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Identify and explain four of Bass’ factors associated with transformational. Give examples from your own experiences or observations that illustrate the use of two of these factors. Contrast the expectations of transactional and transformational leaders. Week Four Lecture Chapter 12 Transformational Leadership: What does this mean to each of you? Do you know anyone that you would consider a transformational leader? Is this a style that you would consider your own leadership to fall under? There are several definitions out there on what a transformational leader would be. According to Ozzaralli (2003), “leaders who create a dynamic organizational vision that often necessitates a culture of values to reflect greater innovation” (p. 337). According to Rouche (1989), another definition would be “transformational leadership in terms of the ability of a leader to influence the values, attitudes, beliefs and behaviors or others by working with and through them in order to accomplish the organization’s mission and purpose” (Sasiadek, 2006, p. 37-38). Lastly as determined by Byham and Cox (1994), “transformational leadership behaviors are related positively to several important organizational outcomes, including perceived extra effort, organizational citizenship behaviors and job satisfaction” (Sasiadek, 2006, p. 39). As you can see there are many definitions of transformational leadership. One of the basic elements here is that these are dynamic leaders that go beyond just leading, but actually share their values and beliefs and help others to be a part of something great that will lead to the outcome desired. Who can you think of that would be a transformational leader? Some that come to mind are Oprah Winfrey, President Ronald Reagan and Bill Gates. Below is a video on a Transformational Leader. As you watch this, see if you can identify the elements that set Oprah apart from the other leadership styles discussed in our readings this week. Oprah Winfrey- A Transformational Leader (Links to an external site.)Links to an external site. (http://youtu.be/9zDMoj7D3b8) Servant Leadership: Can anyone be a servant leadership? Do you have to be in a leadership role to be a servant leader? This is a leader that gives everything they have to serve the greater good. Who can you think of that fit this type of leadership style? How about Jesus Christ, Harriet Tubman and Abraham Lincoln. According to Ramsey (2003) and Sasiadek (2006), there are ten ways to accomplish servant leadership. They are as follows: 1. Get to know every employee as a unique human being. Know their names, something about their families, their lives, their interests and what makes them individual. 2. Manage, while walking around, to see what needs to be done in order for employees to have higher productivity. This is not to catch them doing something wrong, but more or less a reinforce. 3. Practice open management; keep employees fully informed. Tell the tr ...
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Describe the role of leadership within teams. What are the primary reason teams fail? What can be done to ensure team success? Give a personal example of team success.
Week Four Lecture
Chapter 12
Transformational Leadership:
What does this mean to each of you? Do you know anyone that you would consider a transformational leader? Is this a style that you would consider your own leadership to fall under? There are several definitions out there on what a transformational leader would be.
According to Ozzaralli (2003), “leaders who create a dynamic organizational vision that often necessitates a culture of values to reflect greater innovation” (p. 337).
According to Rouche (1989), another definition would be “transformational leadership in terms of the ability of a leader to influence the values, attitudes, beliefs and behaviors or others by working with and through them in order to accomplish the organization’s mission and purpose” (Sasiadek, 2006, p. 37-38).
Lastly as determined by Byham and Cox (1994), “transformational leadership behaviors are related positively to several important organizational outcomes, including perceived extra effort, organizational citizenship behaviors and job satisfaction” (Sasiadek, 2006, p. 39).
As you can see there are many definitions of transformational leadership. One of the basic elements here is that these are dynamic leaders that go beyond just leading, but actually share their values and beliefs and help others to be a part of something great that will lead to the outcome desired. Who can you think of that would be a transformational leader? Some that come to mind are Oprah Winfrey, President Ronald Reagan and Bill Gates.
Below is a video on a Transformational Leader. As you watch this, see if you can identify the elements that set Oprah apart from the other leadership styles discussed in our readings this week.
Oprah Winfrey- A Transformational Leader (Links to an external site.)Links to an external site.
(http://youtu.be/9zDMoj7D3b8)
Servant Leadership:
Can anyone be a servant leadership? Do you have to be in a leadership role to be a servant leader? This is a leader that gives everything they have to serve the greater good. Who can you think of that fit this type of leadership style? How about Jesus Christ, Harriet Tubman and Abraham Lincoln.
According to Ramsey (2003) and Sasiadek (2006), there are ten ways to accomplish servant leadership. They are as follows:
1. Get to know every employee as a unique human being. Know their names, something about their families, their lives, their interests and what makes them individual.
2. Manage, while walking around, to see what needs to be done in order for employees to have higher productivity. This is not to catch them doing something wrong, but more or less a reinforce.
3. Practice open management; keep employees fully informed. Tell the truth and nothing but the truth.
4. Model productive behavior. Lead by influence.
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Write a three to four page paper (not including the title and re.docx
The document outlines the requirements for a 3-4 page paper about leadership factors based on an authentic leadership assessment. The paper must: 1) Explain the assessment scores and perception of accuracy, 2) Discuss implications of scores for leadership effectiveness, 3) Provide examples to support leadership ideas. Additionally, the paper must follow APA style guidelines, include an introduction and conclusion, and reference at least two sources.
Unit 2A.Visit the Competitive Advantages page of the R.docx
Unit 2
A.
Visit the "Competitive Advantages" page of the Robert K. Greenleaf Center for Servant Leadership website at
https://www.greenleaf.org/winning-workplaces/workplace-resources/research-studies/competitive-advantages/
and review the articles indicating ways that servant leadership helps organizations gain competitive advantage. Using that information along with the Topic Materials, discuss how servant leadership contributes to competitive advantage in contemporary organizations. Provide specific industry examples of companies that have thrived as servant leaders.
B.
One of the challenges often faced by nonprofit organizations is financial viability. Consider how the service leadership model can make a nonprofit organization competitive in ways that are not profit driven. In your post, discuss whether or not the value the nonprofit provides to the community and the greater good is professionally appealing enough to make you want to explore as a career opportunity despite the fact that in many cases than the personal and financial gains offered by nonprofits may not match what is available in for-profit organizations.
RESOURCES
Electronic Resource
1. "Servant Leadership" – Serve to Be Great
Read "'Servant Leadership' – Serve to Be Great," located on the Intellisource website (2015).
http://www.intellisource.com/2015/02/servant-leadership-serve-great/
2. 1 Little-Known Advantage Most Investors Miss
Read "1 Little-Known Advantage Most Investors Miss," by Lomax, located on The Motley Fool website (2014).
http://www.fool.com/investing/general/2014/10/23/1-little-known-advantage-most-investors-miss.aspx
3. At Their Service
Read "At Their Service," by Drake, located on the Smart CEO website (2013).
https://web.archive.org/web/20160610105450/http://www.smartceo.com/wawas-ceo-servant-leadership/
4. DOs & DON'Ts of Servant Leadership
Read "DOs & DON'Ts of Servant Leadership," located on the Ritz-Carlton Leadership Center website (2015).
http://ritzcarltonleadershipcenter.com/2015/09/dos-donts-of-servant-leadership/
5. Leadership Expert Simon Sinek on Putting Others First
View "Leadership Expert Simon Sinek on Putting Others First," located on the YouTube website (2014).
https://www.youtube.com/watch?v=YNkOKV5xItI&list=PLfoeIlbBnyWtLECFmCAf_u2IUoXbrtuN_&index=2
6. Servant Leadership Sustains Competitive US Manufacturing Advantage
Read "Servant Leadership Sustains Competitive US Manufacturing Advantage," by Martin, located on the Industry Today website (2012).
http://industrytoday.com/article_view.asp?ArticleID=we385
7. Servant Leadership: A Path to High Performance
Read "Servant Leadership: A Path to High Performance," by Hess, from
The Washington Post
(2013).
http://www.washingtonpost.com/business/capitalbusiness/servant-leadership-a-path-to-high-performance/2013/04/26/435e58b2-a7b8-11e2-8302-3c7e0ea97057_story.html
Website
1. Ame ...
Dimensions of transactional leadership updated
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Module 3 - HomeLeadership Styles and The TribeModular Learni.docx
Module 3 - Home
Leadership Styles and The Tribe
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Compare transformational leadership to non-leadership (laissez-faire).
•SLP ◦Explore and discuss the impact of a transactional leadership environment on the tribal stage of an organization.
•Discussion ◦Apply the situational leadership style to tribal leadership.
◦Discuss the benefits and/or drawbacks of using situational leadership to increase an organization’s tribal stage to the next level.
◦Apply the non-leadership factor (laissez-faire) to tribal leadership.
◦Determine whether a non-leadership style (laissez-faire) impacts an organization’s tribal leadership stage negatively or positively.
Module Overview
We are at the half-way point in the course, and it is time to change gears from traits and skills; but we will continue to apply all the concepts we are studying to tribal leadership.
For Module 3, we will focus on leadership styles, including situational leadership, transformational leadership, transactional leadership, and even non-leadership (laissez-faire).
By now, the different parts of leadership theory we have studied will start to form the basis for strategic leadership decisions, especially as they apply to tribal leadership. With a large chunk of key leadership theories under our belt, we should have no trouble beginning to discern which approaches are best in certain situations and scenarios.
Module 3 - Background
Leadership Styles and The Tribe
Style Approach
Around the same time that Katz (1955) was questioning the trait theory of leadership in favor of a more skills-based approach, Stogdill (1948) was also looking for a better model to define what makes a leader. We discussed Stogdill’s work in Module 1 (his discovery that “…the traits of leaders around the world were not distinct from the traits of non-leaders”). As we discussed, this led him to explore characteristics beyond innate traits.
As the style approach was coming into focus, several important studies were conducted to learn more about “what leaders do and how they act” (Northouse, 2018, p. 69). What leaders do is classified as task behaviors, while how leaders act is classified as relationship behaviors. Among those important studies were the Ohio State Studies, which focused on the way leaders acted when they were leading, and the University of Michigan Studies, which focused on “the impact of leaders’ behaviors on the performance of small groups” (Northouse, 2018, p. 71). While both of these studies are critical parts of understanding leadership, they are covered heavily in elementary leadership studies, and will not be further explored in the context of strategic leadership. Instead, we will move on to the prevalent style-based theories that took hold as a result of these studies and the work of Stogdill and Katz (1948; 1955).
Situational Leadership
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- A survey at Biotech Health and Life Products found employee complaints about poor leadership, including lack of vision, communication breakdowns, and lack of connection to staff.
- As VP, the author agrees leadership is key to success and will undermine the organization if not addressed.
- The author decides to write a memo to the HR Director to revise the upcoming job descriptions for new warehouse manager hires in Dallas and Miami to emphasize the right leadership qualities.
- The current job description focuses on efficiency and meeting deadlines but lacks leadership elements the author wants to emphasize to improve company culture and performance.
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Cover Letter
One aspect of strategic planning is to develop a strong team of people. Discovering and retaining top talent may lead a company to success. Your goal for this journal assignment is to showcase why you would make a good candidate for an organization. To stand out from other candidates, you will want to write a cover letter for each position in which you apply. Cover letters allow you an opportunity to highlight your skills and competencies for potential employers.
For this assignment, you will develop a cover letter, reflect on your most relevant skills, and assess what action steps you can take to make your cover letter stronger.
To write an impactful cover letter, you should answer the following questions before you begin composing it. Starting with these questions will help provide a clear and concise message for the person reading your cover letter.
Why are you interested in the position? Consider what makes the position, organization, or company interesting to you.
What three skills or competencies do you possess that match the skills the employer is seeking in a candidate?
You can find these skills by viewing the job description. These specific skills are the reason every cover letter should be unique for each job you apply for.
Begin by reviewing the following Forbes’ articles:
Forget Cover Letters – Write A Pain Letter, Instead! (Links to an external site.)
Stop! Don’t Send That Cover Letter (Links to an external site.)
Tips For The Perfect Resume And Cover Letter (Links to an external site.)
Once you have reviewed the articles, identify a position of interest as a potential job opportunity. You may use any job search website. Two popular employment websites are
Indeed (Links to an external site.)
and CareerBuilder. After you identify a position of interest, use the job description to identify three skills or qualifications that match your background. Next, develop a cover letter by creating a three- to four-sentence paragraph highlighting your matching skills.
Carefully review the
Grading Rubric (Links to an external site.)
for the criteria that will be used to evaluate your assignment.
Required Resources
Text
Abraham, S. (2012).
S
trategic management for organizations
. Retrieved from https://content.ashford.edu/
Chapter 1: Strategic Management
Chapter 2: Leadership, Governance, Values, and Culture
Chapter 3: Strategic Thinking
Articles
Collamer, N. (2014, February 4).
The perfect elevator pitch to land a job (Links to an external site.)
.
