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The summary analyzes a case study where an HR director asked for help resolving conflict between the HR and finance departments. The consultant conducted interviews, administered a survey, and had all staff complete a Myers-Briggs assessment. This information was used in a full-day workshop where staff discussed communication issues, broke into teams to develop plans, and each person shared how they will improve. The directors later met privately with the consultant. Follow up found improved communication between the departments.
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Organizational Development, OD, Intervention Process (from a case study)
The case involves a conflict between the HR and Finance departments that was impacting morale and productivity. To diagnose the issue, the consultant conducted interviews, an online survey, and a Myers-Briggs assessment. This revealed poor communication, assumptions about the other group, and a lack of understanding of different personalities. In a workshop intervention, the consultants provided feedback on the assessments, held breakout sessions to develop communication plans, and had the directors discuss their contributions to the conflict. The intervention improved perceptions and communications between the departments.
Organizational Change Consulting In unit one the discussio.docx
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
Team reflection
This document contains an individual self-reflection from a student on their public relations course. It includes assessments of their teamwork on assignments, their strengths and areas for improvement, and reflections on the class. The student rated themselves highly and found the group work beneficial, though it highlighted differences in work styles. They enjoyed applying concepts like crisis management and felt the textbook effectively covered material also taught in class. The student suggests starting team charters earlier to better understand teammates' work ethics.
SOCW 6070 WK 5 responses Respond to at least two colleagues by .docx
SOCW 6070 WK 5 responses: Respond to at least two colleagues by critiquing their short-term strategies individually for addressing the SPG case study.
CASE STUDY
Social Work Supervision, Leadership, and Administration: The Southeast Planning Group
The Southeast Planning Group (SPG) is an organization that was created in 2000 to facilitate the Office of Housing and Urban Development’s (HUD) Continuum of Care planning process. The key elements of the approach were strategic planning, data collection systems, and an inclusive process that involved clients and service providers. The fundamental components of the system are 1) outreach, intake, and assessment; 2) emergency shelter; 3) transitional housing; and 4) permanent housing and permanent supportive housing. The outreach, intake, and assessment component identifies an individual’s or family’s needs in order to connect them with the appropriate resources. Emergency shelter provides a safe alternative to living on the streets. Transitional housing provides supportive services such as recovery services and life skills training to help clients develop the skills necessary for permanent housing. The final component, permanent housing, works with clients to obtain long-term affordable housing.
SPG works with the local government; service providers; the faith, academic, and business communities; homeless and formerly homeless individuals; and concerned citizens in the designated service area. During the first 5 years of its existence, SPG was staffed by one part-time and four full-time staff members and oversight was provided by a 21-member board. SPG’s founding director was well respected and liked in the community. She was noted for her ability to bring stakeholders across sectors together and focus on the single mission of ending homelessness.
After serving 5 years, the executive director abruptly resigned amidst rumors that she was forced out by the board. Although she had been effective in bringing people together, there were concerns that the goals and objectives had not been met, and there was a lack of confidence in her ability to grow the organization. Approximately one month after her resignation, a new executive director was hired.
One of the new director’s first priorities was to reconfigure the structure of the organization in order to increase efficiency. As a result of the restructuring, two positions were eliminated. The people who were let go had been with the organization from the beginning, and similar to the previous director, they had strong ties to the community. Once the community and SPG’s partners learned about the changes, there was suspicion about the new leadership and the direction they wanted to take SPG. Stakeholders were split in their views of the changes—some agreed that they were necessary in order to advance the goals of the organization, while others felt the new leadership was “taking over” with a hidden agenda to promote its own self-interest.
I worked .
TEAM-DEVELOPMENT MODELHorace DillardHRM345 Building Effecti.docx
TEAM-DEVELOPMENT MODEL
Horace Dillard
HRM345: Building Effective Teams
Colorado Technical
July 25, 2015
Preparing the team to work together
Train the members on how to work together as a team
Design activities that will bring the team members together and help them know each other.
Build good relationship and trust among the team members.
Teach the team members about different styles of working together and conflict resolution skills.
Every team goes through a series of developmental stages as they set out to accomplish a particular task. Working in a team needs good planning and a lot of preparation in order to successfully accomplish a particular project or task . As a team leader, it is very important to prepare the team to work together before they embark on a particular task. The first thing I will do is to train the team members on the importance of teamwork and how to work together as a group. I will start by explaining the task ahead of them and make it clear to each team member that they are expected to work together to successfully finish the task. I will design and put in place activities that will help them to get to know each other so that they can learn to accommodate each other before they start working. I will build trust and good relationship among the team members by organizing in-person meetings and activities which will bring the members together and warm up their relationships. I will coach the team members about the various work styles that applies to team work and how resolve any conflicts that may arise in the course of work so as to prepare them to work and face any challenge together as a team (Maginn, 2004).
2
Training and development activities that build trust and productivity
Encourage open communication among the team members.
Hold trust building exercises to enhance team spirit.
Ensure the team has a shared goal and commitment.
Encourage regular interaction among the members.
Institute training programs to build competence of the members.
Trust is a driving force for the cooperation of members of any given team and therefore building trust between the team members is the first step to ensuring good performance the team. In order to ensure there is trust among the team members, I will encourage them to communicate openly and be willing to share ideas and information amongst themselves so that they can empower each other to work together as a team. I will hold trust building exercises to enhance team spirit which is a very important ingredient for the good performance of a team. I will make sure that every team member shares the common goal of the team and establish total commitment towards achievement of the goal. I will ensure that everybody in the team understands what is expected of them and what needs to be done at both team and personal levels. I will also encourage regular interaction between the members which will encourage them to share their experiences and have respect fo ...
Article 1Team LeadershipManagement StylePart 1 According to.docx
Article 1:
Team Leadership/Management Style
Part 1: According to the Sarin and O’Connor (2009) article, certain style and goal structures of team leaders have a strong influence on internal team dynamics. Based on your research within the article and textbook, as well as your own experience, what team leader management style would be most effective in leading a team in which you were a member?
Part 2: DeRue, Barnes, and Morgeson (2010) found that team leadership style effectiveness depended on the level of charisma exhibited by the leader. Drawing from the article and the textbook, have you ever worked for a charismatic leader? What style (coaching or directing) did that leader administer? Was he or she effective in leading you as part of the team?
Answer:
Part 1:
Participative leadership style would have been the best management style for our team which was working on a project to improve our e-commerce platform. With participative leadership style, team leaders have an opportunity to involve their team members in the decision-making process, consult their team members and ask for their inputs. Participative leadership generates a special type of trust that enables team members to take ownership and the responsibility of the project outcomes (DeRue et al., 2010).
An effective team management style has much impact on the internal dynamics of a team. Communication behaviors, collaboration and conflict resolution strategies are the key elements of the internal dynamics of a team. Communication involves the exchange of information between individuals working in a team. High communication quality and frequency have been associated with greater team performance and productivity. Collaboration is the extent to which individuals within a team work together to accomplish a particular task. Since a team is made of individuals with different perspectives and functional backgrounds, the probability of conflict is very high hence the need to incorporate conflict resolution strategies (DeRue et al., 2010).
Part 2:
According to (Sarin & O'Connor, 2009), a charismatic leader is the one who uses personal abilities to induce extraordinary influence on his followers. They are skilled at upgrading the performance of the team and seek radical reforms to accomplish the goals efficiently. I have been working for a charismatic leader for two years now.
