This document discusses organizational goals and effectiveness. It begins by noting that organizational goals and effectiveness are important concepts in management theory and influence organizational performance. It then discusses some key issues regarding organizational goals, such as the fact that goals are often multiple and conflicting. The document also notes that public organizations' strategic plans emphasize goals and performance measures. However, assessing goals and effectiveness is complicated. The document reviews different models of organizational effectiveness developed by researchers. It concludes by discussing general complications with defining and assessing organizational goals and the implications this has for organizing and managing organizations.
Guidebook for PAD 502 Module Assessments 1 Objective of .docxwhittemorelucilla
Guidebook for PAD 502 Module Assessments 1
Objective of Module Assessments
During this course, you will complete an organizational learning assessment for a real-world organization.
Based on the breakdown of the course into four modules, this effort will proceed in four stages that
culminate in the production of a final report that should be of sufficient quality to share with the
organization.
In this guidebook, you will find the module assessment descriptions and an outline of the expectations for
each.
Selecting an Organization
One of the most important steps in a successful applied project such as this is the selection of the right
organization. I highly recommend that you select a current or past employer, or an organization with which
you serve as a volunteer. The chosen organization must be a public or nonprofit organization.
Communicating and engaging with the organization is a delicate process and influences project use. Please
be sensitive to the needs of the organization for example, in some cases, confidentiality, anonymity and
other issues may arise. When necessary, you should disguise the source of your project (unless the case is
drawn from public records) through use of appropriate pseudonyms. Confidentiality and the general
conduct of the project are entirely your responsibility, so proceed with caution and ethical care.
Please Note: Once you have selected an organization, please go into the Blackboard assignment tab for
week 3 and share the organization with Dr. Bland. In doing so, briefly state why you chose this organization
and discuss your access to the materials and information needed to complete this assignment.
Module 1 Assessment – Organizational Overview (50 Points)
The aim of the module 1 assessment is to get you started on this project and to get you into a frame of mind
that is analytical and begins to demonstrate an understanding of the value of organizational learning to the
organization being studied. This report should be no more than 6 double-spaced typewritten pages (APA
format) and include the following:
A brief account of the organization being investigated, providing sufficient information for the reader to
understand the nature of the organization and its context. This section should include relevant background
information as well as a clear statement of the focus of your case study. For example, it is appropriate to
provide information on the age, size, and history of the organization, the product or services it provides,
and the general nature of its environment.
Following this account, this assessment should demonstrate the value of organizational learning specifically
for your chosen organization and more broadly for good government. This is a critical dimension of your
paper and cannot be overemphasized. Recall that our objective in this course is always to demonstrate the
relevance of sound theory to real-world organizations. I ...
M3 Assignment 2 SubmissionAssignment Due December 5 at 1159 PazSilviapm
M3 Assignment 2 Submission
Assignment
Due December 5 at 11:59 PM
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local e ...
theme throughout this course has been that human and social services.docxsharondabriggs
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
A theme throughout this course has been that human and social servic.docxmakdul
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
Assignment 2 LASA 1 Assignment—The Leader as a Strategist Report.docxannrodgerson
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competito ...
Assignment 2 LASA 1 Assignment—The Leader as a Strategist ReportF.docxsteviesellars
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specificat.
Capstone Project Part V Action PlansA theme throughout this.docxannandleola
Capstone Project Part V: Action Plans
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is inte.
Guidebook for PAD 502 Module Assessments 1 Objective of .docxwhittemorelucilla
Guidebook for PAD 502 Module Assessments 1
Objective of Module Assessments
During this course, you will complete an organizational learning assessment for a real-world organization.
Based on the breakdown of the course into four modules, this effort will proceed in four stages that
culminate in the production of a final report that should be of sufficient quality to share with the
organization.
In this guidebook, you will find the module assessment descriptions and an outline of the expectations for
each.
Selecting an Organization
One of the most important steps in a successful applied project such as this is the selection of the right
organization. I highly recommend that you select a current or past employer, or an organization with which
you serve as a volunteer. The chosen organization must be a public or nonprofit organization.
Communicating and engaging with the organization is a delicate process and influences project use. Please
be sensitive to the needs of the organization for example, in some cases, confidentiality, anonymity and
other issues may arise. When necessary, you should disguise the source of your project (unless the case is
drawn from public records) through use of appropriate pseudonyms. Confidentiality and the general
conduct of the project are entirely your responsibility, so proceed with caution and ethical care.
Please Note: Once you have selected an organization, please go into the Blackboard assignment tab for
week 3 and share the organization with Dr. Bland. In doing so, briefly state why you chose this organization
and discuss your access to the materials and information needed to complete this assignment.
