The document outlines questions for a final exam covering topics in management. It includes questions about defining business terms, analyzing a past acquisition attempt between Microsoft and Yahoo, discussing CEO compensation, analyzing a past acquisition by HP, and discussing activist shareholders and corporate governance mechanisms. The student is instructed to answer all questions in a minimum of 1500 words.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Part 1The internet age now allows you to connect to work from .docxkarlhennesey
Part 1
The internet age now allows you to connect to work from virtually anywhere in the world. However, managing a team of remote employees presents unique challenges. Monitoring, communicating, organizing, and motivating remote employees and coworkers can be difficult, even with available technology that helps remote employees meet and collaborate in virtual spaces. As you review the Learning Resources this week to prepare for your Shared Practice posting, imagine the following scenario:
At your current employer, or at a company where you would like to work, you have been assigned to manage a virtual team. Your virtual team is composed of some individuals in the office, some that work from home in various time zones, and some others that work out of another office several time zones away. Consider the challenges of managing virtual employees and how these challenges compare to managing a traditional “non-virtual” team.
With these thoughts in mind:
Post a response that addresses the following: (350 or more words for Discussion post)
Explain benefits and challenges that a manager has when developing, leading, and motivating virtual teams and how those challenges are unique to virtual teams.
Explain which of the challenges you identified that need to be addressed directly by a manager, and which challenges should managers empower or allow the team to address.
Describe how you would meet the challenges and contribute to the virtual team if you are assigned to manage the team. Be sure to identify obstacles you think you would have and how would you address them.
Hint: An exemplary response will draw on the themes from previous weeks, such as ensuring a positive and productive environment, handling difficult conversations, motivating employees, providing feedback, maintaining levels of trust, etc.
Part 2 (250 words or more for each colleague)
Read a selection of your colleagues' posts.
Respond to two or more of your colleagues' postings in one or more of the following ways:
Share an experience that is relevant to a colleague’s post about having managed, lead, and/or participated on teams that largely collaborated in a virtual environment. Evaluate the factors that made the teams successful or ineffective.
Expand on a colleague’s post with relevant concerns or observations, based on your experiences or the readings in the classroom, about working on or managing virtual teams.
Expand on a colleague’s post by offering resources and processes that should be in place to support virtual teams and how to mitigate the risks that working virtually creates.
1st Colleague to respond to:
“Virtual team members may be located across the office, but almost as easily across the country or across the world and may rarely or perhaps never meet face to face” (Berry, 2011). When it comes to a virtual team, managers are face with many benefits and challenges when developing, leading, and motivating a team. Some challenges are having infrequent face- ...
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Part 1The internet age now allows you to connect to work from .docxkarlhennesey
Part 1
The internet age now allows you to connect to work from virtually anywhere in the world. However, managing a team of remote employees presents unique challenges. Monitoring, communicating, organizing, and motivating remote employees and coworkers can be difficult, even with available technology that helps remote employees meet and collaborate in virtual spaces. As you review the Learning Resources this week to prepare for your Shared Practice posting, imagine the following scenario:
At your current employer, or at a company where you would like to work, you have been assigned to manage a virtual team. Your virtual team is composed of some individuals in the office, some that work from home in various time zones, and some others that work out of another office several time zones away. Consider the challenges of managing virtual employees and how these challenges compare to managing a traditional “non-virtual” team.
With these thoughts in mind:
Post a response that addresses the following: (350 or more words for Discussion post)
Explain benefits and challenges that a manager has when developing, leading, and motivating virtual teams and how those challenges are unique to virtual teams.
Explain which of the challenges you identified that need to be addressed directly by a manager, and which challenges should managers empower or allow the team to address.
Describe how you would meet the challenges and contribute to the virtual team if you are assigned to manage the team. Be sure to identify obstacles you think you would have and how would you address them.
Hint: An exemplary response will draw on the themes from previous weeks, such as ensuring a positive and productive environment, handling difficult conversations, motivating employees, providing feedback, maintaining levels of trust, etc.
Part 2 (250 words or more for each colleague)
Read a selection of your colleagues' posts.
Respond to two or more of your colleagues' postings in one or more of the following ways:
Share an experience that is relevant to a colleague’s post about having managed, lead, and/or participated on teams that largely collaborated in a virtual environment. Evaluate the factors that made the teams successful or ineffective.
Expand on a colleague’s post with relevant concerns or observations, based on your experiences or the readings in the classroom, about working on or managing virtual teams.
Expand on a colleague’s post by offering resources and processes that should be in place to support virtual teams and how to mitigate the risks that working virtually creates.
1st Colleague to respond to:
“Virtual team members may be located across the office, but almost as easily across the country or across the world and may rarely or perhaps never meet face to face” (Berry, 2011). When it comes to a virtual team, managers are face with many benefits and challenges when developing, leading, and motivating a team. Some challenges are having infrequent face- ...
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
Chapter 6Selection, Placement, and Job Fit Learni.docxjoyjonna282
Chapter 6
Selection, Placement,
and Job Fit
Learning Objectives
After reading this chapter, you should be able to do the following:
• Identify a wide range of criteria that employers use to select the right employees.
• Recognize the benefits and risks associated with effective or ineffective employee
selection.
• List, describe, and assess commonly used employee selection tools.
• Apply the concepts of validity and reliability to various selection methods.
• Identify approaches to increasing the validity and reliability of the selection process.
• Identify emerging trends, opportunities, and challenges in selection.
6
Gary Waters/Ikon Images/Getty Images
Pre-Test Chapter 6
Pre-Test
1. refer(s) to a wide range of personal traits that tend to be stable across
situations and over time.
a) Attitudes
b) Human capital
c) Social capital
d) Individual differences
2. A computer programmer who enjoyed working alone on autonomous projects has been
promoted to a managerial position and finds that she is not as happy being responsible
for a team. Her new position is an example of poor:
a) person-job fit.
b) psychological contract.
c) person-organization fit.
d) selection criteria.
3. refers to problem-solving ability and the capacity for abstract reasoning;
refers to the ability to apply past learning to new situations.
a) Fluid intelligence; crystallized intelligence
b) Crystallized intelligence; fluid intelligence
c) Ability; aptitude
d) Aptitude; ability
4. Concurrent validity of a selection tool is established through assessing potential employ-
ees using the tool in question and then correlating their scores to their subsequent per-
formance after they are hired.
a) True
b) False
5. Linking planning, work design, and employee compensation with selection and the entire
staffing process ensures that all processes have a unified goal and mesh effectively.
a) True
b) False
6. Losing competitive advantage and equalizing unique talent are two outcomes for organi-
zations that promote workforce diversity.
a) True
b) False
Answers
1. d) Individual differences. The correct answer can be found in Section 6.1.