He has been effective in leading our team since we promptly meet the goals and objectives of our team. Also, team members have high emotional attachment and involvement with him. Lastly, we experience high job satisfaction which is much essential in developing an effective team. This results in low-stress levels and low job burn out since members of the team have an opportunity to work by themselves without micro-managing.
Article 2:
Answers:
PART1
According to Sarin s. et al., (2009) a team leader is a person who has the most important role of creating a work environment inside a team who will not only motiva.
SOUTHERN CROSS UNIVERSITYSouthern Cross Business SchoolASSIGNM.docx
SOUTHERN CROSS UNIVERSITY
Southern Cross Business School
ASSIGNMENT COVER SHEET
For use with online submission of assignments for
MNG03217 – Leading and Managing people only
Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document.
Your assignments must be submitted as either Word documents, text documents with .rtf extension or as .pdf documents. If you wish tosubmit in any other file format please discuss this with your lecturer well before theassignment submission date.
Unit Name:
Leading and Managing People
Unit Code:
MNG03217
Student Name:
Student ID:
Local Tutor’s name:
Dr Brian Morris
Assignment No.:
2
Assignment Title:
Final Compilation
Due date:
31/07/2015
Date submitted:
31/07/2015
Declaration:
By including this form as part of the assignment document, it is declared that each member of the team has read and understood the Rules Relating to Awards (Rule 3 Section 18 – Academic Misconduct Including Plagiarism) as contained in the SCU Policy Library. Each member understands the penalties that apply for plagiarism and agree to be bound by these rules. The work the team is submitting electronically is entirely the work of members of the team.
Assignment 2: Part 1 (Chapter 10 - Leadership 2.0: Virtual Leadership)
.How would you lead this team of international employees and friends?
Through the adaption of principles of project management - in order to be able to establish a leadership role amongst the group it is first necessary to outline the mission/vision that is aimed to be achieved from the creation of the group. From this point, it is then ideal to establish and delegate tasks and role (i.e. as leader, I would establish myself as project manager) so everyone is clear of what they are responsible for and what is expected of them.
2. Is building “community” important in a virtual world? If so, what would you do to promote a sense of community among these team members?
In order to promote a sense of community among team members I would take the time to get to know each member of my team on a more personal level (i.e. their interests, motivations, what they aim to get out of working in the group) and advise that I am here for support and questions via mobile, Skype etc. as well as designating regular monthly times to undertake team meetings online and introduce everyone to each other as an icebreaker and face to face meetings where possible.
Response
Lynette, I certainly agree with you that communication is key, and certainly in your response to the first question that providing communication channels is vital when leading a team.
One of the very successful factors that I have witnessed as being part of a team is clear communication of the team goal and communication of individual responsibilities within the team in ensuring the goal is successfully achieved. We can certainly provide communication channels to promote.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Recommended
Organizational Development, OD, Intervention Process (from a case study)
The case involves a conflict between the HR and Finance departments that was impacting morale and productivity. To diagnose the issue, the consultant conducted interviews, an online survey, and a Myers-Briggs assessment. This revealed poor communication, assumptions about the other group, and a lack of understanding of different personalities. In a workshop intervention, the consultants provided feedback on the assessments, held breakout sessions to develop communication plans, and had the directors discuss their contributions to the conflict. The intervention improved perceptions and communications between the departments.
Organizational Change Consulting In unit one the discussio.docx
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
Team reflection
This document contains an individual self-reflection from a student on their public relations course. It includes assessments of their teamwork on assignments, their strengths and areas for improvement, and reflections on the class. The student rated themselves highly and found the group work beneficial, though it highlighted differences in work styles. They enjoyed applying concepts like crisis management and felt the textbook effectively covered material also taught in class. The student suggests starting team charters earlier to better understand teammates' work ethics.
SOCW 6070 WK 5 responses Respond to at least two colleagues by .docx
SOCW 6070 WK 5 responses: Respond to at least two colleagues by critiquing their short-term strategies individually for addressing the SPG case study.
CASE STUDY
Social Work Supervision, Leadership, and Administration: The Southeast Planning Group
The Southeast Planning Group (SPG) is an organization that was created in 2000 to facilitate the Office of Housing and Urban Development’s (HUD) Continuum of Care planning process. The key elements of the approach were strategic planning, data collection systems, and an inclusive process that involved clients and service providers. The fundamental components of the system are 1) outreach, intake, and assessment; 2) emergency shelter; 3) transitional housing; and 4) permanent housing and permanent supportive housing. The outreach, intake, and assessment component identifies an individual’s or family’s needs in order to connect them with the appropriate resources. Emergency shelter provides a safe alternative to living on the streets. Transitional housing provides supportive services such as recovery services and life skills training to help clients develop the skills necessary for permanent housing. The final component, permanent housing, works with clients to obtain long-term affordable housing.
SPG works with the local government; service providers; the faith, academic, and business communities; homeless and formerly homeless individuals; and concerned citizens in the designated service area. During the first 5 years of its existence, SPG was staffed by one part-time and four full-time staff members and oversight was provided by a 21-member board. SPG’s founding director was well respected and liked in the community. She was noted for her ability to bring stakeholders across sectors together and focus on the single mission of ending homelessness.
After serving 5 years, the executive director abruptly resigned amidst rumors that she was forced out by the board. Although she had been effective in bringing people together, there were concerns that the goals and objectives had not been met, and there was a lack of confidence in her ability to grow the organization. Approximately one month after her resignation, a new executive director was hired.
One of the new director’s first priorities was to reconfigure the structure of the organization in order to increase efficiency. As a result of the restructuring, two positions were eliminated. The people who were let go had been with the organization from the beginning, and similar to the previous director, they had strong ties to the community. Once the community and SPG’s partners learned about the changes, there was suspicion about the new leadership and the direction they wanted to take SPG. Stakeholders were split in their views of the changes—some agreed that they were necessary in order to advance the goals of the organization, while others felt the new leadership was “taking over” with a hidden agenda to promote its own self-interest.
I worked .
TEAM-DEVELOPMENT MODELHorace DillardHRM345 Building Effecti.docx
TEAM-DEVELOPMENT MODEL
Horace Dillard
HRM345: Building Effective Teams
Colorado Technical
July 25, 2015
Preparing the team to work together
Train the members on how to work together as a team
Design activities that will bring the team members together and help them know each other.
Build good relationship and trust among the team members.
Teach the team members about different styles of working together and conflict resolution skills.
Every team goes through a series of developmental stages as they set out to accomplish a particular task. Working in a team needs good planning and a lot of preparation in order to successfully accomplish a particular project or task . As a team leader, it is very important to prepare the team to work together before they embark on a particular task. The first thing I will do is to train the team members on the importance of teamwork and how to work together as a group. I will start by explaining the task ahead of them and make it clear to each team member that they are expected to work together to successfully finish the task. I will design and put in place activities that will help them to get to know each other so that they can learn to accommodate each other before they start working. I will build trust and good relationship among the team members by organizing in-person meetings and activities which will bring the members together and warm up their relationships. I will coach the team members about the various work styles that applies to team work and how resolve any conflicts that may arise in the course of work so as to prepare them to work and face any challenge together as a team (Maginn, 2004).
2
Training and development activities that build trust and productivity
Encourage open communication among the team members.
Hold trust building exercises to enhance team spirit.
Ensure the team has a shared goal and commitment.
Encourage regular interaction among the members.
