My name is Brittany Murphy and I was referred to your law office by my good friend Michelle. I wanted to consult with you about things that have been taking place at my job where I work as an Executive Secretary. Male: Nice to meet you, Brittany. Why don’t you tell me what has been taking place and we will go from there? I will interject if I have any questions as you explain what has been taking place. Be sure to start from the beginning and to tell me everything that has taken place to give rise to your concern. Female: Sounds good. Here we go. I was hired by a company called Personal Connections Are Us, Incorporated as a receptionist in February 2002. My immediate supervisor was Dwayne Miller. Dwayne was in charge of all support staff. Because I answered calls for all 20 employees I was constantly interacting with everyone on a regular basis. There was no formal dress code so I was able to wear whatever I wanted to work. I typically wore jeans, sandals and tank tops. In my work area I had photos of myself and my boyfriend in bathing suits from one of our vacations. I also had other pictures of my friends and family. One of the other employees, Robert Singer, would constantly stand in my work area and stare at the photos. It seemed that he was staring at the photo of me in the bathing suit. Twice he made comments about my chest that made me really uncomfortable. Male: Do you recall specifically what he said to you? Female: Not exactly, but he said something like, “Your [beep] are amazing. I would love to see you in even less than what you are wearing in that photo.”
I laughed at that moment but then went into the restroom and threw up because the comment made me so sick. The next time he made a similar comment I told him to stop because it made me very uncomfortable. In early 2006 I was looking for my picture, the one of me in my bathing suit, it was missing for a day. It appeared the next day back in my work area. I thought nothing of it at the time, then when I walked by Robert’s computer I saw that my photo of me in my bathing suit was loaded as a screen saver on his computer. When I went into his computer I found a file with my name on it. In that file he had computer altered my photo and the upper part of my body was exposed. I could not function. I called Robert a pig and told him to stay away from me. Robert in turn complained to Dwayne that I was not timely giving him his messages which was totally untrue. I told some of my coworkers what I saw in Robert’s computer and the things that he was saying to me. But I was afraid to tell my supervisor. Finally, after missing several days of work because I was so upset about what Robert was doing, I finally told my supervisor. Male: When was that? Who did you tell? And what did the conversation consist of? Female: Things get really interesting here. It was about two weeks after I saw the photo on Robert’s computer that I went in to talk to Dwayne Miller, my supervisor. I told Dwayne everythi.
Page 1 of 3 Page 1 of 3 Audio Script for Sexual.docxjoyjonna282
Page 1 of 3
Page 1 of 3
Audio Script for Sexual Harassment
Take a moment and answer the following four questions. Click the correct answer.
When you are done, click the “Next” button to continue.
[Beginning of HR593_SH_006]
Female: My name is Brittany Murphy and I was referred to your law office
by my good friend Michelle. I wanted to consult with you about
things that have been taking place at my job where I work as an
Executive Secretary.
Male: Nice to meet you, Brittany. Why don’t you tell me what has been
taking place and we will go from there? I will interject if I have
any questions as you explain what has been taking place. Be sure
to start from the beginning and to tell me everything that has taken
place to give rise to your concern.
Female: Sounds good. Here we go. I was hired by a company called
Personal Connections Are Us, Incorporated as a receptionist in
February 2002. My immediate supervisor was Dwayne Miller.
Dwayne was in charge of all support staff.
Because I answered calls for all 20 employees I was constantly
interacting with everyone on a regular basis. There was no formal
dress code so I was able to wear whatever I wanted to work. I
typically wore jeans, sandals and tank tops.
In my work area I had photos of myself and my boyfriend in
bathing suits from one of our vacations. I also had other pictures
of my friends and family.
One of the other employees, Robert Singer, would constantly stand
in my work area and stare at the photos. It seemed that he was
staring at the photo of me in the bathing suit. Twice he made
comments about my chest that made me really uncomfortable.
Male: Do you recall specifically what he said to you?
Female: Not exactly, but he said something like, “Your [beep] are amazing.
I would love to see you in even less than what you are wearing in
that photo.”
I laughed at that moment but then went into the restroom and threw
up because the comment made me so sick. The next time he made
Page 2 of 3
Page 2 of 3
a similar comment I told him to stop because it made me very
uncomfortable.
In early 2006 I was looking for my picture, the one of me in my
bathing suit, it was missing for a day. It appeared the next day
back in my work area. I thought nothing of it at the time, then
when I walked by Robert’s computer I saw that my photo of me in
my bathing suit was loaded as a screen saver on his computer.
When I went into his computer I found a file with my name on it.
In that file he had computer altered my photo and the upper part of
my body was exposed.
I could not function. I called Robert a pig and told him to stay
away from me. Robert in turn complained to Dwayne that I was
not timely giving him his messages which was totally untrue.
I told some of my coworkers what I saw in Robert’s computer and
the things that he was saying to me. But I was afraid to tel ...
Discussion Handling Tough Decisions in the WorkplaceManagers maLyndonPelletier761
Discussion: Handling Tough Decisions in the Workplace
Managers make numerous decisions on a daily basis. For some, the best choice is easy or straightforward to determine. If a machine breaks down, you either need to repair it or replace it. In an increasingly interconnected and complex world, however, the best decisions can often be unclear. Consider where you would stand on the following scenario:
A company has developed a new product for which there is a great demand. The consensus of the leadership team is that the company should capitalize on this opportunity and hike up the price to generate a 300% return on each sale. They feel that, as long as the marketplace is willing to pay for it, then there is no problem, especially since this would help solve recent discussions of layoffs due to declining sales. Only one person in the leadership team voices disapproval of this approach, saying that this is a greedy action that would rip off customers and go against the company’s values. The person feels that—despite what it would mean for the business—the product should be priced to generate a 40% return, which is an average return for the company’s products.
Assignment:
Respond to two or more of your colleagues’ posts “See below” in one or more of the following ways:
· Relate your own experiences to those of your colleague, including similar or different approaches you took to address your own situation and your reasoning for your decision.
· Provide an alternative viewpoint on your colleague’s situation or on how your colleague might approach the situation in the future. Include a rationale to support your response.
· 3 – 4 paragraphs
· No plagiarism
· APA citing
1st Colleague - Natasha Mills
Natasha Mills
Handling Tough Decisions in the Workplace
Top of Form
Whereas society in general and individual organizations have ethical codes that guide the behaviors and actions of people within these contexts, the concept of ethics still largely depends on one’s personal values and moral principles. When individuals lack these, their behavior is always subject to manipulation, and they may easily compromise their ethical beliefs in different situations. one of the psychological dynamics that precede the crossing of ethical lines is justified neglect. “When people don’t speak up about ethical breaches because they are thinking of more immediate rewards such as staying on a good footing with the powerful” (Wedell-Wedellsborg, 2019). Justified neglect is the most predominant psychological dynamic, followed by cultural numbness and omnipotence when it comes to crossing ethical lines.
The ethical situation that I have experienced involved the psychological dynamic of justified neglect. I was part of a panel tasked with hiring a candidate that would fill a certain position that had been left by an employee who had just retired. After conducting interviews, my colleagues in the hiring panel and I had identified a candidate that was a perfect fit ...
Please reword these paragraphs in your own words. DO NOT copy or u.docxLeilaniPoolsy
Please reword these paragraphs in your own words. DO NOT copy or use the same words that are in these paragraphs.
1- "Organizational behavior (OB) describes an interdisciplinary field dedicated to understanding and managing people at work. This includes self-management. OB draws on research and practice from many disciplines to deal with how people behave at work" (Kinicki & Fugate, 2016, Chapter Chapter 1, Making OB Work for Me: What Is OB and Why Is It Important?).
According to Kinicki and Fugate, organizational behavior is a self-discipline that can be brought out from a number of sources. Kinicki and Fugate explained a few behaviors in the workplace that can be of use. Some of the examples were management, ethics, vocational counseling and sociology. It is important for managers to be able to understand all employees at all times in oder to keep the company running smoothly. Organizational behavior is a key point to a manager's line of work. Communication is a key point for keeping employees on the right track, this helps the employees to work as effectively as possible.
Yesterday while being at work, a customer came into the office where I work asking about a deal that we were offering. Being unaware of this particular deal, I answered the customer by explaining that we did not have this particular deal and that I would be happy to look into it with the other two ferry lines if he would like me to so that he would be able to take advantage of this deal. After explaining this to the customer, one of the stock holders came out to the office and asked me to honor this deal. Once the customer left we got in contact with the lady that apparently set this offer up and asked her why no one told us about this offer prior to her leaving for a Fish! conference. She then explained that she forgot to inform us. This is an example where if the communication had been there in the beginning, we could have addressed the customer with a correct answer and been able to complete the transaction in a more effective matter. This manager at first did not have a clear understanding why we in the office, did not know about this offer until we explained that she forgot to tell us. There had been no organization with this particular situation, and I felt that it was very poorly managed.
2- According to chapter 2 Personal attitudes affect behavior at a different level than do values. With personal values they are stable long lasting beliefs about what is important to a person. They become standards by which people order their lives and make their choices. With personal attitudes, these are the mental dispositions people have towards others and the current circumstances before makes decisions that result in behavior. In the workplace it would be your personal attitude, because everyone has different beliefs and your personal values may be against the company’s policy. I recently had an argument with my head supervisor and to me I would say the re.
Page 1 of 3 Page 1 of 3 Audio Script for Sexual.docxjoyjonna282
Page 1 of 3
Page 1 of 3
Audio Script for Sexual Harassment
Take a moment and answer the following four questions. Click the correct answer.
When you are done, click the “Next” button to continue.
[Beginning of HR593_SH_006]
Female: My name is Brittany Murphy and I was referred to your law office
by my good friend Michelle. I wanted to consult with you about
things that have been taking place at my job where I work as an
Executive Secretary.
Male: Nice to meet you, Brittany. Why don’t you tell me what has been
taking place and we will go from there? I will interject if I have
any questions as you explain what has been taking place. Be sure
to start from the beginning and to tell me everything that has taken
place to give rise to your concern.
Female: Sounds good. Here we go. I was hired by a company called
Personal Connections Are Us, Incorporated as a receptionist in
February 2002. My immediate supervisor was Dwayne Miller.
Dwayne was in charge of all support staff.
Because I answered calls for all 20 employees I was constantly
interacting with everyone on a regular basis. There was no formal
dress code so I was able to wear whatever I wanted to work. I
typically wore jeans, sandals and tank tops.
In my work area I had photos of myself and my boyfriend in
bathing suits from one of our vacations. I also had other pictures
of my friends and family.
One of the other employees, Robert Singer, would constantly stand
in my work area and stare at the photos. It seemed that he was
staring at the photo of me in the bathing suit. Twice he made
comments about my chest that made me really uncomfortable.
Male: Do you recall specifically what he said to you?
Female: Not exactly, but he said something like, “Your [beep] are amazing.
I would love to see you in even less than what you are wearing in
that photo.”
I laughed at that moment but then went into the restroom and threw
up because the comment made me so sick. The next time he made
Page 2 of 3
Page 2 of 3
a similar comment I told him to stop because it made me very
uncomfortable.
In early 2006 I was looking for my picture, the one of me in my
bathing suit, it was missing for a day. It appeared the next day
back in my work area. I thought nothing of it at the time, then
when I walked by Robert’s computer I saw that my photo of me in
my bathing suit was loaded as a screen saver on his computer.
When I went into his computer I found a file with my name on it.
In that file he had computer altered my photo and the upper part of
my body was exposed.
I could not function. I called Robert a pig and told him to stay
away from me. Robert in turn complained to Dwayne that I was
not timely giving him his messages which was totally untrue.
I told some of my coworkers what I saw in Robert’s computer and
the things that he was saying to me. But I was afraid to tel ...
Discussion Handling Tough Decisions in the WorkplaceManagers maLyndonPelletier761
Discussion: Handling Tough Decisions in the Workplace
Managers make numerous decisions on a daily basis. For some, the best choice is easy or straightforward to determine. If a machine breaks down, you either need to repair it or replace it. In an increasingly interconnected and complex world, however, the best decisions can often be unclear. Consider where you would stand on the following scenario:
A company has developed a new product for which there is a great demand. The consensus of the leadership team is that the company should capitalize on this opportunity and hike up the price to generate a 300% return on each sale. They feel that, as long as the marketplace is willing to pay for it, then there is no problem, especially since this would help solve recent discussions of layoffs due to declining sales. Only one person in the leadership team voices disapproval of this approach, saying that this is a greedy action that would rip off customers and go against the company’s values. The person feels that—despite what it would mean for the business—the product should be priced to generate a 40% return, which is an average return for the company’s products.
Assignment:
Respond to two or more of your colleagues’ posts “See below” in one or more of the following ways:
· Relate your own experiences to those of your colleague, including similar or different approaches you took to address your own situation and your reasoning for your decision.
· Provide an alternative viewpoint on your colleague’s situation or on how your colleague might approach the situation in the future. Include a rationale to support your response.
· 3 – 4 paragraphs
· No plagiarism
· APA citing
1st Colleague - Natasha Mills
Natasha Mills
Handling Tough Decisions in the Workplace
Top of Form
Whereas society in general and individual organizations have ethical codes that guide the behaviors and actions of people within these contexts, the concept of ethics still largely depends on one’s personal values and moral principles. When individuals lack these, their behavior is always subject to manipulation, and they may easily compromise their ethical beliefs in different situations. one of the psychological dynamics that precede the crossing of ethical lines is justified neglect. “When people don’t speak up about ethical breaches because they are thinking of more immediate rewards such as staying on a good footing with the powerful” (Wedell-Wedellsborg, 2019). Justified neglect is the most predominant psychological dynamic, followed by cultural numbness and omnipotence when it comes to crossing ethical lines.
The ethical situation that I have experienced involved the psychological dynamic of justified neglect. I was part of a panel tasked with hiring a candidate that would fill a certain position that had been left by an employee who had just retired. After conducting interviews, my colleagues in the hiring panel and I had identified a candidate that was a perfect fit ...
Please reword these paragraphs in your own words. DO NOT copy or u.docxLeilaniPoolsy
Please reword these paragraphs in your own words. DO NOT copy or use the same words that are in these paragraphs.
1- "Organizational behavior (OB) describes an interdisciplinary field dedicated to understanding and managing people at work. This includes self-management. OB draws on research and practice from many disciplines to deal with how people behave at work" (Kinicki & Fugate, 2016, Chapter Chapter 1, Making OB Work for Me: What Is OB and Why Is It Important?).
According to Kinicki and Fugate, organizational behavior is a self-discipline that can be brought out from a number of sources. Kinicki and Fugate explained a few behaviors in the workplace that can be of use. Some of the examples were management, ethics, vocational counseling and sociology. It is important for managers to be able to understand all employees at all times in oder to keep the company running smoothly. Organizational behavior is a key point to a manager's line of work. Communication is a key point for keeping employees on the right track, this helps the employees to work as effectively as possible.
Yesterday while being at work, a customer came into the office where I work asking about a deal that we were offering. Being unaware of this particular deal, I answered the customer by explaining that we did not have this particular deal and that I would be happy to look into it with the other two ferry lines if he would like me to so that he would be able to take advantage of this deal. After explaining this to the customer, one of the stock holders came out to the office and asked me to honor this deal. Once the customer left we got in contact with the lady that apparently set this offer up and asked her why no one told us about this offer prior to her leaving for a Fish! conference. She then explained that she forgot to inform us. This is an example where if the communication had been there in the beginning, we could have addressed the customer with a correct answer and been able to complete the transaction in a more effective matter. This manager at first did not have a clear understanding why we in the office, did not know about this offer until we explained that she forgot to tell us. There had been no organization with this particular situation, and I felt that it was very poorly managed.
2- According to chapter 2 Personal attitudes affect behavior at a different level than do values. With personal values they are stable long lasting beliefs about what is important to a person. They become standards by which people order their lives and make their choices. With personal attitudes, these are the mental dispositions people have towards others and the current circumstances before makes decisions that result in behavior. In the workplace it would be your personal attitude, because everyone has different beliefs and your personal values may be against the company’s policy. I recently had an argument with my head supervisor and to me I would say the re.
RespondThis is a discussion read below 200 words or more on .docxronak56
Respond
This is a discussion read below 200 words or more on both
You must also include a Reference section at the end of the DQ response listing a minimum of one source which will always include the textbook. A more thorough analysis of the DQ will include one or more sources in the Reference section.
Respond
I remembered working about five years ago, for a supervisor when I was an hourly employee in my organization. I was also in the Army National Guard, where I was doing a weekend a month and two weeks a year. Sometimes my commander would like for soldiers to come early and prepare for the weekend. I would leave on the shortest notice from my job and come back to work on Monday with orders justifying my absence for that Friday. The issue of not coming to work, because of my military duty led to the most significant conflict in my work environment. My supervisor and the human resources department gave me a tough time. The supervisor took away my vacation privileges and slander me to upper management. He made me look so bad that my work environment became hostile. I couldn’t perform my job and I feel at that moment that my career was at a dead end. The conflict eventually escalated to the point where I had an argument with my supervisor and another member of management. To solve the conflict, I called the military hotline and told them that my employer was discriminating against me for going to military duty. The main cause of this conflict was due to “authority relationships”. My supervisor wanted to be the only boss to tell me what to do and this caused authority issues. I knew that being angry wasn’t going to help with the situation. According to McClure, anger interferes with teamwork and productivity on the job, therefore causing a hostile and frightening workplace (McClure, 2000, p. 1).
I did have a functional conflict in the workplace between myself and another member of my organization. The conflict turned out to be a healthy and constructive disagreement. We were able to create a new idea that would’ve save the organization a lot of man hours and improve schedule on a project. Table 13.1 (Consequences of Conflict) shows that there are positive and negative consequences that can occur (Nelson & Quick, 2016, p. 473). The positive consequences of conflict that I’ve experienced in my workplace the most is motivating change and stimulating creativity. I’ve noticed that change usually comes out of either a functional or dysfunctional conflict. The conflict that occurred in the functional conflict was caused by “specialization”. The job was highly specialized and required skills from an employee that have been with the company for a long time. The older employee wanted to control the job and tell me that we are going to do the job his way. After hours of struggling with the job, we had a conflict that contributed to a new idea. That idea helped move the job along. “Work groups must make decisions about the allocation of resource ...
a How would you define leadershipLeadership is the ability to.docxransayo
a How would you define leadership?