2. a) person-job fit. The correct answer can be found in Section 6.2.
3. a) Fluid intelligence; crystallized intelligence. The correct answer can be found in
Section 6.3.
Introduction Chapter 6
4. b) False. The correct answer can be found in Section 6.4.
5. a) True. The correct answer can be found in Section 6.5.
6. b) False. The correct answer can be found in Section 6.6.
Introduction
Outside of hiring for positions within its own function, the HRM function seldom makes
any other hiring decisions within an organization. That is, the final decision regarding whom
to hire is made by a manager (or, in some cases, representatives of a work team) who has
obtained the necessary hiring requisition that initiates the recruitment process discussed in
Chapter 5 and leads to the selection pr ...
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Managing Paradox" and will show you why managing paradox is one of the secrets to successfully managing change.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
Remote Work & Digital Transformation: 7 Questions to AskJosue Sierra
This presentation provides 7 questions leaders and managers can ask in order to re-frame the challenges related to leveraging remote talent or telecommuting, while at the same time, accelerating their digital transformation journey! Even if you don't have remote team members, consider these 7 questions as a way to foster digital leadership in your organization.
http://www.linkedin.com/in/josuesierra
Full article also available at:
https://www.linkedin.com/today/post/article/remote-work-digital-transformation-asking-right-questions-sierra
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
Please go through the document completely before providing the answe.docxARIV4
Please go through the document completely before providing the answer.
Need a paper of 2-3 pages with references on the topic mentioned in the document.
Need a presentation of 2-3 slides with references on the same topic mentioned in the document.
No Plagiarism.
.
Please follow the instruction carefully. APA stile. Mínimum three re.docxARIV4
Please follow the instruction carefully. APA stile. Mínimum three references
Prepare a document with the definition or description of each of the key concepts that follow. The document must be written following the APA format and include the references used.
Key Concepts
1. Public Health
2. Health Policy
3. Surveillance
4. Standards
5. Quality of Health
6. Outbreak
7. Illness
8. Mortality
9. Population
.
More Related Content
Similar to MGT 4600 FINAL EXAM1. Answer all questions. The entire final .docx
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
Chapter 6Selection, Placement, and Job Fit Learni.docxjoyjonna282
Chapter 6
Selection, Placement,
and Job Fit
Learning Objectives
After reading this chapter, you should be able to do the following:
• Identify a wide range of criteria that employers use to select the right employees.
• Recognize the benefits and risks associated with effective or ineffective employee
selection.
• List, describe, and assess commonly used employee selection tools.
• Apply the concepts of validity and reliability to various selection methods.
• Identify approaches to increasing the validity and reliability of the selection process.
• Identify emerging trends, opportunities, and challenges in selection.
6
Gary Waters/Ikon Images/Getty Images
Pre-Test Chapter 6
Pre-Test
1. refer(s) to a wide range of personal traits that tend to be stable across
situations and over time.
a) Attitudes
b) Human capital
c) Social capital
d) Individual differences
2. A computer programmer who enjoyed working alone on autonomous projects has been
promoted to a managerial position and finds that she is not as happy being responsible
for a team. Her new position is an example of poor:
a) person-job fit.
b) psychological contract.
c) person-organization fit.
d) selection criteria.
3. refers to problem-solving ability and the capacity for abstract reasoning;
refers to the ability to apply past learning to new situations.
a) Fluid intelligence; crystallized intelligence
b) Crystallized intelligence; fluid intelligence
c) Ability; aptitude
d) Aptitude; ability
4. Concurrent validity of a selection tool is established through assessing potential employ-
ees using the tool in question and then correlating their scores to their subsequent per-
formance after they are hired.
a) True
b) False
5. Linking planning, work design, and employee compensation with selection and the entire
staffing process ensures that all processes have a unified goal and mesh effectively.
a) True
b) False
6. Losing competitive advantage and equalizing unique talent are two outcomes for organi-
zations that promote workforce diversity.
a) True
b) False
Answers
1. d) Individual differences. The correct answer can be found in Section 6.1.
2. a) person-job fit. The correct answer can be found in Section 6.2.
3. a) Fluid intelligence; crystallized intelligence. The correct answer can be found in
Section 6.3.
Introduction Chapter 6
4. b) False. The correct answer can be found in Section 6.4.
5. a) True. The correct answer can be found in Section 6.5.
6. b) False. The correct answer can be found in Section 6.6.
Introduction
Outside of hiring for positions within its own function, the HRM function seldom makes
any other hiring decisions within an organization. That is, the final decision regarding whom
to hire is made by a manager (or, in some cases, representatives of a work team) who has
obtained the necessary hiring requisition that initiates the recruitment process discussed in
Chapter 5 and leads to the selection pr ...
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Managing Paradox" and will show you why managing paradox is one of the secrets to successfully managing change.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
Remote Work & Digital Transformation: 7 Questions to AskJosue Sierra
This presentation provides 7 questions leaders and managers can ask in order to re-frame the challenges related to leveraging remote talent or telecommuting, while at the same time, accelerating their digital transformation journey! Even if you don't have remote team members, consider these 7 questions as a way to foster digital leadership in your organization.
http://www.linkedin.com/in/josuesierra
Full article also available at:
https://www.linkedin.com/today/post/article/remote-work-digital-transformation-asking-right-questions-sierra
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
Similar to MGT 4600 FINAL EXAM1. Answer all questions. The entire final .docx (20)
Please go through the document completely before providing the answe.docxARIV4
Please go through the document completely before providing the answer.
Need a paper of 2-3 pages with references on the topic mentioned in the document.
Need a presentation of 2-3 slides with references on the same topic mentioned in the document.
No Plagiarism.
.
Please follow the instruction carefully. APA stile. Mínimum three re.docxARIV4
Please follow the instruction carefully. APA stile. Mínimum three references
Prepare a document with the definition or description of each of the key concepts that follow. The document must be written following the APA format and include the references used.
Key Concepts
1. Public Health
2. Health Policy
3. Surveillance
4. Standards
5. Quality of Health
6. Outbreak
7. Illness
8. Mortality
9. Population
.
Please follow the instructions attached in MS Word. Font Arial, .docxARIV4
Please follow the instructions attached in MS Word.
Font: Arial, 12 pointSpacing: double (Normal)Length: 2 page minimum (not including title, image, bibliography, or course information)Image: Attach as a separate document or include in the paper. REQUIRED
3 in-paper citations are REQUIRED
.