Institute training programs to build competence of the members.
Trust is a driving force for the cooperation of members of any given team and therefore building trust between the team members is the first step to ensuring good performance the team. In order to ensure there is trust among the team members, I will encourage them to communicate openly and be willing to share ideas and information amongst themselves so that they can empower each other to work together as a team. I will hold trust building exercises to enhance team spirit which is a very important ingredient for the good performance of a team. I will make sure that every team member shares the common goal of the team and establish total commitment towards achievement of the goal. I will ensure that everybody in the team understands what is expected of them and what needs to be done at both team and personal levels. I will also encourage regular interaction between the members which will encourage them to share their experiences and have respect fo ...
Article 1Team LeadershipManagement StylePart 1 According to.docx
Article 1:
Team Leadership/Management Style
Part 1: According to the Sarin and O’Connor (2009) article, certain style and goal structures of team leaders have a strong influence on internal team dynamics. Based on your research within the article and textbook, as well as your own experience, what team leader management style would be most effective in leading a team in which you were a member?
Part 2: DeRue, Barnes, and Morgeson (2010) found that team leadership style effectiveness depended on the level of charisma exhibited by the leader. Drawing from the article and the textbook, have you ever worked for a charismatic leader? What style (coaching or directing) did that leader administer? Was he or she effective in leading you as part of the team?
Answer:
Part 1:
Participative leadership style would have been the best management style for our team which was working on a project to improve our e-commerce platform. With participative leadership style, team leaders have an opportunity to involve their team members in the decision-making process, consult their team members and ask for their inputs. Participative leadership generates a special type of trust that enables team members to take ownership and the responsibility of the project outcomes (DeRue et al., 2010).
An effective team management style has much impact on the internal dynamics of a team. Communication behaviors, collaboration and conflict resolution strategies are the key elements of the internal dynamics of a team. Communication involves the exchange of information between individuals working in a team. High communication quality and frequency have been associated with greater team performance and productivity. Collaboration is the extent to which individuals within a team work together to accomplish a particular task. Since a team is made of individuals with different perspectives and functional backgrounds, the probability of conflict is very high hence the need to incorporate conflict resolution strategies (DeRue et al., 2010).
Part 2:
According to (Sarin & O'Connor, 2009), a charismatic leader is the one who uses personal abilities to induce extraordinary influence on his followers. They are skilled at upgrading the performance of the team and seek radical reforms to accomplish the goals efficiently. I have been working for a charismatic leader for two years now.
He has been effective in leading our team since we promptly meet the goals and objectives of our team. Also, team members have high emotional attachment and involvement with him. Lastly, we experience high job satisfaction which is much essential in developing an effective team. This results in low-stress levels and low job burn out since members of the team have an opportunity to work by themselves without micro-managing.
Article 2:
Answers:
PART1
According to Sarin s. et al., (2009) a team leader is a person who has the most important role of creating a work environment inside a team who will not only motiva.
SOUTHERN CROSS UNIVERSITYSouthern Cross Business SchoolASSIGNM.docx
SOUTHERN CROSS UNIVERSITY
Southern Cross Business School
ASSIGNMENT COVER SHEET
For use with online submission of assignments for
MNG03217 – Leading and Managing people only
Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document.
Your assignments must be submitted as either Word documents, text documents with .rtf extension or as .pdf documents. If you wish tosubmit in any other file format please discuss this with your lecturer well before theassignment submission date.
Unit Name:
Leading and Managing People
Unit Code:
MNG03217
Student Name:
Student ID:
Local Tutor’s name:
Dr Brian Morris
Assignment No.:
2
Assignment Title:
Final Compilation
Due date:
31/07/2015
Date submitted:
31/07/2015
Declaration:
By including this form as part of the assignment document, it is declared that each member of the team has read and understood the Rules Relating to Awards (Rule 3 Section 18 – Academic Misconduct Including Plagiarism) as contained in the SCU Policy Library. Each member understands the penalties that apply for plagiarism and agree to be bound by these rules. The work the team is submitting electronically is entirely the work of members of the team.
Assignment 2: Part 1 (Chapter 10 - Leadership 2.0: Virtual Leadership)
.How would you lead this team of international employees and friends?
Through the adaption of principles of project management - in order to be able to establish a leadership role amongst the group it is first necessary to outline the mission/vision that is aimed to be achieved from the creation of the group. From this point, it is then ideal to establish and delegate tasks and role (i.e. as leader, I would establish myself as project manager) so everyone is clear of what they are responsible for and what is expected of them.
2. Is building “community” important in a virtual world? If so, what would you do to promote a sense of community among these team members?
In order to promote a sense of community among team members I would take the time to get to know each member of my team on a more personal level (i.e. their interests, motivations, what they aim to get out of working in the group) and advise that I am here for support and questions via mobile, Skype etc. as well as designating regular monthly times to undertake team meetings online and introduce everyone to each other as an icebreaker and face to face meetings where possible.
Response
Lynette, I certainly agree with you that communication is key, and certainly in your response to the first question that providing communication channels is vital when leading a team.
One of the very successful factors that I have witnessed as being part of a team is clear communication of the team goal and communication of individual responsibilities within the team in ensuring the goal is successfully achieved. We can certainly provide communication channels to promote.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Conflict Resolution Success Stories
Are you looking for a roadmap for resolving workplace conflict? Are you interested in knowing how other managers handle challenging conflicts? Would you benefit from hearing conflict resolution success stories? In this webinar, we will review 2-3 conflict resolution case studies (any identifying information will be disguised), including the nature of the conflict, the steps taken to resolve it, and the final outcome of the resolution. Participants will have the opportunity to ask questions throughout the presentation.
PEER RESPONSES WEEK 3 - DISCUSSION 1 .docx
This document contains two discussion posts from a student in an organizational development course. The first post evaluates three models of training evaluation: the CIPP model, Kaufman's five levels of evaluation, and CIRO. The second post discusses the characteristics of a learning organization and whether the student's organization exhibits those characteristics. Several classmates responded to each post, and references are made to the course textbook.
Running Head ORGANIZATIONAL MISSION AND LEADERSHIP PRACTICES1O.docx
This document discusses a case study involving an organization called West Clean that aims to address alcohol and drug abuse among youth in Baltimore. It proposes applying a transactional leadership style to provide incentives to youth to avoid drug use and dealing. Positive reinforcements like scholarships would reward youth for staying clean, while losing benefits would punish those who relapse. Cultural and political factors like distrust between the black community and white-run non-profits pose challenges to collaboration. Transactional leadership could use rewards and punishments to motivate youth to pursue education instead of drugs. However, socio-cultural barriers must also be addressed for effective collaboration between organizations.
Running Head ORGANIZATIONAL MISSION AND LEADERSHIP PRACTICES1O.docx
This document discusses a case study involving an organization called West Clean that aims to address alcohol and drug abuse among youth in Baltimore. It proposes using a transactional leadership style with positive and negative reinforcements to replace the benefits youth receive from drug use and dealing. Scholarships and accommodations could be offered to those who stay clean, while those who relapse could lose these benefits. However, collaboration faces challenges from socio-political factors like distrust from the predominantly black community towards outside organizations.
Directions for this assignmentAssessment DescriptionIn the t
Directions for this assignment
Assessment Description
In the templated assignments for Topics 1-3, you completed a majority of what will comprise the "Individual Development Plan" for your mentee. At this point, you will select two activities to implement with your mentee based on the list of proposed activities identified in the Topic 3 "Proposed Activities and Techniques" assignment submission.