Leadership is the ability to see a situation or problem and be able to provide a solution or a means to the ends. While also ensuring that you provide the tools vision and guidance needed for your subordinates to meet those ends and succeed.
b As a leader, what do you do when people on your team aren’t pulling their weight?
As a leader it would be my responsibility to take them aside and inform them of the issues or the events that have me concerned as a leader. I would also empower them by providing them with guidance on what actions they would need to do to meet the mission. I would ensure that I had providing them the tools needed to meet the mission.
c What is one of the greatest leadership challenges you have ever faced? What did you do? What was the result?
When I was at the Joint Spectrum Center I had to fill the role of three positions at one time due to the change over of personnel without back fill for three months. It was a very challenging time. Especially since I was unsure how to do one of the jobs. I relied allot on my subordinates to provide me guidance and support where I was lacking in know how. But I continued to push forward and ensured I followed up on all issues and tasking’s and I also ensured that if I did not know something I used the personnel I had that where the experts to assist me in making the proper choices. In the end I was able to not only succeed but excelled to where several of the job requirements I retained even after the new personnel came on board.
d How would you describe your communication style?
My communication style is open and direct. I will provide you with guidance on what needs to be done. I will provide you with the path to get to the end if needed, but I would rather empower you to meet the mission in your own way. I am also straight forward and not one to skirt the issue. If there is a problem I will point it out directly.
e Describe a situation in which effective interpersonal communication skills contributed to your success.
When I was a Troop Commander there were several situations that I needed to sit down with one of my subordinates and discuss issues with them directly. This provided me the ability to present my side as well as being able to see the others point of view on the issue or event in question. Most of the time I was able to empower the subordinate to see the right path and become a better soldier in the end. Although there where times when I had to provide direct guidance and over sight to ensure what was needed was done even if it was very painful and difficult for the Soldier in the long run.
f Describe your personal actions by which you convey to your staff that ethics/ethical behavior is a high priority with you and that you also expect it to be a high priority with your staff.
I make it a point to ensure my subordinates understand what is ethical and expected to meet the mission correctly without taking.
Part 1 initial postEthics in the Workplace Please res.docxjakeomoore75037
Part 1: initial post
"
Ethics in the Workplace
"
Please respond to the following:
Discuss the varying degree of ethics found in organizations you have worked for and how these cultures affected you and / or your work. Then, discuss how you know you are part of an ethical organization.
You have completed a report for your supervisor that outlines a problem that cannot be solved easily or quickly. About one week later the same report is circulated throughout the company that has been altered significantly. You suspect your supervisor made changes to undermine the severity of the problem. Do you have an ethical obligation to speak up? Discuss how you would handle this situation.
part 2: reply to one student post substantially (does not have to be lengthy but explain your reasoning plz)
a.
I have worked in many environments, from military to Starbucks to the government (both as a contractor and a federal employee). I have experienced many different levels of ethics throughout the years, good, bad and in-between. One particular office I can think of from a long time ago had a horrible degree of ethics, which really affected the office and how people interacted. The management of this organization proved to not be professional due to the fact that they believed anything certain employees would tell them. Proper investigation into rumors was not done, and people got moved around within the overall organization, which was frustrating to many. The management of this organization eventually made it so no one wanted to work their until they left, which wasn’t good for the quality of employees. When I went to training for the military I also experienced unethical behavior between instructors and others. Some instructors were not fair and others were teaching correctly. It became frustrating because some students got higher grades because their teacher practically taught the test. Fortunately I am now in a great organization where the management leads by example and makes a clear effort to ensure all employees have ethical behavior as well. I know that I am now part of an ethical organization because I trust my leaders and know that if an issue arises that they take care of it just like they should.
If I wrote a report and found that later my supervisor had edited to hide pertinent information to the issue at hand I would be ethically obligated to say something. It is not right that the supervisor tried to remove information to lessen the severity of the issue; this would need to be discussed with upper management. I would go to the boss of my supervisor and bring up the issue that the supervisor removed this information from the report.
b.
I've worked for a few companies over the last few years and they've all been what I would consider ethical. Most if not all enforce a zero tolerance policy towards, sexual harassment, discrimination, and other work place offenses. This allows for no room for disrespect within the work pla.
Part 1.Read my initial post to this discussion board. Now that .docxssuser562afc1
Part 1.
Read my initial post to this discussion board. Now that you understand a little something about how difficult some issues can be to answer, think about a similar experience you have had professionally. If you can't think of anything, many current events create situations that are difficult for people to work through. Scan through a newspaper and see if it gives you any thoughts about other such perplexing situations. By Wednesday, just post a description about the situation and describe why it is so difficult.
Part 2.
Concerning the situation or experiences posted in Part 1. First, post a reply to your original post and state the decision that YOU would come up with and what the likely outcome of that decision would be (i.e., who would you tick off, make really happy, etc.). Second, respond similarly to what others in the class posted in Part 1 also.
Initial Post by Dr. Morrison- And the "Right Answer" is... (as promised):
Well, you all did reasonably well in the Merck discussions. Did you note that each case involved a decision that the managers dealt with, which centered on an issue that would not likely make Merck any profits? Consider the first case, where the managers had to decide if Merck should pursue developing a drug that would save lives (a cure for River Blindness), but the customer base (patients in the jungle, so to say) could not afford the product. The question really comes down to making a decision between doing what is best for the shareholders (creating owner profit by not pursuing the development of this drug), and doing what is best for other stakeholders (making society at large happy by developing an unprofitable product). What's the right answer here? If you were the CEO, you would be forced to decide between doing what you were hired to do and make profit, which is the primary function of a for-profit organization, and doing what needs to be done as a good corporate citizen for the society in which the organization operates (even if it means losing money).
Therefore, "what is the right answer" is not so easy a question, is it? It rarely is. The right answer is... that there ISN'T a right answer. Regardless of which answer you choose, someone would have a legitimate reason to be upset at you about it.
For the record, here is some advice from someone that has spent many years in corporate leadership. You need to know your limits and where you draw the line between what is expected of you by others and what you expect of yourself. Some people align their own sense of duty to be that of their superiors, but those people often find themselves unable to work without direction from others and often don't do well in senior corporate leadership. Others align their sense of duty with their own personal sense of morality and ethics. These people often have the opposite problem because they tend to "do their own thing" more often than others, and have trouble meeting expectations that don't match their .
Part 1 (Use APA citations)This week’s Shared Practice requires y.docxkarlhennesey
Part 1 (Use APA citations)
This week’s Shared Practice requires you to consider what rewards have motivated you to perform in your professional career. Then, you reflect on your experiences to determine how you frame your primary motivation and purpose.
With these thoughts in mind:
Post a description of a positive professional experience when you felt motivated to perform at your best and a description of a challenging professional experience when you did not feel very motivated to perform. Be sure to include what were the sources of motivation in both experiences. Then explain what each experience taught you about the influence of intrinsic and extrinsic motivation on your performance and the motivations that are the main sources of job satisfaction for you.
As you are analyzing your motivations and sources of job satisfaction, consider the advice that was reportedly given to U.S. President John F. Kennedy:
"A great man is one sentence."
—Clare Boothe Luce
After you post your descriptions, write your one sentence that captures how you define your purpose or main priority on which you want to focus to make your organization, community, or the world a better place. Think about the legacy you want to leave or how you want to be remembered, or what makes you want to get out of bed each day.
Hint: Your sentence should emphasize how you want other to see you. For example, your sentence might be: Jane Rivera founded a company that gave back to the community and served a role model for young entrepreneurs. Or, Travis Williams’ family and friends could always count on his unconditional support.
Provide your assessment of why you chose your sentence and what it means to you.
Part 2
Read a selection of your colleagues’ postings.
Respond to two or more colleagues’ posts in one or more of the following ways:
· Consider how motivational techniques shared by your colleague might work for you, but potentially not work for others. Explain your rationale.
· Share suggestions to a colleague regarding how she or he can work to accomplish the purpose captured in their sentence or observations you have made or examples you have seen of others who seem to be driven by a similar purpose.
1st Person to Respond to:
“People are motivated by good relationships with bosses, collaborators, and customers” (Maccoby, 2010). Working in a behavioral health setting, things change daily. You are not in control of these changes, because you are funded by Medicaid, which means as a company, we must follow these changes, or we face consequences. It is my job to do a quarterly check, where I must complete an audit on each client to make sure everything is in order and nothing is missing. I have a deadline to meet, so I push myself to get it done as early as possible. In doing so, I can get overwhelm easily, because I am checking over 150 charts to make sure everything is in order with no mistakes. Instead it motivates me to check every detail carefully, because I know as a comp ...
NETWORKING SYSTEMS 1
NETWORKING SYSTEMS 5
Networking System
Sarju Thapa
Dr. Stephen Gardner
East Central University
Abstract
In this report, the planning to design the network will be discussed and demonstrated in detail. The planning to design the network layout will be made according to the scenario given in the requirements. The plan will be implemented by the evaluation of the aspects that are important to design the network and other necessary things to design and implement the network. After implementing the network, the network will be tested by secure communication, WAN communication Channel, Wireless network, and PAN network. The troubleshooting of the network will also be discussed and elaborated in detail. The protocols used in this network will also be taken into consideration.
Introduction
Designing a network is not a simple task for someone. There are different phases to design the network. Each phase has a very important role to design the network. The first phase is to collect all the requirements to design the network. The second phase is to evaluate the requirements to make sure that either requirement is enough to design the network or not. After evaluating the requirements, the third phase is to implement all the aspects that are gathered in requirements. The fourth and last phase after implementing the network design is to optimize the network by performance.
Network Layout
The physical arrangement of the network is called network layout. The network layout of the given is scenario is shown below:
Diagram created using CISCO PACKET TRACER 7.3.0
Demonstration
This network consists of two different places one place is headquarter which is the main point of this network and another place is Therall which is the working point of this network.
Headquarter
In headquarter, the Executive office, R&D, Reception, Guest office, and accounting office’s host are connected with one switch. Twisted pair cable is used in this part of the network. Each device directly connected with the headquarter switch. 8P8C (Actually, RJ-45 is the more common term) jack is used in this part of the network and it is located in the reception area. Bus topology is used in this part of the network. (I think that what you have in your diagram is a bus-star hybrid. The switch is the bus, the individual cables to the hosts are the star)
Thrall
In Thrall Remote, the Engineering area, production area, and reception area’s host are connected with the switch. Twisted pair cable is used in this part of the network. Each device directly connected with the headquarter switch. 8P8C jack is used in this part of the network and it is located in the reception area. Bus topology is used in this part of the network.
For bot.
NEURAL NETWORKS 3Neural NetworksName Group .docxdohertyjoetta
NEURAL NETWORKS 3
Neural Networks
Name: Group - 5
Institution: Cumberland University
Neural Networks
Machine learning refers to the application of artificial intelligence that leads to the provision of systems with the ability of improve and learn automatically without being programmed. It is a process that clearly focuses on the general development of the computer programs that have an access to data and can be clearly used for the learning process themselves (Priddy & Keller, (2015). The procedure involved in learning entails the use of observations such as direct experience or through the use of instruction. It is a practice that is deeply aligned to the use of computers to ensure that functions and operations take place in the required manner.
Neural networks is a topic in machine learning that is highly essential. It refers to a set of algorithms that are loosely modelled after the human brain. The algorithms are created to recognize respective patterns. Through them, the interpretation of sensory data through a machine perception. Clustering raw input and labelling is done (Burkov, 2019). The use of neural networks aids the classification and clustering which are key important topics that need to be appropriately addressed in this case. Thinking of them as the classification and clustering layer that is found on the top of the data applied in management and storage are key matters of concern.
The classifications of the tasks are dependent on the labeled datasets. This implies that humans need to ensure that they transfer their knowledge to the data for the neural network to learn the existing correlation that exists between the data and the labels (Burkov, 2019). The activity is defined as supervised learning which is a key practice that entails face detection, the recognition of gestures through the videos, the identification of the images and the classification of texts.
References
Burkov, A. (2019). The hundred-page machine learning book.
Priddy, K. L., & Keller, P. E. (2015). Artificial neural networks: An introduction. Bellingham, Wash: SPIE Press.
.
Neo-psychoanalytic approaches to personality include theorists such .docxdohertyjoetta
Neo-psychoanalytic approaches to personality include theorists such as Jung, Horney, Erikson, Adler, and Sullivan. Also referred to as “Neo-Freudians,” this group of theorists was influenced by Freud but developed their own unique concepts of personality development. Although they subscribed to Freud’s underlying theory that childhood experiences powerfully impact adult behavior, each theorist departed from Freud in significant ways. Taken together, they emphasize social and cultural roles in personality development.
Behavioral perspectives include the seminal ideas put forth by Watson, Pavlov, and Skinner and apply these ideas to personality development. The behavioral perspective on personality is based on the central role of consequences, either from human interaction or the natural environment. Behaviors are reinforced or discouraged by consequences, which shapes personality. For example, actions such as being kind or agreeable are typically rewarded. When behaviors are rewarded, they are more likely to be repeated. Then, being kind or agreeable as a personality trait takes shape. Conversely, negative behaviors may also be reinforced or represent the failure to learn or have reinforced more appropriate responses. Skinner extended this theory to mental illness as learned maladaptive behavior. In contrast to personality theories that emphasize internal influences, behavioral theories concentrate on the external and the capacity to correct problems through the same focus.
This week, you will examine two theoretical orientations - neo-psychoanalytic and behavioral, including their respective theorists, cultural considerations, assessments/interventions, limitations, and unique aspects. You will also apply one theory from each orientation to case study analyses.
Review the Learning Resources, focusing on theorists, cultural considerations, assessments/interventions, limitations, and unique aspects of both neo-psychoanalytic theory and behavioral theory.
Post
one key idea from the neo-psychoanalytic theoretical orientation and one from behavioral theory. What is a main difference between these theoretical orientations? What is similar between these theories? Which one do you more closely align with?
Required Readings
Cervone, D., & Pervin, L. A. (2019).
Personality: Theory and research
(14th ed.). Wiley.
Chapter 4, “Freud’s Psychoanalytic Theory: Applications, Related Theoretical Conceptions, and Contemporary Research” (pp. 85–126)
Chapter 10, “Behaviorism and The Learning Approaches to Personality” (pp. 273–300)
.
Neoliberalism In what ways does the world of Oryx and Crake reflect.docxdohertyjoetta
Neoliberalism: In what ways does the world of Oryx and Crake reflect the defining characteristics of neoliberal globalization as defined by Rob Nixon? What examples of “the widening chasm” between rich and poor, the “unsustainable ecological degradation,” and the exploitation by transnational corporations does Atwood offer (Nixon 46)? How do the corporations in Oryx and Crake evade responsibility for the damage they do to the environment and to life forms?
Required: at least 2 textual evidence
.
Negligent Tort LiabilityPrior to beginning work on this assi.docxdohertyjoetta
Negligent Tort Liability
Prior to beginning work on this assignment,
Review Chapter 7 and Chapter 36 of the course textbook.(attached below)
Review the cases
Malorney v. B&L Motor Freight, Inc.
, 496 N.C.2d 1086 (Ill. Ct. App. 1986
(attached below), and
Raleigh v. Performance Plumbing and Heating
, 130 P.3d 1011 (Colo. 2006)
(attached below)
**YOU MUST USE THESE CASES and the COURSE TEXT in some of the work in addition to other sources in APA**
Superior Electrical (Superior) was in the business of installing electrical wiring and related components at new construction sites. Because some employees were assigned company vehicles equipped with company tools and materials and were expected to drive those vehicles to the work sites, Superior required all employment applicants to hold a valid driver’s license. Employees who were assigned a company vehicle were expected to drive for the company during the workday in order to transport job materials and company tools that were kept on the vehicle to job sites. These employees were expected to take the company issued vehicle home at the end of the work day.
Superior hired Cory Jones as an apprentice electrician. Jones had completed an employment application in which he stated that he had a valid driver’s license and had not been cited for any traffic violations. These statements were untrue. His license had been suspended because of numerous traffic violations, including careless driving and driving without a license. Superior did not check on his driving record at the time he was hired because, as an apprentice electrician, he was not being assigned a company vehicle and was not expected to drive for the company during the work day.
About a year after hiring Jones, Superior promoted him to electrician and assigned Jones a company vehicle equipped with a rack for transporting wiring and other materials to and from the work sites. Superior intended that Jones drive during the day for the company and to take the vehicle home after the end of the work day. On a later date, when Jones’s work hours had ended and he was driving home in the company vehicle, he collided with two cars. The collision resulted solely from Jones’s negligence. Carolyn Carson and her son were severely injured in the collision and they sued Superior. The Carson’s alleged two theories of recovery against Superior: respondeat superior and negligent hiring.
Write a five-page paper (not including title and references pages) that addresses the following:
Identify and discuss the legal elements of negligent hiring.
Apply those elements of negligent hiring to the facts given in the case.
Analyze whether Superior would be liable for negligent hiring.
Identify and discuss the legal elements of respondeat superior.
Apply those elements of respondeat superior to the facts given in the case.
Analyze whether Superior would be liable on respondeat superior grounds.
The Negligent Tort Liability paper
Must be four to fiv.
Needs to be at least 250 words with at least 1 scholarly article wit.docxdohertyjoetta
Needs to be at least 250 words with at least 1 scholarly article within the past 5 years. No plagiarism. Due tomorrow.
There is much written about implementation fidelity in the design and implementation phases of a practice change project. What does implementation fidelity mean and how does it influence the translation of a research-proven intervention in your future practice change project?
.