Please help me write a report focusing on photocatalysis of TiO2 .docxARIV4
Please help me write a report focusing on "photocatalysis of TiO2 material". Most of the papers regarding this topic can be found online.
Requirement:
- 8 to 10 pages long
- Does not have to be strictly plagiarism free (you can pick certain ideas from certain paper and lightly paraphrase their idea. You can just copy paste their images if they have any)
.
Please follow the directions in the assignment content Environme.docxARIV4
Please follow the directions in the assignment content
Environmental Print Activities [due Mon]
Assignment Content
Provide
two examples of environmental print, one that a preschool child (2 to 4 years old) may encounter and one that a kindergarten child (5 to 6 years old) may encounter.
Create
two different activities that use environmental print to develop children's print awareness. One activity must be for use with children in preschool (2- to 4-year-olds) and the other activity must be for use with children in kindergarten (5- to 6-year-olds).
Use
one of these activities with your client.
.
Please follow the directions below to complete the project1.).docxARIV4
Please follow the directions below to complete the project:
1.) Using Python, download the following attributes from
seedinvest.com
and put into an Excel spreadsheet:
Issuer
Offering Type
Title
Answers
Round Size
Issuer URL
Amount Raised
Bio
Security Type
Prior Rounds
Keywords
Total Investors
Questions
Tagline
Round Valuation Cap
Round Security Type
Round Closed Data
Investment Perks
Founders & Officers
Company Description
Minimum Investment
Pre-Money Valuation
Products & Services
*Data should include all the startups that are trying to raise funds through the parent site (Seed Invest)*
Note: Some of the attributes may not have data. Data attributes may be titled differently in some sites. Use your judgement to categorize these together and provide an explanation on the categorization.
2.) Provide screen shots of the code.
Give a brief walk through of strategy and approach, issues your ran into, end results.
.
Please follow all directions please. the attachment titled assignme.docxARIV4
Please follow all directions please. the attachment titled "assignment 9" is where you can locate the directions. The other attachments are just guides to also help. please look at those attachment as well. The topic for the Paper is CAPITAL PUNISHMENT. Please follow all directions and let me know if the links do not work.
.
Please draft a personal message that you would like to appear on you.docxARIV4
Please draft a personal message that you would like to appear on your slide during the ceremony, maximum size 150 characters
Please remember that this is a formal ceremony. Please do not use slang or derogatory terms.
Highlight your love for the school, and your love for the math and economics departments. And thanks to the school teachers.
.
Please explain how you have met various BSN Essentials for each co.docxARIV4
Please explain how you have met various BSN Essentials for each course listed below based on the completion of various course assignments and/ or clinical practice experiences. I have attached the BSN essentials as well as a course description for each course. The paper needs to be 1.5 pages discussing a bit about each class. The description of each class is listed below along with an explanation of each BSN essential. Utilize as many essential key point as possible for each course listed.
1.5 pages
12 Point Font (Times New Roman)
Care Management II
Nursing care management of diverse adult and elderly acute care populations experiencing physiologic and psychological illnesses. Proficiency is acquired in the classroom and in clinical experiences across conditions that have a significant effect on quality of life, are highly preventable, and/or economically inefficient. Emphasis is placed on interprofessional collaboration and advocacy to achieve optimal outcomes.
Information Technology for Nursing
Information management and patient care technology skills, including analysis of various applications of information systems within the context of the healthcare system. Elements covered include theoretical models; data acquisition and data representation; nursing vocabularies and nursing knowledge representation; managing organizational change; ethical and social issues in healthcare and consumer information technology.
Nursing Pharmacotherapeutics
Pre-licensure BSN course. Essential concepts and principles of pharmacology as applied to baccalaureate level nursing practice. Imparts knowledge and skills required for safe, effective administration of therapeutic drugs (including herbal and complementary medications). The course covers critical skills related to dosage calculation and medication administration that. must be performed without error to achieve a passing grade for the course.
The BSN Essentials
Essential I: Liberal Education for Baccalaureate Generalist Nursing Practice
A solid base in liberal education provides the cornerstone for the practice and
education of nurses.
Essential II: Basic Organizational and Systems Leadership for Quality Care and
Patient Safety
Knowledge and skills in leadership, quality improvement, and patient safety are
necessary to provide high quality health care.
Essential III: Scholarship for Evidence Based Practice
Professional nursing practice is grounded in the translation of current evidence
into one’s practice.
Essential IV: Information Management and Application of Patient Care Technology
Knowledge and skills in information management and patient care technology are
critical in the delivery of quality patient care.
Essential V: Health Care Policy, Finance, and Regulatory Environments
Healthcare policies, including financial and regulatory, directly and indirectly
influence the nature and functioning of the healthcare system and thereby are
important considerations in professional nursing pra.
Please Follow directions or I will dispute please answer origina.docxARIV4
Please Follow directions or I will dispute
please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
page 1 Original Forum with References
page 2 Heath response with references
page 3 hildreth response with references
OriginL Forum
Analyze and critique the safety and emergency management structure found in the port environment, and discuss the supporting plans and programs typically found in a major port operation. As part of your discussion, judge the legislative policies developed to prevent, prepare for, respond to, and recover from a WMD attack at a major port. In your opinion, are the current legislative security policies sufficient to secure and protect US ports? Explain.
Student response
heath
Good afternoon classmates and Professor. I apologize for being late with this assignment. I have been busy directing the setup of maintenance operations at a TDY location in Northern Sweden.
I am not sure if I am not using the correct verbiage or if being in Sweden is providing different results than I would normally receive when conducting research, but I have spent hours trying to find sources to utilize for this post. The few that I do find are ~2003 era and I feel are so out of date that they are not relevant anymore. Therefore, I will do my best to provide some thoughts on this week’s topic.
From the course we have read or discussed the roll of the Captain of the Port. Their responsibility is over a single port or a series of ports and provide a single point of command and control for all responding agencies in the event of an emergency like an attack at a port. The agencies could be local law enforcement like the county sherrif or city police, state police, FBI, and the Coast Guard. Through this position, they have certain abilities to control or even stop all operations in the port if it is deemed necessary to prevent, stop, or recover from an emergency situation.
Some of the major ports in the country and even around the world may have a trained private security force that is responsible for the day to day security as well as be able to rapidly respond to an emerging threat as it is identified. This would enable them to quickly eliminate or reduce the threat thereby preventing damage to the port and hindering operations.
Each port should have a port security plan in place to assist in responding to emergencies. The plan should include general information about the port’s facilities, its organizational structure, security levels and associated changes in threat posture, duties of the port security personnel, a communication plan, and responses to security threats, incidents and breaches (Port Facility Security Plan, 2019).