The purpose of this assignment is to select and implement two activities to use with your mentee, document your use of them with your mentee, and then reflect on the mentee's progress. For this assignment, review the "IDP - Implementation of the Individual Development Plan" template, complete it, and submit it as directed. This template covers the following sections:
Selection of Activities
The two activities can be related to the same discipline or you can try and introduce separate activities that work on separate areas of growth. For example, if your mentee is working on listening skills, you can have the mentee create a written description of personal experiences with listening over the past few weeks. This would allow you to use techniques to redirect the mentee's listening behavior during certain experiences. In addition, you could task the mentee with the opportunity to engage in a listening activity with another coworker or friend. This scenario could utilize some of the techniques you provided based on results from the first activity.
Documentation of Applied Activities
You need to evaluate your current mentoring experience and apply activities that will benefit your learning experience and your mentee's mentoring experience. Include an evaluation of strategic activities they can employ in their current climate of learning and development within their organization.
You will have the next 2 weeks to complete this portion of your assignment. The activity can be a written requirement, physical requirement, or an activity that initiates a behavioral change over a predetermined timeframe. As your mentee is working through the activity, monitor the progress and utilize any coaching or mentoring techniques necessary to guide your mentee to be successful.
You must spend a minimum of 3 hours monitoring and working with your mentee for each activity. If you are in a location that prevents conducting the activity face-to-face, please use technology or additional resources to ensure you are providing a positive coaching and mentoring experience for your mentee.
Reflection on Progress and Meeting Long-Term Goals
Complete a 250–500-word reflection on the information you have obtained through the monitoring process. Be sure to identify your selected activities and include your rationale for selecting them based on the mentee's behavioral and/or skill goals. Address any circumstances that required flexibility or adaptability. Determine how the activities will also meet the mentee's long-term goals. This could consist of a performance indicator chart along ...
American Red Cross Field Report
The consulting team conducted interviews at the American Red Cross to address low employee morale. They found that a shift to a more corporate, metrics-driven culture conflicted with the humanitarian mission and created ambiguity. Recommendations included communicating the mission, increasing volunteer recruitment, standardized training, and redefining rewards to recognize both hard and soft performance. Short term fixes included communicating the mission and developing quick trainings, while long term strategies involved establishing strategic approaches, investing in employee development, and allocating more resources to recruiting.
IntroductionTeam Development ModelFrom .docx
Introduction
Team Development Model
From a personal perspective, I will use the forming, storming, norming, performing, and adjourning model of team development. Wright (2013) indicates that Bruce Tuckman developed this team development model and maintained that the five stages were important for team growth. Also, the phases can enable teams to face up to problems, to tackle and solve problems, to plan work, as well as to deliver results. During the forming stage, members get acquainted with one another and understand the scope of a project. They establish ground rules by finding out acceptable behaviors with respect to interpersonal relations and the project. The storming phase is marked with high level of internal conflict while the norming stage is characterized by close relationship development and group cohesiveness. Performing stage is associated with fully functional and acceptable team that aims to accomplish project goals. During adjourning phase, a team prepares for its disbandment.
1
Models of Team Development
5 Stages of Team Development
Forming
Storming
Norming
Performing
Adjourning
The Forming Phase, this is the initial phase. Teammates are introduced and take the time to understand the scope of the project they are undertaking. During this phase, ground rules are established, and acceptable behaviors are found. The Storming Phase, the second phase is known as the Storming Phase. This phase marks when defined roles are established for each team members. This phase is marked with a high level of internal conflict. The Norming Phase, the third phase in series is called the Norming Phase. During the Norming phase, the team is characterized by developing close relationships and working towards group cohesiveness. The Performing Phase, the fourth phase is the Performing Phase. The Performing phase is associated with the team being fully acceptable and functional to accomplish any goals within the project. The Adjourning Phase, the final stage in this model is the Adjourning Phase. In this final phase, a team prepares for adjourning or disbandment. If a team is able to form, storm, norm, and perform in the ways identified above, they are sure to benefit immensely and grow as a unit.
2
Preparation for the Team
First, I will establish ground rules for the team’s operations. To be effective, team members must be clear about how they work together. A team must have a common identity, share same values, goals, plus objectives. Great communication skills are required to instill that each member of the team is well informed. Ground rules will provide guidance for needed behaviors and expectations. Once the ground rules have been established and agreed upon, a team will define each member’s roles and responsibilities. Decision making is also an important aspect of teamwork. With this in mind, team members will determine decision making process and conflict resolution approach. Moreover, I will outline the tea ...
Leadership Skills 4.2
The document discusses methods for developing leadership skills through planning meetings, tasks, and communication. It notes that effective meeting planning involves circulating agendas, recognizing attendees, ensuring participation, controlling discussions, recording minutes, and planning follow-ups. Task planning focuses on evaluating timelines, prioritizing jobs, and preparing procedures. Effective communication involves follow-ups, involving third parties, and filtering unnecessary tasks.
How Strategic Human Resource Communications Influence Hiring Practice
This eBook chapter focuses on the best practices of HR Marketing Communications and provides case studies and references to help Human Resource professionals understand the importance and differences with various HR marketing communication tactics.
by Noria RaiFor every project, there will be different team me
The forming stage is when a team first comes together. The manager faces challenges in selecting the right team members with the proper technical skills for the project. Once selected, the team must establish relationships, roles, goals, and how they will work together. Building trust between the leader and members and among members themselves is crucial at this stage as the team develops. Lack of coordination, unclear expectations, and failure to choose experienced members can negatively impact the team.
This report is prepared as a requirement of the internship of MBA Program of ...
This document summarizes a report on the recruitment and selection procedures of Resource Integration Center (RIC), an NGO in Bangladesh. The author conducted interviews and observations over 3 months to understand RIC's human resources practices. Key findings include that RIC did not have detailed written policies for various positions, recruitment committees were inactive, and selection criteria were missing for some roles. The report aims to identify gaps and make recommendations to improve RIC's recruitment and selection procedures.
Assignment 1Assessing Group Process 4 Group Project GoalsAs .docx
Assignment 1:
Assessing Group Process 4: Group Project Goals
As a clinical social worker, evaluating the effectiveness of clinical strategies is an expectation of the NASW Code of Ethics (2017). Sometimes, clinical strategies and techniques that are effective in one setting may not work in another situation. It is important to understand what works and what doesn’t.
Also, self-assessment is an integral part of becoming a clinical social worker.
Make sure each question is outlines with the questions below, with their own references and in-text citations, and in their own separate sections in the order below.:
· Describe the strategy (assigned in Week 7) you implemented in your Group Project (in attachments).
· Describe the process and the level of difficulty/comfort you found in doing this Assignment. (Assignment was hard due to team members being really busy and having time to communicate on the project)
· Explain how this strategy may or may not have empowered or supported the group.
· Describe the progress of the group in completing the project/goal. (Group came together at the end was able to bring all their drafts into a compilation for edit and have a finished project. (Final Project is in attachments)
· At this point, the literature review and the advantages and disadvantages should be complete.
Group Process Assignments should integrate course concepts related to group process. Assignments should demonstrate critical thought when applying course material to your group experience. Support ideas in your Assignment with APA citations from this week's required resource (in attachments).
Required Resource (In attachments). Every other reference should be from 2013-2019.
Proudlock, S., & Wellman, N. (2011).
