LED560
Learning Outcomes
Upon successful completion of this course, the student will be able to satisfy the following outcomes:
Module 1
Describe the role of an organization's leadership in deciding the overall purpose, vision, and mission of an organization, and discuss how the vision and mission statements become the foundation of strategic choice.
Evaluate the mission, vision, and values statements of a session-long organization selected by the student.
Module 2
Evaluate the extent to which monitoring of the external environment assists the organization to best adapt to the threats and opportunities existing within the external environment.
Discuss the ways in which environmental opportunities and threats serve to limit strategic choice.
Module 3
Turn the organization’s vision and mission into action, applying the Grand Strategy Matrix and the BCG Matrix as tools to determine an organization’s “grand strategy.”
Apply the Grand Strategy Matrix to determine the organizational strategy that should be pursued.
Module 4
Assess the extent to which an organization’s culture is supportive of the organization’s strategic direction.
Identify the stated values of an organization, assessing the extent to which the organization’s sense of “morality” (values) aligns with its strategic choices.
COURSE MATERIALS/BIBLIOGRAPHY
Module 1
Required Resources
Bass, B. M. (2007). Executive and strategic leadership. International Journal of Business, 12(1), 33–52. Retrieved from ProQuest.
Blumentritt, T. (2015, April 24). Introduction to strategic management. Youtube. Retrieved from https://www.youtube.com/watch?v=DB90xGiWHIA
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: What do they say? Organization Development Journal, 29(1), 63–78. Retrieved from ProQuest.
Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning at Saint Francis de Sales Schools. International Journal of Case Studies in Management (Online), 10(2), 1–20. Retrieved from ProQuest.
McNamara, C. (2000). Basics of developing mission, vision, and values statements. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/strategicplanning/mission-vision-values.htm
Olsen, E. (2012, September 5). Overview of the strategic planning process. Virtual Strategist. Podcast retrieved on April 29, 2014 from http://www.youtube.com/watch?v=sU3FLxnDv_A
United States Air War College - National Defense University. (n.d.). Strategic vision. Strategic Leadership and Decision Making. Retrieved from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html
Williams, L. S. (2008). The mission statement: A corporate reporting tool with a past, present, and future. Journal of Business Communications, 45(2), 94–119. Retrieved from EBSCO.
Optional Resources
Boal, K. B., & Hoojiberg, R. (2000). Strategic leadership research: Moving on. Leadership Quarterly, 11(4), 515–549. Retrieved from Science Direct.
Crossan, M., Vera, D., & Na ...
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
Strategic leadership is about setting the direction of an organization and translating that vision into concrete actions and processes. Strategic leaders perform several key functions:
1. They set the direction for the organization by articulating its vision and values.
2. They develop strategic and organizational processes to translate the vision and strategy into action through communication, planning, and infrastructure.
3. They align people and the organization with the strategy through strategic conversations to build participation, motivation, and strategic capabilities among staff.
4. They determine effective intervention points by balancing when individuals, the organization, and external factors are ready for change.
In summary, strategic leaders look beyond daily operations to guide an organization towards its long
Kuis 1, an overview of strategic managementwinniewien
Strategic management involves analyzing an organization's internal strengths and weaknesses as well as external opportunities and threats. It is a continual process that includes planning, implementing, monitoring, and reevaluating decisions across business functions to achieve organizational goals. Key aspects of strategic management include developing a vision and mission, setting goals and objectives, determining strategies, implementing strategies, and evaluating strategy effectiveness. SWOT analysis is an important tool that helps organizations assess their internal resources and competencies as well as external factors to inform strategic decision making.
The document outlines the lesson plan for week 3 of a strategic management course. It includes the following topics to be covered each day: introduction to strategic management, types of strategies, strategic inputs and formulation, strategy formulation and implementation, strategy execution and monitoring, value innovation strategy, balanced scorecard and strategy maps. It also includes a diagram of the strategic management model showing the relationships between various strategy components like internal/external analysis, formulation, implementation, evaluation. Key textbooks for each topic are also listed.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
The document summarizes several models of the strategic management process:
- David's model involves strategy formulation, implementation, and evaluation.
- Glueck's model includes strategic elements, analysis/diagnosis, choice, implementation, and evaluation.
- Schendel and Hofer's model incorporates planning, control, goal formulation, analysis, strategy formulation/evaluation, implementation, and strategic control.
My Experiences After Attending The Practice Of Public...Julie Brown
The document discusses the author's experiences after taking a public health leadership course in 2015. The author learned that effective leadership depends on teamwork, recognizing strengths and weaknesses, and incorporating diversity. Personal reflection and knowing oneself are also important lessons. The course challenged, developed, and inspired the author as a leader.
Strategic planning is an organizational management activity that helps set priorities, focus resources, strengthen operations, and ensure employees are working toward common goals. It produces fundamental decisions that shape what an organization does and why. Effective strategic planning articulates not only where an organization is going and how it will get there, but also how it will measure success. It requires broad information gathering, clarifying the mission, exploring alternatives, and considering future implications of present decisions. The process aims to help organizations anticipate and respond to change in wise and effective ways.
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
Strategic leadership is about setting the direction of an organization and translating that vision into concrete actions and processes. Strategic leaders perform several key functions:
1. They set the direction for the organization by articulating its vision and values.
2. They develop strategic and organizational processes to translate the vision and strategy into action through communication, planning, and infrastructure.
3. They align people and the organization with the strategy through strategic conversations to build participation, motivation, and strategic capabilities among staff.
4. They determine effective intervention points by balancing when individuals, the organization, and external factors are ready for change.
In summary, strategic leaders look beyond daily operations to guide an organization towards its long
Kuis 1, an overview of strategic managementwinniewien
Strategic management involves analyzing an organization's internal strengths and weaknesses as well as external opportunities and threats. It is a continual process that includes planning, implementing, monitoring, and reevaluating decisions across business functions to achieve organizational goals. Key aspects of strategic management include developing a vision and mission, setting goals and objectives, determining strategies, implementing strategies, and evaluating strategy effectiveness. SWOT analysis is an important tool that helps organizations assess their internal resources and competencies as well as external factors to inform strategic decision making.
The document outlines the lesson plan for week 3 of a strategic management course. It includes the following topics to be covered each day: introduction to strategic management, types of strategies, strategic inputs and formulation, strategy formulation and implementation, strategy execution and monitoring, value innovation strategy, balanced scorecard and strategy maps. It also includes a diagram of the strategic management model showing the relationships between various strategy components like internal/external analysis, formulation, implementation, evaluation. Key textbooks for each topic are also listed.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
The document summarizes several models of the strategic management process:
- David's model involves strategy formulation, implementation, and evaluation.
- Glueck's model includes strategic elements, analysis/diagnosis, choice, implementation, and evaluation.
- Schendel and Hofer's model incorporates planning, control, goal formulation, analysis, strategy formulation/evaluation, implementation, and strategic control.
My Experiences After Attending The Practice Of Public...Julie Brown
The document discusses the author's experiences after taking a public health leadership course in 2015. The author learned that effective leadership depends on teamwork, recognizing strengths and weaknesses, and incorporating diversity. Personal reflection and knowing oneself are also important lessons. The course challenged, developed, and inspired the author as a leader.
Strategic planning is an organizational management activity that helps set priorities, focus resources, strengthen operations, and ensure employees are working toward common goals. It produces fundamental decisions that shape what an organization does and why. Effective strategic planning articulates not only where an organization is going and how it will get there, but also how it will measure success. It requires broad information gathering, clarifying the mission, exploring alternatives, and considering future implications of present decisions. The process aims to help organizations anticipate and respond to change in wise and effective ways.