Based on discussions earlier in this course, I believe we have improved our port security operations, but they can stand to be further strengthened.
-Heath
Source(s):
Port Facility .
Please find the attached.Task 1 - In 150 words comment on att.docxARIV4
Please find the attached.
Task 1 : - In 150 words comment on attached two presentations reflecting on your own experience, challenging assumptions, pointing out something new you learned, and offering suggestions.
Task2 : - Write an essay of at least 450 words discussing discussing how a blockchain implementation would improve data security in a military, education, or other context.
.
Please draw primarily from this weeks readings (and use additio.docxARIV4
Please draw primarily from this week's readings (and use additional outside sources as needed) to address each of the following questions:
1. What are some of the biggest benefits of a globalized economy? What are some of the biggest problems?
2. Choose two of the international political economy (IPE) theories discussed in the lesson and compare/contrast how each views the relationship between economic interdependence and peace.
Post needs to be 400 words
.
Please explain the reoccurring theme (sub-textual idea) of blin.docxARIV4
Please explain the reoccurring theme (sub-textual idea) of "blindness" in the play Oedipus. What was the reason behind it? Use examples from the play to support your answer.
Be as complete as possible (1-2 paragraphs)
the play is in the attachment.
.
Please fill the attached Self-Assessment Surveys (TWO) and calcula.docxARIV4
Please fill the attached Self-Assessment Surveys (TWO) and calculate your score according to the instruction after each survey. These are personal assessments and I want you to be as honest as possible, rather than worry about what I am going to think.
1. AM I A DELIBERATE DECISION MAKER?
Indicate to what extent the following statements describe you when you make decisions.
1 = to a very little extent; 2 = to a little extent; 3 = somewhat; 4 = to a large extent; 5 = to a very large extent
1
2
3
4
5
1. I jump into things without thinking.
2. I make rash decisions.
3. I like to act on a whim.
4. I rush into things.
5. I don’t know why I do some of the things I do.
6. I act quickly without thinking.
7. I choose my words with care.
Instructions:
To score the measure, first reverse-code items 1, 2, 3, 4, 5, and 6. So that 1=5, 2=4, 3=3, 4=2, and 5=1. Then compute the sum of the 7 items. Scores will range from 7 to 35.
Interpretation
People differ in how they make decisions. Some people prefer to collect information, carefully weigh alternatives, and then select the best option, while others prefer to make a choice as quickly as possible.
This scale assesses how deliberate you are when making decisions. If you scored at or above 28, you tend to be quite deliberate. If you scored at or below 14, you tend to be rash. Scores between 14 and 27 reveal a more blended style of decision making.
How should decisions be made? The rational model states that individuals should define the problem, identify what criteria are relevant to making the decision and weigh those criteria according to importance, develop alternatives, and finally evaluate and select the best alternative. Though this sounds like an arduous process, research has shown that the rational model tends to result in better decisions.
Interestingly, personality is related to a person’s decision-making style. Individuals who are deliberate and decisive tend to be high in emotional stability and high in conscientiousness, while individuals who are more impulsive tend to be low on these two traits. Thus, while your decision-making style is likely to be somewhat stable, following the rational model should help you to avoid making rash decisions.
2. HOW CREATIVE AM I?
Review the 30 adjectives that follow. Being honest and forthright with your answers, identify only those items that accurately describe you.
1. Affected
2. Capable
3. Cautious
4. Clever
5. Commonplace
6. Confident
7. Conservative
8. Conventional
9. Dissatisfied
10. Egotistical
11. Honest
12. Humorous
13. Individualistic
14. Informal
15. Insightful
16. Intelligent
17. Inventive
18. Mannerly
19. Narrow Interests
20. Original
21. Reflective
22. Resourceful
23. Self-confident
24. Sexy
25. Sincere
26. Snobbish
27. Submissive
28. Suspicious
29. Unconventional
30. Wide Interests
Instructions:
The score was calculated by adding 1 point if you descr.
Please explain the rules of the calling program (Caller Rules).docxARIV4
Please explain the rules of the calling program (Caller Rules)?
What is the differences between or an xor? Why would you use either of these conditions?
What is the Hanoi Puzzle? Why does it relate to a stack?
Why is the purpose of creating jumps?
.
Please follow directions to receive all possible points!!The int.docxARIV4
Please follow directions to receive all possible points!!
The introduction to your project should be at least one paragraph and should introduce the readers to the topic that you have chosen and why you are interested in researching that topic. Include an introductory sentence that draws readers into the subject matter of paper. (Prostitution)
The conclusion should be at least one paragraph and should wrap up what was covered in the paper.
.
Please follow instructions A blanch interpersonal record attached..docxARIV4
*Please follow instructions: A blanch interpersonal record attached.
*All information should be on Interpersonal record.
*Two pages-Only-for each week. A total of three weeks log.
* A total of six pages. Have different dates on each week.
*The student will choose a child in the community of approximately 2 ½ years of age to 4 years of age to interact with on an ongoing basis.
* There must be an opportunity to do at least one home visit and interact with primary caregiver and family.
*A genogram and cultural assessment will be included with the theory paper, based on this experience.
*Logs will be kept of time of interaction, verbatim interactions and
*analysis with a classical theorist: Freud, Erickson, Klein, Sullivan, Peplau, etc. *Using a different theorist on each log may provide the student with exposure to many ways of looking at behaviors. Logs will be submitted weekly.
Clinical Requirements:
1. Choose a child- (Make it up) 2 1/2 -4 years
2. Make at least one home visit and interact with primary caregiver, family.
3. Construct a genogram.
4. Include a cultural assessment of family.
5. Maintain a log of time, verbatim interactions, and submit monthly.
6. Perform a Denver Developmental Survey with Child.
.
Please explain how you have met various BSN Essentials for each cour.docxARIV4
Please explain how you have met various BSN Essentials for each course listed below based on the completion of various course assignments and/ or clinical practice experiences. I have attached the BSN essentials as well as a course description for each course. The paper needs to be 3 pages discussing a bit about each class.
3 pages minimum
12 Point Font (Times New Roman)
Care Management IV-
Course Description: Nursing care management of patients with chronic and complex physiological and/or psychological health issues, as well as conditions associated with selected high risk, high cost, and emergent conditions that are treated in intensive care, emergency, and/or trauma settings. Proficiency is acquired in the classroom and while working in various settings that may include acute care, long-term care, home health, hospice, and substance abuse/mental health settings. Prioritization of access to care and available resources is emphasized, as is development of the nurse as a leader of the interprofessional care management team.