Solution
-focused groups: The results look promising. Counselling Psychology Review, 26(3), 45–55.
Assignment 2:
Putting Social Advocacy Skills into Action
Writing a proposal that functions as a focus of change is a significant part of being a social worker/policy advocate. This is your opportunity to use your advocacy skills to change and improve the lives of others.
In this Assignment, you write a proposal for some form of social advocacy that will seek to change a social, organizational, or legislative policy. The proposal may also involve advocacy for the amelioration of a social problem. The purpose of this assignment is to thoughtfully and thoroughly plan how you will advocate changing a social problem or policy that is of interest to you.
The policy practice/advocacy can take whatever form you wish and can be on any level: agency, community, state, or federal. You will submit a prospectus (3–4 pages) that describes the problem that is being addressed and the expected advocacy activities.
By Day 7
Submit your assignment.
Make sure that each question below is outlined separately with their own in-text citation and references. Be specific when describing the social problem or policy you would like to change and address the .
Discussion 2 Key Life Area Goals, Objectives, and Action PlansNow
Discussion 2: Key Life Area Goals, Objectives, and Action Plans
Now that you have submitted your completed Capstone Project, it is time to look back on your work and reflect through the creation of a brief slideshow presentation. This will also provide other class members with the opportunity to share their own work and garner new information from yours.
Assignment:
Respond to two of your colleagues’ PowerPoints that contain a perspective other than yours. Your response will typically be 2–3 paragraphs in length, as a general expectation.
· View Two (2) of Colleagues’ powerpoint presentation “See attachment”
· Share an insight about what you learned from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. (Note: This may be a great opportunity to help you think about passions you share with your colleagues who could become part of your Walden network.)
· Offer an example from your experience or observation that validates what your colleague discussed.
· Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader.
· Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness.
· Share how something your colleague discussed changed the way you consider your own leadership qualities.
· See Colleagues Powerpoint
· No plagiarism
1st Colleague – Jimena Patane
RE: Discussion 1: Research Paper Track - Week 7
Top of Form
Conclusion
The research shows that forgiveness is a skill that leads to resolving conflicts between people in organizations by preserving and strengthening the relationships. Strong relations lead to positive change, better levels of well-being, higher employee engagement, and profitability. Organizations should address the act of forgiveness as a way to promote collaboration and build trust with employees.
Forgiveness is a crucial component of effective conflict management and provides employees with psychological safety. Designing environments that not only reduce stress and anxiety but also foster relationships results in higher levels of engagement and productivity.
Ayoko (2008) describes the potential reactions and emotions people face during a conflict:
· Aggressive Emotions: Distrustful, resentful, angry
· Positive Receptive Emotions: Confident, curious, optimistic
· Avoidant Emotions: fearful, vulnerable, uncertain
The know-how to manage the process and feelings during conflict would help influence how relationships evolve in an organization.
Recommendation
The secret is in institutionalizing mechanisms to manage conflict effectively. Not to be confused with micromanaging employee relationships. It means to pay attention to our behaviors and talk about them. It means to train leaders and employees on how conflict is managed and why it is important to forgive, and the impact on the relationships and the workplace culture.
The recommendatio ...
REPORT ON ASSESSMENT DEVELOPMENT CENTRE
This document provides an introduction to an assessment development centre (ADC) study conducted at Madhya Gujarat Vij Company Limited. It explains that in today's competitive business environment, organizations must have competent managers to achieve their goals and gain strategic advantages. Assessment and development centres are important tools for human resource professionals to improve employee quality. The study aims to understand employee perceptions of the ADC process at Madhya Gujarat Vij Company Limited and its effectiveness. It includes a literature review on ADCs, an introduction to the company, and outlines the research methodology used in the study.
Employees training to prevent claims denials
The document discusses an employee training project to prevent insurance claims denials. Key points:
- The goal is to establish a denial management process to improve revenue by reducing denied claims through tracking, reporting, and staff education.
- Claims denials pose financial issues due to appeal costs and delayed reimbursement. An effective program can identify reasons for denial and improve processes.
- The project scope includes metrics, routing denied claims, identifying root causes, and educating clinical staff to minimize recurrences.
- Mandatory training will be provided by three trainers to educate employees and minimize denied claims affecting revenue. The training is scheduled for March 2nd.
Running Head TEAM DEVELOPMENT SESSION1TEAM DEVELOPMENT SESSI.docx
The document discusses a sales project for a class involving four components: identifying a sales professional to shadow, writing a sales call strategy report, conducting a sales call demonstration video, and evaluating sales call demonstrations. It provides detailed instructions for each component, with the first being to identify 10 potential contacts ("leads") who could connect the student to a sales professional to shadow. Students are encouraged to cold call organizations if they do not have personal contacts. The goal is to arrange a half-day shadowing experience with a sales professional by week 5 to inform the subsequent sales strategy report and role-play demonstration components.
TeamAdvantage_Culture Change at sanofi copy
Sanofi North America Pharmaceuticals implemented an initiative to change their organizational culture and improve employee engagement. They selected 25 internal "change agents" who received training to lead cultural change efforts from within. The change agents began by listening to employees and identifying issues. A survey found that employees felt drained, fearful of job loss, and frustrated with processes and decision making. The change agents then coached employees to participate in driving solutions to these issues. After one year, employee engagement improved dramatically from 61.6% to 90.4%, showing the success of the grassroots internal approach to cultural change.
TitleNameCourseDateTeacher’s NameRunning head.docx
Title
Name
Course
Date
Teacher’s Name
Running head: ORGANIZATIONAL STRUCTURE PRESENTATION ACTION PLAN,
1
ORGANIZATIONAL STRUCTURE PRESENTATION ACTION PLAN,
2
Organizational Structural Presentation Action Plan, Part II
The task for our project consisted of our team developing an action plan and determining our audience. Learning team B chose our selected audience to be a new diverse management team that will be over the Hispanic Senior Services. Our standpoint will be that of the board of directors. As board of directors, we would be speaking with them about ways to extend our long-term care services and come up with an action plan. The action plan must include methods to integrate management, administrative and health care services amongst the diverse clientele. The board of directors will propose how they want to coordinate those services into a cross-functional medical environment. In efforts to relate to the need outside of the facility, new changes must go into effect. Due to the expansion, certain positions inside and outside of the facility need to be filled by bilingual healthcare workers. The new Hispanic Senior Services team must consider how to hire and train several new employees. This new team will alleviate cultural and communication barriers. Each team member in learning team B has agreed to cover discussion statements and subtopics. Team B has modified the original plan, it is now called Action Plan II, and discloses what deliverables, challenges, and circumstances occurred while working on the new plan.
Define Each Team Members Deliverables
Team member April was responsible for discussing the steps involved in organizational planning and the functions of management. The information presented also had to include the steps used in the plan and implementation concerning the change within the organization. In addition, the discussion statements must reveal how those steps could be applied to the scenario. Team member Vanessa had to explain the effects of financial and human resource management control issues and address the subtopics that went with her discussion statement. Team member Stevee was responsible for organizational structure in communication and ethical issues in today’s health care organizations. Team member Chantle was responsible for explaining the propose strategies and methods needed to influence organizational change and to minimize conflict and address the subtopics listed.
What Worked Well For the Team?
Team member April suggested that what worked well was choosing who will take certain discussion statements early on in Action Plan I. Team member Vanessa Creekmore felt that one of the up sides was having a strong leader that kept everyone on track to get each part of the assignments in on time.