Forbes
. Retrieved from http://www.forbes.com/sites/nextavenue/2013/02/04/the-perfect-elevator-pitch-to-land-a-job/
This article provides information about how a 30 second summary about being the perfect candidate can help during a job interview and will assist you in your Elevator Speech discussion forum this week.
Accessibility Statement does not exist.
Privacy Policy (Links to an external site.)
Ryan, L. (2014, October 12).
Forget cov.
Effective Leadership - Lori Floer Redacted
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Week Four Lecture
Chapter 12
Transformational Leadership:
What does this mean to each of you? Do you know anyone that you would consider a transformational leader? Is this a style that you would consider your own leadership to fall under? There are several definitions out there on what a transformational leader would be.
According to Ozzaralli (2003), “leaders who create a dynamic organizational vision that often necessitates a culture of values to reflect greater innovation” (p. 337).
According to Rouche (1989), another definition would be “transformational leadership in terms of the ability of a leader to influence the values, attitudes, beliefs and behaviors or others by working with and through them in order to accomplish the organization’s mission and purpose” (Sasiadek, 2006, p. 37-38).
Lastly as determined by Byham and Cox (1994), “transformational leadership behaviors are related positively to several important organizational outcomes, including perceived extra effort, organizational citizenship behaviors and job satisfaction” (Sasiadek, 2006, p. 39).
As you can see there are many definitions of transformational leadership. One of the basic elements here is that these are dynamic leaders that go beyond just leading, but actually share their values and beliefs and help others to be a part of something great that will lead to the outcome desired. Who can you think of that would be a transformational leader? Some that come to mind are Oprah Winfrey, President Ronald Reagan and Bill Gates.
Below is a video on a Transformational Leader. As you watch this, see if you can identify the elements that set Oprah apart from the other leadership styles discussed in our readings this week.
Oprah Winfrey- A Transformational Leader (Links to an external site.)Links to an external site.
(http://youtu.be/9zDMoj7D3b8)
Servant Leadership:
Can anyone be a servant leadership? Do you have to be in a leadership role to be a servant leader? This is a leader that gives everything they have to serve the greater good. Who can you think of that fit this type of leadership style? How about Jesus Christ, Harriet Tubman and Abraham Lincoln.
According to Ramsey (2003) and Sasiadek (2006), there are ten ways to accomplish servant leadership. They are as follows:
1. Get to know every employee as a unique human being. Know their names, something about their families, their lives, their interests and what makes them individual.
2. Manage, while walking around, to see what needs to be done in order for employees to have higher productivity. This is not to catch them doing something wrong, but more or less a reinforce.
3. Practice open management; keep employees fully informed. Tell the truth and nothing but the truth.
4. Model productive behavior. Lead by influence.
5. Mak ...
Write a three to four page paper (not including the title and re.docx
The document outlines the requirements for a 3-4 page paper about leadership factors based on an authentic leadership assessment. The paper must: 1) Explain the assessment scores and perception of accuracy, 2) Discuss implications of scores for leadership effectiveness, 3) Provide examples to support leadership ideas. Additionally, the paper must follow APA style guidelines, include an introduction and conclusion, and reference at least two sources.
Unit 2A.Visit the Competitive Advantages page of the R.docx
Unit 2
A.
Visit the "Competitive Advantages" page of the Robert K. Greenleaf Center for Servant Leadership website at
https://www.greenleaf.org/winning-workplaces/workplace-resources/research-studies/competitive-advantages/
and review the articles indicating ways that servant leadership helps organizations gain competitive advantage. Using that information along with the Topic Materials, discuss how servant leadership contributes to competitive advantage in contemporary organizations. Provide specific industry examples of companies that have thrived as servant leaders.
B.
One of the challenges often faced by nonprofit organizations is financial viability. Consider how the service leadership model can make a nonprofit organization competitive in ways that are not profit driven. In your post, discuss whether or not the value the nonprofit provides to the community and the greater good is professionally appealing enough to make you want to explore as a career opportunity despite the fact that in many cases than the personal and financial gains offered by nonprofits may not match what is available in for-profit organizations.
RESOURCES
Electronic Resource
1. "Servant Leadership" – Serve to Be Great
Read "'Servant Leadership' – Serve to Be Great," located on the Intellisource website (2015).
http://www.intellisource.com/2015/02/servant-leadership-serve-great/
2. 1 Little-Known Advantage Most Investors Miss
Read "1 Little-Known Advantage Most Investors Miss," by Lomax, located on The Motley Fool website (2014).
http://www.fool.com/investing/general/2014/10/23/1-little-known-advantage-most-investors-miss.aspx
3. At Their Service
Read "At Their Service," by Drake, located on the Smart CEO website (2013).
https://web.archive.org/web/20160610105450/http://www.smartceo.com/wawas-ceo-servant-leadership/
4. DOs & DON'Ts of Servant Leadership
Read "DOs & DON'Ts of Servant Leadership," located on the Ritz-Carlton Leadership Center website (2015).
http://ritzcarltonleadershipcenter.com/2015/09/dos-donts-of-servant-leadership/
5. Leadership Expert Simon Sinek on Putting Others First
View "Leadership Expert Simon Sinek on Putting Others First," located on the YouTube website (2014).
https://www.youtube.com/watch?v=YNkOKV5xItI&list=PLfoeIlbBnyWtLECFmCAf_u2IUoXbrtuN_&index=2
6. Servant Leadership Sustains Competitive US Manufacturing Advantage
Read "Servant Leadership Sustains Competitive US Manufacturing Advantage," by Martin, located on the Industry Today website (2012).
http://industrytoday.com/article_view.asp?ArticleID=we385
7. Servant Leadership: A Path to High Performance
Read "Servant Leadership: A Path to High Performance," by Hess, from
The Washington Post
(2013).
http://www.washingtonpost.com/business/capitalbusiness/servant-leadership-a-path-to-high-performance/2013/04/26/435e58b2-a7b8-11e2-8302-3c7e0ea97057_story.html
Website
1. Ame ...
Dimensions of transactional leadership updated
This document summarizes research on transactional leadership. Transactional leadership refers to an exchange between leaders and followers, where the leader provides rewards or punishments in exchange for the follower's compliance or performance. The presentation discusses the assumptions, characteristics, dimensions and effects of transactional leadership. While it can positively impact employee performance if rewards are delivered, transactional leadership is also limiting and discourages independent thinking. The conclusion is that transactional leadership can be effective if leaders fulfill promised rewards, but overreliance on it risks negative consequences if promises are broken.
Module 3 - HomeLeadership Styles and The TribeModular Learni.docx
Module 3 - Home
Leadership Styles and The Tribe
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Compare transformational leadership to non-leadership (laissez-faire).
•SLP ◦Explore and discuss the impact of a transactional leadership environment on the tribal stage of an organization.
•Discussion ◦Apply the situational leadership style to tribal leadership.
◦Discuss the benefits and/or drawbacks of using situational leadership to increase an organization’s tribal stage to the next level.
◦Apply the non-leadership factor (laissez-faire) to tribal leadership.
◦Determine whether a non-leadership style (laissez-faire) impacts an organization’s tribal leadership stage negatively or positively.
Module Overview
We are at the half-way point in the course, and it is time to change gears from traits and skills; but we will continue to apply all the concepts we are studying to tribal leadership.
For Module 3, we will focus on leadership styles, including situational leadership, transformational leadership, transactional leadership, and even non-leadership (laissez-faire).
By now, the different parts of leadership theory we have studied will start to form the basis for strategic leadership decisions, especially as they apply to tribal leadership. With a large chunk of key leadership theories under our belt, we should have no trouble beginning to discern which approaches are best in certain situations and scenarios.
Module 3 - Background
Leadership Styles and The Tribe
Style Approach
Around the same time that Katz (1955) was questioning the trait theory of leadership in favor of a more skills-based approach, Stogdill (1948) was also looking for a better model to define what makes a leader. We discussed Stogdill’s work in Module 1 (his discovery that “…the traits of leaders around the world were not distinct from the traits of non-leaders”). As we discussed, this led him to explore characteristics beyond innate traits.
As the style approach was coming into focus, several important studies were conducted to learn more about “what leaders do and how they act” (Northouse, 2018, p. 69). What leaders do is classified as task behaviors, while how leaders act is classified as relationship behaviors. Among those important studies were the Ohio State Studies, which focused on the way leaders acted when they were leading, and the University of Michigan Studies, which focused on “the impact of leaders’ behaviors on the performance of small groups” (Northouse, 2018, p. 71). While both of these studies are critical parts of understanding leadership, they are covered heavily in elementary leadership studies, and will not be further explored in the context of strategic leadership. Instead, we will move on to the prevalent style-based theories that took hold as a result of these studies and the work of Stogdill and Katz (1948; 1955).
Situational Leadership
Hersey and ...
Ged 140Assessment 3Deadline 12th December 2019 at 6pm.docx
- A survey at Biotech Health and Life Products found employee complaints about poor leadership, including lack of vision, communication breakdowns, and lack of connection to staff.
- As VP, the author agrees leadership is key to success and will undermine the organization if not addressed.
- The author decides to write a memo to the HR Director to revise the upcoming job descriptions for new warehouse manager hires in Dallas and Miami to emphasize the right leadership qualities.
- The current job description focuses on efficiency and meeting deadlines but lacks leadership elements the author wants to emphasize to improve company culture and performance.
Cover LetterOne aspect of strategic planning is to develop a str.docx
Cover Letter
One aspect of strategic planning is to develop a strong team of people. Discovering and retaining top talent may lead a company to success. Your goal for this journal assignment is to showcase why you would make a good candidate for an organization. To stand out from other candidates, you will want to write a cover letter for each position in which you apply. Cover letters allow you an opportunity to highlight your skills and competencies for potential employers.
For this assignment, you will develop a cover letter, reflect on your most relevant skills, and assess what action steps you can take to make your cover letter stronger.
To write an impactful cover letter, you should answer the following questions before you begin composing it. Starting with these questions will help provide a clear and concise message for the person reading your cover letter.
Why are you interested in the position? Consider what makes the position, organization, or company interesting to you.
What three skills or competencies do you possess that match the skills the employer is seeking in a candidate?
You can find these skills by viewing the job description. These specific skills are the reason every cover letter should be unique for each job you apply for.
Begin by reviewing the following Forbes’ articles:
Forget Cover Letters – Write A Pain Letter, Instead! (Links to an external site.)
Stop! Don’t Send That Cover Letter (Links to an external site.)
Tips For The Perfect Resume And Cover Letter (Links to an external site.)
Once you have reviewed the articles, identify a position of interest as a potential job opportunity. You may use any job search website. Two popular employment websites are
Indeed (Links to an external site.)
and CareerBuilder. After you identify a position of interest, use the job description to identify three skills or qualifications that match your background. Next, develop a cover letter by creating a three- to four-sentence paragraph highlighting your matching skills.
Carefully review the
Grading Rubric (Links to an external site.)
for the criteria that will be used to evaluate your assignment.
Required Resources
Text
Abraham, S. (2012).
S
trategic management for organizations
. Retrieved from https://content.ashford.edu/
Chapter 1: Strategic Management
Chapter 2: Leadership, Governance, Values, and Culture
Chapter 3: Strategic Thinking
Articles
Collamer, N. (2014, February 4).
The perfect elevator pitch to land a job (Links to an external site.)
.
Forbes
. Retrieved from http://www.forbes.com/sites/nextavenue/2013/02/04/the-perfect-elevator-pitch-to-land-a-job/
This article provides information about how a 30 second summary about being the perfect candidate can help during a job interview and will assist you in your Elevator Speech discussion forum this week.
Accessibility Statement does not exist.
Privacy Policy (Links to an external site.)
Ryan, L. (2014, October 12).
Forget cov.
Effective Leadership - Lori Floer Redacted
The document discusses techniques for leaders to nourish a positive work environment. It identifies three key techniques: building cohesiveness, promoting excellence, and working with out-groups. Building cohesiveness creates a sense of unity and allows for open feedback. Promoting excellence involves setting clear expectations and providing frequent, specific feedback. Working with out-groups requires listening without judgment, showing empathy, recognizing contributions, and empowering out-group members to have equal involvement in planning and decisions. The presentation of these techniques was intended to benefit a specific executive team by providing leadership strategies not included in their formal training.
Transactional Leadership
The document discusses transactional leadership, which refers to an exchange between leaders and followers where the leader provides rewards or punishments in return for the follower's services or compliance. It provides characteristics of transactional leadership, its four dimensions including contingent rewards and management by exception, and how it can positively or negatively affect employee performance depending on how employees assess the leadership style. Videos and case studies were reviewed to better understand transactional leadership and its effectiveness.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sector
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
Leadership Transformational And Transactional Leadership
The document discusses transactional and transformational leadership. Transactional leadership involves exchanging rewards for work, where leaders motivate followers by rewarding good performance or punishing poor performance. Transformational leadership inspires followers to achieve higher standards by appealing to their morals and values. The document provides definitions and comparisons of transactional and transformational leadership styles. It also discusses how transformational leadership can help bring people along and promote others, while transactional leadership is more focused on tasks and rewards/punishments.