Professional Nursing III-
This course introduces the development of a professional nurse. Subject matter will include nursing history, nursing theories, models of practice, various venues of practice, and roles of a professional nurse. Effective communication as a professional nurse will be addressed. Pre-licensure BSN course
Leadership-
Focuses on concepts, principles, and theories of leadership, management, role development and administration in a variety of culturally diverse health care delivery systems at local, regional, national and global levels. Skills required b the professional nurse leader, including delegation of responsibilities, networking, facilitation of groups, conflict resolution, case management, collaboration, budgeting, cost effectiveness and resource allocation, risk management, quality and performance indicators, teaching and professional development are emphasized and applied in relevant settings.
Mental Health-
This course evaluates the biological-behavioral concepts, therapeutic communication, and standards of practice for the care of psychiatric mental health nursing situations. Critical thinking and evidenced-based practice guides nursing responses toward effective stabilization and long-term maintenance strategies for an improved quality of life within the community. Legal, ethical, cultural, and developmental considerations are integrated into patient and family-centered care.
.
Please explain how you have met various Bachelor of Science in Nur.docxARIV4
Please explain how you have met various Bachelor of Science in Nursing (BSN) Essentials for each course listed below based on the completion of various course assignments and/ or clinical practice experiences. I have attached the BSN essentials as well as a course description for each course. The paper needs to be 1.5 pages discussing a bit about each class. The description of each class is listed below along with an explanation of each BSN essential. Utilize as many essential key point as possible for each course listed. USING APA FORMAT AND PROVIDE PLAGIARISM CHECK.
1.5 pages
12 Point Font (Times New Roman)
Care Management I (Fundamentals of Nursing)
Course Description: This course introduces classic nursing principles that underpin future clinical practice. Principles include such things as comfort measures, assistance with daily living activities, environmental concerns, positioning and transporting, asepsis and sterile technique, medication administration, intrusive therapies and use of the nursing process with particular emphasis on the intervention component. The majority of the theoretical information is provided through an online environment. Concepts related to nursing fundamentals and nursing care is integrated throughout the course. The campus laboratory and clinical settings will afford practical experience in application of the principles and skills taught in the theory portion of this class.
Professional Nursing I&II
Course Description: The course focuses on nursing as a caring profession, nurse's roles and functions, ethics, standards, legal aspects, holism, wellness, health care delivery, communication, teaching/learning, critical thinking, and the nursing process (ADPIE) -Assessment, Diagnosis, Planning, Intervention, and Evaluation.
Quality and Safety
Course Description and Objectives: A. Analyze quality initiatives to improve health outcomes in healthcare settings. B. Compare and contrast quality improvement models appropriate for advanced nursing roles in healthcare settings. C. Use principles of a just culture and high reliability to analyze errors in healthcare delivery. D. Select appropriate evidence-based plans using trend analysis and quantification of quality and safety outcomes. E. Promote a professional environment to include accountability and high-level communication skills when participating in peer review, advocating for patients and families, reporting errors, and writing for the nursing profession. F. Encourage the integration of health care services within healthcare settings to affect safety and quality of care by improving patient outcomes and reducing fragmentation of care.
Pathophysiology
Course Description: This course focuses on the pathophysiology of common disease conditions affecting human beings across the lifespan. Content builds on basic anatomy and physiology, microbiology, and chemistry content obtained from earlier courses.
Physical Assessment
Course Description: This course builds fro.
Please DiscussWhat are host-based, client-based, client-serv.docxARIV4
Please Discuss
What are host-based, client-based, client-server, cloud-based application architectures
how the Web works
how email works
Explain any Peer-to-peer application example such as Napster, BitTorrent, etc
Pick at least
Two
from the following topics:
HTTP
POP
SMTP
IMAP
MIME
MPEG
SaaS
HaaS
PaaS
IaaS
H.323
Provide with example, showing the history, and the purpose of using each of these topics.
.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Digital Tools and AI for Teaching Learning and Research
MGT 4600 FINAL EXAM1. Answer all questions. The entire final .docx
1. MGT 4600: FINAL EXAM
1. Answer all questions. The entire final should be 1500 words
minimum.
1. Define the following terms in a sentence each:
· Leveraged Buyout
· Downscoping
· Functional Structure
· Related Diversification
2. We have discussed the 2008 hostile takeover battle between
Microsoft and Yahoo (read about it anywhere you like, for
example at http://massivegreatness.com/turning-purple-into-
red). Name two ways in which Microsoft hoped to benefit from
the acquisition. Can Yahoo’s perpetual raising of the price be
considered a “poison pill”?
3. The following article on executive compensation suggests
that some executives are earning nearly $40,000 an hour
(http://www.nytimes.com/2014/04/13/business/executive-pay-
invasion-of-the-supersalaries.html)! The following figure shows
that much of the compensation comes from stock options, which
is considered a good instrument of "corporate governance"
(http://www.nytimes.com/interactive/2013/04/05/business/the-
highest-paid-ceos.html; also see our ppt in the course
documents section). The data is a few years old, but the trend
toward overpayment of CEOs has remained stable, and even
intensified as we move into 2017. Do you think such
compensation is fair? Should we move away from a stock option
model to a straight salary model for CEOs and top managers?
2. Discuss the pros and cons of both.
4. Do takeovers work? Read the following article in the context
of the controversy that surrounded HP’s 2012 acquisition of
Autonomy. Based on your experiences and other readings why
do you think HP paid so much for Autonomy? Was it a doomed
strategy, or was it a good idea that did not pan out?
http://www.forbes.com/sites/robertsher/2012/11/28/the-lesson-
of-h-p-for-mid-market-companies-with-acquisitions-really-do-
your-homework/?ss=strategies-solutions
5. Read this article about activist shareholders pressurizing
Yahoo:
http://www.forbes.com/sites/adamhartung/2016/03/30/yahoo-
case-study-in-why-activist-investors-exist-and-
succeed/#30bee16728a6. Our discussion on corporate
governance identified four mechanisms of corporate governance
(ownership concentration, board of directors, executive
compensation and the market for corporate control). Which two
mechanisms are most apparent in this article? Elaborate.
Chapter Five
How to Lead Virtual Teams — Tips,
Techniques, and Best Practices
for High Performance
‘‘Out of sight, foremost in mind. How do you
manage people whom you don’t see regularly?’’
— Charles Handy1
We’ve already established that quality leadership is essential
for a
7. , I
S
B
N
:
97
80
47
08
72
40
6
Chapter Five
How to Lead Virtual Teams — Tips,
Techniques, and Best Practices
for High Performance
‘‘Out of sight, foremost in mind. How do you
manage people whom you don’t see regularly?’’