What Challenges Did the Team Encounter?
There were a few challenges. One of the first challenges for April was narrowing down the amount of information into a few slides. The chapters the class has been di ...
Title PageComment by Tanesha Holleman The title page should be .docx
Title Page Comment by Tanesha Holleman: “The title page should be brief but descriptive of the project. It should also include the date of completion/submission of the report, the author/s, and their association/organization.”
Title Comment by Tanesha Holleman: (Format the report – Margins - use one-inch for all pages – top/bottom and side margins.
Spacing – Double space the body of the report (all pages) - Single-space some elements, such as the entries in the references page and information in tables or other graphic components.
Headings - Use only first level headings.
Make sure to identify five applicable secondary business sources to support your findings.)
Make sure to select three direct quotes from three of the identified five secondary sources.
The sources should be used as three in-text citations (APA format) to support the findings.)
Prepared By:
October 2016
Executive Summary
Purpose and method of this report
Teamwork requires a set of interdependent activities, performed by individuals who collaborates with each other toward a common objective. Teams are expected to work expeditiously and efficiently with other members of the team to carry out the project, and precisely summarize the results in a report. The series of actions to achieve this result can be divided into three categories: the transition process, action processes, and interpersonal processes. The purpose of this report are to:
· Recommend ways that a team can facilitate effective team writing in a report.
· Determine the procedures and techniques by which team work gets done.
· Three approaches virtual teams can interact successfully increasing team effectiveness, while avoiding misunderstandings.
We each conducted a survey with our classmates to discover types of methods and structures needed for effective teamwork in writing a report. Such as: sharing files, scheduling meetings, communicating, relationship building, and brainstorming. Each team contained up to ten members selected from the University of Houston – Downtown.
Finding and conclusions
We used multiple respondents to ensure the study and research of our data were valid, and to over some common methods bias. Many of the respondents believed that effective teamwork requires that people work as a cohesive unit.
The result of this study shows that writing a compelling team report involves individuals to collaborate with others by concentrating their efforts in a common direction and achieving an outcome that can only be reached by working together. Individual members must learn how to coordinate their actions, and any strains and stresses in interpersonal relations need to be identified and resolved (Cannon-Bowers et al., 1995; Cohen & Bailey, 1997)
Recommendations for effective team writing on a report
1. According to Forsyth (2009), “Interpret and evaluate the team’s mission, including identifying of its main tasks as well as the operative environmental conditions and team ...
Relationship buliding
This document discusses strategies for building and improving union-management relationships. It outlines that both parties must acknowledge issues in the current relationship and accept shared responsibility for problems. Relationship-building requires commitment from leadership and a willingness to change behaviors. The document describes several processes that can be used, such as setting mutual objectives and joint actions through structured workshops. It emphasizes that for relationships to be sustained, both parties must develop new skills in communication and problem-solving, and be willing to change policies and environments that determine the relationship.
5 Tips for Creating Standard Financial Reports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
falcon-invoice-discounting-a-strategic-approach-to-optimize-investments
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Directions for this assignmentAssessment DescriptionIn the t
Directions for this assignment
Assessment Description
In the templated assignments for Topics 1-3, you completed a majority of what will comprise the "Individual Development Plan" for your mentee. At this point, you will select two activities to implement with your mentee based on the list of proposed activities identified in the Topic 3 "Proposed Activities and Techniques" assignment submission.
The purpose of this assignment is to select and implement two activities to use with your mentee, document your use of them with your mentee, and then reflect on the mentee's progress. For this assignment, review the "IDP - Implementation of the Individual Development Plan" template, complete it, and submit it as directed. This template covers the following sections:
Selection of Activities
The two activities can be related to the same discipline or you can try and introduce separate activities that work on separate areas of growth. For example, if your mentee is working on listening skills, you can have the mentee create a written description of personal experiences with listening over the past few weeks. This would allow you to use techniques to redirect the mentee's listening behavior during certain experiences. In addition, you could task the mentee with the opportunity to engage in a listening activity with another coworker or friend. This scenario could utilize some of the techniques you provided based on results from the first activity.
Documentation of Applied Activities
You need to evaluate your current mentoring experience and apply activities that will benefit your learning experience and your mentee's mentoring experience. Include an evaluation of strategic activities they can employ in their current climate of learning and development within their organization.
You will have the next 2 weeks to complete this portion of your assignment. The activity can be a written requirement, physical requirement, or an activity that initiates a behavioral change over a predetermined timeframe. As your mentee is working through the activity, monitor the progress and utilize any coaching or mentoring techniques necessary to guide your mentee to be successful.
You must spend a minimum of 3 hours monitoring and working with your mentee for each activity. If you are in a location that prevents conducting the activity face-to-face, please use technology or additional resources to ensure you are providing a positive coaching and mentoring experience for your mentee.
Reflection on Progress and Meeting Long-Term Goals
Complete a 250–500-word reflection on the information you have obtained through the monitoring process. Be sure to identify your selected activities and include your rationale for selecting them based on the mentee's behavioral and/or skill goals. Address any circumstances that required flexibility or adaptability. Determine how the activities will also meet the mentee's long-term goals. This could consist of a performance indicator chart along ...
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IntroductionTeam Development ModelFrom .docx
Introduction
Team Development Model
From a personal perspective, I will use the forming, storming, norming, performing, and adjourning model of team development. Wright (2013) indicates that Bruce Tuckman developed this team development model and maintained that the five stages were important for team growth. Also, the phases can enable teams to face up to problems, to tackle and solve problems, to plan work, as well as to deliver results. During the forming stage, members get acquainted with one another and understand the scope of a project. They establish ground rules by finding out acceptable behaviors with respect to interpersonal relations and the project. The storming phase is marked with high level of internal conflict while the norming stage is characterized by close relationship development and group cohesiveness. Performing stage is associated with fully functional and acceptable team that aims to accomplish project goals. During adjourning phase, a team prepares for its disbandment.
1
Models of Team Development
5 Stages of Team Development
Forming
Storming
Norming
Performing
Adjourning
The Forming Phase, this is the initial phase. Teammates are introduced and take the time to understand the scope of the project they are undertaking. During this phase, ground rules are established, and acceptable behaviors are found. The Storming Phase, the second phase is known as the Storming Phase. This phase marks when defined roles are established for each team members. This phase is marked with a high level of internal conflict. The Norming Phase, the third phase in series is called the Norming Phase. During the Norming phase, the team is characterized by developing close relationships and working towards group cohesiveness. The Performing Phase, the fourth phase is the Performing Phase. The Performing phase is associated with the team being fully acceptable and functional to accomplish any goals within the project. The Adjourning Phase, the final stage in this model is the Adjourning Phase. In this final phase, a team prepares for adjourning or disbandment. If a team is able to form, storm, norm, and perform in the ways identified above, they are sure to benefit immensely and grow as a unit.
2
Preparation for the Team
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Assignment 1Assessing Group Process 4 Group Project GoalsAs .docx
Assignment 1:
Assessing Group Process 4: Group Project Goals
As a clinical social worker, evaluating the effectiveness of clinical strategies is an expectation of the NASW Code of Ethics (2017). Sometimes, clinical strategies and techniques that are effective in one setting may not work in another situation. It is important to understand what works and what doesn’t.
Also, self-assessment is an integral part of becoming a clinical social worker.