Unit V PowerPoint PresentationInstructionsPersonal Leadership .docx
Unit V PowerPoint Presentation
Instructions
Personal Leadership Training Plan: Skills
In Unit II, you started your Personal Leadership Training Plan and focused on attributes; in Unit IV, you focused on knowledge. In this unit, you will add skills to your plan.
Within your presentation, respond to the following points:
· What skills do you have that you can apply to the Hersey-Blanchard Situational Leadership Model (SLM) and the Vroom-Yetton Normative Decision Model?
· What skills would be needed to implement the SLM and the normative decision model?
· How could you explain the differences between the SLM and the normative decision model?
Your completed PowerPoint presentation must be a minimum of 10 slides in length, not counting the title and reference slides. Additionally, a minimum of three peer-reviewed or academic resources must be used. Keep the text on the slides concise, and use the notes section to fully explain your ideas. All sources used must be cited and referenced according to APA style.
Resources
The following resource(s) may help you with this assignment.
·
Citation Guide
·
Submit Writing Center Request
Personal Leadership Training plan : Attributes
Columbia Southern University
Dr. Mark Friske
Current Issues in Leadership
LDR 6302-22.01.00
10/14/2022
Introduction
Personal leadership style
personal leadership style attributes
Characteristics of a democratic leader
Charismatic leadership style
Charismatic leader
Transformational leadership style
Transformational leader
Charismatic vs. transformational
Impacts of transformational leadership
Reflection
Personal leadership style
Democratic leadership style
Embraces diversity and open dialogue as core values.
The leader's role is to provide direction and exercise authority.
Commands respect and admiration from those who follow you.
Moral principles and personal beliefs underpin all choices.
Seek out a wide range of perspectives (Cherry, 2020).
Behaviorist theory is the one that fits my style of leadership the best.
Being the change you wish to see in the world is crucial, in my opinion. According to Johann Wolfgang von Goethe, "Behavior is the mirror in which everyone exhibits their picture." My main priorities are the well-being of the team members and developing effective solutions via cooperative effort.
personal leadership style attributes
Active participant
Each person is given a fair chance to speak their mind, and there is no pressure to conform to any one viewpoint.
Values other standpoints
I find it fascinating to hear the perspectives of others. To me, it's crucial that everyone in the team pitches in to find the most effective answer. To me, it's important to give everyone a voice on the team since they all have something unique to offer.
Characteristics of democratic leader
Attribute:
Talk About It
Subcontract Work
Get Other People's Opinions
Friendly
Approachable
Trustworthy
Participative
Motivate Origin.
Leadership Styles Of A Leadership
The document discusses different leadership styles, focusing on three styles identified by psychologist Kurt Lewin: autocratic, democratic, and laissez-faire. It describes the key characteristics of each style, with autocratic leaders setting clear guidelines and separating themselves from their group, democratic leaders involving group members in decision making, and laissez-faire leaders taking a hands-off approach. The document analyzes which leadership styles are most effective depending on the situation.
Post #1The role of leaders as designers, teachers and stewards i.docx
Post #1
The role of leaders as designers, teachers and stewards is not a new concept to me. Other classes that I have taken in the MAOL track have discussed this very topic. I happen to agree with Senge (2006) when he discusses the different aspects of leaders being designers, teachers and stewards.
The one that particularly stood out to me is leaders as teachers. “Great teachers create space for learning and invite people into that space” (Senge, 2006, p. 329). As leaders we are always looking for areas in our organization that need improvement. From there we create the environment that allows for learning. I also latched on to the part where Senge (2006) talked about letting go of some of the control as you are leading and teaching. This is an area that I have struggled with. This quote really hit home, “How do you lead an organization of this scope and scale when you cannot be involved in everything directly?” (Senge, 2006, p. 330). Just two years ago I led a team of four people in one office at one location. I now lead a team of almost 250 people, spread out a crossed multiple cities and multiple locations. It is impossible to be involved directly with everything and as a new leader that was a tough transition for me. I still find myself having to remember that I can’t be that deeply involved, that I have to give some control up to the managers of my areas. I have to be that teacher that Senge (2006) is referring too and teach them to lead on their own.
The one point that I would say I struggled with in regards to Senge (2006) is the leaders as designers. I picked that because as I was reading over the material I kept saying that I wish I had control over how that was designed or how that piece of the organization was structured. At least in my organization that design seems to be pretty set. The decisions on that seem to come from the executive level. So I struggled with conceptualizing the designer section. I related a lot more with the teachers and stewards sections of the readings.
Resources
Senge, P.M. (2006). The fifth discipline: The art & practice of learning organizations. New York, NY: Doubleday.
Post #2
“New Work”
In Chapter 15 of The Fifth Discipline, Senge (2006) asks leaders to be designers, teachers and stewards. I agree with Senge that all of these aspects are an important part of leadership. First, leaders need to design learning infrastructures to support learning work done within the organization. Without the proper infrastructures in place to coordinate and support actions toward systems thinking, personal mastery, mental models, team learning, and building shared vision, organizational efforts will be for not. Next, leaders need to be teachers who create space, time, and opportunities for employees to learn. These leaders use the tools and practices of the five fundamental disciplines to help employees gain a “’empowering view of current reality’” (Senge, 2006, p. 331). As well, when leaders are teachers, they are.
MGT380 Week 5 Instructor Guidance
The final week of the MGT380: Leadership for Organizations course examines change management and team leadership. Students will learn about Kotter's model of organizational change and effective team leadership traits. They will also evaluate a real organization's application of leadership concepts covered in the course. For their final assignment, students must analyze key leadership theories, power dynamics, transformational versus transactional leadership, and team leadership in their own organization, and suggest one change they would make as a leader.
The REAL Leadership Framework and Leadership Development Canvas - 101415
This document introduces the REAL Leadership Framework, which provides a universal framework for understanding leadership through four perspectives: Results, Effect on People, Actions, and Leader Attributes. The framework was developed by the author over 15 years of studying leadership theory and finding that existing frameworks were too complex or contradictory. It evaluates leadership based on the measurable outcomes of Results and Effect on People, the observable actions a leader takes, and inherent leader attributes. The document explains each of the four perspectives in more detail.
ASSIGNMENT 18.docx
This document outlines an assignment to study effective leadership in conducting meetings. Students are instructed to read several articles on leading meetings, attend a meeting of their choice, and answer questions about the meeting's purpose, structure, leadership style, and outcomes. They are also asked to develop an agenda and list of attendees for a hypothetical project introduction meeting, explaining the rationale for including each attendee and setting objectives to measure the meeting's success.
Background leaders and leadership required sourcespeople have
This document provides an overview of different leadership theories and models that have been studied, including:
- Trait, behavioral, contingency, power/influence, and transformational models of leadership. It notes that leadership can be taught and there is no single right way to lead.
- Contingency models like Fiedler's model and the path-goal model suggest the most effective leadership style depends on situational factors like task structure and employee abilities/motivation.
- The normative decision model provides a decision tree to help leaders choose the most appropriate leadership style given circumstances to maximize acceptance.
- Transformational leadership inspires followers through communicating a compelling vision and building trust.
Post #1Employee empowerment has allowed organizations to have qu.docx
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
MGT380 Week 4 Instructor Guidance
This document provides an overview of Week 4 materials for an MGT380: Leadership for Organizations course. It discusses the leader-follower relationship and how leadership relates to organizational vision, mission, and strategy. Key points covered include different frames of reference for decision-making, how vision and mission combine to create strategy, and the distinct purposes of vision, mission, and strategy statements. Students are directed to complete readings on leadership and power/politics, and take a Week 4 quiz by the seventh day.
50969048 IOP2602 Assignment 01.Pdf
This document discusses perceptions people form about others and the four main types of teams in organizations. It begins with an introduction to organizational psychology and forming perceptions. Shortcuts used in perceptions like selective perception, halo effect, and stereotyping are then explained with examples. The four most common types of teams - problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams - are then defined and described in detail. Key aspects and considerations for each type of team are highlighted.
Effective Leadership Behavior
This document discusses effective leadership behavior based on a study of over 189,000 people in 81 organizations. It finds that the most effective leaders display four key behaviors: effective problem solving, results-oriented focus, support of others, and pursuit of different perspectives. These four behaviors explain 89% of the difference between strong and weak organizations. The document also presents a situational leadership staircase model for improving leadership behavior based on an organization's current state of health. It identifies baseline behaviors required at all levels and additional behaviors needed to transition to higher levels of effectiveness. Templates are included for presenting information on leadership behaviors.
Transformational Leadership And Transformational Leaders
Transformational leadership influences adoption of innovation. This study explores how transformational leadership impacts the diffusion and adoption of innovation by conducting a review of relevant literature. Transformational leadership was defined by Burns as a leadership style that raises the motivation and morality of both the leader and followers. The study methodology, including the process for selecting and analyzing articles, is discussed. Key findings from the analysis are briefly overviewed.
HSL 4850 Human Services Programs Community, Culture and Inter
HSL 4850 Human Services Programs: Community, Culture and Intersectionality
Final Professional Development Plan Part III
The goal of the Professional Development Plan is to 1) analyze aspects of professional ethical
conduct, 2) articulate a specific area & areas of activism, and 3) Develop a professional plan for
your career in this area. Part III will allow you to focus specifically on your area of interest and
explore agencies in your geographic area.
You have a choice here. You can either:
➢ Analyze human services available in your geographic location (i.e., town/city)
OR
➢ Analyze human services available in your geographic region (i.e., Central Illinois)
that address a particular problem or issue of your choice (e.g., food insecurity,
families, child welfare)
*Clearly identify which option you are selecting at the beginning of this assignment.
Develop a resource list of at least 15 programs that meet your criteria (either in your
geographic area OR address a specific topic and are within a geographic region). For each
agency, write a brief summary that includes name, population served/services offered, website or
contact information, & a 1-3 sentence description of each (could be taken from their website).
After you have completed the resource list, select one agency at which you might like to work
and discuss it in more detail. For example, you could discuss the history of the organization, the
clientele, the size of the organization and number of employees, or what a human services
employee might do at the agency. This should be about a page and include discussion of at least
2-3 different areas (those listed or other areas of your choice).
Lastly, describe your dream job in 10 sentences or less. Talk about what it is, why it’s your
dream job, and how your education at EIU is preparing you for this role.
Grading Rubric
Assignment requirements (5 points)
The assignment is no more than 3 pages of content, double-spaced, uses 12 point Times New
Roman font throughout, has 1” margins, each section is clearly labeled with an appropriate
heading. No points will be earned if these criteria are not present.
Clearly identified the focus of the assignment (2 points)
The student clearly stated which option they are completing (all human services in their town or
human services focused on a particular topic in their region).
Resource List of 15 Agencies (30 points)
At least 15 agencies are identified and described in this section including name, population
served/services offered, website or contact information, & a 1-3 sentence description of each.
Selected Agency (8 points)
This section is included and clearly discusses one agency at which the student might like to
work. Additional information is provided on the agency (above and beyond what is provided in
the list of agencies). This section is about one page and disc ...
PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION .docx
PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION 1
PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION 6
Problem Identification and Recommendation for SFK Organization
Student’s Name
Institution
Date
Introduction and problem statement
From the case, it is apparent that SFK-NY is one of the non-profit organization that is striving a lot to ensure that its mission of empowering the human spirit in every child is achieved. The case indicates that there is a huge gap in the society concerning the human spirit and hence SFK-NY has done its best to fill this gap. However, a closer look at the case reveals that the SFK-NY has not yet achieved its goal or rather its missions and vision. The vision statement for the organization is “One World, Every Child” (Vallas and Sherman, 2012). According to the case, it is stated that the mission of ensuring that the vision “ One World, Every Child” is achieved would only be complete when every child and young adult in the target region has participated in the SFK-YK program (Vallas and Sherman, 2012). This is because for all the children to learn he tools to help them make wise choices that provide them with certainty, happiness, concern for the well-being of others, the organization needs to invest a lot not only in employing personnel but also in expanding their project worldwide.