Module 1 Assessment – Organizational Overview (50 Points)
The aim of the module 1 assessment is to get you started on this project and to get you into a frame of mind
that is analytical and begins to demonstrate an understanding of the value of organizational learning to the
organization being studied. This report should be no more than 6 double-spaced typewritten pages (APA
format) and include the following:
A brief account of the organization being investigated, providing sufficient information for the reader to
understand the nature of the organization and its context. This section should include relevant background
information as well as a clear statement of the focus of your case study. For example, it is appropriate to
provide information on the age, size, and history of the organization, the product or services it provides,
and the general nature of its environment.
Following this account, this assessment should demonstrate the value of organizational learning specifically
for your chosen organization and more broadly for good government. This is a critical dimension of your
paper and cannot be overemphasized. Recall that our objective in this course is always to demonstrate the
relevance of sound theory to real-world organizations. I ...
M3 Assignment 2 SubmissionAssignment Due December 5 at 1159 PazSilviapm
M3 Assignment 2 Submission
Assignment
Due December 5 at 11:59 PM
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local e ...
theme throughout this course has been that human and social services.docxsharondabriggs
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
A theme throughout this course has been that human and social servic.docxmakdul
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
Assignment 2 LASA 1 Assignment—The Leader as a Strategist Report.docxannrodgerson
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competito ...
Assignment 2 LASA 1 Assignment—The Leader as a Strategist ReportF.docxsteviesellars
Assignment 2: LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specificat.
Capstone Project Part V Action PlansA theme throughout this.docxannandleola
Capstone Project Part V: Action Plans
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is inte.
LASA 1 Assignment—The Leader as a Strategist ReportFor this as.docxsleeperfindley
LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your .
For this assignment, you will choose an organization to analyze. Thirenatas0nie
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of? Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your j ...
[GB580 Strategic Management] 1 Unit 1 and .docxmayank272369
[GB580 | Strategic Management]
1
Unit 1 and Unit 2 Individual
Assignment
One key element of a successful strategic plan is its ability to prepare the organization
to weather and, indeed, to capitalize on the changes in the external environment in
which the organization exists.
Individuals face an equally challenging and rapidly changing environment that they must
plan for. The following excerpt from Friedman and Mandelbaum (2011) expresses these
new challenges.
Broadly speaking, today’s job market can be divided into three segments,
which are steadily collapsing into two. The first includes what are known as
nonroutine high-skilled jobs…
In the second category are routine middle-skilled jobs, involving a lot of
standardized repetitive tasks, of either the white-collar or blue-collar variety…
The third segment of the job market involves workers doing nonroutine low-
skilled jobs that have to be done in person or manually—in an office, a hospital, a
shopping center or restaurant, or at a specific construction site, factory, or
locale….
Putting all three categories together makes clear why the experts speak of job
market “polarization.” Nonroutine high-skilled work becomes, if anything, more
lucrative, depending on the overall economy. Nonroutine low-skilled work can
pay decently, depending on the local economy and how well that worker
performs. But white- and blue-collar routine work shrinks, gets squeezed on pay,
or just vanishes. The net result of the “rising demand for highly educated workers
performing abstract tasks and for less-educated workers performing ‘manual’ or
service tasks is the partial hollowing out or polarization of employment
opportunities,” conclude Katz and Autor. (pp. 75-78)
For the complete text, see: Friedman, T. L., & Mandelbaum, M. (2011). That used to be
us: How America fell behind in the world it invented and how we can come back. New
York: Farrar, Straus and Giroux.
Given this challenging outlook, we need to think of ourselves as our own company, as
You Inc., and we all need to plan a strategy to succeed in this changing and challenging
environment. Individuals need a strategic plan just as organizations do. To that end, we
are going to develop individual strategic plans during the next two units, using the tools
that are introduced here and in your readings.
[GB580 | Strategic Management]
2
Refer to the site http://www.QuickMBA.com/strategy/strategic-planning/ for an overview
of the process that you will use, as repeated below.
http://www.quickmba.com/strategy/strategic-planning/
[GB580 | Strategic Management]
3
The site includes additional details on each of these items. In addition, tools that you will
want to use are contained on the site: http://www.quickmba.com/strategy/
The learning outcomes addressed in this activity are: (1) Define what strategy means in
business and (2) Understand the strategy formulating pr ...
BBA 3201, Principles of Marketing 1 Course Description .docxJASS44
BBA 3201, Principles of Marketing 1
Course Description
Introduction to the functions of marketing, building on the influence of social, economic, ethical, legal, and technological
forces on marketing activities, and marketing in a socially responsible way around the globe. Features real-world
examples that show concepts in action and how marketers address today's marketing challenges.
Course Textbook
Perreault, W., Jr., Cannon, J., & McCarthy, J. (2015). Essentials of marketing: A marketing strategy planning approach
(14th ed.). New York, NY: McGraw-Hill.