Need to write a Research proposal for 5 to 6 pages for above top.docxdohertyjoetta
Need to write a Research proposal for 5 to 6 pages for above topic with references, need to cover below points precisely
Introduction : Proposal introduction has five components –
– Establishing the problem leading to the study
– Reviewing the literature about the problem
– Identifying deficiencies in the literature about the problem
– Targeting an audience and noting the significance
– Identifying the purpose of the proposed study
The Importance of Introductions :
– Sets the stage for the project
– Creates reader interest in the topic
– Establishes the problem leads to the study
– Places the study within the larger context of literature
– Reaches out to a specific audience
• A
research problem
is the problem or issue that leads to the need for a study
• Potential sources
– Personal experience
– Debate in the literature
– Literature gaps that need to be addressed
– Policy debates (in government)
– Research Problem ≠ Research Question
– Write
one paragraph
per element (about 1 or 2 pages)
– State the research problem
– Review studies that have addressed the problem
– Indicate deficiencies in the studies
– Advance the
significance of the study
for particular audiences
– State the purpose statement
•
Outline
: Purpose of Statement, its Significance and Meaning, Mixed methods purpose statement (Qualitative purpose statement + Quantitative purpose statement )
• The purpose statement
– Indicates why you want to do the study
– Indicates what you intend to accomplish
– Is the central controlling idea in a study
– Is written in a sentence or several sentences
– Sets the objectives, the intent, or the major idea of a proposal or a study
A mixed methods purpose statement:
• Contains
– Information about both the quantitative and qualitative strands of the study
– A rationale for combining quantitative and qualitative strands
• Guidelines include
– Begin with words that signal intent: purpose, study aim, intent of
– Indicate the overall purpose of the study from a content perspective
– Indicate the type of mixed methods design (e.g. convergent, sequential)
– Reasons for combining both quantitative and qualitative data
.
New England Journal of Public Policy Reconnecting the Brok.docxdohertyjoetta
New England Journal of Public Policy
Reconnecting the Broken Post-Katrina New Orleans Criminal
Justice System
Graymond Martin
When Hurricane Katrina struck New Orleans and the levees protecting the city gave way in
August 2005, an already struggling and weakened criminal justice system collapsed in spectacular
fashion.
Damage within New Orleans extended far beyond the loss of physical infrastructure. The
city’s population was depleted by more than half. For those who remained or returned within the
first year, spirits were crushed, uncertainty abounded, and the hard work of restoration was riddled
by anxiety, conflict, opportunism, and battles for precious resources.
Longtime judge Leon Cannizzaro Jr., appalled at the near-complete dysfunction of the local
criminal justice system, entered and won the race for Orleans Parish district attorney (OPDA). In
November 2008, because of the urgency and enormity of the task ahead, he assumed the unexpired
term of his elected predecessor, Eddie Jordan, who had resigned under clouds of scandal in October
2007.
Cannizzaro took office more than three years after the flood waters had receded but found his
new agency’s building still uninhabitable. While the OPDA’s office had received three to four feet
of flood water and had been designated by the Federal Emergency Management Agency (FEMA)
as a high-priority critical infrastructure, what should have been a fairly easy restoration hadn’t
begun. Instead, residual moisture from the flood had festered for years, exacerbating the damage
caused by inundation.
Their home office still in shambles, prosecutors were working on plastic picnic tables and
folding chairs inside donated temporary office space in a downtown high-rise across from City
Hall. The location was more than a mile and a half from the Criminal District Courthouse, New
Orleans Police Department headquarters, the Orleans Parish Sheriff’s Office, and the partially
restored Orleans Parish Prison. Assistant district attorneys had limited space for witness interviews
and were forced to carry large seafood boxes containing case files to their personal vehicles and
then up the stairs of the criminal courthouse. The walk began from wherever they could find
parking, first come first served.
Such logistical difficulties were only the beginning of prosecutors’ troubles, soon to be
compounded by the shortcomings of sister agencies.
The sheriff’s office struggled to properly serve court notices and subpoenas and to bring
detainees from the parish jail, so there was no assurance a defendant would appear at scheduled
court hearings. Evidence custody could be an issue if a trial was scheduled and then postponed,
because the NOPD’s Central Evidence and Property Room would provide evidence to OPDA
investigators but not always take it back. On the rare occasions that both defendant and evidence
arrived in court at the same time, the absence o.
Neuroscience meets cryptography ( This is the topic for research p.docxdohertyjoetta
Neuroscience meets cryptography ( This is the topic for research paper)
The problem of inventing passwords that you can remember but others cannot guess is an
important open problem in practice. One solution was proposed the last year, where the
person trains to play a small computer game online, and to log in, it has to play it again. The
server recognizes the person based on his or own playing style. It was shown, based on
real experiments with volunteers, that one can easily train the server to uniquely recognize
your own playing style. However, one cannot teach anybody else to play like himself or
herself, and thus this scheme is even secure against the rubberhose attack (i.e., forceful
reveal of passwords).
Research paper MUST be
· APA format
· https://apastyle.apa.org/
· https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html
· 30 pages
· Must have
· Abstract
· Introduction
· The problem
· Is there any sub problems?
· Is there any issue need to be present in relation with the problem.
· The solutions
· Steps of the solutions
· Compare solution to other solution
· Conclusion
· References
· APA format
. https://apastyle.apa.org/
. https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html
· Min number of pages are 30 pages
· Must have
· Contents with page numbers
. Abstract
. Introduction
. The problem
3. Are there any sub-problems?
3. Is there any issue need to be present in relation to the problem?
. The solutions
4. Steps of the solutions
. Compare the solution to other solution
. Any suggestion to improve the solution
. Conclusion
. References
Figure 31.1
Logic Model
Logic Models
Karen A. Randolph
A
logic model is a diagram of the relationship between a need that a
p rogram is designed to addret>s and the actions to be taken to address the
need and achieve program outcomes. It provides a concise, one-page pic-
ture of p rogram operations from beginning to end. The diagram is made
up of a series of boxes that represent each of the program's com ponents,
inpu ts or resources, activities, outputs, and outcomes. The diagram shows how these
components are connected or linked to one another for the purpose of achieving
program goals. Figure 31.1 provides an example of the frame work for a basic logic model.
Th e program connections illustrate the logic of how program operations will result in
client change (McLaughlin & Jordan, 1999). The connections show the "causal" relati on-
ships between each of the program components and thus are referred to as a series of"if-
then" sequence of changes leading to th e intended outco mes for the target client group
(Chinman, hum, & Wandersman, 2004). The if-then statements represent a program's
theory of change underlying an intervention. As such, logic models provide a framework
that g uides the evaluation process by laying out important relationships that need t.
NETW204 Class Project This project includes three phases. .docxdohertyjoetta
NETW204 Class Project
This project includes three phases. You need to complete Phase I before moving on to Phase II.
Likewise, you need to complete Phase II before moving on to Phase III or the final phase in the
project.
Hi-tech Net Corp. is operating in three locations in the United States. Their main office is
located in New York, NY. They have two branch offices located in Chicago, IL and Sacramento,
CA.
You have just been hired as Hi-tech Net Corp.’s consulting engineer to implement their network
infrastructure. Both branch offices will be directly connected to the main office in NY via a
leased line circuit (point-to-point serial connection).
New York’s Office IP Information
The main office has four LAN segments: Executive, Engineering, Services, and
Native&Management. Each LAN segment is identified by a VLAN number as seen below. For
example:
Executive: VLAN 15
Engineering: VLAN 25
Services: VLAN 35
Native&Management: VLAN 99
The organization is using the following network address in NY: 10.150.0.0/16.
Executive: 60 computers only including future growth in this number
Engineering: 80 computers only including future growth in this number
Services: 115 computers including future growth in this number
Native&Management: 12 computers including future growth in this number
*** Future growth means that we already take growth into consideration. Do not try to
estimate or add more IP addresses than necessary to avoid getting an incorrect subnet.
Illinois’ Office IP Information
The IL branch has three LAN subnets with 45 IP addresses on each subnet. They use the
following network address to obtain the required IL subnets: 10.150.100.0 /24.
California’s Office IP Information
The CA branch has three LAN subnets with 25 IP addresses on each subnet. They use the
following network address to obtain the required CA subnets: 10.150.200.0 /25.
PHASE I (20 points total)—Due Week 3
Tasks to Do.
Task 1: Subnet the 10.150.0.0/16 network for NY and assign the first subnets to Services
followed by Engineering. You may need to re-subnet for Executive and Native&Management
subnets to avoid wasting IP addresses. Ensure that you re-subnet only the first unused subnet
and nothing else. Assign the subnets to Executive and Native&Management. (5 points)
New York Office IP IP Address Range New Subnet Mask New Network Address
VLAN 15-Executive
VLAN 25-Engineering
VLAN 35-Services
VLAN 99-
Native&Management
Task 2: Subnet the 10.150.100.0 /25 network for IL and assign the last IP address on the three
subnets to the Loopback 1, Loopback 2, and Loopback 3 interfaces of the router. We will use a
loopback or virtual interface to simulate the LAN subnets. This will speed up configuration and
allows us to create our topology without rewiring. (3 points)
Illinois Branch IP IP Address Range New Subnet Mask New Network Address
Loopback 1
Loopb.
Network forensics is considered a very hard problem for a number of .docxdohertyjoetta
Network forensics is considered a very hard problem for a number of reasons:
First, the general anonymity of users on the Internet makes is extremely difficult to determine who a suspect is.
Second, the fact that international borders make it difficult to determine jurisdiction on the Internet, it is sometimes impossible to backtrack all the way form a victim to a perpetrator.
Third, logs are not kept forever, so if efforts are not made relatively quickly, they may be erased.
What can we do in forensics to speed up the process of collecting data? Hypothesize a solution knowing what you know about network data collection.
.
Network Design Proposal Template
Network Design Proposal
Prepared for:
University of Maryland University College
Prepared by:
Student Name
I. Network Design
A. Network Topology
Technical Requirements
In this section, you will assess UMUC’s technical requirements. Use the information provided in the scenario to analyze the need for network topology, cables and connectors, networking and internetworking devices, wide area networking design, and computer systems. If you need more information, feel free to ask your instructor or make some assumptions. If you make assumptions, be sure to list them. This section should be used to describe the technical requirements of the task at hand. That is, you will be making explicit the requirements as you understand them, which will lead to the next section (your proposed solution).
Example (Note: The paragraph that follows is an example. It is expected that students will use this as a reference only. Remember to include references and cite your work according to IEEE-style format.)
Secure Network Contractors believes that students and faculty health, wellbeing, and morale have a significant impact on the learning experience and productivity of the academic institution. Secure Network Contractors understands the following technical requirements. The university has invested in a new building that will bestow an academic ambience while providing students and faculty a world class research and learning environment. The university has hundreds of Faculty that teach and perform research within the new academic building. Faculty should be able to seamlessly transition between the newly leased building, and other buildings on the UMUC campus. Students will be required to have a similar experience as classes take place in multiple buildings across campus each day. Faculty and students will be required to print regardless of location, and therefore needs shared printing resources. All computers should be able to communicate, but the human resources department should operate on a separate network due to the sensitive and personally identifiable information they handle. We understand that the newly leased building will need to wirelessly communicate with other buildings on campus, and we will address this in the Wide Area Network (WAN) section that follows. Etc. (students should continue to explain the technical requirements).
Proposed Topology
Select one or more topologies to use for this design (i.e., star, bus, mesh, ring, and please note that the star topology is the most commonly used). This section should be used to provide the details of your proposed solution. Be specific and include the model, manufacturer, features, and cost of devices where appropriate. Students should include a visual representation of the topology selected. Topologies can be created using Microsoft Visio, or you can create a free account at draw.io (https://www.draw.io) and create diagrams. .
Netflix’s strategy of moving to a streaming service has been widely .docxdohertyjoetta
Netflix’s strategy of moving to a streaming service has been widely discussed in a number of articles that can be found online. What are the basic objectives of Netflix’s strategy now? What are some of the major assumptions underlying the strategy? Given what you know about discovery-driven planning, do these assumptions seem reasonable?
.
Network DesignScenarioThe Corporation Techs’ current network.docxdohertyjoetta
Network Design
Scenario
The Corporation Techs’ current network consists of 1 webserver (accessible by the public), 2 application servers, 2 database servers, 2file and print servers, and 50 workstations. The web server runs Linux/Apache, the other servers run Microsoft Windows Server, and the workstations run Microsoft Windows. The network is connected through a series of switches, is not physically connected to other networks, and runs Internet Protocol version 4 (IPv4). The network is protected by a single border firewall. The senior network architect, whom you work for directly, has verified the company’s business goals and has determined the features and functions required to meet those goals.
The senior network architect has asked you to create a network design that includes the following components:
§ Current infrastructure elements
§ A logical topology that separates the Accounting and Sales departments
§ Redundant communications
§ Justification for continuing with IPv4 or upgrading to IPv6
Tasks
For this part of the project, perform the following tasks:
1. Conduct research to determine the best network design to ensure the security of internal access while retaining public website availability.
2. Design a network configuration with physical and logical topologies. Identify major network elements (e.g., servers, switches, gateways) and their locations within the private and protected network segments.
3. Include a high-level plan that ensures communications are available 24/7.
4. Recommend whether to continue using IPv4 or upgrade to IPv6, and explain why.
5. Create a basic network diagram that illustrates the current network and enhancements. Include a few workstations to represent all workstations on the internal network. The diagram will be very high level at this stage and include only necessary details. You may use a software tool or simply pencil and paper. You will update this design later in the project.
6. Create a draft report detailing all information as supportive documentation.
7. Cite sources, where appropriate.
Submission Requirements
Format: Microsoft Word
Citation style: APA
Length of report: 3pages
The above submission should be three pages in length and adhere to APA formatting standards along with proper references
.
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I remembered working about five years ago, for a supervisor when I was an hourly employee in my organization. I was also in the Army National Guard, where I was doing a weekend a month and two weeks a year. Sometimes my commander would like for soldiers to come early and prepare for the weekend. I would leave on the shortest notice from my job and come back to work on Monday with orders justifying my absence for that Friday. The issue of not coming to work, because of my military duty led to the most significant conflict in my work environment. My supervisor and the human resources department gave me a tough time. The supervisor took away my vacation privileges and slander me to upper management. He made me look so bad that my work environment became hostile. I couldn’t perform my job and I feel at that moment that my career was at a dead end. The conflict eventually escalated to the point where I had an argument with my supervisor and another member of management. To solve the conflict, I called the military hotline and told them that my employer was discriminating against me for going to military duty. The main cause of this conflict was due to “authority relationships”. My supervisor wanted to be the only boss to tell me what to do and this caused authority issues. I knew that being angry wasn’t going to help with the situation. According to McClure, anger interferes with teamwork and productivity on the job, therefore causing a hostile and frightening workplace (McClure, 2000, p. 1).
I did have a functional conflict in the workplace between myself and another member of my organization. The conflict turned out to be a healthy and constructive disagreement. We were able to create a new idea that would’ve save the organization a lot of man hours and improve schedule on a project. Table 13.1 (Consequences of Conflict) shows that there are positive and negative consequences that can occur (Nelson & Quick, 2016, p. 473). The positive consequences of conflict that I’ve experienced in my workplace the most is motivating change and stimulating creativity. I’ve noticed that change usually comes out of either a functional or dysfunctional conflict. The conflict that occurred in the functional conflict was caused by “specialization”. The job was highly specialized and required skills from an employee that have been with the company for a long time. The older employee wanted to control the job and tell me that we are going to do the job his way. After hours of struggling with the job, we had a conflict that contributed to a new idea. That idea helped move the job along. “Work groups must make decisions about the allocation of resource ...
a How would you define leadershipLeadership is the ability to.docxransayo
a How would you define leadership?
Leadership is the ability to see a situation or problem and be able to provide a solution or a means to the ends. While also ensuring that you provide the tools vision and guidance needed for your subordinates to meet those ends and succeed.
b As a leader, what do you do when people on your team aren’t pulling their weight?
As a leader it would be my responsibility to take them aside and inform them of the issues or the events that have me concerned as a leader. I would also empower them by providing them with guidance on what actions they would need to do to meet the mission. I would ensure that I had providing them the tools needed to meet the mission.
c What is one of the greatest leadership challenges you have ever faced? What did you do? What was the result?
When I was at the Joint Spectrum Center I had to fill the role of three positions at one time due to the change over of personnel without back fill for three months. It was a very challenging time. Especially since I was unsure how to do one of the jobs. I relied allot on my subordinates to provide me guidance and support where I was lacking in know how. But I continued to push forward and ensured I followed up on all issues and tasking’s and I also ensured that if I did not know something I used the personnel I had that where the experts to assist me in making the proper choices. In the end I was able to not only succeed but excelled to where several of the job requirements I retained even after the new personnel came on board.
d How would you describe your communication style?
My communication style is open and direct. I will provide you with guidance on what needs to be done. I will provide you with the path to get to the end if needed, but I would rather empower you to meet the mission in your own way. I am also straight forward and not one to skirt the issue. If there is a problem I will point it out directly.
e Describe a situation in which effective interpersonal communication skills contributed to your success.
When I was a Troop Commander there were several situations that I needed to sit down with one of my subordinates and discuss issues with them directly. This provided me the ability to present my side as well as being able to see the others point of view on the issue or event in question. Most of the time I was able to empower the subordinate to see the right path and become a better soldier in the end. Although there where times when I had to provide direct guidance and over sight to ensure what was needed was done even if it was very painful and difficult for the Soldier in the long run.
f Describe your personal actions by which you convey to your staff that ethics/ethical behavior is a high priority with you and that you also expect it to be a high priority with your staff.
I make it a point to ensure my subordinates understand what is ethical and expected to meet the mission correctly without taking.
Part 1 initial postEthics in the Workplace Please res.docxjakeomoore75037
Part 1: initial post
"
Ethics in the Workplace
"
Please respond to the following:
Discuss the varying degree of ethics found in organizations you have worked for and how these cultures affected you and / or your work. Then, discuss how you know you are part of an ethical organization.
You have completed a report for your supervisor that outlines a problem that cannot be solved easily or quickly. About one week later the same report is circulated throughout the company that has been altered significantly. You suspect your supervisor made changes to undermine the severity of the problem. Do you have an ethical obligation to speak up? Discuss how you would handle this situation.
part 2: reply to one student post substantially (does not have to be lengthy but explain your reasoning plz)
a.