Make sure each question is outlines with the questions below, with their own references and in-text citations, and in their own separate sections in the order below.:
· Describe the strategy (assigned in Week 7) you implemented in your Group Project (in attachments).
· Describe the process and the level of difficulty/comfort you found in doing this Assignment. (Assignment was hard due to team members being really busy and having time to communicate on the project)
· Explain how this strategy may or may not have empowered or supported the group.
· Describe the progress of the group in completing the project/goal. (Group came together at the end was able to bring all their drafts into a compilation for edit and have a finished project. (Final Project is in attachments)
· At this point, the literature review and the advantages and disadvantages should be complete.
Group Process Assignments should integrate course concepts related to group process. Assignments should demonstrate critical thought when applying course material to your group experience. Support ideas in your Assignment with APA citations from this week's required resource (in attachments).
Required Resource (In attachments). Every other reference should be from 2013-2019.
Proudlock, S., & Wellman, N. (2011).
Solution
-focused groups: The results look promising. Counselling Psychology Review, 26(3), 45–55.
Assignment 2:
Putting Social Advocacy Skills into Action
Writing a proposal that functions as a focus of change is a significant part of being a social worker/policy advocate. This is your opportunity to use your advocacy skills to change and improve the lives of others.
In this Assignment, you write a proposal for some form of social advocacy that will seek to change a social, organizational, or legislative policy. The proposal may also involve advocacy for the amelioration of a social problem. The purpose of this assignment is to thoughtfully and thoroughly plan how you will advocate changing a social problem or policy that is of interest to you.
The policy practice/advocacy can take whatever form you wish and can be on any level: agency, community, state, or federal. You will submit a prospectus (3–4 pages) that describes the problem that is being addressed and the expected advocacy activities.
By Day 7
Submit your assignment.
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Discussion 2 Key Life Area Goals, Objectives, and Action PlansNow
Discussion 2: Key Life Area Goals, Objectives, and Action Plans
Now that you have submitted your completed Capstone Project, it is time to look back on your work and reflect through the creation of a brief slideshow presentation. This will also provide other class members with the opportunity to share their own work and garner new information from yours.
Assignment:
Respond to two of your colleagues’ PowerPoints that contain a perspective other than yours. Your response will typically be 2–3 paragraphs in length, as a general expectation.
· View Two (2) of Colleagues’ powerpoint presentation “See attachment”
· Share an insight about what you learned from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. (Note: This may be a great opportunity to help you think about passions you share with your colleagues who could become part of your Walden network.)
· Offer an example from your experience or observation that validates what your colleague discussed.
· Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader.
· Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness.
· Share how something your colleague discussed changed the way you consider your own leadership qualities.
· See Colleagues Powerpoint
· No plagiarism
1st Colleague – Jimena Patane
RE: Discussion 1: Research Paper Track - Week 7
Top of Form
Conclusion
The research shows that forgiveness is a skill that leads to resolving conflicts between people in organizations by preserving and strengthening the relationships. Strong relations lead to positive change, better levels of well-being, higher employee engagement, and profitability. Organizations should address the act of forgiveness as a way to promote collaboration and build trust with employees.
Forgiveness is a crucial component of effective conflict management and provides employees with psychological safety. Designing environments that not only reduce stress and anxiety but also foster relationships results in higher levels of engagement and productivity.
Ayoko (2008) describes the potential reactions and emotions people face during a conflict:
· Aggressive Emotions: Distrustful, resentful, angry
· Positive Receptive Emotions: Confident, curious, optimistic
· Avoidant Emotions: fearful, vulnerable, uncertain
The know-how to manage the process and feelings during conflict would help influence how relationships evolve in an organization.
Recommendation
The secret is in institutionalizing mechanisms to manage conflict effectively. Not to be confused with micromanaging employee relationships. It means to pay attention to our behaviors and talk about them. It means to train leaders and employees on how conflict is managed and why it is important to forgive, and the impact on the relationships and the workplace culture.
The recommendatio ...
REPORT ON ASSESSMENT DEVELOPMENT CENTRE
This document provides an introduction to an assessment development centre (ADC) study conducted at Madhya Gujarat Vij Company Limited. It explains that in today's competitive business environment, organizations must have competent managers to achieve their goals and gain strategic advantages. Assessment and development centres are important tools for human resource professionals to improve employee quality. The study aims to understand employee perceptions of the ADC process at Madhya Gujarat Vij Company Limited and its effectiveness. It includes a literature review on ADCs, an introduction to the company, and outlines the research methodology used in the study.
Employees training to prevent claims denials
The document discusses an employee training project to prevent insurance claims denials. Key points:
- The goal is to establish a denial management process to improve revenue by reducing denied claims through tracking, reporting, and staff education.
- Claims denials pose financial issues due to appeal costs and delayed reimbursement. An effective program can identify reasons for denial and improve processes.
- The project scope includes metrics, routing denied claims, identifying root causes, and educating clinical staff to minimize recurrences.
- Mandatory training will be provided by three trainers to educate employees and minimize denied claims affecting revenue. The training is scheduled for March 2nd.
Running Head TEAM DEVELOPMENT SESSION1TEAM DEVELOPMENT SESSI.docx
The document discusses a sales project for a class involving four components: identifying a sales professional to shadow, writing a sales call strategy report, conducting a sales call demonstration video, and evaluating sales call demonstrations. It provides detailed instructions for each component, with the first being to identify 10 potential contacts ("leads") who could connect the student to a sales professional to shadow. Students are encouraged to cold call organizations if they do not have personal contacts. The goal is to arrange a half-day shadowing experience with a sales professional by week 5 to inform the subsequent sales strategy report and role-play demonstration components.
TeamAdvantage_Culture Change at sanofi copy
Sanofi North America Pharmaceuticals implemented an initiative to change their organizational culture and improve employee engagement. They selected 25 internal "change agents" who received training to lead cultural change efforts from within. The change agents began by listening to employees and identifying issues. A survey found that employees felt drained, fearful of job loss, and frustrated with processes and decision making. The change agents then coached employees to participate in driving solutions to these issues. After one year, employee engagement improved dramatically from 61.6% to 90.4%, showing the success of the grassroots internal approach to cultural change.
TitleNameCourseDateTeacher’s NameRunning head.docx
Title
Name
Course
Date
Teacher’s Name
Running head: ORGANIZATIONAL STRUCTURE PRESENTATION ACTION PLAN,
1
ORGANIZATIONAL STRUCTURE PRESENTATION ACTION PLAN,
2
Organizational Structural Presentation Action Plan, Part II
The task for our project consisted of our team developing an action plan and determining our audience. Learning team B chose our selected audience to be a new diverse management team that will be over the Hispanic Senior Services. Our standpoint will be that of the board of directors. As board of directors, we would be speaking with them about ways to extend our long-term care services and come up with an action plan. The action plan must include methods to integrate management, administrative and health care services amongst the diverse clientele. The board of directors will propose how they want to coordinate those services into a cross-functional medical environment. In efforts to relate to the need outside of the facility, new changes must go into effect. Due to the expansion, certain positions inside and outside of the facility need to be filled by bilingual healthcare workers. The new Hispanic Senior Services team must consider how to hire and train several new employees. This new team will alleviate cultural and communication barriers. Each team member in learning team B has agreed to cover discussion statements and subtopics. Team B has modified the original plan, it is now called Action Plan II, and discloses what deliverables, challenges, and circumstances occurred while working on the new plan.