Expanding the program worldwide would need an enormous amount of money. Given that the SFK-YK is a non-profit organization, it means that it does not get capital from the services they offer. This is because they do not charge the beneficiaries for the services they get. The organization, according to the case, depends on donations from individuals, corporations, foundations, groups, clubs, and organization as well as their own fundraising from special events. Despite the fact that the organization gets a lot of assistance from well-wishers and clubs, the organizational Advisory Board and the director argue that their major concern is that SFK is not generating as much revenue through fundraising to support the current operation. They are also concerned that the organization is gaining a lot of popularity and that because of this, it is likely that it may experience massive growth. The board is also claiming that the cost for every student is approximately $300 per program, which is too much because every student needs to finish level 1,2 and even 3 depending on the availability of funding. This essay will support why lack of finance is the major strategic obstacle to the SFK-YK Program.
Body and discussion
One way in which an organization can achieve its strategic goal is by ensuring that all the factors of production are available and that they are put in proper use. Similarly, SFK-YK, despite offering the best and most popular services, must ensure that the factors of production are in place and that they are being utilized accordingly. Closer look at the case reveals that capital and resour.
Problem Set #2 SCOR470 Fall 2015 Topics Soil water pote.docx
Problem Set #2
SCOR470 Fall 2015
Topics: Soil water potential, unit conversions, soil water content
Honor code opportunity- It is required that the work you are turning in is your effort. In addition,
you may wish to sign the honor code statement. Declining to sign this statement will not count
against you.
"I have not given, received, or used any unauthorized assistance."
Signature
1. Unit conversions
a. You are curious about the matric potential of an air-dried soil. This depends on the
relative humidity of the air of course but you find a value of -2.20 x 105 J/Kg in a journal
article. Express this in MPa and m. (Note that the permanent wilting point for plants is
typically assumed to be -1.5 MPa.)
b. You need a value for the osmotic pressure of maple tree sap and find a table in a
reliable older reference stating 2.23 x 106 erg/cm3. Convert this to m, ft., and Pa.
c. Your grandfather’s WWII submarine could withstand about 1.5 MPa of water
pressure. Assuming a saltwater density of 1.03 g/cm3, calculate the crush-depth of the
submarine in m and ft.
2. a. Calculate the energy/volume (in J/m3) of water a plant root must overcome to withdraw
water laterally from a soil with a matric potential of -15000 cm with an EC of 8 dS/m.
b. Assuming 15 oC, calculate the relative humidity in the soil air for the soil in part (a).
Note that this soil is near the wilting point for many plants.
Helpful information: The EC, electrical conductivity, is a measure of the total dissolved salts in a
system. For a wide range of soils, the following empirical relationship relates the EC of the soil
solution to the osmotic pressure (Π) of the solution; Π(bars)= 0.36 x EC (dS/m). The EC unit is
decisiemen per meter.
3. Consider a soil profile above a shallow water table:
clay loam
water table
loamy sand
loam
silt loam
0.40 m
0.30 m
0.15 m
0.20 m
Soil surface
Suppose the θ(h) in this profile is described by the Brooks-Corey formulation:
θ(h) = θS for |h| ≤ |he|
θ(h) = (θS -θr)[(he/h)
λ] + θr for |h| > |he|
Using the parameters in the following table, calculate and plot the equilibrium water content
profile, θ(z), from the soil surface to the water table.
4. The following system is at equilibrium. Determine each component of the total soil water
potential in energy/volume and energy/weight at the points indicated (A, B, …). If a component
is zero, state why.
Soil
θS
θr
|he|
(cm)
λ
Silt Loam
0.49
0.10
12
0.21
Loamy sand
0.40
0.02
3
0.47
Loam
0.44
0.05
7
0.23
Clay loam
0.51
0.14
19
0.18
Loamy
sand Clay loam
A∙ B∙
Semi-permeable
membrane
Soils slightly saline
EC=0.75 dS/m
Pair(abso.
Problem descriptionThe Jim Thornton Coffee House chain is .docx
Problem description
The Jim Thornton Coffee House chain is planning expansion into Calgary. It has selected many
possible sites for new coffee houses. The possible sites are joined by roads that form a spanning tree.
To eliminate competition with itself, the company has determined that it should not choose two
sites that are adjacent in this tree. From its market evaluation, the company has also determined
the expected profit per year for each site. Your job is to determine what sites Jim Thornton should
choose for his coffee houses.
a. Define this problem precisely, by defining the required Input and the required Output. Use
mathematical notation.
b. Write a recursive equation for the function that maximizes the profit per year. Include a
short argument that your equation is correct.
c. Write an efficient algorithm that computes the maximum profit per year, and also computes
the sites that should be chosen. Your algorithm should run in time that is polynomial in the
input size.
d. What is the asymptotic running time of your algorithm? Defend your answer.
Your algorithm and proofs should be precise and concise (as well, of course, as correct.) Elegance
of your solution counts.
2
CPSC 413 — Winter, 2013
Home Work Exercise #8
March 16, 2013
1. Exercise 1 Chapter 6, page 312 of the textbook.
Answer:
(a) A counterexample is given in Figure 1. The given algorithm finds an independent set of
weight 8. However, the maximum total weight is 10 by adding the nodes at two ends to
the independent set.
5 58
Figure 1: A counterexample to the algorithm of 1(a)
(b) A counterexample is given in Figure 2. The given algorithm finds an independent set of
weight 11. However, the maximum total weight is 19 by adding the nodes at two ends to
the independent set.
10 12 9
Figure 2: A counterexample to the algorithm of 1(b)
(c) Input: An array A = (a1, . . . , an) of n integers. (I use “array” rather than “set” here
because the elements in a set do not have the notion of order.)
Output: A set S = {aα1, . . . , aαm} ⊆ A, which satisfies
(1)
m∑
i=1
aαi is maximum;
(2) ∀i ∈ {1, . . . , m}, ̸ ∃j ∈ {1, . . . , m} s.t. |αi − αj| = 1.
Optimization function. Indset[i] denotes the maximum independent set of an array with
i positive integers (a1, . . . , ai). Let OPT [i] denote the total weight of Indset[i]. The
optimization function is
OPT [0] = 0, OPT [1] = max{0, a1},
OPT [i] =
{
OPT [i − 1] if OPT [i − 1] ≥ OPT [i − 2] + ai
OPT [i − 2] + ai otherwise
Correctness of the optimization function. It is trivial if n = 0 or 1. When n ≥ 2, there
are two cases to be considered. Case 1: Indset[n] includes an. Then Indset[n] must not
include an−1. And Indset[n]−{an} must be a maximum independent set of (a1, . . . , an−2).
This can be easily verified by a replacement argument. If the statement is not true, then
the total weight of Indset[n] − {an} is less than OPT [n − 2]. Then Indset[n − 2] ∪ {an}
has total weight larger than Indset[n] does, and this co.
Problem 5The probability distributions for inter-arrival a.docx
Problem 5
The probability distributions for inter-arrival and service times for the help desk for a loan application center are given below. Assume that the first customer calls at time 9AM and that no one is being served or waiting to be served when the first customer calls. Simulate the arrival and service for 10 customers for one and two service representatives starting at 9AM. Determine the average customer waiting time for each of the two situations? The probability distributions for inter-arrival time and service time are given below. Write random numbers in the tables below. Use the table on the next page for simulating the one-representative case and the two-representative cases.
Inter-arrival time (min)
Probability
1
0.20
1
20
2
0.20
21
40
3
0.10
41
50
5
0.10
51
60
7
0.20
61
80
10
0.20
81
100
Service time (min)
Probability
3
0.40
1
40
5
0.30
41
70
8
0.15
71
85
15
0.05
86
90
20
0.05
91
95
25
0.05
95
100
Two-employee Case
One-employee Case
Representative 1
Representative 2
Customer Number
Random Number
Inter-arrival Time
Call Time
Random Number
Service Time
Service Begins
Service Ends
Waiting Time
Service Begins
Service Ends
Service Begins
Service Ends
Waiting Time
1
9:00
40
-
-
2
45
17
-
-
3
91
86
-
-
4
31
38
-
-
5
37
55
6
97
13
7
70
21
8
19
59
9
68
29
-
-
10
59
77
-
-
Running head: EMPLOYEE NEEDS ASSESSMENT
1
EMPLOYEE NEEDS ASSESSMENT
EMPLOYEE NEEDS ASSESSMENT
Employee Needs assessment
Sharon Sweeney Wallace
Capella University
Instructor: Lori White
May 19, 2013
Employee Needs assessment
Organizations have long recognized that employees make contributions through a work behavior that leads to measurable performance. The appraisal process helps management assess this contribution as well as identify areas that need improvement. As a formal process, appraisal is a part of a performance system designed to manage an organizations human resources. The growing complexity of customer, employee and management relationships requires a new leadership paradigm. This is certainly true in today’s highly competitive market place where a premium is placed on the development of human capital. Management of today’s workforce has been made more difficult by the implementation of the contemporary business practices such as downsizing, reengineering, Total Quality Management (TQM), employee empowerment and team performance systems. These changes have altered the dynamics of the traditional management and employee relationships. The increase in layoffs globally has placed organizations in a more complicated position to manage their workforces. Business organizations have continued to develop sophisticated performance management systems to manage their human resources and to identify leaders to sustain growth of the company (Kusluvan, 2003).
Employee performance can be improved in many ways. E.
Problem 4-6 Calculating Internal Growth [LO3]The most recent fin.docx
Problem 4-6 Calculating Internal Growth [LO3]
The most recent financial statements for Live Co. are shown here:
Income Statement
Balance Sheet
Sales
$
16,300
Current assets
$
10,900
Debt
$
15,400
Costs
11,700
Fixed assets
26,250
Equity
21,750
Taxable income
$
4,600
Total
$
37,150
Total
$
37,150
Taxes (40%)
1,840
Net income
$
2,760
Assets and costs are proportional to sales. Debt and equity are not. The company maintains a constant 20 percent dividend payout ratio. No external financing is possible.
What is the internal growth rate? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Internal growth rate
%
2. Problem 4-7 Calculating Sustainable Growth [LO3]
The most recent financial statements for Live Co. are shown here:
Income Statement
Balance Sheet
Sales
$
16,200
Current assets
$
10,600
Debt
$
15,100
Costs
12,400
Fixed assets
25,500
Equity
21,000
Taxable income
$
3,800
Total
$
36,100
Total
$
36,100
Taxes (40%)
1,520
Net income
$
2,280
Assets and costs are proportional to sales. Debt and equity are not. The company maintains a constant 25 percent dividend payout ratio. No external equity financing is possible.
What is the sustainable growth rate? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Sustainable growth rate
%
3. Problem 4-8 Sales and Growth [LO2]
The most recent financial statements for Mc Govney Co. are shown here:
Income Statement
Balance Sheet
Sales
$
52,600
Current assets
$
23,200
Long-term debt
$
54,000
Costs
42,300
Fixed assets
93,000
Equity
62,200
Taxable income
$
10,300
Total
$
116,200
Total
$
116,200
Taxes (34%)
3,502
Net income
$
6,798
Assets and costs are proportional to sales. The company maintains a constant 40 percent dividend payout ratio and a constant debt–equity ratio.
What is the maximum increase in sales that can be sustained assuming no new equity is issued? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Maximum increase in sales
$
4. Problem 4-16 Full-Capacity Sales [LO1]
Alter Bridge Mfg., Inc., is currently operating at only 78 percent of fixed asset capacity. Current sales are $840,000. How fast can sales grow before any new fixed assets are needed? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Maximum sales growth
%
5. Problem 4-17 Fixed Assets and Capacity Usage [LO1]
Alter Bridge Mfg., Inc., is currently operating at only 88 percent of fixed asset capacity. Current sales are $760,000. Fixed assets are $460,000 and sales are projected .
PROBLEM 8-18a. Fill in the worksheet with the appropriate value.docx
PROBLEM 8-18:
a. Fill in the worksheet with the appropriate values, provide footnotes with calculations as appropriate;
Davis Corporation
Accounting Equation
Event
Assets
=
Liabilities
Stockholders’ Equity
Cash
=
Div. . Pay .
+
Pfd.
Stk.
+
Com. Stk.
+
PIC in Exc. PS
+
PIC in Exc.
CS
Trea-sury Stock
+
Ret. Earn.
Acct. Title R/E
2012
1/2
1/15
2/14
12/31
12/31
12/31*
Bal.
=
+
+
+
+
+
2013
1/31
3/1
6/1
12/31
12/31
12/31**
Bal.