I have worked in many environments, from military to Starbucks to the government (both as a contractor and a federal employee). I have experienced many different levels of ethics throughout the years, good, bad and in-between. One particular office I can think of from a long time ago had a horrible degree of ethics, which really affected the office and how people interacted. The management of this organization proved to not be professional due to the fact that they believed anything certain employees would tell them. Proper investigation into rumors was not done, and people got moved around within the overall organization, which was frustrating to many. The management of this organization eventually made it so no one wanted to work their until they left, which wasn’t good for the quality of employees. When I went to training for the military I also experienced unethical behavior between instructors and others. Some instructors were not fair and others were teaching correctly. It became frustrating because some students got higher grades because their teacher practically taught the test. Fortunately I am now in a great organization where the management leads by example and makes a clear effort to ensure all employees have ethical behavior as well. I know that I am now part of an ethical organization because I trust my leaders and know that if an issue arises that they take care of it just like they should.
If I wrote a report and found that later my supervisor had edited to hide pertinent information to the issue at hand I would be ethically obligated to say something. It is not right that the supervisor tried to remove information to lessen the severity of the issue; this would need to be discussed with upper management. I would go to the boss of my supervisor and bring up the issue that the supervisor removed this information from the report.
b.
I've worked for a few companies over the last few years and they've all been what I would consider ethical. Most if not all enforce a zero tolerance policy towards, sexual harassment, discrimination, and other work place offenses. This allows for no room for disrespect within the work pla.
Part 1.Read my initial post to this discussion board. Now that .docxssuser562afc1
Part 1.
Read my initial post to this discussion board. Now that you understand a little something about how difficult some issues can be to answer, think about a similar experience you have had professionally. If you can't think of anything, many current events create situations that are difficult for people to work through. Scan through a newspaper and see if it gives you any thoughts about other such perplexing situations. By Wednesday, just post a description about the situation and describe why it is so difficult.
Part 2.
Concerning the situation or experiences posted in Part 1. First, post a reply to your original post and state the decision that YOU would come up with and what the likely outcome of that decision would be (i.e., who would you tick off, make really happy, etc.). Second, respond similarly to what others in the class posted in Part 1 also.
Initial Post by Dr. Morrison- And the "Right Answer" is... (as promised):
Well, you all did reasonably well in the Merck discussions. Did you note that each case involved a decision that the managers dealt with, which centered on an issue that would not likely make Merck any profits? Consider the first case, where the managers had to decide if Merck should pursue developing a drug that would save lives (a cure for River Blindness), but the customer base (patients in the jungle, so to say) could not afford the product. The question really comes down to making a decision between doing what is best for the shareholders (creating owner profit by not pursuing the development of this drug), and doing what is best for other stakeholders (making society at large happy by developing an unprofitable product). What's the right answer here? If you were the CEO, you would be forced to decide between doing what you were hired to do and make profit, which is the primary function of a for-profit organization, and doing what needs to be done as a good corporate citizen for the society in which the organization operates (even if it means losing money).
Therefore, "what is the right answer" is not so easy a question, is it? It rarely is. The right answer is... that there ISN'T a right answer. Regardless of which answer you choose, someone would have a legitimate reason to be upset at you about it.
For the record, here is some advice from someone that has spent many years in corporate leadership. You need to know your limits and where you draw the line between what is expected of you by others and what you expect of yourself. Some people align their own sense of duty to be that of their superiors, but those people often find themselves unable to work without direction from others and often don't do well in senior corporate leadership. Others align their sense of duty with their own personal sense of morality and ethics. These people often have the opposite problem because they tend to "do their own thing" more often than others, and have trouble meeting expectations that don't match their .
Part 1 (Use APA citations)This week’s Shared Practice requires y.docxkarlhennesey
Part 1 (Use APA citations)
This week’s Shared Practice requires you to consider what rewards have motivated you to perform in your professional career. Then, you reflect on your experiences to determine how you frame your primary motivation and purpose.
With these thoughts in mind:
Post a description of a positive professional experience when you felt motivated to perform at your best and a description of a challenging professional experience when you did not feel very motivated to perform. Be sure to include what were the sources of motivation in both experiences. Then explain what each experience taught you about the influence of intrinsic and extrinsic motivation on your performance and the motivations that are the main sources of job satisfaction for you.
As you are analyzing your motivations and sources of job satisfaction, consider the advice that was reportedly given to U.S. President John F. Kennedy:
"A great man is one sentence."
—Clare Boothe Luce
After you post your descriptions, write your one sentence that captures how you define your purpose or main priority on which you want to focus to make your organization, community, or the world a better place. Think about the legacy you want to leave or how you want to be remembered, or what makes you want to get out of bed each day.
Hint: Your sentence should emphasize how you want other to see you. For example, your sentence might be: Jane Rivera founded a company that gave back to the community and served a role model for young entrepreneurs. Or, Travis Williams’ family and friends could always count on his unconditional support.
Provide your assessment of why you chose your sentence and what it means to you.
Part 2
Read a selection of your colleagues’ postings.
Respond to two or more colleagues’ posts in one or more of the following ways:
· Consider how motivational techniques shared by your colleague might work for you, but potentially not work for others. Explain your rationale.
· Share suggestions to a colleague regarding how she or he can work to accomplish the purpose captured in their sentence or observations you have made or examples you have seen of others who seem to be driven by a similar purpose.
1st Person to Respond to:
“People are motivated by good relationships with bosses, collaborators, and customers” (Maccoby, 2010). Working in a behavioral health setting, things change daily. You are not in control of these changes, because you are funded by Medicaid, which means as a company, we must follow these changes, or we face consequences. It is my job to do a quarterly check, where I must complete an audit on each client to make sure everything is in order and nothing is missing. I have a deadline to meet, so I push myself to get it done as early as possible. In doing so, I can get overwhelm easily, because I am checking over 150 charts to make sure everything is in order with no mistakes. Instead it motivates me to check every detail carefully, because I know as a comp ...
NETWORKING SYSTEMS 1
NETWORKING SYSTEMS 5
Networking System
Sarju Thapa
Dr. Stephen Gardner
East Central University
Abstract
In this report, the planning to design the network will be discussed and demonstrated in detail. The planning to design the network layout will be made according to the scenario given in the requirements. The plan will be implemented by the evaluation of the aspects that are important to design the network and other necessary things to design and implement the network. After implementing the network, the network will be tested by secure communication, WAN communication Channel, Wireless network, and PAN network. The troubleshooting of the network will also be discussed and elaborated in detail. The protocols used in this network will also be taken into consideration.
Introduction
Designing a network is not a simple task for someone. There are different phases to design the network. Each phase has a very important role to design the network. The first phase is to collect all the requirements to design the network. The second phase is to evaluate the requirements to make sure that either requirement is enough to design the network or not. After evaluating the requirements, the third phase is to implement all the aspects that are gathered in requirements. The fourth and last phase after implementing the network design is to optimize the network by performance.
Network Layout
The physical arrangement of the network is called network layout. The network layout of the given is scenario is shown below:
Diagram created using CISCO PACKET TRACER 7.3.0
Demonstration
This network consists of two different places one place is headquarter which is the main point of this network and another place is Therall which is the working point of this network.
Headquarter
In headquarter, the Executive office, R&D, Reception, Guest office, and accounting office’s host are connected with one switch. Twisted pair cable is used in this part of the network. Each device directly connected with the headquarter switch. 8P8C (Actually, RJ-45 is the more common term) jack is used in this part of the network and it is located in the reception area. Bus topology is used in this part of the network. (I think that what you have in your diagram is a bus-star hybrid. The switch is the bus, the individual cables to the hosts are the star)
Thrall
In Thrall Remote, the Engineering area, production area, and reception area’s host are connected with the switch. Twisted pair cable is used in this part of the network. Each device directly connected with the headquarter switch. 8P8C jack is used in this part of the network and it is located in the reception area. Bus topology is used in this part of the network.
For bot.
NEURAL NETWORKS 3Neural NetworksName Group .docxdohertyjoetta
NEURAL NETWORKS 3
Neural Networks
Name: Group - 5
Institution: Cumberland University
Neural Networks
Machine learning refers to the application of artificial intelligence that leads to the provision of systems with the ability of improve and learn automatically without being programmed. It is a process that clearly focuses on the general development of the computer programs that have an access to data and can be clearly used for the learning process themselves (Priddy & Keller, (2015). The procedure involved in learning entails the use of observations such as direct experience or through the use of instruction. It is a practice that is deeply aligned to the use of computers to ensure that functions and operations take place in the required manner.
Neural networks is a topic in machine learning that is highly essential. It refers to a set of algorithms that are loosely modelled after the human brain. The algorithms are created to recognize respective patterns. Through them, the interpretation of sensory data through a machine perception. Clustering raw input and labelling is done (Burkov, 2019). The use of neural networks aids the classification and clustering which are key important topics that need to be appropriately addressed in this case. Thinking of them as the classification and clustering layer that is found on the top of the data applied in management and storage are key matters of concern.
The classifications of the tasks are dependent on the labeled datasets. This implies that humans need to ensure that they transfer their knowledge to the data for the neural network to learn the existing correlation that exists between the data and the labels (Burkov, 2019). The activity is defined as supervised learning which is a key practice that entails face detection, the recognition of gestures through the videos, the identification of the images and the classification of texts.
References
Burkov, A. (2019). The hundred-page machine learning book.
Priddy, K. L., & Keller, P. E. (2015). Artificial neural networks: An introduction. Bellingham, Wash: SPIE Press.
.
Neo-psychoanalytic approaches to personality include theorists such .docxdohertyjoetta
Neo-psychoanalytic approaches to personality include theorists such as Jung, Horney, Erikson, Adler, and Sullivan. Also referred to as “Neo-Freudians,” this group of theorists was influenced by Freud but developed their own unique concepts of personality development. Although they subscribed to Freud’s underlying theory that childhood experiences powerfully impact adult behavior, each theorist departed from Freud in significant ways. Taken together, they emphasize social and cultural roles in personality development.
Behavioral perspectives include the seminal ideas put forth by Watson, Pavlov, and Skinner and apply these ideas to personality development. The behavioral perspective on personality is based on the central role of consequences, either from human interaction or the natural environment. Behaviors are reinforced or discouraged by consequences, which shapes personality. For example, actions such as being kind or agreeable are typically rewarded. When behaviors are rewarded, they are more likely to be repeated. Then, being kind or agreeable as a personality trait takes shape. Conversely, negative behaviors may also be reinforced or represent the failure to learn or have reinforced more appropriate responses. Skinner extended this theory to mental illness as learned maladaptive behavior. In contrast to personality theories that emphasize internal influences, behavioral theories concentrate on the external and the capacity to correct problems through the same focus.
This week, you will examine two theoretical orientations - neo-psychoanalytic and behavioral, including their respective theorists, cultural considerations, assessments/interventions, limitations, and unique aspects. You will also apply one theory from each orientation to case study analyses.
Review the Learning Resources, focusing on theorists, cultural considerations, assessments/interventions, limitations, and unique aspects of both neo-psychoanalytic theory and behavioral theory.
Post
one key idea from the neo-psychoanalytic theoretical orientation and one from behavioral theory. What is a main difference between these theoretical orientations? What is similar between these theories? Which one do you more closely align with?
Required Readings
Cervone, D., & Pervin, L. A. (2019).
Personality: Theory and research
(14th ed.). Wiley.
Chapter 4, “Freud’s Psychoanalytic Theory: Applications, Related Theoretical Conceptions, and Contemporary Research” (pp. 85–126)
Chapter 10, “Behaviorism and The Learning Approaches to Personality” (pp. 273–300)
.
Neoliberalism In what ways does the world of Oryx and Crake reflect.docxdohertyjoetta
Neoliberalism: In what ways does the world of Oryx and Crake reflect the defining characteristics of neoliberal globalization as defined by Rob Nixon? What examples of “the widening chasm” between rich and poor, the “unsustainable ecological degradation,” and the exploitation by transnational corporations does Atwood offer (Nixon 46)? How do the corporations in Oryx and Crake evade responsibility for the damage they do to the environment and to life forms?
Required: at least 2 textual evidence
.
Negligent Tort LiabilityPrior to beginning work on this assi.docxdohertyjoetta
Negligent Tort Liability
Prior to beginning work on this assignment,
Review Chapter 7 and Chapter 36 of the course textbook.(attached below)
Review the cases
Malorney v. B&L Motor Freight, Inc.
, 496 N.C.2d 1086 (Ill. Ct. App. 1986
(attached below), and
Raleigh v. Performance Plumbing and Heating
, 130 P.3d 1011 (Colo. 2006)
(attached below)
**YOU MUST USE THESE CASES and the COURSE TEXT in some of the work in addition to other sources in APA**
Superior Electrical (Superior) was in the business of installing electrical wiring and related components at new construction sites. Because some employees were assigned company vehicles equipped with company tools and materials and were expected to drive those vehicles to the work sites, Superior required all employment applicants to hold a valid driver’s license. Employees who were assigned a company vehicle were expected to drive for the company during the workday in order to transport job materials and company tools that were kept on the vehicle to job sites. These employees were expected to take the company issued vehicle home at the end of the work day.
Superior hired Cory Jones as an apprentice electrician. Jones had completed an employment application in which he stated that he had a valid driver’s license and had not been cited for any traffic violations. These statements were untrue. His license had been suspended because of numerous traffic violations, including careless driving and driving without a license. Superior did not check on his driving record at the time he was hired because, as an apprentice electrician, he was not being assigned a company vehicle and was not expected to drive for the company during the work day.
About a year after hiring Jones, Superior promoted him to electrician and assigned Jones a company vehicle equipped with a rack for transporting wiring and other materials to and from the work sites. Superior intended that Jones drive during the day for the company and to take the vehicle home after the end of the work day. On a later date, when Jones’s work hours had ended and he was driving home in the company vehicle, he collided with two cars. The collision resulted solely from Jones’s negligence. Carolyn Carson and her son were severely injured in the collision and they sued Superior. The Carson’s alleged two theories of recovery against Superior: respondeat superior and negligent hiring.
Write a five-page paper (not including title and references pages) that addresses the following:
Identify and discuss the legal elements of negligent hiring.
Apply those elements of negligent hiring to the facts given in the case.
Analyze whether Superior would be liable for negligent hiring.
Identify and discuss the legal elements of respondeat superior.
Apply those elements of respondeat superior to the facts given in the case.
Analyze whether Superior would be liable on respondeat superior grounds.
The Negligent Tort Liability paper
Must be four to fiv.
Needs to be at least 250 words with at least 1 scholarly article wit.docxdohertyjoetta
Needs to be at least 250 words with at least 1 scholarly article within the past 5 years. No plagiarism. Due tomorrow.
There is much written about implementation fidelity in the design and implementation phases of a practice change project. What does implementation fidelity mean and how does it influence the translation of a research-proven intervention in your future practice change project?
.
Need to write a Research proposal for 5 to 6 pages for above top.docxdohertyjoetta
Need to write a Research proposal for 5 to 6 pages for above topic with references, need to cover below points precisely
Introduction : Proposal introduction has five components –
– Establishing the problem leading to the study
– Reviewing the literature about the problem
– Identifying deficiencies in the literature about the problem
– Targeting an audience and noting the significance
– Identifying the purpose of the proposed study
The Importance of Introductions :
– Sets the stage for the project
– Creates reader interest in the topic
– Establishes the problem leads to the study
– Places the study within the larger context of literature
– Reaches out to a specific audience
• A
research problem
is the problem or issue that leads to the need for a study
• Potential sources
– Personal experience
– Debate in the literature
– Literature gaps that need to be addressed
– Policy debates (in government)
– Research Problem ≠ Research Question
– Write
one paragraph
per element (about 1 or 2 pages)
– State the research problem
– Review studies that have addressed the problem
– Indicate deficiencies in the studies
– Advance the
significance of the study
for particular audiences
– State the purpose statement
•
Outline
: Purpose of Statement, its Significance and Meaning, Mixed methods purpose statement (Qualitative purpose statement + Quantitative purpose statement )
• The purpose statement
– Indicates why you want to do the study
– Indicates what you intend to accomplish
– Is the central controlling idea in a study
– Is written in a sentence or several sentences
– Sets the objectives, the intent, or the major idea of a proposal or a study
A mixed methods purpose statement:
• Contains
– Information about both the quantitative and qualitative strands of the study
– A rationale for combining quantitative and qualitative strands
• Guidelines include
– Begin with words that signal intent: purpose, study aim, intent of
– Indicate the overall purpose of the study from a content perspective
– Indicate the type of mixed methods design (e.g. convergent, sequential)
– Reasons for combining both quantitative and qualitative data
.
New England Journal of Public Policy Reconnecting the Brok.docxdohertyjoetta
New England Journal of Public Policy
Reconnecting the Broken Post-Katrina New Orleans Criminal
Justice System
Graymond Martin
When Hurricane Katrina struck New Orleans and the levees protecting the city gave way in
August 2005, an already struggling and weakened criminal justice system collapsed in spectacular
fashion.
Damage within New Orleans extended far beyond the loss of physical infrastructure. The
city’s population was depleted by more than half. For those who remained or returned within the
first year, spirits were crushed, uncertainty abounded, and the hard work of restoration was riddled
by anxiety, conflict, opportunism, and battles for precious resources.
Longtime judge Leon Cannizzaro Jr., appalled at the near-complete dysfunction of the local
criminal justice system, entered and won the race for Orleans Parish district attorney (OPDA). In
November 2008, because of the urgency and enormity of the task ahead, he assumed the unexpired
term of his elected predecessor, Eddie Jordan, who had resigned under clouds of scandal in October
2007.
Cannizzaro took office more than three years after the flood waters had receded but found his
new agency’s building still uninhabitable. While the OPDA’s office had received three to four feet
of flood water and had been designated by the Federal Emergency Management Agency (FEMA)
as a high-priority critical infrastructure, what should have been a fairly easy restoration hadn’t
begun. Instead, residual moisture from the flood had festered for years, exacerbating the damage
caused by inundation.
