquipmentFuelExpenseG&AExpensesIncomeTaxExpenseIncomeTaxesPayableIn
suranceExpenseIntangiblesInterestExpenseInventoriesLandLongTermNotesPayableNotesReceiv
ableOtherAssetsOtherCurrentAssetsOtherCurrentLiabilitiesOtherLongTermLiabilitiesOtherReve
nuePrepaidExpensesRentExpenseRetainedEarnings(beforeclosingentries)Salaries&BenefitsExpe
nseSalesShort-
TermInvestmentsUnearnedCompensationUnearnedRevenuesUtilitiesExpense201340091075016
60140600014700280016006606700600245017503750800650050022003750370062005000600
38002800950080015005000390015000400022001100600201250015350250100030045008500
87501200100030004002200850275090065003501950375016000450050002503500500039005
0018005000395017000505028503800400 Additional information: Dividends Declared and Paid
Market price of the stock 760040040.
Given the following challenges, use append(), extend(), pop(), and i.pdf
Given the following challenges, use append(), extend(), pop(), and insert()to change the contents
of the lists.
The aim of this activity is to get acquainted with list methods by utilizing various Python list
methods.
Using the ipython3 interactive shell, change the contents of this list using the various available
methods.
Suppose that we have the following list:
Strawberry, Blueberry, Blackberry, Cranberry
Define the list berries with the following elements shown in Snippet 5.11:.
Given Microsoft�s lackluster performance since 2000, the once domina.pdf
Given Microsofts lackluster performance since 2000, the once dominant company is now in a
turnaround mode. Over time, its competitive advantage turned into a competitive disadvantage,
lagging behind Apple by a wide margin. Satya Nadellas strategy is to move Microsoft away from
its Windows-only business model to compete more effectively in a mobile first, cloud first
world.
Create a post that summarizes Microsofts current strategy and looks at the different ways to
assess competitive advantage discussed in this chapter..
Given an array of ints, return true if the number of 1s is greate.pdf
Given an array of ints, return true if the number of 1's is
greater than the number of 8's.
moreOneEight([1, 8, 1]) true
moreOneEight([1, 8, 1, 8]) false
moreOneEight([1, 1]) trueExample input and output
InputOutputint[] nums = {8, 1, 1, 8, 1, 8, 8, 8, 8, 8};
System.out.println(moreOneEight(nums));false.
give me an example of 6. Additional Plans Specify or re.pdf
give me an example of:
6. Additional Plans
Specify or reference any additional plans required to satisfy product requirements and
contractual terms, which may include:
plans for assuring that safety, privacy, and security requirements are met,
special facilities or equipment specification,
product installation plans,
user training plans,
integration plans,
data conversion plans,
system transition plans,
product maintenance plans, or
product support plans.
6. Additional Plans
Specify or reference any additional plans required to satisfy product requirements and
contractual terms, which may include:
plans for assuring that safety, privacy, and security requirements are met,
special facilities or equipment specification,
product installation plans,
user training plans,
integration plans,
data conversion plans,
system transition plans,
product maintenance plans, or
product support plans.
Specify or reference any additional plans required to satisfy product requirements and
contractual terms, which may include:
plans for assuring that safety, privacy, and security requirements are met,
special facilities or equipment specification,
product installation plans,
user training plans,
integration plans,
data conversion plans,
system transition plans,
product maintenance plans, or
product support plans..
Give me a substantive comment on this postThe way an organization.pdf
Give me a substantive comment on this post:
The way an organization operates depends on how it is structured. Take Apple for example.
Apple is one of the most recognized and known organizations in the world due to their popular
phones as well as other popular electronics. If you think about it, this organization has a clear
structure and design on how they operate and do things. I do not work for the company, so I can't
speak for the environment that they have, but I can imagine its exciting with all the new
intonations in future electronics that are constantly being evolved within this company. Its pretty
obvious what their goals are centered around. It should be no secret that their goals are
technology innovation centered so that they can continuously come out with the newest and best
thing in tech. I mean, that is how Apple has made its billions of dollars. Now, if you look at their
competencies that can be a different story because of the constant problems that are always
discovered every time the newest iPhone comes out. Just recently the iPhone 15 was released and
already has over heating issues. This is not unusually for their newest devices which is why I
never go out and buy the newest iPhone when it comes out (Uhl-Bien, Piccolo, Schermerhorn &
Bachrach, 2021)..
Give an extensive background of Pick n Pay. This should include info.pdf
Give an extensive background of Pick n Pay. This should include information such as: -
a) Company description (constituents and services offered) and brief history.
b) It's Leadership.
c) Parent company or subsidiary information.
d) Branches/locations.
e) Operational highlights footprint and operational highlights, number of employees, goals and
accomplishments
Please include an extensive Introduction, Body and Conclusion..
Geoffrey This is very helpful, but I need your guidance to s.pdf
Geoffrey
This is very helpful, but I need your guidance to
solve a slightly more complicated problem.
Again, here's Typical Bank's most recent
balance sheet:
Geoffrey
There are 100 banks in the kingdom total, all of
them with completely identical balance sheets
as Typical Bank. People in our kingdom also
hold an additional $40 million in cash.
That means that (demand) deposits in our
kingdom total how much?
k
Enter a response then click Submit below
Million
Submit
Balance Sheet
Assets
Required Rese
Excess Reserve
Government Bon.
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Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Make a Field Mandatory in Odoo 17
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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