=
+
+
+
+
+
Footnotes: * :
Footnotes: **:
b. Fill in the worksheet with the appropriate values;
Stockholders’ Equity
Preferred Stock, $50 par value, 5% cumulative, 50,000 shares authorized, 1,000 shares issued and outstanding
Common Stock, $10 par value, 100,000 shares authorized, 20,000 shares issued and outstanding
Paid-In Capital in Excess of ParPreferred Stock
Paid-In Capital in Excess of ParCommon Stock
Total Paid-In Capital
Retained Earnings
Total Stockholders’ Equity
c. Fill in the worksheet with the appropriate values;
Davis Corporation
Balance Sheet
As of December 31, 2013
Assets
Cash
Total Assets
Liabilities
Dividends Payable
Total Liabilities
Stockholders’ Equity
Preferred Stock, $50 par value, 5% cumulative, 50,000 shares authorized, 3,000 shares issued and outstanding
Common Stock, $10 par value, 100,000 shares authorized, 20,000 shares issued, 19,500 shares outstanding
Paid-In Capital in Excess of ParPreferred Stock
Paid-In Capital in Excess of ParCommon Stock
Total Paid-In Capital
Retained Earnings2
Less: Treasury Stock
Total Stockholders’ Equity
Total Liabilities and Stockholders’ Equity
PROBLEM 8-23:
This problem requires a brief memo, the completed schedules below and discussions;
Advantages
Disadvantages
Partnership
Ease of formation
Less regulation
Lower effective tax rate
Limited life
Mutual agency
Unlimited liability
Corporation
Unlimited life
Limited liability
Capital easier to acquire & ownership easily transferred
More regulation
Higher effective tax rate
Partnership
Corporation
Income before taxes
Tax at entity level (30%)
Net income distributed to owners
Less: Individual income tax (30%/15%)
After-tax cash flow
After-tax cash flow available to each investor*
Effective tax rate*
* show calculations
PROBLEM 7-26:
a. Fill in the worksheet with the appropriate values, provide footnotes with calculations as appropriate;
Artesia Co.
Effect of Events on the General Ledger
2012 and 2013
Asset.
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Unit V PowerPoint PresentationInstructionsPersonal Leadership .docx
Unit V PowerPoint Presentation
Instructions
Personal Leadership Training Plan: Skills
In Unit II, you started your Personal Leadership Training Plan and focused on attributes; in Unit IV, you focused on knowledge. In this unit, you will add skills to your plan.
Within your presentation, respond to the following points:
· What skills do you have that you can apply to the Hersey-Blanchard Situational Leadership Model (SLM) and the Vroom-Yetton Normative Decision Model?
· What skills would be needed to implement the SLM and the normative decision model?
· How could you explain the differences between the SLM and the normative decision model?
Your completed PowerPoint presentation must be a minimum of 10 slides in length, not counting the title and reference slides. Additionally, a minimum of three peer-reviewed or academic resources must be used. Keep the text on the slides concise, and use the notes section to fully explain your ideas. All sources used must be cited and referenced according to APA style.
Resources
The following resource(s) may help you with this assignment.
·
Citation Guide
·
Submit Writing Center Request
Personal Leadership Training plan : Attributes
Columbia Southern University
Dr. Mark Friske
Current Issues in Leadership
LDR 6302-22.01.00
10/14/2022
Introduction
Personal leadership style
personal leadership style attributes
Characteristics of a democratic leader
Charismatic leadership style
Charismatic leader
Transformational leadership style
Transformational leader
Charismatic vs. transformational
Impacts of transformational leadership
Reflection
Personal leadership style
Democratic leadership style
Embraces diversity and open dialogue as core values.
The leader's role is to provide direction and exercise authority.
Commands respect and admiration from those who follow you.
Moral principles and personal beliefs underpin all choices.
Seek out a wide range of perspectives (Cherry, 2020).
Behaviorist theory is the one that fits my style of leadership the best.
Being the change you wish to see in the world is crucial, in my opinion. According to Johann Wolfgang von Goethe, "Behavior is the mirror in which everyone exhibits their picture." My main priorities are the well-being of the team members and developing effective solutions via cooperative effort.
personal leadership style attributes
Active participant
Each person is given a fair chance to speak their mind, and there is no pressure to conform to any one viewpoint.
Values other standpoints
I find it fascinating to hear the perspectives of others. To me, it's crucial that everyone in the team pitches in to find the most effective answer. To me, it's important to give everyone a voice on the team since they all have something unique to offer.
Characteristics of democratic leader
Attribute:
Talk About It
Subcontract Work
Get Other People's Opinions
Friendly
Approachable
Trustworthy
Participative
Motivate Origin.
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Post #1The role of leaders as designers, teachers and stewards i.docx
Post #1
The role of leaders as designers, teachers and stewards is not a new concept to me. Other classes that I have taken in the MAOL track have discussed this very topic. I happen to agree with Senge (2006) when he discusses the different aspects of leaders being designers, teachers and stewards.
The one that particularly stood out to me is leaders as teachers. “Great teachers create space for learning and invite people into that space” (Senge, 2006, p. 329). As leaders we are always looking for areas in our organization that need improvement. From there we create the environment that allows for learning. I also latched on to the part where Senge (2006) talked about letting go of some of the control as you are leading and teaching. This is an area that I have struggled with. This quote really hit home, “How do you lead an organization of this scope and scale when you cannot be involved in everything directly?” (Senge, 2006, p. 330). Just two years ago I led a team of four people in one office at one location. I now lead a team of almost 250 people, spread out a crossed multiple cities and multiple locations. It is impossible to be involved directly with everything and as a new leader that was a tough transition for me. I still find myself having to remember that I can’t be that deeply involved, that I have to give some control up to the managers of my areas. I have to be that teacher that Senge (2006) is referring too and teach them to lead on their own.
The one point that I would say I struggled with in regards to Senge (2006) is the leaders as designers. I picked that because as I was reading over the material I kept saying that I wish I had control over how that was designed or how that piece of the organization was structured. At least in my organization that design seems to be pretty set. The decisions on that seem to come from the executive level. So I struggled with conceptualizing the designer section. I related a lot more with the teachers and stewards sections of the readings.
Resources
Senge, P.M. (2006). The fifth discipline: The art & practice of learning organizations. New York, NY: Doubleday.
Post #2
“New Work”
In Chapter 15 of The Fifth Discipline, Senge (2006) asks leaders to be designers, teachers and stewards. I agree with Senge that all of these aspects are an important part of leadership. First, leaders need to design learning infrastructures to support learning work done within the organization. Without the proper infrastructures in place to coordinate and support actions toward systems thinking, personal mastery, mental models, team learning, and building shared vision, organizational efforts will be for not. Next, leaders need to be teachers who create space, time, and opportunities for employees to learn. These leaders use the tools and practices of the five fundamental disciplines to help employees gain a “’empowering view of current reality’” (Senge, 2006, p. 331). As well, when leaders are teachers, they are.
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This document provides an overview of different leadership theories and models that have been studied, including:
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- Contingency models like Fiedler's model and the path-goal model suggest the most effective leadership style depends on situational factors like task structure and employee abilities/motivation.
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Post #1Employee empowerment has allowed organizations to have qu.docx
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
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HSL 4850 Human Services Programs Community, Culture and Inter
HSL 4850 Human Services Programs: Community, Culture and Intersectionality
Final Professional Development Plan Part III
The goal of the Professional Development Plan is to 1) analyze aspects of professional ethical
conduct, 2) articulate a specific area & areas of activism, and 3) Develop a professional plan for
your career in this area. Part III will allow you to focus specifically on your area of interest and
explore agencies in your geographic area.
You have a choice here. You can either:
➢ Analyze human services available in your geographic location (i.e., town/city)
OR
➢ Analyze human services available in your geographic region (i.e., Central Illinois)
that address a particular problem or issue of your choice (e.g., food insecurity,
families, child welfare)
*Clearly identify which option you are selecting at the beginning of this assignment.
Develop a resource list of at least 15 programs that meet your criteria (either in your
geographic area OR address a specific topic and are within a geographic region). For each
agency, write a brief summary that includes name, population served/services offered, website or
contact information, & a 1-3 sentence description of each (could be taken from their website).
After you have completed the resource list, select one agency at which you might like to work
and discuss it in more detail. For example, you could discuss the history of the organization, the
clientele, the size of the organization and number of employees, or what a human services
employee might do at the agency. This should be about a page and include discussion of at least
2-3 different areas (those listed or other areas of your choice).
Lastly, describe your dream job in 10 sentences or less. Talk about what it is, why it’s your
dream job, and how your education at EIU is preparing you for this role.
Grading Rubric
Assignment requirements (5 points)
The assignment is no more than 3 pages of content, double-spaced, uses 12 point Times New
Roman font throughout, has 1” margins, each section is clearly labeled with an appropriate
heading. No points will be earned if these criteria are not present.
Clearly identified the focus of the assignment (2 points)
The student clearly stated which option they are completing (all human services in their town or
human services focused on a particular topic in their region).
Resource List of 15 Agencies (30 points)
At least 15 agencies are identified and described in this section including name, population
served/services offered, website or contact information, & a 1-3 sentence description of each.
Selected Agency (8 points)
This section is included and clearly discusses one agency at which the student might like to
work. Additional information is provided on the agency (above and beyond what is provided in
the list of agencies). This section is about one page and disc ...
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PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION 1
PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION 6
Problem Identification and Recommendation for SFK Organization
Student’s Name
Institution
Date
Introduction and problem statement
From the case, it is apparent that SFK-NY is one of the non-profit organization that is striving a lot to ensure that its mission of empowering the human spirit in every child is achieved. The case indicates that there is a huge gap in the society concerning the human spirit and hence SFK-NY has done its best to fill this gap. However, a closer look at the case reveals that the SFK-NY has not yet achieved its goal or rather its missions and vision. The vision statement for the organization is “One World, Every Child” (Vallas and Sherman, 2012). According to the case, it is stated that the mission of ensuring that the vision “ One World, Every Child” is achieved would only be complete when every child and young adult in the target region has participated in the SFK-YK program (Vallas and Sherman, 2012). This is because for all the children to learn he tools to help them make wise choices that provide them with certainty, happiness, concern for the well-being of others, the organization needs to invest a lot not only in employing personnel but also in expanding their project worldwide.
Expanding the program worldwide would need an enormous amount of money. Given that the SFK-YK is a non-profit organization, it means that it does not get capital from the services they offer. This is because they do not charge the beneficiaries for the services they get. The organization, according to the case, depends on donations from individuals, corporations, foundations, groups, clubs, and organization as well as their own fundraising from special events. Despite the fact that the organization gets a lot of assistance from well-wishers and clubs, the organizational Advisory Board and the director argue that their major concern is that SFK is not generating as much revenue through fundraising to support the current operation. They are also concerned that the organization is gaining a lot of popularity and that because of this, it is likely that it may experience massive growth. The board is also claiming that the cost for every student is approximately $300 per program, which is too much because every student needs to finish level 1,2 and even 3 depending on the availability of funding. This essay will support why lack of finance is the major strategic obstacle to the SFK-YK Program.
Body and discussion
One way in which an organization can achieve its strategic goal is by ensuring that all the factors of production are available and that they are put in proper use. Similarly, SFK-YK, despite offering the best and most popular services, must ensure that the factors of production are in place and that they are being utilized accordingly. Closer look at the case reveals that capital and resour.
Problem Set #2 SCOR470 Fall 2015 Topics Soil water pote.docx
Problem Set #2
SCOR470 Fall 2015
Topics: Soil water potential, unit conversions, soil water content
Honor code opportunity- It is required that the work you are turning in is your effort. In addition,
you may wish to sign the honor code statement. Declining to sign this statement will not count
against you.
"I have not given, received, or used any unauthorized assistance."
Signature
1. Unit conversions
a. You are curious about the matric potential of an air-dried soil. This depends on the
relative humidity of the air of course but you find a value of -2.20 x 105 J/Kg in a journal
article. Express this in MPa and m. (Note that the permanent wilting point for plants is
typically assumed to be -1.5 MPa.)
b. You need a value for the osmotic pressure of maple tree sap and find a table in a
reliable older reference stating 2.23 x 106 erg/cm3. Convert this to m, ft., and Pa.
c. Your grandfather’s WWII submarine could withstand about 1.5 MPa of water
pressure. Assuming a saltwater density of 1.03 g/cm3, calculate the crush-depth of the
submarine in m and ft.
2. a. Calculate the energy/volume (in J/m3) of water a plant root must overcome to withdraw
water laterally from a soil with a matric potential of -15000 cm with an EC of 8 dS/m.
b. Assuming 15 oC, calculate the relative humidity in the soil air for the soil in part (a).
Note that this soil is near the wilting point for many plants.
Helpful information: The EC, electrical conductivity, is a measure of the total dissolved salts in a
system. For a wide range of soils, the following empirical relationship relates the EC of the soil
solution to the osmotic pressure (Π) of the solution; Π(bars)= 0.36 x EC (dS/m). The EC unit is
decisiemen per meter.
3. Consider a soil profile above a shallow water table:
clay loam
water table
loamy sand
loam
silt loam
0.40 m
0.30 m
0.15 m
0.20 m
Soil surface
Suppose the θ(h) in this profile is described by the Brooks-Corey formulation:
θ(h) = θS for |h| ≤ |he|
θ(h) = (θS -θr)[(he/h)
λ] + θr for |h| > |he|
Using the parameters in the following table, calculate and plot the equilibrium water content
profile, θ(z), from the soil surface to the water table.