The document outlines the key components of strategic corporate brand planning, including vision, mission, values, and strategies. It describes the strategic planning process as having seven aspects: concept, people, art, science, unit, process, and work. The strategic brand management process consists of a sequence of specific steps and phases that can be broken down into partial processes, operations, and elements. The management cycle of implementing a corporate brand strategy is represented as a set of steps, processes, and functions aimed at achieving goals and results.
Strategic planning determines an organization's goals and plans. This document discusses strategic planning models and their benefits. It describes the "basic", "goal-based", "alignment", and "organic" models. It also covers an alternative model called "Appreciative Inquiry", which focuses on an organization's strengths rather than problems. The document provides guidance on strategic planning including when to conduct it, who should be involved, and how to avoid pitfalls.
Strategic management involves three main processes: strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves analyzing the internal and external environment to set objectives and develop a strategic plan. Strategy implementation allocates resources and establishes responsibility to achieve objectives. Strategy evaluation measures effectiveness by analyzing strengths, weaknesses, opportunities, and threats to determine if the strategy needs to be maintained or changed.
Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
Bryson. chapter 2. the strategy change cycle. an effective strategic planning...Beulah Heights University
The document outlines the Strategy Change Cycle, an effective strategic planning approach. It consists of 10 steps: 1) initiate planning, 2) identify mandates, 3) clarify mission, 4) assess environment, 5) identify issues, 6) formulate strategies, 7) review strategies, 8) establish vision, 9) develop implementation, and 10) reassess. The process links planning to implementation and allows for ongoing strategic management. It focuses the organization on its mission while considering internal strengths/weaknesses and external opportunities/threats.
Capstone Project Part V Action Plans Natasha House, Inc.docxannandleola
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Strategic leadership involves three key elements: strategic thinking, acting, and influence. It is concerned with creating sustainable competitive advantage for an organization over the long term. Strategic leadership differs from general leadership in that it has a broad scope that impacts the entire organization, its impact is felt over long periods of time, and it often involves significant organizational change. Strategic leaders are primarily concerned with higher levels of the organization and ensuring its future competitiveness through developing and implementing effective strategies. Strategic decision making is an important part of strategic leadership, as strategic decisions are rare, consequential, and directive for the organization.
This document is a course syllabus for an introduction to strategic management course. It outlines the course purpose, learning outcomes, teaching methodology, assessment, required texts, and topics to be covered. The course is designed to equip students with knowledge and skills in strategic management, including analyzing a company's strategy and environment, understanding sources of competitive advantage, and appreciating the strategic management process. It will be taught through lectures, discussions, assignments and case studies and assessed through tests, assignments, and an examination.
The role of strategic planning in effecting change the realtionshiop between ...William Kapambwe
Strategic planning is a management tool that helps organizations focus their energy and work towards common goals. It determines an organization's direction over the next year or more. The strategic planning process involves three major activities: strategic analysis, setting strategic direction through goals and strategies, and action planning to implement strategies. While strategic planning is a disciplined process, it is also creative and allows for flexibility as insights are gained.
This document provides a summary of the book "Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formulation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, the importance of being a learning organization, and the roles and responsibilities of corporate boards in strategic decision making.
This document provides a summary of the book "Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formulation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis, strategic decision making processes, the roles of corporate governance and social responsibility, and methods for analyzing a company's external environment and internal strengths and weaknesses.
This document provides a summary of the book "The Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, strategic decision making models, the evolution of strategic management, and the importance of organizations becoming learning entities. The review provides an overview of the essential elements and processes in strategic management discussed in the source book.
This document discusses strategic management and strategic planning. It defines strategy as a set of procedures an organization follows to accomplish goals. Strategic management is an ongoing process of developing, implementing, and assessing strategies to achieve long-term objectives. Strategic planning is important for defining strategies and allocating resources, and the success of strategic management relies on effective strategic planning.
Psychological Foundations of Leadership 1 Course LearningTatianaMajor22
Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit VI
Upon completion of this unit, students should be able to:
6. Examine characteristics leaders exhibit to achieve organizational objectives.
6.1 Examine knowledge management.
6.2 Explain the benefit for a learning organization to develop a strategy toward effectively
competing with ecommerce.
6.3 Examine the need for a leadership development program to guide a learning organization
toward sustainability.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Unit Lesson
Chapter 13
Unit VI Case Study
6.2
Unit Lesson
Chapter 13
Unit VI Case Study
6.3
Unit Lesson
Chapter 13
Chapter 15
Unit VI Case Study
Required Unit Resources
Chapter 13: Strategic Leadership and Knowledge Management
Chapter 15: Leadership Development and Succession
Unit Lesson
Introduction
Welcome to Unit VI! As our vibrant learning continues, we will now examine essential characteristics for
leaders needed to drive organizational success. As we continue to reflect upon the psychological foundations,
we are led to consider characteristics that directly correlate to each of these dimensions. For the purposes of
initiation, please pause and think about a successful leader who influenced and guided an organization that
you were a part of. What characteristics did they display? Perhaps they displayed authenticity, self-
confidence, and exceptional verbal skills? Logically, one will contemplate these characteristics in the context
of key leadership functions, two of which we will examine in this unit.
For the purposes of this lesson, we will first identify critical characteristics needed for the formulation and
execution of business strategy, and we will contemplate the role of knowledge management. Second, we will
explore important characteristics needed for successful development and execution of leadership
development programs. Finally, we will conclude with an examination of how these characteristics in these
important activities relate to the psychological foundations of leadership.
UNIT VI STUDY GUIDE
Leadership Characteristics for
Organizational Success
Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Strategy
We continue to learn that the success of any business necessitates a clearly expressed vision and mission
statement that leaders utilize in order to gain followership and influence activities that lead to the attainment of
organizational goals. Given that one of the critical functions of organizational leadership is the development of
strategy, it is essential to translate the vision and mission statement into a viable plan for execution. DuBrin
(2019) posits that strategy is the mechanism that supports the planning process, which provides inspiration
and direction. Recognizing that leaders must possess essential characteristics to gain followership for this
strategy, let’s consider three most critica ...
This document provides an outline and overview of key concepts related to strategic planning. It defines strategic planning and differentiates it from other types of planning. The summary discusses the importance of strategic planning, the strategic planning process which involves assessing the internal and external environment, and developing a vision, mission, values, goals and objectives. It also outlines the roles of different management levels in strategic planning and criteria for an effective strategic plan.
This document outlines Henry Mintzberg's concept of strategic management and modeling strategy. It discusses 10 schools of thought on strategy formation: design, planning, positioning, entrepreneurial, cognitive, learning, power, cultural, environmental, and configuration. Each school views strategy formation differently, such as a rational process, formal planning process, analytical process, or emergent and adaptive process. The document recommends that managers take a holistic view of strategic management that incorporates lessons learned over time, as the learning school emphasizes.
Strategic planning process and the role of hrwilliamwachira
Strategic planning is a long-term process that helps organizations define goals and plans to achieve them. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. The strategic planning process consists of four main stages: formulation, development, implementation, and evaluation. In the formulation stage, organizations develop vision, mission and value statements. In the development stage, goals are established and strategies created after analyzing internal and external factors. In the implementation stage, action plans are made and resources allocated. Finally, in the evaluation stage, performance is assessed and strategies modified if needed to ensure goals are met.