— Charles Handy1
We’ve already established that quality leadership is essential
for a
12. , I
S
B
N
:
97
80
47
08
72
40
6
84 VIRTUAL TEAM SUCCESS
Challenge 1: Infrequent Face-to-Face Contact
OnPoint’s study, which surveyed virtual team leaders and
team members, focused on the primary challenges that virtual
teams commonly face. Infrequent face-to-face contact was the
top challenge reported by team members and — perhaps not
surprisingly — 43 percent of the leaders in our study concurred.
Even though leaders recognize that these challenges come
with the territory when working virtually, they still often
struggle
to fully overcome them. Virtual team leaders report that the
lack of face-to-face contact makes it tougher to build trust
17. , I
S
B
N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 85
room, which was frequently booked months in advance. Other
leaders were not able to use instant messaging because of
company
policy or videoconferencing because of restrictive security and
firewalls — even though both technologies would have
enhanced
their teams’ effectiveness.
In addition, many teams lack the resources to cover travel
expenses so they could periodically meet in person, a practice
that would help them compensate for their technology
shortfalls.
18. Challenge 3: Difficulty Building a Collaborative
Atmosphere Virtually
How do you create a high-touch, interactive environment when
you are not physically present with your team? How can you
build
an atmosphere of collaboration and cooperation? Achieving
these
factors can be especially challenging when you have a large
virtual
team and must work around time zone differences.
At the heart of this problem lies a fundamental question:
Are human beings more inclined to be cooperative or
competitive? As
with most matters of human behavior, the answers aren’t always
clear-cut. There is plenty of disagreement on the subject.
Economic and rational choice theory point to our competitive
nature and a propensity to put our own self-interest ahead of
the well-being of the group. Of course, not everyone behaves
the
way economic and game theory models predict. In fact, there
is evidence that people cooperate more often than theories of
self-interest and maximizing personal benefit might suggest.
Many social scientists believe that cooperation may be soci-
ety’s more natural state.2 This idea derives from the fact that
for
much of our history we lived in hunter and gatherer societies,
which tend to support cooperation for both efficiency and for
maximizing individual good.
However, research has found that, although cooperation may
initially be a more common response, it seems that we are
quicker
22. ob
ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
86 VIRTUAL TEAM SUCCESS
to stop cooperating than we are to stop competing. And once
cooperation has stopped, it takes longer for us to forgive and
trust
in order to resume cooperating.3
With self-interest and the fragility of cooperation working
against you, encouraging and sustaining cooperation and collab-
oration in a virtual team environment is a daunting challenge.
27. ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 87
members are stretched too thin as well, often leads to missed
deadlines and a lack of productivity.
Tom, a virtual team leader, indicated, ‘‘I really do not have
the time to focus on this virtual team, yet there is no one else
to take over. Unfortunately, this negatively impacts the team’s
ability to achieve its goals.’’
Challenge 5: Shifting Team and Organizational Priorities
32. en
, I
S
B
N
:
97
80
47
08
72
40
6
88 VIRTUAL TEAM SUCCESS
So why don’t leaders deal with performance issues? One of the
most common reasons leaders fail to hold team members
account-
able is that they don’t effectively communicate expectations —
or
for that matter, what ‘‘good’’ behaviors or deliverables even
look like.
In addition, when leading a team of people who are geo-
graphically distributed, timely feedback also poses a challenge.
Time zone differences or infrequent contact can increase the
‘‘lag time’’ between when the problem occurs, when the leader
37. en
, I
S
B
N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 89
Case Study: Raygen Company
Raygen Company is a global professional services firm that pro-
vides consulting services to its clients. One key to Raygen’s
success is its innovative marketing strategies.
Three years ago, the SVP of marketing formed a cross-
functional virtual team made up of ten geographically dispersed
employees from marketing, sales, consulting, and finance.
Throughout this three-year period, the team was extremely
successful in generating and implementing new marketing
strategies.
38. However, it appears as though the team has hit a plateau in
terms of its performance. Both the quality and the timeliness of
the team’s deliverables seem to have declined over the past
several
months. While performance isn’t currently below standard, it is
mediocre — something that this team never seemed to tolerate
in
the past.
Ted Jones, the current team leader, has announced that he
will be leaving the organization next month and has asked that
you step in, at least on an interim basis, to fill his role. In
addition
to describing the team’s current performance issues, Ted
explains
that its members are busy with other job responsibilities and do
not seem to be fully engaged with the team.
In order to prepare for your new leadership role, you’ll be
meeting with Ted to review your initial ideas for enhancing the
team’s performance. What ideas do you have?
Evaluating Your Response
Check each of the factors listed below that you considered as
possible solutions:
� Conduct a face-to-face (ideally) or telephone interview with
each team member to solicit their opinions on what factors
are currently supporting or inhibiting teamwork.
� Distribute a brief, anonymous survey to all team members
to collect data on what factors support or inhibit team
work — summarize data and distribute it to team members
to facilitate a discussion around key strengths and areas for
improvement.
42. ob
ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
90 VIRTUAL TEAM SUCCESS
� Solicit input from team members about how to measure and
monitor progress against goals (ideally during a face-to-face
meeting).
� Review and prioritize shared goals with the team.
� Clarify performance expectations for each team member.
Ensure individual goals and priorities are aligned with team
47. en
, I
S
B
N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 91
Virtual Team Leadership Self-Assessment
Before we talk about what it takes to be an effective virtual
team
leader, assess your own level of effectiveness. Read each item
in
Exhibit 5.1 and, using the rating scale provided, consider how
each item describes your behavior as a virtual team leader.
Exhibit 5.1. Virtual Team Leader Self-Assessment
52. ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
92 VIRTUAL TEAM SUCCESS
profile to better understand how well prepared you are to lead a
virtual team (even if you scored above 25 on the self-
assessment).
What Makes an Effective Virtual Team Leader?
We asked virtual team members, leaders, and stakeholders (cus-
tomers or recipients of the team’s output) what they believed
were
the most important competencies for a virtual team leader. They
53. overwhelmingly selected communication as the most important
skill required for success.
Gasta agrees, ‘‘Communication is essential for leaders and is
also a critical success factor. Leaders need to create a two-way
conversation that keeps people engaged.’’
Building relationships, building trust, being personally ac-
countable, and being results-driven were also cited among the
top competencies. Team members and leaders also chose the
abil-
ity to motivate others and action planning as being important,
whereas stakeholders identified coaching and strategic thinking
as key competencies for team leaders.