4. The following system is at equilibrium. Determine each component of the total soil water
potential in energy/volume and energy/weight at the points indicated (A, B, …). If a component
is zero, state why.
Soil
θS
θr
|he|
(cm)
λ
Silt Loam
0.49
0.10
12
0.21
Loamy sand
0.40
0.02
3
0.47
Loam
0.44
0.05
7
0.23
Clay loam
0.51
0.14
19
0.18
Loamy
sand Clay loam
A∙ B∙
Semi-permeable
membrane
Soils slightly saline
EC=0.75 dS/m
Pair(abso.
Problem descriptionThe Jim Thornton Coffee House chain is .docx
Problem description
The Jim Thornton Coffee House chain is planning expansion into Calgary. It has selected many
possible sites for new coffee houses. The possible sites are joined by roads that form a spanning tree.
To eliminate competition with itself, the company has determined that it should not choose two
sites that are adjacent in this tree. From its market evaluation, the company has also determined
the expected profit per year for each site. Your job is to determine what sites Jim Thornton should
choose for his coffee houses.
a. Define this problem precisely, by defining the required Input and the required Output. Use
mathematical notation.
b. Write a recursive equation for the function that maximizes the profit per year. Include a
short argument that your equation is correct.
c. Write an efficient algorithm that computes the maximum profit per year, and also computes
the sites that should be chosen. Your algorithm should run in time that is polynomial in the
input size.
d. What is the asymptotic running time of your algorithm? Defend your answer.
Your algorithm and proofs should be precise and concise (as well, of course, as correct.) Elegance
of your solution counts.
2
CPSC 413 — Winter, 2013
Home Work Exercise #8
March 16, 2013
1. Exercise 1 Chapter 6, page 312 of the textbook.
Answer:
(a) A counterexample is given in Figure 1. The given algorithm finds an independent set of
weight 8. However, the maximum total weight is 10 by adding the nodes at two ends to
the independent set.
5 58
Figure 1: A counterexample to the algorithm of 1(a)
(b) A counterexample is given in Figure 2. The given algorithm finds an independent set of
weight 11. However, the maximum total weight is 19 by adding the nodes at two ends to
the independent set.
10 12 9
Figure 2: A counterexample to the algorithm of 1(b)
(c) Input: An array A = (a1, . . . , an) of n integers. (I use “array” rather than “set” here
because the elements in a set do not have the notion of order.)
Output: A set S = {aα1, . . . , aαm} ⊆ A, which satisfies
(1)
m∑
i=1
aαi is maximum;
(2) ∀i ∈ {1, . . . , m}, ̸ ∃j ∈ {1, . . . , m} s.t. |αi − αj| = 1.
Optimization function. Indset[i] denotes the maximum independent set of an array with
i positive integers (a1, . . . , ai). Let OPT [i] denote the total weight of Indset[i]. The
optimization function is
OPT [0] = 0, OPT [1] = max{0, a1},
OPT [i] =
{
OPT [i − 1] if OPT [i − 1] ≥ OPT [i − 2] + ai
OPT [i − 2] + ai otherwise
Correctness of the optimization function. It is trivial if n = 0 or 1. When n ≥ 2, there
are two cases to be considered. Case 1: Indset[n] includes an. Then Indset[n] must not
include an−1. And Indset[n]−{an} must be a maximum independent set of (a1, . . . , an−2).
This can be easily verified by a replacement argument. If the statement is not true, then
the total weight of Indset[n] − {an} is less than OPT [n − 2]. Then Indset[n − 2] ∪ {an}
has total weight larger than Indset[n] does, and this co.
Problem 5The probability distributions for inter-arrival a.docx
Problem 5
The probability distributions for inter-arrival and service times for the help desk for a loan application center are given below. Assume that the first customer calls at time 9AM and that no one is being served or waiting to be served when the first customer calls. Simulate the arrival and service for 10 customers for one and two service representatives starting at 9AM. Determine the average customer waiting time for each of the two situations? The probability distributions for inter-arrival time and service time are given below. Write random numbers in the tables below. Use the table on the next page for simulating the one-representative case and the two-representative cases.
Inter-arrival time (min)
Probability
1
0.20
1
20
2
0.20
21
40
3
0.10
41
50
5
0.10
51
60
7
0.20
61
80
10
0.20
81
100
Service time (min)
Probability
3
0.40
1
40
5
0.30
41
70
8
0.15
71
85
15
0.05
86
90
20
0.05
91
95
25
0.05
95
100
Two-employee Case
One-employee Case
Representative 1
Representative 2
Customer Number
Random Number
Inter-arrival Time
Call Time
Random Number
Service Time
Service Begins
Service Ends
Waiting Time
Service Begins
Service Ends
Service Begins
Service Ends
Waiting Time
1
9:00
40
-
-
2
45
17
-
-
3
91
86
-
-
4
31
38
-
-
5
37
55
6
97
13
7
70
21
8
19
59
9
68
29
-
-
10
59
77
-
-
Running head: EMPLOYEE NEEDS ASSESSMENT
1
EMPLOYEE NEEDS ASSESSMENT
EMPLOYEE NEEDS ASSESSMENT
Employee Needs assessment
Sharon Sweeney Wallace
Capella University
Instructor: Lori White
May 19, 2013
Employee Needs assessment
Organizations have long recognized that employees make contributions through a work behavior that leads to measurable performance. The appraisal process helps management assess this contribution as well as identify areas that need improvement. As a formal process, appraisal is a part of a performance system designed to manage an organizations human resources. The growing complexity of customer, employee and management relationships requires a new leadership paradigm. This is certainly true in today’s highly competitive market place where a premium is placed on the development of human capital. Management of today’s workforce has been made more difficult by the implementation of the contemporary business practices such as downsizing, reengineering, Total Quality Management (TQM), employee empowerment and team performance systems. These changes have altered the dynamics of the traditional management and employee relationships. The increase in layoffs globally has placed organizations in a more complicated position to manage their workforces. Business organizations have continued to develop sophisticated performance management systems to manage their human resources and to identify leaders to sustain growth of the company (Kusluvan, 2003).
Employee performance can be improved in many ways. E.
Problem 4-6 Calculating Internal Growth [LO3]The most recent fin.docx
Problem 4-6 Calculating Internal Growth [LO3]
The most recent financial statements for Live Co. are shown here:
Income Statement
Balance Sheet
Sales
$
16,300
Current assets
$
10,900
Debt
$
15,400
Costs
11,700
Fixed assets
26,250
Equity
21,750
Taxable income
$
4,600
Total
$
37,150
Total
$
37,150
Taxes (40%)
1,840
Net income
$
2,760
Assets and costs are proportional to sales. Debt and equity are not. The company maintains a constant 20 percent dividend payout ratio. No external financing is possible.
What is the internal growth rate? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Internal growth rate
%
2. Problem 4-7 Calculating Sustainable Growth [LO3]
The most recent financial statements for Live Co. are shown here:
Income Statement
Balance Sheet
Sales
$
16,200
Current assets
$
10,600
Debt
$
15,100
Costs
12,400
Fixed assets
25,500
Equity
21,000
Taxable income
$
3,800
Total
$
36,100
Total
$
36,100
Taxes (40%)
1,520
Net income
$
2,280
Assets and costs are proportional to sales. Debt and equity are not. The company maintains a constant 25 percent dividend payout ratio. No external equity financing is possible.
What is the sustainable growth rate? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Sustainable growth rate
%
3. Problem 4-8 Sales and Growth [LO2]
The most recent financial statements for Mc Govney Co. are shown here:
Income Statement
Balance Sheet
Sales
$
52,600
Current assets
$
23,200
Long-term debt
$
54,000
Costs
42,300
Fixed assets
93,000
Equity
62,200
Taxable income
$
10,300
Total
$
116,200
Total
$
116,200
Taxes (34%)
3,502
Net income
$
6,798
Assets and costs are proportional to sales. The company maintains a constant 40 percent dividend payout ratio and a constant debt–equity ratio.
What is the maximum increase in sales that can be sustained assuming no new equity is issued? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Maximum increase in sales
$
4. Problem 4-16 Full-Capacity Sales [LO1]
Alter Bridge Mfg., Inc., is currently operating at only 78 percent of fixed asset capacity. Current sales are $840,000. How fast can sales grow before any new fixed assets are needed? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Maximum sales growth
%
5. Problem 4-17 Fixed Assets and Capacity Usage [LO1]
Alter Bridge Mfg., Inc., is currently operating at only 88 percent of fixed asset capacity. Current sales are $760,000. Fixed assets are $460,000 and sales are projected .
PROBLEM 8-18a. Fill in the worksheet with the appropriate value.docx
PROBLEM 8-18:
a. Fill in the worksheet with the appropriate values, provide footnotes with calculations as appropriate;
Davis Corporation
Accounting Equation
Event
Assets
=
Liabilities
Stockholders’ Equity
Cash
=
Div. . Pay .
+
Pfd.
Stk.
+
Com. Stk.
+
PIC in Exc. PS
+
PIC in Exc.
CS
Trea-sury Stock
+
Ret. Earn.
Acct. Title R/E
2012
1/2
1/15
2/14
12/31
12/31
12/31*
Bal.
=
+
+
+
+
+
2013
1/31
3/1
6/1
12/31
12/31
12/31**
Bal.
=
+
+
+
+
+
Footnotes: * :
Footnotes: **:
b. Fill in the worksheet with the appropriate values;
Stockholders’ Equity
Preferred Stock, $50 par value, 5% cumulative, 50,000 shares authorized, 1,000 shares issued and outstanding
Common Stock, $10 par value, 100,000 shares authorized, 20,000 shares issued and outstanding
Paid-In Capital in Excess of ParPreferred Stock
Paid-In Capital in Excess of ParCommon Stock
Total Paid-In Capital
Retained Earnings
Total Stockholders’ Equity
c. Fill in the worksheet with the appropriate values;
Davis Corporation
Balance Sheet
As of December 31, 2013
Assets
Cash
Total Assets
Liabilities
Dividends Payable
Total Liabilities
Stockholders’ Equity
Preferred Stock, $50 par value, 5% cumulative, 50,000 shares authorized, 3,000 shares issued and outstanding
Common Stock, $10 par value, 100,000 shares authorized, 20,000 shares issued, 19,500 shares outstanding
Paid-In Capital in Excess of ParPreferred Stock
Paid-In Capital in Excess of ParCommon Stock
Total Paid-In Capital
Retained Earnings2
Less: Treasury Stock
Total Stockholders’ Equity
Total Liabilities and Stockholders’ Equity
PROBLEM 8-23:
This problem requires a brief memo, the completed schedules below and discussions;
Advantages
Disadvantages
Partnership
Ease of formation
Less regulation
Lower effective tax rate
Limited life
Mutual agency
Unlimited liability
Corporation
Unlimited life
Limited liability
Capital easier to acquire & ownership easily transferred
More regulation
Higher effective tax rate
Partnership
Corporation
Income before taxes
Tax at entity level (30%)
Net income distributed to owners
Less: Individual income tax (30%/15%)
After-tax cash flow
After-tax cash flow available to each investor*
Effective tax rate*
* show calculations
PROBLEM 7-26:
a. Fill in the worksheet with the appropriate values, provide footnotes with calculations as appropriate;
Artesia Co.
Effect of Events on the General Ledger
2012 and 2013
Asset.
PROBLEM 5-5BPrepare a correct detailed multiple-step income st.docx
PROBLEM 5-5B
Prepare a correct detailed multiple-step income statement. Assume a tax rate of 25%.
WRIGHT COMPANY
Income Statement
For the Month Ended December 31, 2014
Sales Revenues
Account title
Amount
Account title
Amount
Account title
Amount
Net Sales
Cost of goods sold
Gross profit
Amount
Operating Expenses
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Total operating expenses
Amount
Income from operations
Amount
Other revenues and gains
Account title
Amount
Other expenses and losses
Account title
Amount
Amount (Total)
Income before income taxes
Income tax expense
Net Income
P5-5B
An inexperienced accountant prepared this condensed income statement for
Wright Company, a retail firm that has been in business for a number of years.
WRIGHT COMPANY
Income Statement
For the Year Ended December 31, 2014
Revenues
Net sales $952,000
Other revenues 16,000
968,000
Cost of goods sold 548,000
Gross profit 420,000
Operating expenses
Selling expenses 160,000
Administrative expenses
104,000
264,000
Net earnings $156,000
As an experienced, knowledgeable accountant, you review the statement and determine
the following facts.