Their home office still in shambles, prosecutors were working on plastic picnic tables and
folding chairs inside donated temporary office space in a downtown high-rise across from City
Hall. The location was more than a mile and a half from the Criminal District Courthouse, New
Orleans Police Department headquarters, the Orleans Parish Sheriff’s Office, and the partially
restored Orleans Parish Prison. Assistant district attorneys had limited space for witness interviews
and were forced to carry large seafood boxes containing case files to their personal vehicles and
then up the stairs of the criminal courthouse. The walk began from wherever they could find
parking, first come first served.
Such logistical difficulties were only the beginning of prosecutors’ troubles, soon to be
compounded by the shortcomings of sister agencies.
The sheriff’s office struggled to properly serve court notices and subpoenas and to bring
detainees from the parish jail, so there was no assurance a defendant would appear at scheduled
court hearings. Evidence custody could be an issue if a trial was scheduled and then postponed,
because the NOPD’s Central Evidence and Property Room would provide evidence to OPDA
investigators but not always take it back. On the rare occasions that both defendant and evidence
arrived in court at the same time, the absence o.
Neuroscience meets cryptography ( This is the topic for research p.docxdohertyjoetta
Neuroscience meets cryptography ( This is the topic for research paper)
The problem of inventing passwords that you can remember but others cannot guess is an
important open problem in practice. One solution was proposed the last year, where the
person trains to play a small computer game online, and to log in, it has to play it again. The
server recognizes the person based on his or own playing style. It was shown, based on
real experiments with volunteers, that one can easily train the server to uniquely recognize
your own playing style. However, one cannot teach anybody else to play like himself or
herself, and thus this scheme is even secure against the rubberhose attack (i.e., forceful
reveal of passwords).
Research paper MUST be
· APA format
· https://apastyle.apa.org/
· https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html
· 30 pages
· Must have
· Abstract
· Introduction
· The problem
· Is there any sub problems?
· Is there any issue need to be present in relation with the problem.
· The solutions
· Steps of the solutions
· Compare solution to other solution
· Conclusion
· References
· APA format
. https://apastyle.apa.org/
. https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html
· Min number of pages are 30 pages
· Must have
· Contents with page numbers
. Abstract
. Introduction
. The problem
3. Are there any sub-problems?
3. Is there any issue need to be present in relation to the problem?
. The solutions
4. Steps of the solutions
. Compare the solution to other solution
. Any suggestion to improve the solution
. Conclusion
. References
Figure 31.1
Logic Model
Logic Models
Karen A. Randolph
A
logic model is a diagram of the relationship between a need that a
p rogram is designed to addret>s and the actions to be taken to address the
need and achieve program outcomes. It provides a concise, one-page pic-
ture of p rogram operations from beginning to end. The diagram is made
up of a series of boxes that represent each of the program's com ponents,
inpu ts or resources, activities, outputs, and outcomes. The diagram shows how these
components are connected or linked to one another for the purpose of achieving
program goals. Figure 31.1 provides an example of the frame work for a basic logic model.
Th e program connections illustrate the logic of how program operations will result in
client change (McLaughlin & Jordan, 1999). The connections show the "causal" relati on-
ships between each of the program components and thus are referred to as a series of"if-
then" sequence of changes leading to th e intended outco mes for the target client group
(Chinman, hum, & Wandersman, 2004). The if-then statements represent a program's
theory of change underlying an intervention. As such, logic models provide a framework
that g uides the evaluation process by laying out important relationships that need t.
NETW204 Class Project This project includes three phases. .docxdohertyjoetta
NETW204 Class Project
This project includes three phases. You need to complete Phase I before moving on to Phase II.
Likewise, you need to complete Phase II before moving on to Phase III or the final phase in the
project.
Hi-tech Net Corp. is operating in three locations in the United States. Their main office is
located in New York, NY. They have two branch offices located in Chicago, IL and Sacramento,
CA.
You have just been hired as Hi-tech Net Corp.’s consulting engineer to implement their network
infrastructure. Both branch offices will be directly connected to the main office in NY via a
leased line circuit (point-to-point serial connection).
New York’s Office IP Information
The main office has four LAN segments: Executive, Engineering, Services, and
Native&Management. Each LAN segment is identified by a VLAN number as seen below. For
example:
Executive: VLAN 15
Engineering: VLAN 25
Services: VLAN 35
Native&Management: VLAN 99
The organization is using the following network address in NY: 10.150.0.0/16.
Executive: 60 computers only including future growth in this number
Engineering: 80 computers only including future growth in this number
Services: 115 computers including future growth in this number
Native&Management: 12 computers including future growth in this number
*** Future growth means that we already take growth into consideration. Do not try to
estimate or add more IP addresses than necessary to avoid getting an incorrect subnet.
Illinois’ Office IP Information
The IL branch has three LAN subnets with 45 IP addresses on each subnet. They use the
following network address to obtain the required IL subnets: 10.150.100.0 /24.
California’s Office IP Information
The CA branch has three LAN subnets with 25 IP addresses on each subnet. They use the
following network address to obtain the required CA subnets: 10.150.200.0 /25.
PHASE I (20 points total)—Due Week 3
Tasks to Do.
Task 1: Subnet the 10.150.0.0/16 network for NY and assign the first subnets to Services
followed by Engineering. You may need to re-subnet for Executive and Native&Management
subnets to avoid wasting IP addresses. Ensure that you re-subnet only the first unused subnet
and nothing else. Assign the subnets to Executive and Native&Management. (5 points)
New York Office IP IP Address Range New Subnet Mask New Network Address
VLAN 15-Executive
VLAN 25-Engineering
VLAN 35-Services
VLAN 99-
Native&Management
Task 2: Subnet the 10.150.100.0 /25 network for IL and assign the last IP address on the three
subnets to the Loopback 1, Loopback 2, and Loopback 3 interfaces of the router. We will use a
loopback or virtual interface to simulate the LAN subnets. This will speed up configuration and
allows us to create our topology without rewiring. (3 points)
Illinois Branch IP IP Address Range New Subnet Mask New Network Address
Loopback 1
Loopb.
Network forensics is considered a very hard problem for a number of .docxdohertyjoetta
Network forensics is considered a very hard problem for a number of reasons:
First, the general anonymity of users on the Internet makes is extremely difficult to determine who a suspect is.
Second, the fact that international borders make it difficult to determine jurisdiction on the Internet, it is sometimes impossible to backtrack all the way form a victim to a perpetrator.
Third, logs are not kept forever, so if efforts are not made relatively quickly, they may be erased.
What can we do in forensics to speed up the process of collecting data? Hypothesize a solution knowing what you know about network data collection.
.
Network Design Proposal Template
Network Design Proposal
Prepared for:
University of Maryland University College
Prepared by:
Student Name
I. Network Design
A. Network Topology
Technical Requirements
In this section, you will assess UMUC’s technical requirements. Use the information provided in the scenario to analyze the need for network topology, cables and connectors, networking and internetworking devices, wide area networking design, and computer systems. If you need more information, feel free to ask your instructor or make some assumptions. If you make assumptions, be sure to list them. This section should be used to describe the technical requirements of the task at hand. That is, you will be making explicit the requirements as you understand them, which will lead to the next section (your proposed solution).
Example (Note: The paragraph that follows is an example. It is expected that students will use this as a reference only. Remember to include references and cite your work according to IEEE-style format.)
Secure Network Contractors believes that students and faculty health, wellbeing, and morale have a significant impact on the learning experience and productivity of the academic institution. Secure Network Contractors understands the following technical requirements. The university has invested in a new building that will bestow an academic ambience while providing students and faculty a world class research and learning environment. The university has hundreds of Faculty that teach and perform research within the new academic building. Faculty should be able to seamlessly transition between the newly leased building, and other buildings on the UMUC campus. Students will be required to have a similar experience as classes take place in multiple buildings across campus each day. Faculty and students will be required to print regardless of location, and therefore needs shared printing resources. All computers should be able to communicate, but the human resources department should operate on a separate network due to the sensitive and personally identifiable information they handle. We understand that the newly leased building will need to wirelessly communicate with other buildings on campus, and we will address this in the Wide Area Network (WAN) section that follows. Etc. (students should continue to explain the technical requirements).
Proposed Topology
Select one or more topologies to use for this design (i.e., star, bus, mesh, ring, and please note that the star topology is the most commonly used). This section should be used to provide the details of your proposed solution. Be specific and include the model, manufacturer, features, and cost of devices where appropriate. Students should include a visual representation of the topology selected. Topologies can be created using Microsoft Visio, or you can create a free account at draw.io (https://www.draw.io) and create diagrams. .
Netflix’s strategy of moving to a streaming service has been widely .docxdohertyjoetta
Netflix’s strategy of moving to a streaming service has been widely discussed in a number of articles that can be found online. What are the basic objectives of Netflix’s strategy now? What are some of the major assumptions underlying the strategy? Given what you know about discovery-driven planning, do these assumptions seem reasonable?
.
Network DesignScenarioThe Corporation Techs’ current network.docxdohertyjoetta
Network Design
Scenario
The Corporation Techs’ current network consists of 1 webserver (accessible by the public), 2 application servers, 2 database servers, 2file and print servers, and 50 workstations. The web server runs Linux/Apache, the other servers run Microsoft Windows Server, and the workstations run Microsoft Windows. The network is connected through a series of switches, is not physically connected to other networks, and runs Internet Protocol version 4 (IPv4). The network is protected by a single border firewall. The senior network architect, whom you work for directly, has verified the company’s business goals and has determined the features and functions required to meet those goals.
The senior network architect has asked you to create a network design that includes the following components:
§ Current infrastructure elements
§ A logical topology that separates the Accounting and Sales departments
§ Redundant communications
§ Justification for continuing with IPv4 or upgrading to IPv6
Tasks
For this part of the project, perform the following tasks:
1. Conduct research to determine the best network design to ensure the security of internal access while retaining public website availability.
2. Design a network configuration with physical and logical topologies. Identify major network elements (e.g., servers, switches, gateways) and their locations within the private and protected network segments.
3. Include a high-level plan that ensures communications are available 24/7.
4. Recommend whether to continue using IPv4 or upgrade to IPv6, and explain why.
5. Create a basic network diagram that illustrates the current network and enhancements. Include a few workstations to represent all workstations on the internal network. The diagram will be very high level at this stage and include only necessary details. You may use a software tool or simply pencil and paper. You will update this design later in the project.
6. Create a draft report detailing all information as supportive documentation.
7. Cite sources, where appropriate.
Submission Requirements
Format: Microsoft Word
Citation style: APA
Length of report: 3pages
The above submission should be three pages in length and adhere to APA formatting standards along with proper references
.
Netflix is glowing. We had a beautiful Q4,” the company preen.docxdohertyjoetta
Netflix is glowing. “We had a beautiful Q4,” the company preened in its letter to
shareholders. It isn’t wrong.
The streaming service reported earnings per share of 41 cents, up from 15 cents a year ago, and
revenue of $3.29 billion, slightly beating analysts’ estimates of $3.28 billion. Most impressively,
it added 8.3 million subscribers globally—the highest in the company’s history—even as it
raised its subscription price to $11 a month. That is an 18% year-over-year increase, exceeding
the company’s own forecast of 6.3 million subscribers. Shares shot up 9% in after hours trading.
Legacy media, says Rich Greenfield of BTIG Research, should “be afraid, be very afraid.” With
hit content like “Stranger Things” and “The Crown,” Netflix has created a virtuous cycle:
Subscribers keep joining at higher price points, allowing the company to spend more on
content, which in turn allows them to draw in and retain more subscribers.
Of the over 8 million new subscribers, 6.36 million came from international markets. They have
finally made Netflix’s global segments profitable, delivering earnings of $227 million in 2017.
With an eye on competition, the company is accelerating its investments for 2018. It will raise
marketing spending to $2 billion and spend $7.5 billion to $8 billion on new content, including
30 international original series in places like Poland, India, and Japan.
DOW JONES, A NEWS CORP COMPANY
Stoxx 600 369.07 -0.49% ▼ Nikkei 21319.55 0.13% ▲ U.S. 10 Yr 1/32 Yield 2.776% ▲ Crude Oil 63.26 -0.39% ▼ Euro 1.2264 -0.06% ▼ DJIA
MARKETS HEARD ON THE STREET
Netflix Says Catch Me if You Can
Of the over 8 million new subscribers in its latest quarter, 6.36 million came from international markets
|
Netflix added 8.3 million global subscribers in its latest period. PHOTO: MIKE BLAKE/REUTERS
Jan. 22, 2018 7:26 p.m. ET
By Elizabeth Winkler
NFLX 1.21% ▲
http://quotes.wsj.com/NFLX
http://quotes.wsj.com/index/XX/SXXP
http://quotes.wsj.com/index/JP/NIK
http://quotes.wsj.com/bond/BX/TMUBMUSD10Y
http://quotes.wsj.com/futures/Crude%20Oil%20-%20Electronic
http://quotes.wsj.com/fx/EURUSD
http://quotes.wsj.com/index/DJIA
https://www.wsj.com/news/markets
https://www.wsj.com/news/heard-on-the-street
http://quotes.wsj.com/NFLX?mod=chiclets
“This is a land grab opportunity,” says Mr. Greenfield. “They see Disney , Apple , Amazon
coming, and they’re trying to extend their lead as far as possible before the competition gets
going.”
Netflix is slated to have a long lead indeed. Disney, which hopes to break into international
markets with its acquisition of assets from 21st Century Fox , will find that Netflix has already
beaten them there. It also plans to launch its own Disney-branded streaming service. Yet this
likely won’t happen before late 2019. Meanwhile, Hulu, in which Disney will have a 60% stake
after the Fox deal, has added far fewer subscribers than Netflix even though it maintains a
lower price.
Hit shows from HBO and Amazon will dr.
Netflix is an American media service provider founded by Reed Hastin.docxdohertyjoetta
Netflix is an American media service provider founded by Reed Hastings and Marc Randolph in 1997. By 2013, it was the best performing stock on the S&P 500. But by 2011, with shares at their all-time low, Netflix faced challenges that could ultimately lead to its demise.
In this case study, assume that Netflix hired you as the new chief information officer (CIO) to help the company reclaim its place in the market as a leading global e-commerce media services and production company.
Create a PowerPoint presentation containing the IT strategic plan that will address Netflix's e-commerce initiatives. The following information should be covered in the presentation.
1. Introduction or catchy Netflix stories
2. History of Netflix
5. How would IT deliver value to the business?
6. Proposed the IT infrastructure required to support global e-commerce.
.
Nelson v. James H. Knight DDS, P.C., 834 N.W.2d 64 (Iowa 2013).docxdohertyjoetta
Nelson v. James H. Knight DDS, P.C., 834 N.W.2d 64 (Iowa 2013)
-1-
834 N.W.2d 64
Melissa NELSON, Appellant,
v.
JAMES H. KNIGHT DDS, P.C. and
James Knight, Appellees.
No. 11–1857.
Supreme Court of Iowa.
July 12, 2013.
Rehearing Denied July 19, 2013.
Appeal from the Iowa District Court for
Webster County, Thomas J. Bice, Judge.
A former employee appeals from the district
court's grant of summary judgment to an
employer in a sex discrimination case.
AFFIRMED.
Paige E. Fiedler and Emily E. McCarty of
Fiedler & Timmer, P.L.L.C., Urbandale, for
appellant.
[834 N.W.2d 65]
Stuart J. Cochrane and James L. Kramer of
Johnson, Kramer, Good, Mulholland,
Cochrane & Driscoll, P.L.C., Fort Dodge, for
appellees.
MANSFIELD, Justice.1
Can a male employer terminate a long-
time female employee because the employer's
wife, due to no fault of the employee, is
concerned about the nature of the
relationship between the employer and the
employee? This is the question we are
required to answer today. For the reasons
stated herein, we ultimately conclude the
conduct does not amount to unlawful sex
discrimination in violation of the Iowa Civil
Rights Act.
We emphasize the limits of our decision.
The employee did not bring a sexual
harassment or hostile work environment
claim; we are not deciding how such a claim
would have been resolved in this or any other
case. Also, when an employer takes an
adverse employment action against a person
or persons because of a gender-specific
characteristic, that can violate the civil rights
laws. The record in this case, however, does
not support such an allegation.
I. Facts and Procedural Background.
Because this case was decided on
summary judgment, we set forth the facts in
the light most favorable to the plaintiff,
Melissa Nelson.
In 1999, Dr. Knight 2 hired Nelson to
work as a dental assistant in his dental office.
At that time, Nelson had just received her
community college degree and was twenty
years old.
Over the next ten-and-a-half years,
Nelson worked as a dental assistant for Dr.
Knight. Dr. Knight admits that Nelson was a
good dental assistant. Nelson in turn
acknowledges that Dr. Knight generally
treated her with respect, and she believed him
to be a person of high integrity.
On several occasions during the last year
and a half when Nelson worked in the office,
Dr. Knight complained to Nelson that her
clothing was too tight and revealing and
“distracting.” Dr. Knight at times asked
Nelson to put on her lab coat. Dr. Knight later
testified that he made these statements to
Nelson because “I don't think it's good for me
to see her wearing things that accentuate her
body.” Nelson denies that her clothing was
tight or in any way inappropriate.3
During the last six months or so of
Nelson's employment, Dr. Knig.
Negrin 1Negrin 5Claudia NegrinProfessor Oscar GonzalezENC1.docxdohertyjoetta
Negrin 1
Negrin 5
Claudia Negrin
Professor Oscar Gonzalez
ENC1101
28 April 2020The Coming Age of Ecological Medicine Article and The Economic Injustice of Plastic Ted Talk
How have environmental health issues influenced our daily health? Environmental and health issues have been major concerns in the global world, and waste disposal has been a potential threat to human health. In “TheEconomic Injustice of Plastic” Ted Talk, TV spokesperson Van Jones talks of waste disposal as the key component that contributes to the contemporary problems experienced by human beings. In “The Coming Age of Ecological Medicine” article, writer and environmentalist Kenny Ausubel also inform readers about how the environmental issues affect human health. Their concerns are influenced by the increased environmental pollution issues and the diseases found in human communities. *REPHRASE THIS FOR THE CONCLUSION* => Ultimately, Ausubel and Jones agree that environmental issues are a factor in healthy living. Jones and Ausubel make it clear that person’s level of health is dependent on the environment. *THIS IS THE DIFFERENCE BETWEEN CLAIMS* => However, while Jones’ believes that ___________, Ausubel believes that______________. I agree with Jones’ assertions regarding how plastic waste creates environmental injustices, but I feel that he fails to provide a guidance and data regarding the best way to manage plastic disposables. On other hand, Ausubel provides ideas on how improving the environment is a factor in promoting good health. Ausubel’s point of argument is convincing as it is clear that most environmental pollution issues results in diseases and illnesses. Although they approach this issue from different contacts, their message for readers is clear. (TELL WHAT MESSAGE IS IN CONCLUSION.)