While these characteristics are perceived as being important
for virtual team leader effectiveness, we wanted to determine
which behaviors are directly connected to highly effective
virtual
team leadership. However, we did not seek to compare vir-
tual team leaders to co-located team members. Instead, our
objective was to understand what separates the most effective
virtual team leaders from the least effective.
In general, we found that the most effective virtual team
leaders are able to balance execution-oriented practices with
the interpersonal, communication, and cultural factors critical
to the success of virtual teams. Specifically, we found that the
following five practices separated the most effective leaders
from
the least effective: the ability to effectively manage change, the
ability
to foster an atmosphere of collaboration, the ability to
communicate
team goals and direction, strong interpersonal communication
skills,
57. , H
ob
ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 93
Differentiator 1: Ability to Effectively Manage Change
Managing change and leading teams through transitions is
partic-
ularly difficult when team members are geographically
dispersed.
Top-performing virtual team leaders had an average score of
58. 4.2, based on a 5-point scale ranging from ‘‘Poor’’ to ‘‘Out-
standing,’’ on their ability to effectively manage change,
whereas
low-performing team leaders scored a 3.47.
The most effective leaders develop a process for helping their
teams adjust to change. They are also sure to involve team
members in decisions that affect them. Doing so increases the
quality of the team’s decision making and helps maintain high
levels of enthusiasm and commitment for the duration of the
change. The most effective team leaders use a three-step
process
for managing change, described below.
Step 1: Envisioning Change. Articulating a vision of what
your team needs to accomplish helps to communicate the im-
portance of change initiatives in a way that’s understandable,
meaningful, and inspiring. A variety of elements may be
included
in the vision, such as strategic objectives, key values for the
company or team, general approaches for attaining the vision,
slogans and symbols, and a description of what the vision will
mean to people when it is attained.
In times of great change, people look to their leaders for
direction. That’s why it’s essential to communicate personal
con-
fidence that the vision can be achieved and that the benefits will
be worth the short-term sacrifices — a task that’s more difficult
when you have limited in-person contact with your team. There-
fore, it’s important that leaders convey a message of confidence
and optimism by consistently demonstrating their conviction
and
support of the vision.
Step 2: Building Support for Change. Although most people
62. ey
, H
ob
ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
94 VIRTUAL TEAM SUCCESS
grow, and remain competitive, the process often produces
anxiety
and resistance within organizational teams.
Many of us try to convince people to change by asserting our
views and trying to talk the person out of his or her viewpoint.
63. But
this approach rarely works. Direct argument, in fact, often
causes
the other person to more vigorously support his or her position.
A
reflective and empathetic style, rather than an authoritative one,
seems to be the most effective approach when we want someone
to change his or her behavior.4
To help people deal with their resistance to a change, effective
virtual team leaders encourage people to make the arguments
for
change themselves. This self-persuasive dialogue is called
‘‘change
talk.’’5
Change talk encourages people to talk about their confidence
in their ability to change, their desire to change, the importance
of change, and their reasons to change. When people engage in
this type of discussion, they are more likely to achieve higher
levels of readiness to change than when the leader explains the
reasons or advantages to them.6
For people to support change, they must see it as necessary
and feasible. Virtual team leaders can build such support by
discussing the urgent need for change, creating a broad
coalition
of supporters, identifying likely opponents and reasons for their
resistance, and taking action to deal with resistance.
Step 3: Implementing Change. It’s impossible to anticipate
all the potential problems that could arise during a major
change
initiative or to prepare detailed plans for carrying out every
aspect of the change. Perhaps surprisingly, a change is less
likely
68. familiarity of the situation (‘‘I’ve seen this before and I know
what needs to be done’’). In addition, involving others increases
decision acceptance, which is critical to effective execution
once
the decision has been made.
When a change is underway, effective leaders fill key posi-
tions with competent change agents, help people adjust to and
cope with the change, provide opportunities to celebrate early
successes, keep people informed about the progress of the
change,
and ensure that they demonstrate continued commitment to the
change.
Following are a few general tips to help virtual leaders manage
change:
• Express enthusiasm for the benefits of the change and
confidence that the change will improve the current
situation.
• Identify the people whose commitment is essential to the
change effort and involve them in making key decisions.
• Identify people who might resist the change effort and make
a special effort to bring them on board. Involve them in
planning and in identifying and solving potential problems.
• Engage in two-way communication throughout the change
by holding conference calls with the team or making yourself
available for phone conversations with individual team
members. Balance ‘‘telling’’ and ‘‘informing’’ with ‘‘asking.’’
• Encourage people to talk about why they think the change is
important and how confident they are about making the
change. Use this information to determine their level of
73. expectations.
Differentiator 2: Ability to Foster an Atmosphere
of Collaboration
Effective virtual team leaders are able to use strategies to make
up for the lack of human contact. They continually look for new
ways to infuse team spirit and trust into their teams and to boost
productivity.
Zeller stated, ‘‘I have realized that I put much more emphasis
on building trust and relationships with others. This is much
harder to do when you are working virtually. I also have to be
purposeful about this since I am a task-first type of person, so I
need to focus on trust.’’
The high-performing leaders in our study had an average score
of 4.23 on the prompt ‘‘Fosters an atmosphere of collaboration
among team members,’’ compared to a 3.58 average for less-
effective leaders. The message is clear: Less-effective leaders
of
virtual teams find it especially difficult to build relationships
and
develop collaboration among team members.
Moldenhauer-Salazar believes, ‘‘The lack of face-to-face con-
tact makes building trust very difficult. Leaders need to
reinforce
the message that people can rely on one another. When virtual
team leaders become the ‘hub’ of all communication, it causes
problems which likely stem from a lack of trust.’’
Effective leaders of virtual teams help build an environment
that supports collaboration by finding ways for team members
to interact and communicate informally. For example, ‘‘same-
time’’ technologies like instant messaging will help increase
78. leaders scored a 3.39. Because conflict can often initially go
undetected in virtual environments, leaders must proactively
look for signs of it and take steps to resolve it in a timely
manner.
Following are a few tips on how leaders can build trust
and manage conflict to enhance collaboration in a virtual
environment:
• Acknowledge and respect cultural differences related to
communication and recognition norms.
• Identify ways to stay in touch with team members and
determine which methods are most effective with specific
individuals.
• Reinforce shared team goals and the role each team member
plays in the successful achievement of those goals
• Clarify performance expectations so everyone knows what to
expect from the other members of the team
• For critical team activities and decisions, clarify when
cooperation is necessary; agree on who needs to be involved
and the level of each person’s authority
• Ensure that virtual team members are comfortable giving
feedback virtually; teach and model good communication
and conflict management skills.