Day 5 Shaping organisational goals and strategiesAhmed Qadir
The document discusses the importance of strategy for public sector organizations. It defines strategy as actions taken today to meet tomorrow's objectives, involving defining where the organization is now, where it wants to be, and how it will get there. Effective strategy requires leadership to obtain resources, defend the organization's competence, infuse the organization with values, develop distinctive competencies, distribute incentives fairly, and structure to resolve conflicts. Communicating the organization's higher purpose and strategic direction is also important to motivate staff and gain support. Overall, the document emphasizes that strategy provides direction and focus for public sector organizations to achieve their objectives and demonstrate value.
Animal Protection Society Management 2. Strategy, Struc.docxdurantheseldine
Animal Protection Society Management
2. Strategy, Structure and Organisational Culture
STRATEGY
Introduction
Definitions
The Importance of Strategy
What Constitutes a Strategy?
Vision and Mission
Building a Strategy
The Strategy Process
Organisational Values
Brand
Strategic Review
STRUCTURE & SYSTEMS
Introduction
Need for Structure
Choice of Structure
Examples of Structures
Approach to Coordination
ORGANISATIONAL CULTURE
Introduction
Key Cultures
Determinants of Culture
Changing Cultures
FURTHER RESOURCES
Strategy
Introduction
Strategy is concerned with deciding the nature, domain and scope of an organisation’s
activities (essentially, what it is like, its values, the areas it covers and the direction it is
going in), and the way its success will be evaluated. The pattern of activities in strategy
arises from the acquisition, allocation and commitment of a set of resources and
capabilities by the organisation, in an effective match with the challenges of its
environment, and from the management of the network of relationships with and between
stakeholders.
Strategic planning is vital to ensure that your organisation follows the most effective
course towards its mission. Animal protection societies are bombarded with an
increasingly wide and complex set of demands, and can easily become reduced to reactive
‘fire-fighting’ organisations. This invariable slows down progress towards mission.
1
Animal Protection Society Management
Definitions
Strategy can be defined in many ways, including the following useful examples: -
‘Strategy is the pattern of activities to be followed by an organisation in pursuit of its
long-term purpose’, including its ‘placing’ within the movement. In simple terms:
‘Where we are now, where we want to go and how we intend to get there’.’
‘An agreed-upon course of action and direction that helps manage the relationship
between an organization and its environment. The goal is to achieve alignment or synergy
so that an optimal flow of resources to the institution is achieved.’
‘Strategy can be defined as the process of identifying, protecting, leveraging and
renewing the strategic capabilities of an organisation through its definition of purpose its
organisation and processes, and its choice and support of people.’
What most definitions have in common is: -
An understanding/assessment of the organisation’s resources and capabilities
An understanding/assessment of the external environment
From these, a decision on the best way to use and apply the former to achieve an
agreed aim in the latter.
The Importance of Strategy
Strategy formulation is a vital function of NGO management. A well-focussed and
defined strategy is necessary to ensure optimal progress towards mission and vision is
achieved - in the same way as a route map (or sea chart) is needed, to ensure the most
direct route is taken between home.
1. Discuss the organization and the family role in every one of the.docxcroysierkathey
1. Discuss the organization and the family role in every one of the heritages mentioned about and how they affect (positively or negatively) the delivery of health care.
2. Identify sociocultural variables within the Irish, Italian and Puerto Rican heritage and mention some examples.
References must be no older than 5 years. A minimum of 700 words is required.
.
1. Compare and contrast DEmilios Capitalism and Gay Identity .docxcroysierkathey
1. Compare and contrast D'Emilio's
Capitalism and Gay Identity
with the
From Mary to Modern Woman
reading. What patterns do you see that are similar to the modern American society? What can be said about global notions of gender in the modern age? Feel free to invoke Foucault.
2. How is the writer's experience important in the story being told in
Middlesex
? Describe your reaction to the reading and invoke some of the concepts discussed in the
Queer Theory
reading to try to make sense of sexuality when it does not match your own conventions. Compare both readings, but go deeper to explore your own stereotypes and socialization.
**PLEASE READ THE READINGS IN ODER TO DO THIS ASSIGNMENT.
.
More Related Content
Similar to LED560Learning OutcomesUpon successful completion of this co.docx
The document outlines the key components of strategic corporate brand planning, including vision, mission, values, and strategies. It describes the strategic planning process as having seven aspects: concept, people, art, science, unit, process, and work. The strategic brand management process consists of a sequence of specific steps and phases that can be broken down into partial processes, operations, and elements. The management cycle of implementing a corporate brand strategy is represented as a set of steps, processes, and functions aimed at achieving goals and results.
Strategic planning determines an organization's goals and plans. This document discusses strategic planning models and their benefits. It describes the "basic", "goal-based", "alignment", and "organic" models. It also covers an alternative model called "Appreciative Inquiry", which focuses on an organization's strengths rather than problems. The document provides guidance on strategic planning including when to conduct it, who should be involved, and how to avoid pitfalls.
Strategic management involves three main processes: strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves analyzing the internal and external environment to set objectives and develop a strategic plan. Strategy implementation allocates resources and establishes responsibility to achieve objectives. Strategy evaluation measures effectiveness by analyzing strengths, weaknesses, opportunities, and threats to determine if the strategy needs to be maintained or changed.
Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
Bryson. chapter 2. the strategy change cycle. an effective strategic planning...Beulah Heights University
The document outlines the Strategy Change Cycle, an effective strategic planning approach. It consists of 10 steps: 1) initiate planning, 2) identify mandates, 3) clarify mission, 4) assess environment, 5) identify issues, 6) formulate strategies, 7) review strategies, 8) establish vision, 9) develop implementation, and 10) reassess. The process links planning to implementation and allows for ongoing strategic management. It focuses the organization on its mission while considering internal strengths/weaknesses and external opportunities/threats.
Capstone Project Part V Action Plans Natasha House, Inc.docxannandleola
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Strategic leadership involves three key elements: strategic thinking, acting, and influence. It is concerned with creating sustainable competitive advantage for an organization over the long term. Strategic leadership differs from general leadership in that it has a broad scope that impacts the entire organization, its impact is felt over long periods of time, and it often involves significant organizational change. Strategic leaders are primarily concerned with higher levels of the organization and ensuring its future competitiveness through developing and implementing effective strategies. Strategic decision making is an important part of strategic leadership, as strategic decisions are rare, consequential, and directive for the organization.
This document is a course syllabus for an introduction to strategic management course. It outlines the course purpose, learning outcomes, teaching methodology, assessment, required texts, and topics to be covered. The course is designed to equip students with knowledge and skills in strategic management, including analyzing a company's strategy and environment, understanding sources of competitive advantage, and appreciating the strategic management process. It will be taught through lectures, discussions, assignments and case studies and assessed through tests, assignments, and an examination.
The role of strategic planning in effecting change the realtionshiop between ...William Kapambwe
Strategic planning is a management tool that helps organizations focus their energy and work towards common goals. It determines an organization's direction over the next year or more. The strategic planning process involves three major activities: strategic analysis, setting strategic direction through goals and strategies, and action planning to implement strategies. While strategic planning is a disciplined process, it is also creative and allows for flexibility as insights are gained.
This document provides a summary of the book "Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formulation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, the importance of being a learning organization, and the roles and responsibilities of corporate boards in strategic decision making.
This document provides a summary of the book "Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formulation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis, strategic decision making processes, the roles of corporate governance and social responsibility, and methods for analyzing a company's external environment and internal strengths and weaknesses.