Define Each Team Members Deliverables
Team member April was responsible for discussing the steps involved in organizational planning and the functions of management. The information presented also had to include the steps used in the plan and implementation concerning the change within the organization. In addition, the discussion statements must reveal how those steps could be applied to the scenario. Team member Vanessa had to explain the effects of financial and human resource management control issues and address the subtopics that went with her discussion statement. Team member Stevee was responsible for organizational structure in communication and ethical issues in today’s health care organizations. Team member Chantle was responsible for explaining the propose strategies and methods needed to influence organizational change and to minimize conflict and address the subtopics listed.
What Worked Well For the Team?
Team member April suggested that what worked well was choosing who will take certain discussion statements early on in Action Plan I. Team member Vanessa Creekmore felt that one of the up sides was having a strong leader that kept everyone on track to get each part of the assignments in on time.
What Challenges Did the Team Encounter?
There were a few challenges. One of the first challenges for April was narrowing down the amount of information into a few slides. The chapters the class has been di ...
Title PageComment by Tanesha Holleman The title page should be .docx
Title Page Comment by Tanesha Holleman: “The title page should be brief but descriptive of the project. It should also include the date of completion/submission of the report, the author/s, and their association/organization.”
Title Comment by Tanesha Holleman: (Format the report – Margins - use one-inch for all pages – top/bottom and side margins.
Spacing – Double space the body of the report (all pages) - Single-space some elements, such as the entries in the references page and information in tables or other graphic components.
Headings - Use only first level headings.
Make sure to identify five applicable secondary business sources to support your findings.)
Make sure to select three direct quotes from three of the identified five secondary sources.
The sources should be used as three in-text citations (APA format) to support the findings.)
Prepared By:
October 2016
Executive Summary
Purpose and method of this report
Teamwork requires a set of interdependent activities, performed by individuals who collaborates with each other toward a common objective. Teams are expected to work expeditiously and efficiently with other members of the team to carry out the project, and precisely summarize the results in a report. The series of actions to achieve this result can be divided into three categories: the transition process, action processes, and interpersonal processes. The purpose of this report are to:
· Recommend ways that a team can facilitate effective team writing in a report.
· Determine the procedures and techniques by which team work gets done.
· Three approaches virtual teams can interact successfully increasing team effectiveness, while avoiding misunderstandings.
We each conducted a survey with our classmates to discover types of methods and structures needed for effective teamwork in writing a report. Such as: sharing files, scheduling meetings, communicating, relationship building, and brainstorming. Each team contained up to ten members selected from the University of Houston – Downtown.
Finding and conclusions
We used multiple respondents to ensure the study and research of our data were valid, and to over some common methods bias. Many of the respondents believed that effective teamwork requires that people work as a cohesive unit.
The result of this study shows that writing a compelling team report involves individuals to collaborate with others by concentrating their efforts in a common direction and achieving an outcome that can only be reached by working together. Individual members must learn how to coordinate their actions, and any strains and stresses in interpersonal relations need to be identified and resolved (Cannon-Bowers et al., 1995; Cohen & Bailey, 1997)
Recommendations for effective team writing on a report
1. According to Forsyth (2009), “Interpret and evaluate the team’s mission, including identifying of its main tasks as well as the operative environmental conditions and team ...
Relationship buliding
This document discusses strategies for building and improving union-management relationships. It outlines that both parties must acknowledge issues in the current relationship and accept shared responsibility for problems. Relationship-building requires commitment from leadership and a willingness to change behaviors. The document describes several processes that can be used, such as setting mutual objectives and joint actions through structured workshops. It emphasizes that for relationships to be sustained, both parties must develop new skills in communication and problem-solving, and be willing to change policies and environments that determine the relationship.
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Running Head ORGANIZATIONAL MISSION AND LEADERSHIP PRACTICES1O.docx
Running Head ORGANIZATIONAL MISSION AND LEADERSHIP PRACTICES1O.docx
Running Head ORGANIZATIONAL MISSION AND LEADERSHIP PRACTICES1O.docx
Running Head ORGANIZATIONAL MISSION AND LEADERSHIP PRACTICES1O.docx
Directions for this assignmentAssessment DescriptionIn the t
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How Strategic Human Resource Communications Influence Hiring Practice
How Strategic Human Resource Communications Influence Hiring Practice
by Noria RaiFor every project, there will be different team me
by Noria RaiFor every project, there will be different team me
This report is prepared as a requirement of the internship of MBA Program of ...
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Assignment 1Assessing Group Process 4 Group Project GoalsAs .docx
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Discussion 2 Key Life Area Goals, Objectives, and Action PlansNow
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Running Head TEAM DEVELOPMENT SESSION1TEAM DEVELOPMENT SESSI.docx
Running Head TEAM DEVELOPMENT SESSION1TEAM DEVELOPMENT SESSI.docx
TitleNameCourseDateTeacher’s NameRunning head.docx
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Title PageComment by Tanesha Holleman The title page should be .docx
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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new law.pptx
- 2. Case study An HR Director asked us to help resolve conflict between the HR and Finance departments. While acknowledging that personality differences existed between the two Dept. Heads, the conflict also involved several team members in each department. The groups needed to interact on a variety of projects and poor communication was impacting morale and productivity. We interviewed each Director to understand their perspective about the conflict. We also interviewed a couple of key team members from each department. To gather further advance information for the meeting, we developed a short online survey for the two groups. Each person was asked to assess their group's performance and the performance of the other group on various communication topics. They were also asked to describe how they viewed themselves, how they viewed the other group, and how they felt the other group viewed them. The data from the mini survey was summarized and sent to members of both teams a couple of days prior to the meeting. All department members also completed an on line Myers Briggs assessment. The full day workshop began with a two-hour, Myers-Briggs communications workshop with all Department members. This helped people understand that all the preferences are needed to obtain best results and to appreciate the different preferences of their peers and leaders. We gave the information about how to communicate effectively with different types. The rest of the morning was spent reviewing the results of the survey and breaking into small, action planning teams with HR and Finance represented on each team. The groups were asked to look at the data from each group's perspective and then develop some specific plans to improve communications. The morning session was closed out by reassembling the entire group and asking each person to share something they personally planned to do to help improve future communications. In the afternoon, our facilitator met for a coaching .Directors were also asked to talk honestly about what their personal contributions to the conflict issues were and to brainstorm ways that they g session with just the two Directors. The survey data was reviewed with them and the morning workshop debriefed. The and the two groups could begin to improve their inter-group communications. The feedback on the workshop from the team members and the Directors was very positive. They felt that the honest discussions about communication issues would help them improve. We checked back with the Directors two months after the workshop and they indicated that inter-group communications had improved dramatically. They were pleased that each group's perceptions of the other group were now more positive as were their own understanding of each other. Based on the above case, answer the following questions: a. Explain the diagnosis process in this case and how it helps in the intervention. b. Describe the types of interventions which are used in the above case. c. In your opinion, what are the factors that may contribute to the conflict between the HR and Finance Departments? d. What are the factors that you need to consider when selecting the right intervention strategy?
- 3. Summary The case analyzes the integration related problems of two departments within an organization. The problem of personality and leadership along with effective communication From the case, the organization development consultant demonstrate how diagnostic methods are used in the diagnosis process and prepare or suitable intervention solution for both HR and finance departments. With the aid of instruments like survey, MBTI and access to technology, its helped the consultant to identify and smoothen overall intervention process.