• Encourage participation and reinforce an environment of
constructive debate.
• Keep in mind that ‘‘trust’’ can mean different things to
different generations, cultures, and individuals. Focus on
moving from task-based trust to interpersonal trust by
83. • ‘‘Stand in the other person’s shoes’’ and try to see the issue
from all sides.
• When situations escalate, return to the facts of the problem
and avoid personal issues.
• Periodically check in with team members who may otherwise
begin to feel isolated and believe they lack support.
• Create a shared virtual space for informal team
communication.
Differentiator 3: Ability to Communicate
Team Goals and Direction
Successful leaders of virtual teams clearly articulate team goals
and direction to ensure that everyone has a shared target. They
also periodically revisit these factors both to reinforce their
importance and to make adjustments as necessary.
Top-performing leaders in our study were more effective
than low-performing team leaders at communicating team goals
(average score of 4.12 compared to 3.48, respectively).
Clearly communicated, shared team goals are especially cru-
cial for virtual teams because they give members a sense of
purpose and meaning that sustains them when they are working
alone or without regular direct contact with the team leader or
other team members. Clear goals also help to unify the actions
of a geographically dispersed team and keep members focused
on
execution.
Effective virtual leaders also communicate how their teams’
goals align with the broader organizational strategy so members
know in no uncertain terms how their work impacts the orga-
87. ey
, H
ob
ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 99
• Early on in a team’s formation, provide a clear sense of
purpose. Explain how the team’s work contributes to the
organization’s overall goals and revisit these goals as things
progress.
• Invite key stakeholders to v-meetings to discuss how the
92. ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
100 VIRTUAL TEAM SUCCESS
Differentiator 4: Strong Interpersonal
Communication Skills
It’s no secret that team members who work virtually sometimes
feel isolated and find it more difficult to tap into the office
grapevine. This feeling of isolation can negatively impact
morale
and productivity. Therefore, the most effective leaders establish
informal and formal communication methods to ensure that
people have the information they need to do their jobs and to
97. en
, I
S
B
N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 101
Exhibit 5.2. Self-Assessment: Interpersonal Communication
Skills
Part I
Using the scale provided, rate yourself on each of the following
items:
1 = Never 2 = Sometimes 3 = Almost All of the Time
Item Rating
1. I clearly communicate and explain what I need/expect
102. ok
en
, I
S
B
N
:
97
80
47
08
72
40
6
102 VIRTUAL TEAM SUCCESS
Identify two or three things you want to focus on (do more
frequently or
more effectively) to develop your communication skills.
What two or three things can you do to improve your
communication
skills? Be sure to revisit this once you finish reading the
chapter.
Following are a few tips to help improve your communication
107. 97
80
47
08
72
40
6
How to Lead Virtual Teams 103
◦ Do my ideas flow smoothly and logically?
◦ Did I use bullets and subheadings for visual appeal?
◦ Is each step clearly communicated?
• Participate in a writing skills workshop, review a self-study
audiotape or video on effective writing, or talk with someone
you regard as an excellent writer to ask for tips.
• For each message ask:
◦ What is the overall purpose or main idea I want to
communicate?
◦ Why is it important to communicate it?
◦ To whom will I communicate it?
◦ How will I communicate it (face-to-face, in writing, an
email, at a meeting)?
◦ What impact is the message likely to have on the
receiver(s)?
112. 80
47
08
72
40
6
104 VIRTUAL TEAM SUCCESS
Differentiator 5: Ability to Empower Team Members
A research study discussed in the Academy of Management
Jour-
nal7 investigated the role of empowerment on virtual team
performance. The study found that, in virtual teams, empower-
ment was significantly connected to process improvement and
customer satisfaction. Because people are often expected to
work
more independently in virtual teams, finding ways to delegate
work, to give team members freedom to make decisions, and to
monitor work become particularly important for success.
While delegating work and checking on the progress of
work are important facets of empowerment, they’re more
difficult
in a virtual setting. Top-performing leaders in our study were
more effective at delegating responsibilities than less-effective
leaders were (average score of 4.0 to 3.5, respectively). They
also
encouraged team members to come up with creative ideas more
consistently (average score of 4.21 compared to 3.71), which is
117. N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 105
assistance, and to allocate rewards such as pay increases or
promotions.
The appropriate degree of monitoring required depends on
the specifics of the situation, for example, the kind of work
being performed and level of experience of the team members.
Naturally, monitoring is more important when virtual team
members are inexperienced or apathetic about the work.
Likewise,
it’s essential when mistakes or delays will significantly impact
the
success of the project and have to be quickly remedied.
So, given the lack of face-to-face contact, how do effective
virtual team leaders monitor their team members’ work? A
common method for monitoring progress on assignments and
projects is to obtain update or status reports from team members
based on the tasks they’ve been given. The type of information
122. N
:
97
80
47
08
72
40
6
106 VIRTUAL TEAM SUCCESS
Therefore, it’s essential that the reaction to problems be
constructive and non-punitive. Questions should be open-ended
and non-evaluative to encourage people to respond and provide
a more complete picture of the situation. Questions should
be phrased so as to communicate the leader’s concerns and
expectations to team members, in addition to seeking to obtain
information. To determine your own empowerment strengths
and
opportunity areas, complete the self-assessment in Exhibit 5.3.
Exhibit 5.3. Self-Assessment: Empowering Others
Use this assessment to help you evaluate your effectiveness at
delegating and
empowering others. Read each item and, using the rating scale
provided, rate
the extent to which each item describes your behavior.
127. S
B
N
:
97
80
47
08
72
40
6
How to Lead Virtual Teams 107
Item Rating
9. After delegating something, I check in periodically but
avoid ‘‘micromanagement.’’
10. I delegate parts of a project when I cannot delegate the
whole thing.
11. I encourage team members to make autonomous
decisions when appropriate.
12. I encourage team members to generate creative solutions
to solve problems.
Obstacles at a Glance: A Quick Reference Guide
128. Virtual teams frequently face common obstacles that impede
their performance. We’ve outlined these in the following Quick
Reference Guide (Table 5.2) to allow leaders to diagnose a
team’s
problems and view several recommended solutions.
Table 5.2 Leader Quick Reference Guide
Problem
Solution
s
Team members are not
collaborating effectively to
achieve team goals.
• Identify what deliverables the team needs to
collaborate on and come up with a plan to
ensure that team members are working on
things jointly.
• Clarify roles and levels of authority so team
members know what to expect from each
other.