This document provides a summary of the book "The Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, strategic decision making models, the evolution of strategic management, and the importance of organizations becoming learning entities. The review provides an overview of the essential elements and processes in strategic management discussed in the source book.
This document discusses strategic management and strategic planning. It defines strategy as a set of procedures an organization follows to accomplish goals. Strategic management is an ongoing process of developing, implementing, and assessing strategies to achieve long-term objectives. Strategic planning is important for defining strategies and allocating resources, and the success of strategic management relies on effective strategic planning.
Psychological Foundations of Leadership 1 Course LearningTatianaMajor22
Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit VI
Upon completion of this unit, students should be able to:
6. Examine characteristics leaders exhibit to achieve organizational objectives.
6.1 Examine knowledge management.
6.2 Explain the benefit for a learning organization to develop a strategy toward effectively
competing with ecommerce.
6.3 Examine the need for a leadership development program to guide a learning organization
toward sustainability.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Unit Lesson
Chapter 13
Unit VI Case Study
6.2
Unit Lesson
Chapter 13
Unit VI Case Study
6.3
Unit Lesson
Chapter 13
Chapter 15
Unit VI Case Study
Required Unit Resources
Chapter 13: Strategic Leadership and Knowledge Management
Chapter 15: Leadership Development and Succession
Unit Lesson
Introduction
Welcome to Unit VI! As our vibrant learning continues, we will now examine essential characteristics for
leaders needed to drive organizational success. As we continue to reflect upon the psychological foundations,
we are led to consider characteristics that directly correlate to each of these dimensions. For the purposes of
initiation, please pause and think about a successful leader who influenced and guided an organization that
you were a part of. What characteristics did they display? Perhaps they displayed authenticity, self-
confidence, and exceptional verbal skills? Logically, one will contemplate these characteristics in the context
of key leadership functions, two of which we will examine in this unit.
For the purposes of this lesson, we will first identify critical characteristics needed for the formulation and
execution of business strategy, and we will contemplate the role of knowledge management. Second, we will
explore important characteristics needed for successful development and execution of leadership
development programs. Finally, we will conclude with an examination of how these characteristics in these
important activities relate to the psychological foundations of leadership.
UNIT VI STUDY GUIDE
Leadership Characteristics for
Organizational Success
Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Strategy
We continue to learn that the success of any business necessitates a clearly expressed vision and mission
statement that leaders utilize in order to gain followership and influence activities that lead to the attainment of
organizational goals. Given that one of the critical functions of organizational leadership is the development of
strategy, it is essential to translate the vision and mission statement into a viable plan for execution. DuBrin
(2019) posits that strategy is the mechanism that supports the planning process, which provides inspiration
and direction. Recognizing that leaders must possess essential characteristics to gain followership for this
strategy, let’s consider three most critica ...
This document provides an outline and overview of key concepts related to strategic planning. It defines strategic planning and differentiates it from other types of planning. The summary discusses the importance of strategic planning, the strategic planning process which involves assessing the internal and external environment, and developing a vision, mission, values, goals and objectives. It also outlines the roles of different management levels in strategic planning and criteria for an effective strategic plan.
This document outlines Henry Mintzberg's concept of strategic management and modeling strategy. It discusses 10 schools of thought on strategy formation: design, planning, positioning, entrepreneurial, cognitive, learning, power, cultural, environmental, and configuration. Each school views strategy formation differently, such as a rational process, formal planning process, analytical process, or emergent and adaptive process. The document recommends that managers take a holistic view of strategic management that incorporates lessons learned over time, as the learning school emphasizes.
Strategic planning process and the role of hrwilliamwachira
Strategic planning is a long-term process that helps organizations define goals and plans to achieve them. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. The strategic planning process consists of four main stages: formulation, development, implementation, and evaluation. In the formulation stage, organizations develop vision, mission and value statements. In the development stage, goals are established and strategies created after analyzing internal and external factors. In the implementation stage, action plans are made and resources allocated. Finally, in the evaluation stage, performance is assessed and strategies modified if needed to ensure goals are met.
Day 5 Shaping organisational goals and strategiesAhmed Qadir
The document discusses the importance of strategy for public sector organizations. It defines strategy as actions taken today to meet tomorrow's objectives, involving defining where the organization is now, where it wants to be, and how it will get there. Effective strategy requires leadership to obtain resources, defend the organization's competence, infuse the organization with values, develop distinctive competencies, distribute incentives fairly, and structure to resolve conflicts. Communicating the organization's higher purpose and strategic direction is also important to motivate staff and gain support. Overall, the document emphasizes that strategy provides direction and focus for public sector organizations to achieve their objectives and demonstrate value.
Animal Protection Society Management 2. Strategy, Struc.docxdurantheseldine
Animal Protection Society Management
2. Strategy, Structure and Organisational Culture
STRATEGY
Introduction
Definitions
The Importance of Strategy
What Constitutes a Strategy?
Vision and Mission
Building a Strategy
The Strategy Process
Organisational Values
Brand
Strategic Review
STRUCTURE & SYSTEMS
Introduction
Need for Structure
Choice of Structure
Examples of Structures
Approach to Coordination
ORGANISATIONAL CULTURE
Introduction
Key Cultures
Determinants of Culture
Changing Cultures
FURTHER RESOURCES
Strategy
Introduction
Strategy is concerned with deciding the nature, domain and scope of an organisation’s
activities (essentially, what it is like, its values, the areas it covers and the direction it is
going in), and the way its success will be evaluated. The pattern of activities in strategy
arises from the acquisition, allocation and commitment of a set of resources and
capabilities by the organisation, in an effective match with the challenges of its
environment, and from the management of the network of relationships with and between
stakeholders.
Strategic planning is vital to ensure that your organisation follows the most effective
course towards its mission. Animal protection societies are bombarded with an
increasingly wide and complex set of demands, and can easily become reduced to reactive
‘fire-fighting’ organisations. This invariable slows down progress towards mission.
1
Animal Protection Society Management
Definitions
Strategy can be defined in many ways, including the following useful examples: -
‘Strategy is the pattern of activities to be followed by an organisation in pursuit of its
long-term purpose’, including its ‘placing’ within the movement. In simple terms:
‘Where we are now, where we want to go and how we intend to get there’.’
‘An agreed-upon course of action and direction that helps manage the relationship
between an organization and its environment. The goal is to achieve alignment or synergy
so that an optimal flow of resources to the institution is achieved.’
‘Strategy can be defined as the process of identifying, protecting, leveraging and
renewing the strategic capabilities of an organisation through its definition of purpose its
organisation and processes, and its choice and support of people.’
What most definitions have in common is: -
An understanding/assessment of the organisation’s resources and capabilities
An understanding/assessment of the external environment
From these, a decision on the best way to use and apply the former to achieve an
agreed aim in the latter.
The Importance of Strategy
Strategy formulation is a vital function of NGO management. A well-focussed and
defined strategy is necessary to ensure optimal progress towards mission and vision is
achieved - in the same way as a route map (or sea chart) is needed, to ensure the most
direct route is taken between home.
Similar to LED560Learning OutcomesUpon successful completion of this co.docx (20)
1. Discuss the organization and the family role in every one of the.docxcroysierkathey
1. Discuss the organization and the family role in every one of the heritages mentioned about and how they affect (positively or negatively) the delivery of health care.
2. Identify sociocultural variables within the Irish, Italian and Puerto Rican heritage and mention some examples.
References must be no older than 5 years. A minimum of 700 words is required.
.