1. Net sales consist of sales $972,000, less freight-out on merchandise sold $20,000.
2. Other revenues consist of sales discounts $12,000 and interest revenue $4,000.
3. Selling expenses consist of salespersons’ salaries $88,000; depreciation on equip-
ment $4,000; sales returns and allowances $46,000; advertising $12,000; and sales
commissions $10,000. All compensation should be recorded as Salaries and Wages
Expense.
4. Administrative expenses consist of office salaries $54,000; dividends $14,000; utili-
ties $13,000; interest expense $3,000; and rent expense $20,000, which includes
prepayments totaling $2,000 for the first month of 2015. The utilities represent
utilities paid. At December 31, utility expense of $3,000 has been incurred but not
paid.
Problem 6-2B
(a) Determine the Cost of Goods Available for Sale
Date
Explanation
Units
Unit Cost
Total Cost
Total
(b) Determine the ending inventory and cost of goods sold under each of the assumed cost flow methods. Prove the accuracy of the cost of goods sold under FIFO and LIFO.
FIFO
(1) Ending Inventory
(2) Cost of Goods Sold
Date
Units
Unit Cost
Total Cost
Cost of goods available for sale
Amount
Amount
Amount
Less: ending inventory
Amount
Amount
Amount
Total
Amount
Total
Amount
Cost of Goods Sold
Amount
Proof of Cost of Goods Sold (FIFO)
Date
Units
Unit Cost
Total Cost
Amount
Amount
Amount
Amount
Amount
Amount
Amount
Amount
Total
Amount
Total
Amount
LIFO
(1) Ending Inventory
(2) Cost of Goods Sold
Date
Units
Unit Cost
Total Cost
Cost of goods available for sale
Amount
Amount
Amount
Less: ending inventory
Amount
Amount
Amount
Total
Amount
Total
Amount
Cost of Goods Sold
Amo.
Problem BackgroundYour project consists of six activities show.docx
Problem Background
Your project consists of six activities shown in the table below, along with: (1) planned start and finish dates; (2) activity budgets; and (3) earned value (EV) accrual rules from you project cost management plan.
Activity
Planned Start
Planned Finish
Budget
EV Accrual Rule
Activity One
Mon - 10/13/14
Fri - 10/31/14 (
10,000
Percent Complete with Gates
Activity Two
Mon - 10/20/14
Fri -11/28/14
30,000
Fixed Formula -50/50
Activity Three
Mon -11/3/14
Fri -11/14/14
7,000
Fixed Formula -20/80
Activity Four
Mon -10/13/14
Fri -11/14/14
20,000
Weighted Milestones
Activity Five
Mon 11/17/14
Fri - 12/5/14
10,000
Fixed Formula – 0/100
Activity Six
Mon -12/8/14
Fri -12/19/14
7,000
Fixed Formula – 0/100
Activity Two has a start-to-start relationship (one week lag time) with Activity One. Activity Three has a finish-to-start relationship with Activity One. Activity Five has finish-to-start relationships with activities Three and Four. Activity Six has finish-to-start relationships with activities Two and Five.
Assumptions
1. Assume a five-day work week.
2. For all activities (except Activity Four), assume the expenditure rate is constant over the duration of the activity, i.e.:
For Activity Four, assume the expenditure profile shown below:
The project sponsor wants you (the PM) to present a project cost and schedule performance assessment using data through Friday, Nov 7, 2014. You have collected the following information:
Activity
Actual Start
Actual Finish
Actual Cost
Activity One
Mon - 10/13/14
Fri - 11/3/14
12,000
Activity Two
Mon - 10/20/14
12,000
Activity Three
Mon -11/4/14
4,000
Activity Four
Mon -10/13/14
20,000
Activity Five
0
Activity Six
0
For Activity One, three equally-valued gates have been established and all gates are complete as of 11/7/14.
For Activity Four, four milestones have been established with the following values: (1) milestone 1 – 30%; milestone 2- 30%; milestone 3 – 10%; milestone 4 -30%. Three of the milestones are complete as of 11/7/14.
Show all work. Round dollar values to the nearest dollar. Calculate all other variables to three decimal places.
1. Earned Value Measures
a. Calculate earned value measures for each activity and for the cumulative project as of 11/7/14; fill in the table below:
Activity
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Activity One
12,000
Activity Two
12,000
Activity Three
4,000
Activity Four
20,000
Activity Five
0
Activity Six
0
Entire Project
48,000
ExpendituresTime
ExpendituresWeeks123455.5K3.0K
.
Problem 8-2B(a) Journalize the transactions, including explanati.docx
Problem 8-2B
(a) Journalize the transactions, including explanations. (Note, enter all accounts in one box. The dates have been included to help with formatting).
Date
Account Titles and Explanation
Debit
Credit
1
2
3
4
5
(b) Enter the January 1, 2014 balances in Accounts Receivable and Allowance for Doubtful Accounts. Post the transactions to the ledger T Accounts
Be sure to post the amounts to the correct side of the T-Account!
Accounts Receivable
Bal.
(2)
(1)
(3)
(5)
(4)
(5)
Bal.
Allowance for Doubtful Accounts
(4)
Bal.
(5)
Bal.
(c) Prepare the journal entry to record bad debt expense for 2014, assuming that aging the accounts receivable indicates that expected bad debts are $140,000.
Balance needed $
Balance before adjustment [see (b)]
Adjustment required $
The journal entry would therefore be as follows:
(d) Accounts Receivable Turnover Ratios:
Enter your answer here
Average Collection Period:
Enter your answer here
Problem 8-6B
(a) Journalize the transactions, including explanations. (Note, enter all accounts in one box. The dates have been included to help with formatting).
Date
Account Titles and Explanation
Debit
Credit
5
20
Feb 18
Apr 20
30
May 25
Aug 18
Sept. 1
Problem 9-2B
(a) Journalize the transactions, including explanations. (Note, enter all accounts in one box. The dates have been included to help with formatting).
If there are two entries for the same day, then you do not need to enter the date again.
Date
Account Titles and Explanation
Debit
Credit
April 1
May 1
May 1
June 1
Sept 1
PART B
Dec 31
31
(c) Partial Balance Sheet
TONG CORPORATION
Partial Balance Sheet
December 31, 2014
Assets
Plant assets
Account title
Amount
Account title
Amount
Account title
Amount
Account title (or contra account)
Amount
Total plant assets
Amount
Problem 9-7B
(a)
BUS 1
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
BUS 2
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
BUS 3
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
(b)
BUS 2
Year
Depreciation Expense
Amount
Amount
.
Problem B Regulatory Compliance 1 No.docx
Problem B: Regulatory Compliance
1
Note: All character and company names are fictional and are not intended to
depict any actual person or business.
Knowing that mergers may require a dramatic change in company culture,
you realize that you need to meet with the human resources (HR) and
leadership teams because they will play important roles in the merger. The
leadership team will drive the change, and the HR team will be charged with
managing the change. You have scheduled a meeting with Steve Maine, your
vice president at ALTAP consulting, to consult with him on this project.
“Thanks for meeting me today, Steve,” you begin. “I need to talk through
some of the issues before meeting with the HR and leadership teams at
UWEAR and PALEDENIM. The merger is going well, but it is becoming
apparent that there are some significant change issues that need to be
addressed.”
“I’ve heard good things about your work on this project,” Steve answers. “I’m
sure you have it under control, but I’ll be happy to help where I can.”
“We are dealing with the issues of joining together two very disparate
companies,” you explain. “On the one hand, UWEAR is public and has 100
employees; on the other hand, PALEDENIM is private with only 15
employees. They basically provide the same type of service, but they are
completely different businesses in how they operate inside and outside of the
company.”
You continue, “Yes, and both the employees and managers of each company
have different philosophies and expectations. PALEDENIM employees and
managers have a kind of ‘one-for-all and all-for-one’ attitude. They all chip in
to get the job done. The UWEAR employees and managers look at things
differently. They’re more apt to do their jobs, get them done, and go home
without consideration for what else the rest of the team needs to complete.”
“That is definitely a culture issue,” Steve agrees. “In fact, that is the classic
definition of a culture issue. I’m sure they’re also dealing with the typical
power struggles. I bet everyone is worried about whether their department
will be headed by a UWEAR manager or a PALEDENIM manager.”
Problem B: Regulatory Compliance
2
“Exactly,” you say. “I know the intention of the merger is to benefit both
companies, but there are unintended consequences as well. We need to do
whatever we can to help the employees of both companies get through this
with the fewest glitches possible.”
Analysis
Assessing poverty–deforestation links: Evidence from Swat, Pakistan
Shaheen Rafi Khan a, Shahrukh Rafi Khan b,⁎
a Sustainable Development Policy Institute, P. O. Box 1091, Islamabad, Pakistan
b Department of Economics, Mount Holyoke College, 50 College Street, South Hadley, MA 01075-1481, USA
a b s t r a c ta r t i c l e i n f o
Article history:
Received 5 June 2008
Received in revised form 21 January 2009
Accepted 16 April 2009
Available online 21 May 2009
Keywords:
Ecolo.
PROBLEM 3-22EventProduct CostsPeriod Costsa.b..docx
This document contains accounting problems and solutions related to events, costs, financial statements, and bank reconciliations. Problem 3-22 lists event types and costs. Problem 3-25 provides a table to indicate event types, and fills in a sample company's financial statements. Problem 4-20 shows a bank reconciliation with calculated balances. Problem 4-21 identifies reconciling items that would require adjustment.
Problem 3 15 pointsThe following items were taken from the po.docx
This document provides guidance for students completing their MBA Management Report at the University. It outlines the purpose and structure of the report, as well as responsibilities of students and supervisors. Key deadlines are provided, including submission of a research proposal and five documented supervisory meetings. Guidance is given on selecting a research topic, conducting background research, and developing the report outline. The appendices include a consent form, assessment criteria, and feedback sheets for supervisors. The overall aim is to help students successfully complete an independent research project that demonstrates academic rigor.
Problem 3-1A Identifying adjusting entries with explanations LO C3.docx
Problem 3-1A Identifying adjusting entries with explanations LO C3, P1
For each of the following entries, enter the letter of the explanation that most closely describes
it in the space beside each entry. (You can use letters more than once.)
A.
To record receipt of unearned revenue.
B.
To record this period's earning of prior unearned revenue.
C.
To record payment of an accrued expense.
D.
To record receipt of an accrued revenue.
E.
To record an accrued expense.
F.
To record an accrued revenue.
G.
To record this period's use of a prepaid expense.
H.
To record payment of a prepaid expense.
I.
To record this period's depreciation expense.
lanation
Journal Entries
Debit
Credit
Interest Expense
1,000
Interest Payable
1,000
Depreciation Expense
4,000
Accumulated Depreciation
4,000
Unearned Professional Fees
3,000
Professional Fees Earned
3,000
Insurance Expense
4,200
Prepaid Insurance
4,200
Salaries Payable
1,400
Cash
1,400
Prepaid Rent
4,500
Cash
4,500
Salaries Expense
6,000
Salaries Payable
6,000
Interest Receivable
5,000
Interest Revenue
5,000
Cash
9,000
Accounts Receivable (from consulting)
9,000
Cash
7,500
Unearned Professional Fees
7,500
Cash
2,000
Interest Receivable
2,000
Rent Expense
2,000
Prepaid Rent
2,000
Problem 3-3A Preparing adjusting entries, adjusted trial balance, and financial statements LO A1, P1, P2, P3
[The following information applies to the questions displayed below.]
Wells Technical Institute (WTI), a school owned by Tristana Wells, provides training to individuals who pay tuition directly to the school. WTI also offers training to groups in off-site locations. Its unadjusted trial balance as of December 31, 2013, follows. WTI initially records prepaid expenses and unearned revenues in balance sheet accounts. Descriptions of items a through h that require adjusting entries on December 31, 2013, follow.
Additional Information Items
a.
An analysis of WTI's insurance policies shows that $2,400 of coverage has expired.
b.
An inventory count shows that teaching supplies costing $2,800 are available at year-end 2013.
c.
Annual depreciation on the equipment is $13,200.
d.
Annual depreciation on the professional library is $7,200.
e.
On November 1, WTI agreed to do a special six-month course (starting immediately) for a client. The contract calls for a monthly fee of $2,500, and the client paid the first five months' fees in advance. When the cash was received, the Unearned Training Fees account was credited. The fee for the sixth month will be recorded when it is collected in 2014.
f.
On October 15, WTI agreed to teach a four-month class (beginning immediately) for an individual for $3,000 tuition per month payable at the end of the class. The class started on October 15, but no payment has yet been received. (WTI's accruals are applied to the nearest half-month; for example, October recognizes one-half month accrual.)
.