In “The Economic Injustice of Plastic” TED Talk article, Van Jones focuses on different issues relating to waste disposal in our environment. In his talk, Jones gives explanations about how the disposal of plastic wastes in the Earth’s environment results in environmental pollution and also affect the entire ecosystem. The speaker in this talk can be viewed as a supporter of green energy utilization, and he focuses on how disposable materials impact the environment and living organisms, with an emphasis on human beings who are living in lower socioeconomic societies. In Jones’ discussion, he discusses how waste disposal issues has been given more attention in big cities, even while some communities neglect the health issues of the poor who are living in regions such as Cancer Alley. According to Jones, the Green Energy Movement is passionate about having no disposable materials and waste in California while it accepts the existence of disposables in societies and communities residing in the Cancer Alley region (Jones 11:01). It is understood that the pollution from plastic waste can be traced from the production process, usage and elimination of plastic waste. In Jones’ view, .
Needs to be 2 pages. APA format. Tie the three interpersonal concept.docxdohertyjoetta
Needs to be 2 pages. APA format. Tie the three interpersonal concepts to the film, through the character/ characters actions, words, etc. 1 body paragraph for each interpersonal aspect. Introduction needs to include the three concepts. The concepts are: Relational turbulence, moral commitment, and nonverbal communication.
.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
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.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
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.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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.
ESC Beyond Borders _From EU to You_ InfoPack general.pdf
My name is Brittany Murphy and I was referred to your law office b.docx
1. My name is Brittany Murphy and I was referred to your law
office by my good friend Michelle. I wanted to consult with you
about things that have been taking place at my job where I work
as an Executive Secretary. Male: Nice to meet you, Brittany.
Why don’t you tell me what has been taking place and we will
go from there? I will interject if I have any questions as you
explain what has been taking place. Be sure to start from the
beginning and to tell me everything that has taken place to give
rise to your concern. Female: Sounds good. Here we go. I was
hired by a company called Personal Connections Are Us,
Incorporated as a receptionist in February 2002. My immediate
supervisor was Dwayne Miller. Dwayne was in charge of all
support staff. Because I answered calls for all 20 employees I
was constantly interacting with everyone on a regular basis.
There was no formal dress code so I was able to wear whatever
I wanted to work. I typically wore jeans, sandals and tank tops.
In my work area I had photos of myself and my boyfriend in
bathing suits from one of our vacations. I also had other
pictures of my friends and family. One of the other employees,
Robert Singer, would constantly stand in my work area and
stare at the photos. It seemed that he was staring at the photo of
me in the bathing suit. Twice he made comments about my chest
that made me really uncomfortable. Male: Do you recall
specifically what he said to you? Female: Not exactly, but he
said something like, “Your [beep] are amazing. I would love to
see you in even less than what you are wearing in that photo.”
I laughed at that moment but then went into the restroom and
threw up because the comment made me so sick. The next time
he made a similar comment I told him to stop because it made
me very uncomfortable. In early 2006 I was looking for my
picture, the one of me in my bathing suit, it was missing for a
day. It appeared the next day back in my work area. I thought
nothing of it at the time, then when I walked by Robert’s
computer I saw that my photo of me in my bathing suit was
2. loaded as a screen saver on his computer. When I went into his
computer I found a file with my name on it. In that file he had
computer altered my photo and the upper part of my body was
exposed. I could not function. I called Robert a pig and told him
to stay away from me. Robert in turn complained to Dwayne
that I was not timely giving him his messages which was totally
untrue. I told some of my coworkers what I saw in Robert’s
computer and the things that he was saying to me. But I was
afraid to tell my supervisor. Finally, after missing several days
of work because I was so upset about what Robert was doing, I
finally told my supervisor. Male: When was that? Who did you
tell? And what did the conversation consist of? Female: Things
get really interesting here. It was about two weeks after I saw
the photo on Robert’s computer that I went in to talk to Dwayne
Miller, my supervisor. I told Dwayne everything that I told you.
Dwayne did not react in any other way than to say, “Oh, no he
is not up to the same stuff again. I cannot believe he did not
learn his lesson.” Although Dwayne told me that he would take
care of it nothing happened to Robert. He is still working there
and is still making comments that make me uncomfortable. He
did take the screen saver off his computer. I do not know if the
file is still on his computer. I tried to look but there is now a
password on his computer. I told Dwayne about two months ago
that things had not gotten any better. Dwayne told me that he
could talk more about it on a trip that he wanted me to go on. I
never had to travel as part of my work requirements before. I
told Dwayne that I preferred not to travel. Dwayne told me that
I was expected to travel on the trip that was work related and
that he and I would be sharing a room. He went on to tell me
that he could transfer me to another division of the office,
which would be a promotion, if I would show him my amazing
breasts that Robert was making comments about during the trip
where we would be sharing a room. I could not believe my ears.
I told him no way. I thought that was the end of it. However,
last week I was demoted to the mailroom and my pay was
reduced. Things do not seem fair. Is there anything I can do
4. sagepub.com/journalsPermissions.nav
DOI: 10.1177/1046496410373808
http://sgr.sagepub.com
373808 SGR
1University of Michigan, Ann Arbor, MI, USA
2U.S. Military Academy at West Point, New York, NY, USA
3Michigan State University, East Lansing, MI, USA
Corresponding Author:
D. Scott DeRue, Management and Organizations, Stephen M.
Ross School of Business,
University of Michigan, Ann Arbor, MI 48109, USA
Email: [email protected]
Understanding the
Motivational Contingencies
of Team Leadership
D. Scott DeRue1, Christopher M. Barnes2,
and Frederick P. Morgeson3
Abstract
Despite increased research on team leadership, little is known
about the
conditions under which coaching versus directive forms of team
leader-
ship are more effective, or the processes through which team
leadership
styles influence team outcomes. In the present study, the
authors found that
coaching leadership was more effective than directive
leadership when the
5. team leader was highly charismatic and less effective than
directive leader-
ship when the team leader lacked charisma. Directive leadership
was more
effective than coaching leadership when team members were
high in
self-efficacy and less effective than coaching leadership when
team members
lacked self-efficacy. The moderating effects of leader charisma
and team
member self-efficacy were mediated through motivational
pathways involving
team member effort.
Keywords
teams, leadership, motivation
A growing body of research highlights how important leader
behaviors are
for team performance (DeRue, Nahrgang, Wellman, &
Humphrey, in press;
622 Small Group Research 41(5)
Druskat & Wheeler, 2003; Durham, Knight, & Locke, 1997). In
fact, Zaccaro,
Rittman, and Marks (2001) suggest that effective leadership is
one of the
more important factors in the success of organizational teams.
Yet at the same
time, we still have a limited understanding of how leaders
create and manage
effective teams (Burke et al., 2006; Kozlowski, Gully, Salas, &
6. Cannon-
Bowers, 1996; Zaccaro et al., 2001).
Research indicates that team leaders engage in a variety of
behaviors
aimed at facilitating team functioning and performance
(Morgeson, DeRue,
& Karam, 2010). One approach involves encouraging the team
to manage its
own affairs and developing the team’s capacity to function
effectively with-
out direct intervention from the team leader. First identified by
Manz and
Sims (1987), and later analyzed by many other scholars (e.g.,
Hackman &
Wageman, 2005; Morgeson, 2005; Wageman, 2001), this form
of leadership
focuses on coaching the team and empowering its self-
management. This
coaching form of leadership is particularly important given that
team leaders
are sometimes external to a team and not involved in its daily
task activities.
Using in-depth interviews and survey-based research, Manz and
Sims found
that team leaders who encourage and coach team self-
management via self-
observation, self-evaluation, and self-reinforcement were more
effective than
leaders who did not. Likewise, other researchers have found that
supportive
coaching by a team leader can lead to more effective group
processes, such as
learning and adaptation, and ultimately to higher levels of team
performance
(e.g., Edmondson, 1999; Wageman, 2001). In fact, coaching has
7. been estab-
lished as an important team leadership behavior in a broad array
of contexts,
including nursing (Hayes & Kalmakis, 2007), sports (Amorose
& Horn,
2000; Reinboth, Duda, & Ntoumanis, 2004), and group therapy
(Cohen,
Mannarino, & Knudsen, 2005).
In contrast to the coaching form of leadership, some team
leaders engage
in a more directive style by actively intervening in a team
(Morgeson, 2005).
This approach involves setting clear expectations and goals,
providing
instructions to team members, monitoring team member
performance, and
directly implementing corrective actions in the team. Research
indicates that
this more directive form of leadership can also enhance team
performance.
For example, in their study of team self-management, Manz and
Sims (1987)
also examined more directive forms of leadership and found
these directive
leader behaviors led to positive team leader evaluations.
Likewise, Pearce
and Sims (2002) showed that directive leader behaviors can lead
to higher
team performance.
In their meta-analytic summary, Burke et al. (2006) showed that
these dif-
ferent leadership styles (coaching vs. directive) can both have
positive effects
8. DeRue et al. 623
on team performance. But at the same time, there is an emerging
recognition
in the team leadership literature that the relative effectiveness
of these different
styles may depend on other factors. For example, Kozlowski,
Gully, Salas,
et al. (1996) discussed how leader behaviors interact with a
team’s stage of
development to shape team processes and performance. In their
model,
effective leaders focus on coaching team members and building
shared affect
and attitudes during early stages of team development but then
shift their
attention to applying and directing team capabilities later on.
Other scholars
have argued that the effectiveness of team leader behaviors
depends on the
nature of a team’s context (e.g., novel events that disrupt team
functioning;
Morgeson, 2005) and such team design features as task
interdependence,
team size, and resource availability (Wageman, 2001). It seems
likely that the
relationship between leader behaviors and team performance is
contingent on
a variety of factors.
Although they recognize the importance of such contingencies,
existing
models of team leadership suffer from three important
limitations. First, the
9. discussion of contingencies in these models is generally limited
to factors
that are external to the team’s members (e.g., task
characteristics, team size,
event types). A notable exception can be found in a recent study
by Yun,
Faraj, and Sims (2005), who showed that coaching leadership is
more effec-
tive for highly experienced teams, but directive leadership is
more effective
for less experienced teams. This suggests that the characteristics
of team
members can shape how they respond to coaching and directive
behaviors by
a leader. We believe that models of team leadership need to
incorporate other
team member characteristics as potential contingency factors.
A second limitation in existing models of team leadership is
that they
rarely consider characteristics of the leader and how such
characteristics can
shape the relationship between leader behaviors and team
performance. This
is an important theoretical gap because leader characteristics
likely influence
how effective team leaders are at engaging in different types of
behaviors.
For example, coaching leadership is aimed at developing team
member
capabilities and helping team members learn to work together
effectively.
Leader characteristics (e.g., charisma, social influence skills)
that enable
someone to be more effective at motivating team members to
embrace change
10. should thus enhance the degree to which coaching leadership
facilitates team
performance.
Finally, existing models of team leadership stop short of
identifying the
underlying mechanisms that explain any contingencies in the
link between
leader behavior and team performance. In their review of the
team leadership
literature, Burke et al. (2006) noted that a key “line of inquiry
[for future
624 Small Group Research 41(5)
research] concerns the identification of the underlying
mechanisms via which
leadership in teams contributes to both team performance and
performance
outcomes” (p. 302).
The purpose of our study is to address these limitations by
developing a
motivationally based contingency model of team leadership. In
our model,
the relationship between a leader’s behaviors and team
performance is con-
tingent on the leader’s charisma and the efficacy of his or her
team members.
We consider two specific behavioral approaches to team
leadership: a coach-
ing approach and a directive approach. Our focus on coaching
and directive
leadership draws on and extends prior research that
11. conceptualizes team
leadership along these two dimensions (Burke et al., 2006; Yun
et al., 2005).
Adopting a motivational perspective, we then theorize that
coaching and
directive leader behaviors interact with leader charisma and
team member
self-efficacy to differentially affect team performance. We
argue that these
contingencies operate through their effects on team member
motivation,
especially the amount of effort that team members devote to
their tasks. Thus,
not only does our theorizing identify new contingencies in team
leadership,
but it also extends current theory by offering insight into the
underlying
motivational mechanisms that explain the team performance
implications of
complex interactions among team leader behaviors, leader
characteristics,
and team member characteristics.
Coaching and Directive Forms
of Team Leadership
Behavioral perspectives on leadership have flourished since the
mid-20th
century, and so by now, there are numerous systems for
classifying leader
behaviors (see Fleishman et al., 1991 for a review). Despite the
proliferation
of these classification systems, recent reviews suggest there are
two basic
behavioral approaches to team leadership: a coaching (or
developmental),
person-focused approach and a directive, task-focused approach
12. (Burke
et al., 2006; Pearce et al., 2003).
Leaders engage in coaching behaviors to develop a team’s
capacity to
perform key functions. They do this by encouraging team
members to take
responsibility for, and work together to fulfill, such functions.
Coaching leaders
help team members (when needed) to make coordinated and
task-appropriate
use of their collective resources, and they help team members
through any
performance problems that arise (Hackman & Wageman, 2005).
Coaching
leaders refrain from actively intervening in and assuming
responsibility for
the day-to-day tasks assigned to team members. When
performance problems
DeRue et al. 625
occur, coaching leaders leverage these episodes as learning and
developmental
opportunities for team members, rather than directly intervening
in the task.
Such leaders consistently encourage team members to assume
responsibility
for their own actions and performance.
In comparison, directive leadership represents a more active and
intrusive
approach to team leadership (Pearce et al., 2003). Directive
leaders set the
13. team’s direction, assign goals for the team and team members,
and give team
members specific instructions about their tasks, including what
is expected of
them, how it should be done, and when it must be completed. A
directive
leader sets clear expectations for the team and then monitors
events to make
sure the team is performing according to plan. When team
members are not
performing well, directive leaders not only point out the
performance prob-
lems, but also direct poorly performing team members, telling
them what to
do and how to do it.
In our study, we examined the conditions under which each of
these
approaches to team leadership is most effective. Existing
research does not
sufficiently consider possible contingencies in team leadership
or the under-
lying mechanisms that explain these relationships. We theorized
that the
effectiveness of coaching versus directive leadership depends
on the charac-
teristics of both a team’s leader and those of the team’s
members. In other
words, either a coaching or a directive approach to leadership
can be effective
when employed by the right leader, in the right context. In the
next section,
we identify two important contingency factors and explain how
they can
influence team performance through their impact on the efforts
of team
14. members.
Contingencies in Team Leadership:
A Motivational Perspective
In our contingency model of team leadership, we posit that team
member
motivation is one mechanism through which coaching and
directive leadership
affect team performance. Given our interest in motivational
factors, we
focused on leader charisma as a leader attribute that can
moderate how direc-
tive and coaching team leadership influence team performance.
Charisma is
important because it is one of the key resources that leaders can
use to moti-
vate their followers (Bass, 1985; Ilies, Judge, & Wagner, 2006).
We also
focused on the moderating effects of team members’ perceptions
of self-
efficacy. Efficacy beliefs are important because they represent
an underlying
source of effort among team members that can be directed at a
team’s task
(Bandura, 1997). In this sense, leader charisma and team
member self-efficacy
626 Small Group Research 41(5)
serve as distinct contingency factors that originate from
different sources, but
may operate through a common motivational pathway. An
illustration of our
model is presented in Figure 1.
15. Leader Charisma
Charismatic leaders are those who “by the force of their
personal abilities are
capable of having profound and extraordinary effects on
followers” (House
& Baetz, 1979, p. 399). Charismatic leaders are often seen as
agents of
change who are particularly skilled at improving the
performance of followers
and seeking radical reforms in them to achieve a vision or goal
(Conger &
Kanungo, 1987). In essence, charisma is a resource that can
enable leaders
to be more effective at facilitating change by developing
followers’ beliefs
and actions in ways that ultimately produce more effective
methods for
accomplishing an objective. The potential for leader charisma to
positively
affect group outcomes has been illustrated across several
studies done in
many organizational contexts (Bass, 1990; Dvir, Eden, Avolio,
& Shamir, 2002;
Lowe, Kroeck, & Sivasubramaniam, 1996).
First, we focus on how leader charisma affects coaching
behaviors. For
coaching leaders, the primary aim is to develop team members’
individual
capabilities and their ability to work together effectively. As
Hackman and
Wageman (2005) note, coaching leaders “help members learn
new and more
effective team behaviors” (p. 270). Coaching leaders help team
members
16. Team Leader Behavior
(Coaching/Directive)
Team Member
Self-Efficacy
Leader
Charisma
Team
Performance
Team Member
Motivation
Figure 1. Contingencies in team leadership: A motivational
perspective
DeRue et al. 627
align their performance behaviors with the demands of the task
environment
and seek to foster the development of team members’ skills and
knowledge
related to the team task (Hackman & Wageman, 2005;
Kozlowski, Gully,
McHugh, Salas, & Cannon-Bowers, 1996; Schwartz, 1994). So,
coaching
leaders who are charismatic should be more effective at
fostering change and
developing their teams. In contrast, coaching leaders who lack
charisma may
find it difficult to inspire team members in ways that foster
17. development and
encourage the team to find ways to perform its tasks better.
Whereas high
levels of charisma are an asset for coaching leaders, low levels
of charisma
are a liability.