1. Compare and contrast DEmilios Capitalism and Gay Identity .docxcroysierkathey
1. Compare and contrast D'Emilio's
Capitalism and Gay Identity
with the
From Mary to Modern Woman
reading. What patterns do you see that are similar to the modern American society? What can be said about global notions of gender in the modern age? Feel free to invoke Foucault.
2. How is the writer's experience important in the story being told in
Middlesex
? Describe your reaction to the reading and invoke some of the concepts discussed in the
Queer Theory
reading to try to make sense of sexuality when it does not match your own conventions. Compare both readings, but go deeper to explore your own stereotypes and socialization.
**PLEASE READ THE READINGS IN ODER TO DO THIS ASSIGNMENT.
.
1.Purpose the purpose of this essay is to spread awareness .docxcroysierkathey
1.
Purpose: the purpose of this essay is to spread awareness around stereotyping and how it can be very hurtful to some people.
2.
Audience: Anyone that uses stereotypical jokes or saying around people that are different than them even without realizing that they are making a stereotypical joke or statement.
3.
Genre: the genre that I will be trying to reach out to in this essay will be informational, reason being is that I mainly look at informational online documentaries and stories.
4.
Stance and tone: I’m just a young man who grew up around a lot of people from different places and have different cultures and never paid attention in my younger years to what was happening from stereotyping others that they are different till recently.
5.
Graphic design
: My essay will be a strict academic essay
.
1. Tell us why it is your favorite film.2. Talk about the .docxcroysierkathey
1. Tell us why it is your favorite film.
2. Talk about the interconnection between the aesthetic and the technical aspects of the film. This should include at least seven of the following: Editing, Film Structure, Cinematography, Lighting, Colors, Screenwriting, Special effects, Sound and Music.
3. After this course, will you see you favorite film in a different light? Why or why not?
.
1.What are the main issues facing Fargo and Town Manager Susan.docxcroysierkathey
1.What are the main issues facing Fargo and Town Manager Susan Harlow?
Fargo and Town Manager Harlow are on a slippery slope to corruption. I think that Harlow is handling her position the correct way by trying to remain neutral and sticking to a code of ethics so the problem really comes down to the political actors in the town. It is good that Harlow declined the invite to the dinner party, and cracked down on employees playing politics at work, that is a step in the right direction to removing the possibility of political corruption.
2.What is the basis for your answer to question #1?
At the end of the article Harlow remembers another city manager saying “you never have more authority than the day you walk into your office” What I get from that, and what I think Harlow got from that is that when you come into a position as a public manager everyone is going to want something from you. Political actors are going to want political favors, quid pro quos, you have something that everyone else wants and they are going to try and get that from you.
3.What are your recommended solutions to the problems you identified?
I think the best thing to do would be to continue to try to remain neutral. It will always be impossible to please absolutely everybody so the best thing to do is try to avoid doing everything everyone asks and stick to some sort of code of ethics.
4.What points do you agree, disagree or want further discussion from your fellow classmates and why? (tell them not me)
I think the overarching theme of this article is that people are going to want things from the government. I agree with Harlow's steps to avoid political corruption in her administration by cracking down on political favors with the snow plows and referring to the ICMA code of ethics.
.
1.Writing Practice in Reading a PhotographAttached Files.docxcroysierkathey
This document provides instructions for analyzing a photograph by Jonathan Bachman titled "Bachman, Ieshia Evans, Baton Rouge (2016)". Students are asked to select three rhetorical elements from a provided list and write three paragraphs analyzing how each element contributes to the overall meaning or message of the photograph. Additional context is provided about when and where the photo was taken, and that it was a finalist for a Pulitzer Prize. Students are then given similar instructions to analyze a political advertisement, and to watch and take notes on the documentary film "Advertising and the End of the World" by Sut Jhally. A folder of additional images is also provided for future analysis.
1.Some say that analytics in general dehumanize managerial activitie.docxcroysierkathey
1.Some say that analytics in general dehumanize managerial activities, and others say they do not. Discuss arguments for both points of view.
2.What are some of the major privacy concerns in employing intelligent systems on mobile data?
3. Identify some cases of violations of user privacy from current literature and their impact on data science as a profession.
4.Search the Internet to find examples of how intelligent systems can facilitate activities such as empowerment, mass customization, and teamwork.
Note: Each question must be answered in 5 lines and refrences must be APA cited.
.
1.What is the psychological term for the symptoms James experiences .docxcroysierkathey
1.What is the psychological term for the symptoms James experiences after abstaining from consuming
alcohol? How do changes in the functioning of neurotransmitter systems produce these symptoms?
2.With reference to associative learning principles/models/theories, why does James consume alcohol
to alleviate these symptoms? What motivates his drinking behaviour given that he no longer enjoys this
activity (most of the time)?
3.How do these factors prevent James from quitting his drinking, and lead to a cycle of relapse when he
attempts to do so? Why are these processes important for our understanding of addiction and
substance use disorders.
1 Page
at least 3 sources
APA
.
1.Write at least 500 words discussing the benefits of using R with H.docxcroysierkathey
1.Write at least 500 words discussing the benefits of using R with Hadoop. Use APA format and Include at least 3 quotes from your sources enclosed in quotation marks.
2.Write at least 500 words discussing how insurance companies use text mining to reduce fraud. Use APA format and Include at least 3 quotes from your sources enclosed in quotation marks.
.
1.What is Starbucks’ ROA for 2012, 2011, and 2010 Why might focusin.docxcroysierkathey
1.What is Starbucks’ ROA for 2012, 2011, and 2010? Why might focusing specifically on ROA be misleading when assessing asset management (aka management efficiency)?
2.Why is ROE considered the most useful metric in measuring the overall ability of a business strategy to generate returns for shareholders?
3. How do the financial statements reveal company strategy (i.e., what story do the numbers tell and does that story align with the strategy of Starbucks?)?
.
1. Discuss the cultural development of the Japanese and the Jewis.docxcroysierkathey
This assignment requires discussing the cultural development of the Japanese and Jewish heritage in regards to their health care beliefs and how those beliefs influence evidence-based health care delivery. At least two references no older than five years must be used, and the paper must be a minimum of 600 words excluding the cover page and references.
1. Discuss at least 2 contextual factors(family, peers, school,.docxcroysierkathey
1.
Discuss at least 2 contextual factors(family, peers, school, community, work, etc.) that might make young people more or less likely to experience adolescence as a period of storm and stress.
2. How might the dramatic physical changes that adolescents undergo—and the accompanying reactions from others—influence other aspects of development, such as social or emotional development?
3. Describe some ways in which adolescent decision making is a product of interactions among puberty, brain development, cognitive growth, and contextual influences such as parents, peers, and community.
.
1.Write at least 500 words in APA format discussing how to use senti.docxcroysierkathey
1.Write at least 500 words in APA format discussing how to use sentiment analysis how political speech affects voters. Use at least 3 references in APA format.
2.Read the below article(link below) on statistics for categorical variables. Write at least 500 words in APA format discussing how to use these statistics to help understand big data.
Link: https://uc-r.github.io/descriptives_categorical
.
1.The following clause was added to the Food and Drug Actthe S.docxcroysierkathey
1.The following clause was added to the Food and Drug Act:
“the Secretary [of the Food and Drug Administration] shall not approve for use in food any chemical additive found to induce cancer in man, or, after tests, found to induce cancer in animals.”
After this clause was adopted, no new additives could be approved for use in food if they caused cancer in people or animals.
The public loved this and industry hated it.