Essay 21) Describe the opportunities and challenges posed by the d.docx
This document outlines 3 essay prompts: 1) Discuss opportunities and challenges from diversity in the US population. 2) Analyze how population density and location influence US politics. 3) Define "realigning election", describe one such election including events leading up to it and the result.
Essay 11) Evaluate the Articles of Confederation as a guide for su.docx
Essay 1
1) Evaluate the Articles of Confederation as a guide for successful democracy in the United States.
2) Establish the link between the growth of the national government and changes in federalism as practiced in the United States
3) How did the role of government in people's lives change during the Great Depression? Be sure to explain conditions before the New Deal and the Great Depression as part of your answer.
.
Essay (1) QuestionWhat is the so-called Machine Age How was it .docx
Essay (1) Question
What is the so-called "Machine Age"? How was it associated with alienation? Describe some works by Demuth and Stella that illustrate the qualities of the machine age. Comment on how this alienation permeates the other arts as it does early twentieth century culture in general.
Essay (2) Question
2.
Frank Lloyd Wright was one of the most influential architects of the 20th century. Using the images and plans of the Bauhaus and German Pavilion, discuss the importance of Wright for Gropius and Mies. What do their buildings share with the Robie House? How do they depart from Wright’s example? Consider the way space is defined, the overall appearance of the buildings, the types of materials used, the relationship between the interior and the exterior, and the way the visitor encounters each of the structures.
ART /330
Instructions
Each essay must consist of at least 700 words (this equals two double-spaced pages in Times New Roman font 12). Where appropriate, information must be properly documented in MLA style.
.
Essay #2 addresses some topic in the broad scope of Transcendentalis.docx
Essay #2 addresses some topic in the broad scope of Transcendentalism.
Essay #2 has similar parameters -- length/outside source requirements, drafting process -- as Essay #1.
You are always free to develop your own topic approach within the Transcendentalism topic.
Some suggestive options:
1) Analyze Thoreau's "Civil Disobedience" in light of a contemporary example or figure or incident in the tradition of American civil disobedience.
2) Analyze the persuasive and rhetorical strategies of one of the transcendental pieces (or King's "Letter") that we have read. You might look at issues of audience, style, emotional vs./and rational appeal, appeals to history/tradition or rejection of history/tradtion, metaphoric style, tone and so forth. If you deem them successful, why/how do they succeed in arguing their points? What might be points of counterargument or criticism or weaknesses in their approach? Does it work as a piece of argument/writing?
3) Pick one (or several if you feel it's appropriate) key concepts or quotes from a work (or several works) and discuss the concept/quote in terms of how it has evolved or put it in larger context. How have these words taken form in our laws, practice, literature, or culture? Where are the gaps between the great ideals of these writers' words and the reality of their times and/or ours? e.g. How might MLK (in light of his "Letter") feel about the society and civil rights situation we see today?
4) You could pick one, two, or three key themes from any of the works and discuss how the text fleshes out these themes and why they are important to our understanding of the period, or the particular writer, or to transcendentalism as a movement, or to American tradition or literature and so forth.
5) You could pick a theme which runs through several of the texts (for example, something about the role or nature of the individual) and trace it through its different configuration and representations.
Essay length: 4-5 pages -- again, I'm always more concerned with minimum than limiting any maximum length.
Include outside critical sources.
MLA documentation
.
Essay # 2 The Tempest Prompt4-5 pages (MLA format)Char.docx
Essay # 2
The Tempest
Prompt
4-5 pages (
MLA format)
Character:
The Tempest
presents a variety of characters who manipulate each other, raising questions about personal agency and autonomy.
How are characters formed as the result of other characters’ direct influence?
How might the text mirror our own experiences of identity formation?
Perhaps the text suggests that we can never be autonomous individuals due to the ease by which we are influenced by others.
Do you agree or disagree with this claim?
Be sure to support your position with concrete examples; these examples may come from your personal experience and observations, but you should also use the main text of
The Tempest
as the basis for each of your claims.
(Terms to define in the paper: agency, autonomy, influence)
*NOTE: For body paragraph please follow the format of
1.Topic sentence
2.Evidence /example (Text, Personal)
3.Analysis
4. Link/ tie back to thesis
.
Es la actividad que hacemos con pecesEs un animal blanco y negro q.docx
Es la actividad que hacemos con peces
Es un animal blanco y negro que huele muy mal
Es un lugar que no tiene agua
Es un fenómeno natural donde la temperatura del mundo sube
Son cosas que usamos para energia
Es algo malo que contamina la tierra agua o plantas
Es un bosque tropical
Es un tipo de bote que carga muchas cosas
Es el animal que produce tocino
Es un tipo de transportación que va en carriles
Es el animal que tiene ocho piernas
.
Erving Goffman is one of the most important sociological thinkers in.docx
Erving Goffman is one of the most important sociological thinkers in modern sociology. His biggest contribution to sociology was the dramaturgical lens of viewing social interaction, a theory that he developed by just watching people in their everyday interactions. In the pieces that we read for this class, we talked about these elements of dramaturgy and how they play out in real life.
For this essay question:
(1) define the concepts of
impression management
and
audience segregation
and then explain how and why people use impression management and audience segregation in daily social life
(2) give a detailed example of how you used impression management and audience segregation in the last week
and finally
(3) explain how technology has changed features of impression management and audience segregation. Give one positive and one negative example.
Be as complete and thorough as possible with your answer.
.
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- 1. Identify and explain four of Bass’ factors associated with transformational. Give examples from your own experiences or observations that illustrate the use of two of these factors. Contrast the expectations of transactional and transformational leaders. Week Four Lecture Chapter 12 Transformational Leadership: What does this mean to each of you? Do you know anyone that you would consider a transformational leader? Is this a style that you would consider your own leadership to fall under? There are several definitions out there on what a transformational leader would be. According to Ozzaralli (2003), “leaders who create a dynamic organizational vision that often necessitates a culture of values to reflect greater innovation” (p. 337). According to Rouche (1989), another definition would be “transformational leadership in terms of the ability of a leader to influence the values, attitudes, beliefs and behaviors or others by working with and through them in order to accomplish the organization’s mission and purpose” (Sasiadek, 2006, p. 37- 38).
- 2. Lastly as determined by Byham and Cox (1994), “transformational leadership behaviors are related positively to several important organizational outcomes, including perceived extra effort, organizational citizenship behaviors and job satisfaction” (Sasiadek, 2006, p. 39). As you can see there are many definitions of transformational leadership. One of the basic elements here is that these are dynamic leaders that go beyond just leading, but actually share their values and beliefs and help others to be a part of something great that will lead to the outcome desired. Who can you think of that would be a transformational leader? Some that come to mind are Oprah Winfrey, President Ronald Reagan and Bill Gates. Below is a video on a Transformational Leader. As you watch this, see if you can identify the elements that set Oprah apart from the other leadership styles discussed in our readings this week. Oprah Winfrey- A Transformational Leader (Links to an external site.)Links to an external site. (http://youtu.be/9zDMoj7D3b8) Servant Leadership: Can anyone be a servant leadership? Do you have to be in a leadership role to be a servant leader? This is a leader that gives everything they have to serve the greater good. Who can you think of that fit this type of leadership style? How about Jesus Christ, Harriet Tubman and Abraham Lincoln.
- 3. According to Ramsey (2003) and Sasiadek (2006), there are ten ways to accomplish servant leadership. They are as follows: 1. Get to know every employee as a unique human being. Know their names, something about their families, their lives, their interests and what makes them individual. 2. Manage, while walking around, to see what needs to be done in order for employees to have higher productivity. This is not to catch them doing something wrong, but more or less a reinforce. 3. Practice open management; keep employees fully informed. Tell the truth and nothing but the truth. 4. Model productive behavior. Lead by influence. 5. Make empowerment more than a cliché. Delegate real decision making authority. 6. To be a teacher, mentor, coach and cheerleader. 7. Buffer employees from undue pressure, distractions, or interruptions. 8. Give employees many choices and second chances. 9. Provide growth opportunities for all employees. 10. Become a prospector for resource. Find a way to get whatever your work needs to succeed (Sasiadek, 2006, p. 36). Below are two videos that will also help illustrate servant
- 4. leadership. The first one is a really interesting one that many will be able to relate to. See what you think and if you are able to connect the first one on the list above to this video. Tony Robbins: Being a Powerful Leader = Being a Powerful Servant (Links to an external site.)Links to an external site. (http://youtu.be/-MOxMSAg5O0) Authentic Leadership Profile - Gandhi (Links to an external site.)Links to an external site. (http://youtu.be/HChw11UUJEQ) Authentic Leadership : Authentic leadership is one that is very interesting and yet very confusing. There are several areas between the servant leadership that cross over into authentic leadership. For example; one of the videos below describes Gandhi as an authentic leader, yet his style of leadership was certainly that of a servant leader. So how can we distinguish the difference between the two? According to Nayab (2010), “the major difference between servant leadership and authentic leadership lies in approach, application and style” (para. 1). The core principle of servant leadership is to give priority to the interest of others. The primary duty of the leader is to serve others by fulfilling their needs, aspirations, and desires. Authentic leadership, on the other hand, does not encourage the leader to be too responsive to the desires of others. Going overboard to meet the desires of each individual creates problems such as:
- 5. · Organizational goals suffering due to competing interests · Danger of deviating from course of action · Leader not making difficult decisions due to fear of offending (Nayab, 2010, para. 12). A great article that discusses the difference between servant leadership and authentic leadership can be found below: Servant Leadership vs. Authentic Leadership: What are the Differences? (Links to an external site.)Links to an external site. (http://www.brighthub.com/office/home/articles/73574.aspx) Authentic Leadership Video (Links to an external site.)Links to an external site. (http://youtu.be/RRIkPcI8v7A) Team Leadership: Our final chapter this week focuses on team leadership. According to our textbook, team leadership is the driving force of team effectiveness (Northouse, 2013). Please take a few minutes to review the Hill’s Model for Team Leadership illustration in the required text. Below is an interesting article on team leadership that really adds to the value of this chapter.
- 6. 6 Ways Successful Teams are Built to Last (Links to an external site.)Links to an external site. (http://www.forbes.com/sites/glennllopis/2012/10/01/6-ways- successful-teams-are-built-to-last/) Below are two more videos on Team Leadership. Team Leadership (Links to an external site.)Links to an external site. (http://youtu.be/A3s4aCAane4) Video Review for the The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni (Links to an external site.)Links to an external site. (http://youtu.be/509V7Z9OUQA) Forbes School of Business Faculty References: Akbarzadeh, K. [Kemran Akbarzadeh] (2012, January 25). Authentic leadership video (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://youtu.be/RRIkPcI8v7A Byham, W., & Cox, J. (1994). Heroz: Empower yourself, your coworkers, your company. New York: Random House
- 7. Callibrain (2013, February 5). Video review for the five dysfunctions of a team: a leadership fable by Patrick Lencioni (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://youtu.be/509V7Z9OUQA Jennerz41 (2011, February 5). Oprah Winfrey- a transformational leader (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://youtu.be/9zDMoj7D3b8 Nayab, N. (2010, June 8). Servant leadership vs. authentic leadership: What are the differences? (Links to an external site.)Links to an external site. Retrieved from http://www.brighthub.com/office/home/articles/73574.aspx Nikkijlow (2010, February 6). Authentic leadership profile – Gandhi (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://youtu.be/HChw11UUJEQ Ozzaralli, N. (2003). Effects of transformational leadership on empowerment and effectiveness. Leadership and Organizational Development Journal, 24 (5/6), 335-344. Robbins, Tony [Tony Robbins] (2013, January 28). Tony Robbins: Being a powerful leader = Being a powerful servant
- 8. (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://youtu.be/-MOxMSAg5O0 Sasiadek, S. (2006). Individual influence factors that impact employee empowerment: A multicase study. Ann Arbor, MI. Retrieved from the ProQuest database. tmsvideosonline (2012). Team leadership (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://youtu.be/A3s4aCAane4 Required Resource Text Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781452203409. Recommended Resources Articles It is highly recommended that you read the following articles to gain a better understanding of leadership (Retrieved from the ProQuest database):
- 9. Authenticity and effective leadership: Getting the focus right. (2006, July). (2006, July). Strategic Direction, 22 (7), 18. Hobson, C.J., Strupeck, D., & Szostek, J. (2010, April). A behavioral roles approach to assessing and improving the team leadership capabilities of managers. International Journal of Management, 27 (1), 3-15. Hummett, P. (2008). The paradox of gifted leadership: Developing the generation of leaders. Industrial and Commercial Training, 40 (1), 3-9. Li, C., & Hung, C. (2009). The influence of transformational leadership on workplace relationships and job performance. Social Behavior and Personality, 37 (8), 1129-1142. R