We posit that charisma is an asset for coaching leaders because
charisma
affects team members’ motivation. Theories of charismatic
leadership often
emphasize motivational factors (Bass, 1985; House, 1977), and
research
suggests that charismatic leaders produce heightened levels of
activation in
followers, which lead in turn to increased levels of effort and
motivation
(Ilies et al., 2006; Shamir, Zakay, Breinin, & Popper, 1998).
In contrast to coaching leadership, directive leadership is much
less about
developing team members’ capabilities. Directive leaders
provide team mem-
bers with a clear course of action by communicating
expectations, goals, and
specific task instructions. As some have argued, in the
substitutes for leader-
ship literature (Dionne, Yammarino, Atwater & James, 2002;
Kerr & Jermier,
1978), team members with a clear course of action have less to
gain from the
inspirational actions of charismatic leaders. There is simply less
need for
leadership because the team understands its mission and the
path required
for achieving that mission. The expectations and goals set by a
18. directive
leader help team members to focus their efforts. Thus, whereas
a lack of
charisma can be a liability for coaching leaders, it may not be a
problem for
directive leaders.
Thus, we hypothesize the following:
Hypothesis 1: The relationship between team leader behaviors
and
team performance will be moderated by leader charisma such
that
(a) when leader charisma is high, coaching team leadership will
be
more effective than directive team leadership and (b) when
leader
charisma is low, directive team leadership will be more
effective
than coaching team leadership.
Hypothesis 2: The moderating effect of leader charisma on team
leader
behaviors will be mediated by team member effort.
628 Small Group Research 41(5)
Team Member Self-Efficacy
Theories of leadership in general (e.g., Hersey & Blanchard,
1982), and of
team leadership in particular (e.g., Kozlowski, Gully, Salas, et
al., 1996),
often claim that the appropriateness of leader behaviors depends
19. on the fol-
lowers. Of particular importance is what followers believe about
their ability
to accomplish the task at hand. These beliefs determine how
much task-
related effort followers will expend and how long that effort
will be sustained
in the face of challenging situations (Bandura, 1986; Dweck,
1986; Farr,
Hofmann, & Ringenbach, 1993). Moreover, team members often
have diffi-
culty focusing on team goals and developing appropriate team
strategies,
until they are sure that they can perform their own roles
effectively (Kozlowski,
Gully, Nason, & Smith, 1999). Self-efficacy embodies beliefs
relevant to
these issues. Self-efficacy is defined as “people’s judgments of
their capabili-
ties to organize and execute courses of action required to attain
designated
types of performances” (Bandura, 1986, p. 391). Individuals
who perceive
themselves as efficacious can muster sufficient effort to
produce successful
outcomes. Individuals who do not perceive themselves as
efficacious are less
likely to muster and sustain such effort. Meta-analytic evidence
supports
these claims (Stajkovic & Luthans, 1998).
We theorize that the impact of directive and coaching leadership
on team
performance will depend on the average level of team member
self-efficacy.
This is different than collective efficacy, which focuses on
20. beliefs shared
among team members about their team’s ability to achieve its
overall objec-
tives (DeRue, Hollenbeck, Ilgen & Feltz, 2010; Gully,
Incalcaterra, Joshi, &
Beaubien, 2002; Tasa, Taggar, & Seijts, 2007). We focus on
self-efficacy
because we believe that individual beliefs about personal
abilities, as opposed
to any collective beliefs about a team, will be more predictive
of team
members’ motivational reactions to team leader behaviors. This
is because
motivation and reactions to leader behaviors are individual
processes and not
the property of a team.
Directive leaders facilitate team performance by setting
expectations,
giving team members specific instructions, and then monitoring
team mem-
bers’ performance for any problems that need to be corrected.
When team
members have high self-efficacy, the directive leader’s
expectations and
task-specific instructions provide a target toward which team
members can
direct the effort and motivation that comes from feeling
efficacious.
Compared with team members with low self-efficacy, those with
high self-
efficacy are more likely to feel that they can accomplish task
objectives. As
a result, they are more likely to put forth effort and persist until
those
21. DeRue et al. 629
objectives are accomplished. Thus, directive leaders have a
much greater
pool of team member motivation to draw on when team member
self-efficacy
is high.
If team members suffer from low self-efficacy, however, then
we expect
them to respond to directive leadership negatively. Less
efficacious team
members will feel that they cannot meet the leader’s
expectations or effec-
tively carry out the leader’s instructions, and so they will be
less likely to put
forth the effort required to accomplish task objectives. In other
words, direc-
tive leaders are attempting to set expectations and give specific
instructions
to people who already have low expectations regarding task
performance,
and who lack the motivation necessary to persist when task
objectives are not
initially met. As Kozlowski, Gully, Salas, et al.’s (1996) model
of team lead-
ership suggests, it is more appropriate for leaders who have
followers with
low self-efficacy to employ a coaching approach. When
coaching their
followers, such leaders should try to develop the capacity of
team members
in ways that enhance their capacity to perform effectively. By
taking a coaching
22. approach, a team leader can sometimes build team members’
sense of
efficacy and reshape their expectancies regarding task
performance in ways
that increase their motivation and capacity to perform.
Thus, we hypothesize the following:
Hypothesis 3: The relationship between team leader behaviors
and
team performance will be moderated by team member self-
efficacy
such that (a) when team member self-efficacy is low, coaching
team
leadership will be more effective than directive team leadership
and
(b) when team member self-efficacy is high, directive team
leader-
ship will be more effective than coaching team leadership.
Hypothesis 4: The moderating effect of team member self-
efficacy on
team leader behaviors will be mediated by team member effort.
Method
Research Participants and Task
Research participants were 400 upper-level undergraduate
students enrolled
in an introductory management course at a large Midwestern
university.
Their average age was 21.8 years; 53.8% of the participants
were male. Each
student was part of a team that consisted of four regular
members and one
leader, resulting in a total of 80 teams. All individuals were
23. randomly
630 Small Group Research 41(5)
assigned to teams and all teams were randomly assigned to
experimental
conditions. In return for their participation, the students
received class credit
and were eligible for a cash prize. At the end of each
experimental session,
the top performing team based on overall team performance was
awarded
$10 per team member.
Participants engaged in a dynamic, networked, military
command-and-
control simulation. The task was a modified version of a
simulation called
Dynamic Decision Making (DDD; see Hollenbeck et al., 2002
and Moon et al.,
2004 for details) that was developed to study team behavior.
This version of
the simulation was suitable for teams with little or no military
experience. In
our study, each team engaged in two 30-minute simulation
exercises that
were the same across all teams. In each exercise, team members
were charged
with keeping unfriendly targets from moving into a restricted
geographic
space while allowing friendly targets to travel freely throughout
that space.
Each team member had four vehicles that he or she could use to
travel through
24. and monitor the space.
This task required a high degree of interdependence among team
mem-
bers. For instance, each member was stationed at a single
computer terminal
and could only monitor a specific portion of the geographic
space from that
terminal. Individually, no team member could monitor all the
targets in the
space, but collectively, the team could monitor the entire space
and all of the
targets. Furthermore, each team member had only a single type
of vehicle
(four in total), and the vehicles differed in their speed and
power. Certain
targets could only be disabled by certain types of vehicles.
Thus, team mem-
bers had to work together in order to identify the targets as
either friendly or
unfriendly and then to successfully engage all the unfriendly
targets. Together,
these features of the task ensured that team members were
interdependent,
which met the common definition of teams in the literature
(Kozlowski &
Bell, 2003).
The team leader was not positioned at a computer terminal.
Instead, he or
she was free to move around and interact with team members.
This provided
the team leader with several unique abilities. For example, the
leader was the
only person who could monitor the entire geographic space.
This allowed the
25. leader to monitor team members’ actions, identify opportunities
and threats
for the team, and facilitate team member coordination and
communication.
Moreover, the team leader was free to interact with team
members in ways
that were consistent with the leadership manipulation. For
example, if the
leader needed to coach team members, provide them with
instructions, or
implement corrective actions, then he or she was free to do so.
DeRue et al. 631
Procedure
Each team was scheduled for a 3-hour session. Roles within the
teams were
randomly assigned. The leader role was assigned first; then the
leader was
given private instructions according to the experimental
condition.
Subsequently, the team member roles were assigned.
All individuals and teams, regardless of experimental condition,
next
received (the same) training on the simulation. This training
consisted of two
separate modules. First, all participants watched a 15-minute
video that intro-
duced them to the simulation. Second, all participants were
given hands-on
instruction and time to practice all the possible tasks in the
simulation. This
26. second module, which lasted approximately 45 minutes, allowed
participants
to learn the basic computer mouse movements and operations
associated with
the simulation.
After their training was complete, team members completed an
online sur-
vey that included a self-efficacy measure. The trainer then
informed the team
of a performance-based incentive. Teams had an opportunity to
earn up to
$50 based on their overall performance in the simulation. Prior
to the first
simulation exercise, teams were given 5 minutes to discuss their
strategies for
the simulation. Most teams used the entire time exactly in this
way. The teams
then performed the first of two 30-minute simulations. Between
the first and
second simulation, the leader was instructed (privately) to lead
a team discus-
sion session and prepare the team for the next simulation using
behaviors
consistent with the leadership manipulation. Teams were given
approxi-
mately 10 minutes to discuss their performance strategies
between the simu-
lations, and again, most teams used the entire time for such
discussions.
Teams then performed the second simulation. After completing
that simula-
tion, team members and their leader completed another survey,
which
included the measure of leader charisma. Teams were then
informed of their
27. performance relative to other teams in the experimental session,
and the top
performing team was rewarded. To conclude the research
session, partici-
pants were thanked for their participation.
Manipulations and Measures
Team leader behavior. All teams were randomly assigned to one
of two
conditions. In the coaching condition, the leader was instructed
to support the
growth and development of his or her team. In the directive
condition, the
leader was instructed to set the team’s direction and goals,
establish expectations
for the team, and actively direct the actions of team members by
providing
632 Small Group Research 41(5)
explicit instructions, monitoring team performance for
opportunities to make
corrective actions, and then implementing those corrective
actions. The spe-
cific instructions given to team leaders can be found in
Appendix A.
We assessed the effectiveness of this manipulation by
measuring the
degree to which team members perceived their leader as
engaging in direc-
tive leader behaviors. Two items were used for this
manipulation check:
28. “When it comes to my team’s work, my team leader gave
instructions on how
to carry it out” and “My team leader set challenging and
realistic goals.”
Ratings of each item were made using a 5-point scale (1 =
strongly disagree;
5 = strongly agree). The two ratings made by each person were
averaged
together to produce a single index (coefficient alpha was .82,
indicating that
the index had good reliability). We expected team leaders in the
directive
condition to earn higher index scores than team leaders in the
coaching con-
dition, and that is in fact what occurred. The mean index score
for leaders in
the directive condition (M = 3.77) was significantly higher than
the mean
score for leaders in the coaching condition (M = 3.53), t(df) =
1.81(79), p <
.05, one-tailed. To see whether team members agreed in their
assessments of
the leader, we computed the intraclass correlation coefficient
(ICC) as a test
of intermember reliability. James (1982) recommends using the
ICC as a cri-
terion for aggregation, and in this case, we found support for
aggregation
(ICC
1
= .29; ICC
2
= .62; p < .01). These results provided evidence supporting
29. the validity of our leader behavior manipulation.
Leader charisma. After the second simulation, but before team
results were
shared, team …
First among Equals: The Effect of Team Leader Characteristics
on the Internal Dynamics of Cross-Functional Product
Development Teams
�
Shikhar Sarin and Gina Colarelli O’Connor
Drawing on the path-goal theory of leadership, the present study
examines the effect
of team leader characteristics on an array of conflict resolution
behavior, collab-
oration, and communication patterns of cross-functional new
product development
(NPD) teams. A hierarchical linear model analysis based on a
survey of 246 mem-
bers from 64 NPD teams suggests that participative management
style and initi-
ation of goal structure by the team leader exert the strongest
influence on internal
team dynamics. Both these leadership characteristics had a
30. positive effect on func-
tional conflict resolution, collaboration, and communication
quality within the NPD
team while discouraging dysfunctional conflict resolution and
formal communica-
tions. Comparatively, team leader’s consideration, initiation of
process structure,
and position had a surprisingly weak effect on internal team
dynamics. Further, the
findings underscore the differential effects on various
dimensions of team dynamics,
the importance of controlling for project and team
characteristics, and the use of
multilevel modeling for studying nested phenomena related to
NPD teams. Impli-
cations of these findings are discussed.
Introduction
R
ecognizing the long-term competitive advan-
tage offered by successful new product
development (NPD), organizations are rely-
ing heavily on cross-functional teams to improve their
31. NPD processes (Barczak and Wilemon, 1992; Griffin,
1997; McDonough, 2000; Sarin and Mahajan, 2001;
Sarin and McDermott, 2003; Ulrich and Eppinger,
1995; Wind and Mahajan, 1997). Typically these
teams, composed of individuals drawn from a variety
of functional specialties within the organization, are
responsible for taking a product from conceptualiza-
tion to commercialization.
Growing popularity and anecdotal evidence notwith-
standing, the results achieved from the use of cross-
functional teams in NPD efforts have been decidedly
mixed (Barczak and Wilemon, 1989; Katzenbach and
Smith, 1993; Sarin and Mahajan, 2001). Among other
reasons, this lack of consistent success has been at-
tributed to poor project leadership, which often fails
to appreciate the diversity of cross-functional teams
and mismanages team dynamics—essential compo-
nents to the performance of any NPD team (Henke,
32. Krachenberg, and Lyons, 1993; Parker, 1994; Robbins
and Finley, 1995).
Effective project leadership has been identified as
one of the most important mechanisms not only for
managing team dynamics but also for steering the
teams successfully and efficiently through the new prod-
uct development process (McDonough and Griffin,
�
The authors are grateful to Tony Di Benedetto for processing
this
manuscript. They would also like to thank Robert Baron and
Stacey
Hills for their help on an earlier version of this manuscript.
Address correspondence to: Address correspondence to: Shikhar
Sarin, College of Business and Economics, Boise State
University,
Boise, ID 83725. Tel.: (208) 426-2721. Fax: (208) 426-5384. E-
mail:
[email protected]
J PROD INNOV MANAG 2009;26:188–205
r 2009 Product Development & Management Association
i:/BWUS/JPIM/345/[email protected]
1997). Team leaders coach team members, help de-
33. velop their capabilities, foster interactions and learning
within the team, and champion the team’s activities
to others in the organization (Ancona and Caldwell,
1992a; Barczak and Wilemon, 1992; McDonough and
Barczak, 1991; McDonough and Griffin, 1997; Sarin
and McDermott, 2003). Nurick Thamhain (2006) sug-
gest that effective project team leaders are social ar-
chitects who understand the interaction between
organizational and behavioral variables; suggesting
that such team leaders should be able to minimize
dysfunctional conflict and to foster a climate of active
participation.
Despite the focused attention from the academic
community, much of the past research in the NPD
literature is based largely on anecdotal data (e.g.,
Jassawalla and Sashittal, 2000), case studies (e.g.,
Hershock, Cowman, and Peters, 1994), or qualitative
data (e.g., Barczak and Wilemon, 1989; Donnellon,
34. 1993). Although some studies (e.g., McDonough,
1993; Norrgren and Schaller, 1999) have explored
NPD team leadership empirically, these studies were
limited in their scope by the univariate analyses em-
ployed. Moreover, when empirical examinations were
undertaken, few studies controlled for the character-
istics of the team or the project, which could have
profound effects on how team leadership effects the
internal dynamics and performance of the NPD teams
(Ancona and Caldwell, 1992b; Griffin, 1979; Sarin and
Mahajan, 2001; Sarin and McDermott, 2003). The
NPD literature lacks a comprehensive and robust em-
pirical examination of the influence of team leadership
on the dynamics and performance of cross-functional
new product development teams. The present study
addresses this void in the NPD literature by empiri-
cally examining the effect of team leaders’ manage-
ment styles and position on an array of internal NPD
35. team dynamics. Such a comprehensive examination
is critical for understanding the inherent trade-offs
and synergies involved between various dimensions of
team dynamics.
Drawing on the path-goal theory of leadership
(e.g., Evans, 1970; House, 1971), this study focuses
on the team leader’s management style in terms of his
or her interactions with team members, style prefer-
ences for organizing work, and position and power in
the organization (Yukl, 1994). The effects of these
team leader characteristics on three broad areas of
internal team dynamics are examined: (1) conflict res-
olution behavior; (2) collaboration; and (3) commu-
nication behavior. In addition, the study controls for
key NPD team characteristics such as team size and
functional diversity and for project characteristics in-
cluding project length, complexity, and risk. Hierar-
chical linear modeling (HLM) is used to analyze the
36. data, which affords a number of analytical and inter-
pretive advantages over methods previously employed
in research on NPD teams.
Theoretical Background
Team Leader Characteristics
The team leader plays a pivotal role in setting the
work climate within the team, motivating team mem-
bers and affecting their behavior (Burke et al., 2006;
Norrgren and Schaller, 1999). Team leaders direct the
manner in which the NPD team presents itself and its
ideas to achieve personal and organizational goals
(Barczak and Wilemon, 1989; McDonough, 2000;
Sarin and McDermott, 2003).
Yukl (1994) suggests that leaders’ effectiveness is
derived from four sources: (1) the level of power and
influence possessed by the leader; (2) how the leader
interacts with others; (3) the leaders’ personal quali-
ties; and (4) the situation in which the leader is asked
37. to lead. Given their managerial controllability, this
research focuses on the first two sources of leader
effectiveness: (1) the NPD team leader’s power and
influence (as reflected by position in the organization);
and (2) interactions with the members of the NPD
team, as reflected by his or her management style
BIOGRAPHICAL SKETCHES
Dr. Shikhar Sarin is the Kirk and Marsha Smith Professor of
Mar-
keting at Boise State University. His research and teaching
interests
include marketing strategy, new product development,
marketing of
high-tech products, and electronic commerce. He has published
in
the Journal of Marketing, Decision Sciences, Journal of the
Academy
of Marketing Science, Journal of Product Innovation
Management,
Industrial Marketing Management, Journal of Marketing Theory
and
Practice, and Engineering Economist.