What do you think of this clause? Do you support it or do you oppose it?
At the top of your post, please indicate SUPPORT or OPPOSE and then give your rationale. Then after you can view your classmates' posts, make your case to your fellow students.
2.There was a law that individuals who were indigent and who wished to litigate could apply to the courts for a total waiver of the normal filing fee. In the legislative session, however, a statute was enacted which limits the courts' authority to waive filing fees in lawsuits brought by prisoners against the state government.
Under this new law, a court has to require the prisoner to pay a filing fee "equal to 20 percent ... of the average monthly deposits made to the prisoner's [prison] account ... or the average balance in that account", whichever is greater (unless this calculation yields a figure larger than the normal filing fee).
A prisoner (who was indigent) wanted to appeal his case and was to be charged this fee. He filed suit claiming it was unconstitutional to charge this fee to prisoners.
Choose the side of the prisoner or the side of the state and tell why you would rule for the side you chose.
At the top of your post, please indicate SUPPORT PRISONER or OPPOSE PRISONER and then give your rationale. After you can view your classmates' posts, make your case to your fellow students.
3.A defendant pleaded guilty to receiving and possessing child pornography and was sentenced to 108 months in prison. The sentencing judge raised the defendant’s base offense level….by two levels because "a computer was used for the transmission" of the illegal material.
The appeal filed challenged the punishment enhancement (not his guilt of the base punishment.)
The defendant argued the law did not apply to him because he did not use a computer to transmit the material. (ie He was the receiver, not the sender, of the child pornography.)
Do you believe that the sentence enhancement should be upheld? Give an economic analysis and rational for your choice.
At the top of your post, please indicate SENTENCE UPHELD or SENTENCE REVERSED and then give your economic analysis/rationale. After you can view your classmates' posts, make your case to your fellow students.
4.The ordinance was enacted that gives tenants more legal rights including:
the payment of interest on security deposits;
requires that those deposits be held in Illinois banks;
allows (with some limitations) a tenant to withhold rent in an amount reflecting the cost to him of the landlord's v.
1.What are social determinants of health Explain how social determ.docxcroysierkathey
1.What are social determinants of health? Explain how social determinants of health contribute to the development of disease. Describe the fundamental idea that the communicable disease chain model is designed to represent. Give an example of the steps a nurse can take to break the link within the communicable disease chain.
Resources within your text covering international/global health, and the websites in the topic materials, will assist you in answering this discussion question.
2. Select a global health issue affecting the international health community. Briefly describe the global health issue and its impact on the larger public health care systems (i.e., continents, regions, countries, states, and health departments). Discuss how health care delivery systems work collaboratively to address global health concerns and some of the stakeholders that work on these issues.
Resources within your text covering international/global health, and the websites in the topic materials, will assist you in answering this discussion question.
.
1.This week, we’ve been introduced to the humanities and have ta.docxcroysierkathey
1.
This week, we’ve been introduced to the humanities and have taken some time to consider the role of the humanities in establishing socio-cultural values, including how the humanities differ from the sciences in terms of offering unique lenses on the world and our reality. Since one of the greatest rewards of being a human is engaging with different forms of art, we’ve taken some time this week to learn about what it means to identify and respond to a work of art. We’ve learned about the difference between abstract ideas and concrete images and concepts like structure and artistic form. To help you deepen your understanding of these foundational ideas, your Unit 1 assignment will consist of writing an essay addressing using the following criteria:
Essay Requirements:
• 1,000 words or roughly four double-spaced pages.
• Make use of at least three scholarly sources to support and develop your ideas. Our course text may serve as one of these three sources.
• Your essay should demonstrate a thorough understanding of the READ and ATTEND sections.
• Be sure to cite your sources using proper APA format (7th edition).
Essay Prompt:
• In this essay, you will consider the meaning of art and artistic form by responding to these questions:
o To what extent does Kevin Carter’s Pulitzer Prize-winning photograph (figure 2-5) have artistic form?
o Using what you’ve learned in Chapters 1, 2 and 14 explain if you consider Carter’s photograph a work of art? Be sure to point to specific qualities of the photograph to support/develop your response.
o How do you measure the intensity of your experience in response to Carter’s photograph? What does it make you see/feel/imagine and how does your response/reaction support Carter’s image as a work of art?
.
1.What are barriers to listening2.Communicators identif.docxcroysierkathey
1.
What are barriers to listening?
2.
Communicators identified the following as major listening poor habits. Search what each poor habit means and try to set an example using your own experience.
Poor listening habit:
Pseudo-listening, Stage hogging, Filling in gaps, Selective listening, Ambushing (
Definition & Example)
.
1.Timeline description and details There are multiple way.docxcroysierkathey
1.
Timeline description and details
: There are multiple ways to construct a timeline. Find one that fits you and your information.
Include 10-15 events, each including the following descriptors:
- titles of books or writings or some sort of identifier
- your age or some time reference
- and whether it was a positive or negative experience
.
1.The PresidentArticle II of the Constitution establishe.docxcroysierkathey
1.
The President
Article II of the Constitution established the institution of the presidency. Select any TWO Presidents prior to 1933 and any TWO Presidents since 1933 and for EACH one:
a.
Discuss
any
expressed
power used by each president and the
impact
that decision had on American society at the time of its use
b.
Explain
whether you
agree/disagree
with the presidential action taken and
WHY
c.
Describe
one
legislative initiative
promoted by each president and the
impact
on America at the
time of its passage
as well as what the impact of that legislation is
TODAY
d.
Discuss
one
executive order
issued by each president and whether you
agree/disagree
with the order and
WHY
1.
Select any FOUR United States Supreme court decisions related to Civil Rights/Civil Liberties and for
each one
:
a.
Describe
the facts of the case
b.
Discuss
the arguments of each side as it pertains to the
Constitutional issue
being addressed
c.
Explain
the decision citing
Constitutional rationale
of the court including any dissenting opinion if not a unanimous verdict
d.
Explain
whether you
agree/disagree
with the court’s decision and
WHY
.
1.What other potential root causes might influence patient fal.docxcroysierkathey
1.
What other potential root causes might influence patient falls?
2.
Equipped with the data, what would you do about the hypotheses that proved to be unsupported?
3.
Based on the correctly identified hypothesis in the case scenario, what would be your course of action if you were the CEO/president of St. Xavier Memorial Hospital?
4.
What do you think of the CNO’s (Sara Mullins) position of “waiting and seeing what the data tells us” instead of immediately jumping to conclusions?
.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Chapter wise All Notes of First year Basic Civil Engineering.pptx
LED560Learning OutcomesUpon successful completion of this co.docx
1. LED560
Learning Outcomes
Upon successful completion of this course, the student will be
able to satisfy the following outcomes:
Module 1
Describe the role of an organization's leadership in deciding the
overall purpose, vision, and mission of an organization, and
discuss how the vision and mission statements become the
foundation of strategic choice.
Evaluate the mission, vision, and values statements of a session-
long organization selected by the student.
Module 2
Evaluate the extent to which monitoring of the external
environment assists the organization to best adapt to the threats
and opportunities existing within the external environment.
Discuss the ways in which environmental opportunities and
threats serve to limit strategic choice.
Module 3
Turn the organization’s vision and mission into action, applying
the Grand Strategy Matrix and the BCG Matrix as tools to
determine an organization’s “grand strategy.”
Apply the Grand Strategy Matrix to determine the
organizational strategy that should be pursued.
Module 4
Assess the extent to which an organization’s culture is
supportive of the organization’s strategic direction.
Identify the stated values of an organization, assessing the
extent to which the organization’s sense of “morality” (values)
aligns with its strategic choices.
COURSE MATERIALS/BIBLIOGRAPHY
Module 1
2. Required Resources
Bass, B. M. (2007). Executive and strategic leadership.
International Journal of Business, 12(1), 33–52. Retrieved from
ProQuest.
Blumentritt, T. (2015, April 24). Introduction to strategic
management. Youtube. Retrieved from
https://www.youtube.com/watch?v=DB90xGiWHIA
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011).
Mission, vision, and values: What do they say? Organization
Development Journal, 29(1), 63–78. Retrieved from ProQuest.
Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning
at Saint Francis de Sales Schools. International Journal of Case
Studies in Management (Online), 10(2), 1–20. Retrieved from
ProQuest.
McNamara, C. (2000). Basics of developing mission, vision,
and values statements. Free Management Library. Retrieved on
April 29, 2014, from
http://managementhelp.org/strategicplanning/mission-vision-
values.htm
Olsen, E. (2012, September 5). Overview of the strategic
planning process. Virtual Strategist. Podcast retrieved on April
29, 2014 from http://www.youtube.com/watch?v=sU3FLxnDv_A
United States Air War College - National Defense University.
(n.d.). Strategic vision. Strategic Leadership and Decision
Making. Retrieved from
http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-
dm/pt4ch18.html
Williams, L. S. (2008). The mission statement: A corporate
reporting tool with a past, present, and future. Journal of
Business Communications, 45(2), 94–119. Retrieved from
EBSCO.
3. Optional Resources
Boal, K. B., & Hoojiberg, R. (2000). Strategic leadership
research: Moving on. Leadership Quarterly, 11(4), 515–549.
Retrieved from Science Direct.
Crossan, M., Vera, D., & Nanjad, L. Transcendent leadership:
Strategic leadership in dynamic environments. Leadership
Quarterly, 19 (5), 569–581. Retrieved from EBSCO.
Hitt, M. A., Haynes, K. T., & Serpa, R. (2010). Strategic
leadership for the 21st century. Business Horizons, 53, 437–
444. Retrieved on April 29, 2014, from
http://ssrn.com/abstract=1995786
Ireland, R. D., & Hitt, M. A. (1999). Achieving and maintaining
strategic competitiveness in the 21st century: The role of
strategic leadership. Academy of Management Executive, 13(1),
43–57.
Rowe, G., & Nejad, M. H. (2009). Strategic leadership: Short-
term stability and long-term viability. Ivey Business Journal
Online. Retrieved on April 29, 2014, from
http://www.iveybusinessjournal.com/topics/leadership/strategic-
leadership-short-term-stability-and-long-term-viability
Strategic Leadership: Embracing Change (2012, March 23). Cal
Miramar University. Podcast retrieved on April 29, 2014, from
http://www.youtube.com/watch?v=aPIqJbLjNbM
Wilson, I. (1996). The 5 compasses of strategic leadership.
Strategy and Leadership, 24(4), 26–31. Retrieved from
ProQuest.
Module 1 - Home
THE STRATEGIC COMPASS
Modular Learning Outcomes
Upon successful completion of this module, the student will be
able to satisfy the following outcomes:
Case
4. Describe the process by which an organization's leadership
decides upon the overall purpose, vision, and mission of an
organization, and give examples as to how the vision and
mission statements become the foundation of overall strategic
choice.
SLP
Evaluate the mission and vision statements of a selected
organization.
Discussion
Discuss and analyze the ways in which “Strategic Leadership”
differs from “Strategic Management.”
Module Overview
According to Ireland and Hitt: “Strategic Leadership is defined
as a person's ability to anticipate, envision, maintain flexibility,
think strategically, and work with others to initiate changes that
will create a viable future for the organization" (p. 43). ***
Not only is a leader’s ability to think strategically important to
an organization's viability, but strategic thinking is also critical
to an organization’s success. In this context, Ireland and Hitt
suggest that there are several key components of the Strategic
Leadership framework. These include such key activities as
determining an organization’s purpose, exploiting and
maintaining core competencies, ensuring the effectiveness of
the organization's culture, and emphasizing ethical practices
while the organization pursues its stated purpose.
*** Source: Ireland, R. D., & Hitt, M. A. (1999). Achieving and
maintaining strategic competitiveness in the 21st century: The
role of strategic leadership. Academy of Management
Executive, 13(1), 43-57.
Module 1 - Background
THE STRATEGIC COMPASS
Part 1: The Nature of Strategic Leadership (as distinct from
5. Strategic Management)
There is a very clear distinction between Strategic Management
and Strategic Leadership, both in terms of scope and in terms of
who is responsible. The Strategic Management process is
concerned not only with establishing the purpose of the
organization and with strategic choice (as is true of Strategic
Leadership), but also with the management of a strategy or
strategies. The management of organizational strategy is
accomplished through a variety of implementation control
systems, including policies and procedures, rules, budgets, and
organizational structure. Note that in the Strategic Management
process, both leadership and management have roles to play at
various stages of the overall process. In contrast, the Strategic
Leadership process is concerned solely with the scope of
authority, responsibilities, and activities of an organization’s
top leadership as they relate to strategy. In this context,
therefore, we will concern ourselves with those activities that
are specifically within the purview, authority, and responsibility
of the organization’s top leadership.
This is by no means to suggest that top leadership is not
concerned with implementation and control systems that must
be put in place in order to ensure the success of a chosen
strategic direction. Top leadership is inherently interested in
(and is quite highly concerned with) the proper implementation
and monitoring of strategy. The focus of this course will be on
those activities that primarily concern top leadership, to include
the following: Establishing the organization's purpose by means
of vision, mission, and values statements made explicit;
establishing the system of values within which everyone in the
organization must operate; formulating an organizational
culture that best fits strategic choice; and selecting a grand
strategy (or set of strategies) that fit the organization best – and
that should consequently be pursued over the longer term.
6. Required Resources
Begin by viewing the following video. Note that choosing the
right strategy (a top leadership activity) and implementing that
strategy (which is very clearly a management function) are both
critical to strategic success. The organization must get both of
these activities right: Implementing a bad – or ill-fitting –
strategy makes no sense; nor does it make sense to choose the
perfect strategy, only to execute that strategy poorly and have it
fail:
Blumentritt, T. (2015, April 24). Introduction to strategic
management. Youtube. Retrieved from
https://www.youtube.com/watch?v=DB90xGiWHIA
The following short video is also a worthwhile introduction to
the strategic planning/strategic management process (these
terms are often used interchangeably). As you watch this short
video, consider which activities/steps are management-oriented
(e.g., setting of short-term goals, implementation), and contrast
those that are the central responsibilities of leadership (setting
the organizational vision, for example):
Olsen, E. (2012, September 5). Overview of the strategic
planning process. Virtual Strategist. Podcast retrieved on April
29, 2014, from
http://www.youtube.com/watch?v=sU3FLxnDv_A
Part 2: The Nature of Strategic Leadership and Strategic
Thinking
While it may seem obvious, it should also be made explicit: The
hallmark characteristic of great strategic leaders is that they are
skilled strategic thinkers. Begin this section by reading the
following article, in which the role of top leadership in the
determination of strategy is discussed, and the concept of
7. “Strategic Leadership” is defined and contextualized:
Bass, B. M. (2007). Executive and strategic leadership.