38. Dr. Gina Colarelli O’Connor is associate professor of marketing
at
Rensselaer Polytechnic Institute’s Lally School of Management
and
Technology. She previously worked for McDonnell Douglas
Cor-
poration and Monsanto Chemical Company. Her teaching and
re-
search efforts focus on how large established firms link
advanced
technology development to market opportunities, how they
create
new markets, and how they develop sustainable capabilities for
breakthrough innovation. Dr. O’Connor has published more than
30 articles in refereed journals and is coauthor of the book
Radical
Innovation, How Mature Firms Can Outsmart Upstarts (Harvard
Business School Press, 2000) and Grabbing Lightning: Building
a
Capability for Breakthrough Innovation (Jossey-Bass, 2008).
TEAM LEADER CHARACTERISTICS AND INTERNAL
DYNAMICS J PROD INNOV MANAG
2009;26:188–205
39. 189
(Muczyk and Reimann, 1987; Sarin and McDermott,
2003). The path-goal theory of leadership (e.g., Evans,
1970; House, 1971) is used to help explain the
dynamics of these effectiveness dimensions.
The basic premise of the path-goal theory of lead-
ership is that a primary function of the leader involves
clarifying and outlining the kinds of paths and be-
haviors that will lead to goal attainment and valued
rewards (Griffin, 1979). Four distinct characteristics
or behaviors of the team leader related to his or her
management style can be identified based on this
framework (Antonioni, 1996; Burke et al., 2006;
Evans, 1970; House, 1971; Griffin, 1979; Yukl, 1994):
1. Participative leadership or participation: Participa-
tion is the degree to which the team leader invites
members’ involvement in the decision-making pro-
40. cess. Participative leaders consult with the mem-
bers of their teams, solicit their input, and take
these suggestions into account when making deci-
sions. Participation represents the way the leader
behaves toward others as well as his influence over
the team members.
2. Supportive leadership or consideration: Consider-
ation is the degree to which the team leader is
friendly and approachable and demonstrates inter-
est in the well-being of the team members. It indi-
cates his or her respect for others and conveys cues
about his or her own personal qualities. By treating
others with respect considerate team leaders create
a pleasant work environment.
3. Achievement-oriented leadership or initiation of goal
structure: Goal structuring is the degree to which
the team leader conveys to the members what out-
come or objective is expected of them. By goal
41. structuring team leaders set challenging goals for
the team members, expecting them to assume re-
sponsibility and perform to their highest level.
Through the use of such behavior team leaders
show confidence that the members of the team will
put forth the level of effort necessary to attain the
goals set for them.
4. Directive leadership or initiation of process struc-
ture: Process structuring is the degree to which the
team leader organizes and directs the activities of
team members. Process structuring by team leaders
gives specific guidance to the team members re-
garding what needs to be done and how it should
be done. The team leader schedules the work to be
done, lays out the rules and regulations to be fol-
lowed, and maintains standards of performance.
Finally, an additional source of team leaders’ effec-
tiveness identified by Yukl (1994) is considered: the
42. level of power/influence possessed by the leader:
5. Team leader’s position: The team leader’s position
is a measure of the formal as well as informal
power and influence enjoyed by the team leader
within the organization. Team leaders in high po-
sition enjoy a high stature in the organization and
are well respected for their management or techni-
cal skills. Such leaders tend to be politically savvy
and well networked within the organization. As a
result they are able to acquire needed resources, to
promote the team’s project within the organiza-
tion, and to shield the team from unwanted inter-
ference and pressures when needed.
Following Sarin and McDermott (2003), these five
team leader characteristics were considered because
they are not only managerially controllable but also
are strongly supported by established theoretical
frameworks (Evans, 1970; House, 1971; Yukl, 1994).
43. Internal Dynamics of NPD Teams
Healthy internal dynamics are essential for effective
cross-functional NPD teams and, consequently, for
the successful development of new products (e.g.,
Burke et al., 2006). Specifically, the conflict resolu-
tion behaviors (e.g., Pinto, Pinto, and Prescott, 1993;
Song, Xie, and Dyer, 2000), collaboration (e.g., Jassa-
walla and Sashittal, 1998; Pinto et al., 1993), and com-
munication behaviors (e.g., Ancona and Caldwell,
1992b; Griffin and Hauser, 1992) of cross-functional
NPD teams have been shown to have a tremendous
impact on their performance. However, the misman-
agement of these internal dynamics is among the most
often cited barriers to effective NPD team functioning
(Henke et al., 1993). In the present study three types
of internal team dynamics is considered: (1) conflict
resolution strategies; (2) collaboration; and (3) com-
munication behaviors.
44. Conflict resolution strategies. Individuals from
different functional backgrounds develop different
thought worlds and perspectives (Dougherty, 1992;
Maltz and Kohli, 1996; Sarin and McDermott, 2003).
Besides developing different worldviews, differences
can also result from variety in procedures or termi-
nology followed by each functional area, differences in
information processing techniques used, or differences
190 J PROD INNOV MANAG
2009;26:188–205
S. SARIN AND G. C. O’CONNOR
in task/role ambiguity tolerated (Kolb and Rubin,
1990). These differences may create conflict, which is
inherent in all cross-functional teams (Parker, 1994;
Sarin and Mahajan, 2001). It is not the existence of
conflict, per se, but rather the mechanisms used to
resolve it that is of interest in terms of the effective
45. functioning of NPD teams (Amason, 1996; Pinto
et al., 1993).
Research on conflict management (e.g., Blake and
Mouton, 1964; Song et al., 2000; Thomas, 1977) iden-
tifies different mechanisms for resolving conflicts:
� Confronting: open discussion of the disagreement.
� Compromising: mutual bargaining amongst the
disagreeing parties; smoothing, meaning building
on the areas of agreement.
� Forcing: the coercive imposition of a solution by
an individual or a group on others.
� Withdrawal: refusal to deal with the conflict.
Cross-functional NPD teams may exhibit all of
these forms of conflict resolution to varying de-
grees.
Amason (1996) suggests that depending on how it is
resolved, conflict can either be functional (productive)
or dysfunctional (disruptive). Dysfunctional forms of
conflict resolution such as forcing or withdrawal com-
pel one disagreeing party to concede, either involun-
46. tarily or under duress, to eliminate further conflict.
Such a win–lose situation is ineffective and can de-
crease team morale, productivity, and satisfaction
(Muczyk and Reimann, 1987; Thomas, 1977). The
preferred or more functional mechanisms for resolv-
ing conflict include confronting, compromising, and
smoothing. These may enhance team operations by
bringing together the ideas of all parties and may aid
in reaching a solution that satisfies or benefits all par-
ties involved in the conflict (Kolb and Rubin, 1990;
Song et al., 2000; Thamhain and Nurick, 1994).
Collaboration. Collaboration is defined as the de-
gree to which the members of the NPD team work
together to accomplish specific tasks (Jassawalla and
Sashittal, 1998; Pinto et al., 1993). Collaboration is
indicative of effective team dynamics and an anteced-
ent to improved team performance (Ancona and
Caldwell, 1992a; Pinto et al., 1993). Although some
47. researchers (e.g., Thomas, 1977) consider collabora-
tion as yet another form of functional conflict reso-
lution strategy, others (e.g., Jassawalla and Sashittal,
1998; Pinto et al., 1993) suggest that it as a much
broader construct indicative of general integrative and
supportive interpersonal cooperation among team
members. Though some overlap is expected with func-
tional conflict resolution strategies, collaboration is
considered to be a distinct but related component of
the internal dynamics of NPD teams.
Communication. Poor communication among
team members has long been considered a detriment
to effective operation (Wilemon and Thamhain, 1983;
Henke et al., 1993), whereas effective communication
among team members has been linked to greater NPD
productivity and performance (Ancona and Caldwell,
1992b; Griffin and Hauser, 1992). Much of the focus
in the extant literature has been on the frequency of
48. communication between team members, with the gen-
eral consensus being that higher communication
frequency is positively associated with NPD perfor-
mance (e.g., Ancona and Caldwell, 1992b; Gladstein,
1984). Maltz (2000), however, notes that there is an
inherent and erroneous assumption in the NPD liter-
ature that all types of cross-functional communication
are equally important or that increased communica-
tion frequency equals good information quality.
Meanwhile, the focus on communication frequency
has resulted in other important dimensions of com-
munication remaining underexplored (Maltz, 2000;
Van de Ven and Ferry, 1980).
Although important, frequency is not the only rel-
evant aspect of NPD team communication that needs
to be considered. Team communication is a broad
concept that encompasses additional attributes. For
example, communication quality has been suggested
49. as a critical element in improving communication
(Bauer and Green, 1996), especially across different
functional areas (Maltz, 2000). Communication qual-
ity can be measured in terms of its accuracy, clarity,
detail, relevance, and timeliness (Van de Ven and
Ferry, 1980).
Similarly, information exchanges take place not
only through formally designated channels (e.g.,
meetings, memos, letters) but also through informal
mechanisms (e.g., impromptu meeting, hall talk)
(Maltz and Kohli, 1996; Van de Ven and Ferry,
1980). Maltz and Kohli (1996) suggest that although
informal communication may be more timely, formal
communication tends to be more accurate and detail
oriented. Therefore, in instances where speed and in-
novation are important, more informal channels of
communication may be desirable, whereas in other
cases where adherence to budget and schedule and
50. product quality are important, more formal channels
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191
of communication might be preferable. As such, com-
munication formality may be regarded as another
appropriate indicator of team interaction and com-
munication (Kezsbom, 2000).
What is needed in the literature is an examination
of a broad set of leader characteristics on a compre-
hensive array of conflict resolution behaviors, collab-
oration, and communication behaviors of NPD teams
to gain insights that can translate to actionable pre-
scriptions for NPD managers. Particularly, the simul-
taneous consideration of a variety of internal dynamics
can help understand how the characteristics of the
NPD team leaders differentially affect various aspects
51. of internal team dynamics.
Conceptual Framework
The conceptual framework proposed in this study
is shown in Figure 1. The following section discusses
the effects of specific team leader characteristics
on the internal dynamics of cross-functional NPD
teams.
The Effect of Team Leader Participation and
Consideration on Internal Team Dynamics
Participation and consideration are perhaps the most
visible indicators of a team leader’s management style.
Participative team leaders consult their team mem-
bers, solicit their input, and involve them in the deci-
sion-making process (Antonioni, 1996; Burke et al.,
2006; Evans, 1970; House, 1971; Griffin, 1979; Yukl,
1994). Thomas (1977) suggests that the key to resolv-
ing conflicts in a group is to understand the underly-
ing power structure within the group. A participative
52. team leader creates an environment in which power is
dispersed more evenly among the team members.
Such power equity limits the ability of individuals or
subgroups to unduly dominate the conflict resolution
process in the team at the expense of others, thereby
creating a more open and productive approach to
resolving conflicts as they occur (Burke et al., 2006;
Norrgren and Schaller, 1999). Participation sets the
tone in which the leader exerts his or her influence
over the team and has been shown to be positively
related to learning within NPD teams (Sarin and
McDermott, 2003). Thus participative leadership in
NPD teams should therefore be positively related to
the use of functional conflict resolution strategies and
negatively related to the use of dysfunctional conflict
resolution strategies within the team.
Studies of high-involvement leadership suggest that
when leaders delegate decision-making authority,
53. team members become more actively engaged in dis-
cussions and communication among them improves
(Kidd and Christy, 1961; Wilemon and Thamhain,
1983). In contrast, low-involvement or autocratic
leaders discourage team members from actively
communicating and participating in team activities
(Bolman and Deal, 1993; Stewart and Manz, 1995).
When a team leader actively engages team mem-
bers in the decision-making process, members have an
opportunity to make a contribution to how a new prod-
uct development project should proceed (McDonough,
2000). As they seek to make their contributions in a
well-informed manner, the relevance and reliability of
the information exchanged increases (Kidd and
Christy, 1961; Peterson, 1997), increasing the com-
munication and cooperation within the team (Maltz,
2000). Participation by the team leader sets a more
inclusive work environment, which encourages team
54. members to interact with each other using informal
rather than formal channels of communication.
Therefore participative behavior by team leaders is
likely to be related to greater frequency and quality of
communication within NPD teams and greater team
collaboration. Greater participation is also likely to
be associated with the use of less formal channels of
communication.
Considerate team leaders demonstrate concern and
interest for the well-being of their team members.
They are friendly and approachable and treat others
with respect. In so doing, they not only convey cues
about their own personal qualities but also create a
pleasant work environment in general (Antonioni,
1996; Burke et al., 2006; Evans, 1970; House, 1971;
Conflict Resolution Behavior
• Confronting
• Compromising
• Smoothing
• Forcing
55. • Withdrawal
Collaboration
Communication Behavior
• Frequency
• Formality
• Quality
Participation
Consideration
Initiation of Goal
Structure
Initiation of Process
Structure
Team Leader Position
Figure 1. Conceptual Framework of the Effect of Team Leader
Characteristics on the Internal Dynamics of NPD Teams
192 J PROD INNOV MANAG
2009;26:188–205
S. SARIN AND G. C. O’CONNOR
Griffin, 1979; Yukl, 1994). By being perceived as
approachable and empathetic, a considerate team
56. leader creates an environment of psychological safety
that encourages team members to openly voice dis-
senting opinions without fear of reprisal or backlash
(Edmondson, 1999). This allows the team members to
pursue constructive approaches to settling disagree-
ments within the team (Burke et al., 2006; Norrgren
and Schaller, 1999; McDonough, 2000). Thus team
leader consideration is expected to be positively re-
lated to collaboration and the use of functional con-
flict resolution strategies and negatively related to the
use of dysfunctional conflict resolution strategies
within NPD teams.
Additionally, due to the cultural norms set by his
or her own behavior as a model, considerate team
leaders encourage more frequent communication, fos-
ter a nurturing environment, and instill a willingness
among team members to listen to one another. As a
result, team communication tends to be more honest,
57. spontaneous, and unstructured (Peterson, 1997). Thus
consideration by NPD team leaders is expected to be
positively related to communication frequency and
quality and negatively related to the formality of in-
ternal communication.
The Effect of Initiation of Goal and Process
Structure on Internal Team Dynamics
In general, initiation of structure is conceptualized as
the degree to which supervisors assign tasks, prescribe
behaviors, and focus actions and expectations toward
process performance or goal achievement. In the
NPD context, initiation of structure is often used to
influence team member behavior and performance via
the work environment (Antonioni, 1996; Porter and
Lilly, 1996). Extant literature (e.g., Cleland, 1999;
Teas, 1981, 1983) suggests that initiation of structure
can take two distinct forms: (1) structuring that is
focused on outlining the goals and expectations of the
58. end result of the project (goal structuring); and (2)
structuring that is focused on outlining the activities
and behaviors for achieving the desired results (pro-
cess structuring).
Goal structuring is defined as the degree to which
the team leader conveys to the members what out-
come or objective is expected of them. In so doing, the
team leader sets challenging goals for the team mem-
bers and expects them to take responsibility for de-
livering on those goals (Antonioni, 1996; Burke et al.,
2006; Evans, 1970; House, 1971; Griffin, 1979; Yukl,
1994). By engaging in goal structuring, the team
leader demonstrates confidence that the members of
the team will perform to a high level and will put forth
the effort necessary for attaining the goals outlined
(Teas, 1981, 1983).
A clear exposition of expectations and expected
outcomes by the team leader helps focus the team on
59. a superordinate goal and helps the team members
develop a stronger sense of the team mission and
identity (Antonioni, 1996; McDonough, 2000; Sethi,
2000). Such goal structuring encourages team mem-
bers to share problems and to work cooperatively to-
ward the common overarching goal (McDonough,
2000), creates a learning environment within the team
(Sarin and McDermott, 2003), and encourages func-
tional conflict resolution strategies over dysfunctional
ones (Antonioni, 1996). Thus initiation of goal struc-
ture by the team leader is expected to be positively
related to collaboration and the use of functional con-
flict resolution strategies and negatively related to the
use of dysfunctional conflict resolution strategies
within the NPD team.
By explicitly stating goal expectations, team leaders
empower members to seek information related to
their own activities, to confer with others to achieve
60. their objectives (Bolman and Deal, 1993), and to by-
pass traditional and more formal channels of com-
munication, if necessary (Sarin and McDermott,
2003). Antonioni (1996) suggests that implementation
of a goal-focused structure is likely to increase pro-
ject-related communication. Therefore, initiation of
goal structure by the team leader is expected to be
positively related to the frequency and quality and
negatively related to the formality of internal com-
munication within the NPD teams.
Process structuring, on the other hand, is defined as
the degree to which the team leader organizes and di-
rects the activities of team members, by giving them
specific guidance as to what needs to be done and how
it should be done (Antonioni, 1996; Burke et al., 2006;
Evans, 1970; House, 1971; Griffin, 1979; Yukl, 1994).
Initiating of process structure involves scheduling of
the work to be done, clarifying the rules and regula-
61. tions to be followed, and maintaining performance
standards (Teas, 1981, 1983).
While process structuring ensures that the behav-
iors and activities of the team members are in sync
with project goals, it can limit opportunities for new
direction (Floyd, 1992). Excessive structuring of pro-
cesses can undermine the flexible, autonomous, and
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193
decentralized nature of the team approach to NPD,
innovation, and creativity (McDonough, 2000; Par-
ker, 1994). However, a lack of process structure can
create ambiguity about the roles, activities, and re-
sponsibilities of team members, leading to confusion
and chaos (Wilemon and Thamhain, 1983). A lack of
structure regarding workable plans and daily activities
62. of the NPD team increases the potential for conflict
and dysfunctional conflict resolution (Porter and
Lilly, 1996). Therefore, initiation of process structure
is expected to be positively related to collaboration
and the use of functional conflict resolution strategies
and negatively related to the use of dysfunctional con-
flict resolution strategies within NPD teams.
Process structuring favors a management style that
is more definite and focused on achieving positive
results through a process of formal delineation (Pe-
terson, 1997). Many team leaders see such a directive
management style as an approach to reducing the un-
certainty inherent in the NPD process. Tightly …