International Journal of Business, 12(1), 33-52. Retrieved from
ProQuest on October 26, 2013.
Authored by the United States War College, the following
online book is a very useful resource as it relates to Strategic
Leadership. Briefly review the contents of Chapter 9: Strategic
Thinking:
United States Air War College - National Defense University.
(n.d.) Strategic leadership and decision making. Retrieved on
November 19, 2013, from
http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/cont.html
Part 3: Establishing the Organization’s Direction: Vision and
Mission
Having defined Strategic Leadership and Strategic Thinking,
turn to the first step that top leadership must play in strategy:
defining the purpose of the organization. Top leadership does
this through the vision and mission. The vision is futuristic,
communicating what the organization aspires to become. In
contrast to the vision statement, the mission statement conveys
the present state of the organization. It explains the reasons
that the organization exists, and makes explicit what the
organization does (e.g., describing what it sells, defining its
customers).
The following journal article is an excellent discussion of the
vision and mission:
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011).
Mission, vision, and values: What do they say? Organization
8. Development Journal, 29(1), 63-78. Retrieved from ProQuest.
United States Air War College - National Defense University.
(n.d.). Strategic vision. Strategic Leadership and Decision
Making. Retrieved from
http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-
dm/pt4ch18.html
The Free Management Library is an excellent introductory
resource for most business-related topics. Read the basics of
developing meaningful vision and mission statements:
McNamara, C. (2000). Basics of developing mission, vision,
and values statements. Free Management Library. Retrieved on
April 29, 2014, from
http://managementhelp.org/strategicplanning/mission-vision-
values.htm
Finally, Williams’ article offers an excellent and quite thorough
overview of mission statements, their scope, and suggested
content:
Williams, L. S. (2008). The mission statement: A corporate
reporting tool with a past, present, and future. Journal of
Business Communications, 45(2), 94-119. Retrieved from
EBSCO.
Optional Resources
The following Strategy and Leadership article serves as the
foundation for this course. While the journal article is dated, its
theoretical contribution for today’s organizations remains clear:
Wilson, I. (1996). The 5 compasses of strategic leadership.
Strategy and Leadership, 24(4), 26-31. Retrieved from
ProQuest.
The Ivey Business Journal Online, authored by Rowe and Nejad,
is an excellent source of content related to leadership and
9. strategy. The article defines what is meant by “Strategic
Leadership,” as well as the central characteristics and qualities
of strategic leaders:
Rowe, G., & Nejad, M. H. (2009). Strategic leadership: Short-
term stability and long-term viability. Ivey Business Journal
Online. Retrieved on April 29, 2014, from
http://iveybusinessjournal.com/topics/leadership/strategic-
leadership-short-term- stability-and-long-term-viability
Change is a constant. In this short video, Strategic Leadership is
framed within the notion of discontinuity:
Strategic Leadership: Embracing Change (2012, March 23). Cal
Miramar University. Podcast retrieved on April 29, 2014, from
http://www.youtube.com/watch?v=aPIqJbLjNbM
For a current (21st century) perspective on strategic leadership,
download this superb article, written by Hitt et al:
Hitt, M. A., Haynes, K.T., & Serpa, R. (2010). Strategic
leadership for the 21st century. Business Horizons, 53, 437-444.
Retrieved on April 29, 2014, from:
http://ssrn.com/abstract=1995786
Finally, the following articles provide excellent overviews of
Strategic Leadership theory and research in general. Crossan et
al. discuss the means by which strategic leaders work within
today’s dynamic and ever-changing environments. Note the
authors’ emphasis on the changes that have occurred within
organizations (change is not solely external to the organization),
in addition to the authors’ position as to how transcendental
leadership relates to the notion of strategic leadership:
Boal, K. B., & Hoojiberg, R. (2000). Strategic leadership
research: Moving on. Leadership Quarterly, 11(4), 515-549.
Retrieved from Science Direct.
10. Crossan, M., Vera, D., & Nanjad, L. Transcendent leadership:
Strategic leadership in dynamic environments. Leadership
Quarterly, 19 (5), 569-581. Retrieved from EBSCO.
Module 1 – Case Assignment
THE STRATEGIC COMPASS
Assignment Overview
Develop the vision and mission statements for an organization.
Measure these statements against the criteria for meaningful
vision and mission statements, providing comprehensive support
and justification. The Case must be completed before the SLP.
First, read the following article:
Klag, M., Giroux, H., & Langley, A. (2012). Strategic planning
at Saint Francis de Sales Schools. International Journal of Case
Studies in Management (Online), 10(2), 1-20. Retrieved from
ProQuest.
Case Assignment
Using the article above and the readings provided on the
Background page of Module 1, write a 6- to 7-page paper in
which you do the following:
Using the criteria for development of quality, meaningful vision
and mission statements, create the vision and mission
statements for the Saint Francis de Sales Schools, providing
comprehensive support for the statements you have developed.
Keys to the Assignment
The key aspects of this assignment that are to be covered in
your paper include the following:
State the criteria that you believe are essential to meaningful,
quality vision and mission statements. Provide a minimum of
five criteria for each of the two statements (vision and mission).
11. Briefly justify each criterion (1-2 sentences for each).
Using the criteria you have selected above, develop the vision
and mission statements for the Saint Francis de Sales Schools.
Next, using the criteria you have selected, justify the mission
and vision statements you have developed.
Give clear and convincing rationale for why – in light of events
and circumstances discussed in the article – you believe that
John Handover should adopt your version of the school’s vision
and mission statements.
Be sure to use a minimum of three library sources in support of
your answers!
Module 1 – SLP Assignment
THE STRATEGIC COMPASS
Overview of the LED560 SLP Sequence
The SLP sequence for this course requires that you choose an
organization, and that you apply the Five Compass Model of
Strategic Leadership to that organization. For background on
the 5 Compass Model, see:
Wilson, I. (1996). The 5 compasses of strategic leadership.
Strategy and Leadership, 24(4), 26-31. Retrieved from
ProQuest.
Assignment
Write a 3- to 4-page paper in which you address the following:
After selecting a for-profit or not-for-profit organization that is
of interest to you, analyze the organization’s vision and mission
statements against the criteria for meaningful statements,
revising the statements as required.
Keys to the Assignment
12. The key aspects of this assignment that should be covered in
your paper include the following:
Using the library or the Internet, choose an organization that is
of interest to you. For this purpose, you are required to choose
an organization in which you are not currently employed. (Hint:
You may want to choose your target organization using a
current listing of Fortune 500 companies.)
Locate the organization’s website. Spend time navigating the
company website, so that you have a good understanding of
what the company does.
Provide the name and website address of your chosen
organization.
Locate and write down the organization’s mission and vision
statements.
Critique each of the foregoing statements against the criteria
included in the Background readings and/or the criteria you
developed for the Case assignment. Note: Organizations have a
tendency to combine their mission and vision statements;
therefore, you may need to decide whether a given statement is
a mission statement or a vision statement. Be sure to back up
your critiques with research that appropriately supports your
analysis.
Rewrite the vision and mission statements in the proper format
for vision and mission statements.
In the context of the criteria for “good” vision and mission
statements, defend the adjustments/changes you have made to
the statements.
SLP Assignment Expectations
At Trident University, your assignments are evaluated using
grading rubrics. While every assignment is assessed using one
of the rubrics, grading rubrics may differ across assignments.
Should you need help locating the grading rubric for this SLP,
be sure to watch the following video:
http://permalink.fliqz.com/aspx/permalink.aspx?at=b13c1b2c86
4344a