Course Learning Outcomes
Upon completion of this course, students should be able to:
1. Discuss the importance of determining value proposition of the consumer.
2. Describe behaviors in marketing that impact social responsibility.
3. Describe the impact that changes in the external business environment have on an organization.
4. Explain how the marketing mix is used to reach the target market.
5. Describe the process of market segmentation leading to the identification of the target market.
6. Explain the importance of positioning as it relates to brand strategy leading to brand equity.
7. Examine pricing strategies utilized in an organization.
8. Examine distribution channels and the significance of supply chain management from the standpoint of marketing.
9. Discuss the significance of supply chain and logistics management in marketing.
10. Compare and contrast various factors that influence promotional strategies.
Credits
Upon completion of this course, the students will earn three (3) hours of college credit.
Course Structure
1. Unit Learning Outcomes: Each unit contains Learning Outcomes that specify the measurable skills and
knowledge students should gain upon completion of the unit.
2. Unit Lessons: Each unit contains a Unit Lesson, which discusses unit material.
3. Reading Assignments: Each unit contains Reading Assignments from one or more chapters from the textbook
or Online Library. Chapter presentations are provided in each unit study guide as Suggested Reading to aid
students in their course of study.
4. Discussion Boards: Discussion Boards are part of all CSU term courses. More information and specifications
can be found in the Student Resources link listed in the Course Menu bar.
5. Unit Assignments: Students are required to submit for grading Unit Assignments in each unit. Specific
information and instructions regarding these assignments are provided below. Grading rubrics are included with
each assignment. Specific information about accessing these rubrics is provided below
6. Ask the Professor: This communication forum provides you with an opportunity to ask your professor general or
course content related questions.
7. Student Break Room: This communication forum allows for casual conversation with your classmates.
BBA 3201, Principles of Marketing
Course Syllabus
BBA 3201, Prin ...
Capstone Project Part V Action Plans Natasha House, Inc.docxannandleola
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Feedback from Part 1 please read and look for typos and grammar!! .docxmglenn3
Feedback from Part 1 please read and look for typos and grammar!! 100 Authentic
· Attempts in-text citations and reference lists; APA style errors are noted throughout; Fails to use APAcitations when appropriate 3 times in document. (0.525 - 0.59)
12:13
· Attempts to presents company conclusion that emphasizes the purpose/significance of the analysis, the consequences of findings, and indicate the wider application derived from main points using course material and research to support the reasoning and conclusions but significant clarity or development is needed.
Instructions
Project 2: Internal Environmental Analysis/Strategy Analysis (Week 6)
NOTE: All submitted work is to be your original work (and only yours). You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in-text citations and an associated reference list only).
Purpose:
This project is the second of three projects. Students will perform an internal environmental analysis using the tools and concepts learned in the course to date. You will also draw from previous business courses to develop an understanding of how organizations develop and manage strategies to establish, safeguard and sustain its position in a competitive market.
Students also have the opportunity to review an organization’s objectives and goals and the key functional areas within the organization. Performing an internal environment analysis helps assess a firm’s internal resources and capabilities and plays a critical role in formulating strategy by identifying a firm’s strengths to capitalize on so that it can effectively overcome weaknesses.
Skill Building:
In this project, you are building many different skills including research, critical thinking, writing and developing analytical skills related to various financial analysis tools and strategy tools used in business.
Outcomes Met With This Project:
· utilize a set of useful analytical skills, tools, and techniques for analyzing a company strategically;
· integrate ideas, concepts, and theories from previously taken functional courses including, accounting, finance, market, business and human resource management;
· analyze and synthesize strengths, weaknesses, opportunities, and threats (SWOT) to generate, prioritize, and implement alternative strategies in order to revise a current plan or write a new plan and present a strategic plan.
Instructions:
Step 1: Research
In completing the report, students will use the chapters in the eBook as a guide and perform research on the company from Project 1 so that they can answer the required elements below in narrative form following the steps.
Library Resources
Y.
Assignment 2 Group-Level of Analysis – Portfolio ProjectDue Dat.docxsteviesellars
Assignment 2: Group-Level of Analysis – Portfolio Project
Due Date: [month, day, year], by midnight
Purpose:
To explore and understand the effect of group behavior, specifically cross-cultural team development and success, on organizational performance and effectiveness.
Related to the following course objective:
Successfully participate as a team member, lead teams, and manage independent teams to accomplish specific goals and objectives
Deliverable:
Portfolio comprised of two parts:
Part 1), OB research findings and professional data and information serving as the resource from which the presentation is created submitted as a comprehensive outline, and
Part 2), Prezi presentation. Go to
https://prezi.com/signup/public
to access and learn how to create your Prezi presentation. See Instruction 11 for graphic and media options to enhance Portfolio’s presentation portion of. Detailed Instructions below provide steps and directions for creating, packaging, and submitting your Portfolio.
Introduction to Assignment
For this group-level analysis assignment, you will wear the hat of a rising-star organizational behavior (OB) consultant. You will create a portfolio comprised of a Prezi presentation—Part 2, the major component—supported by Part 1, research findings from diverse OB publications and internet materials; a selected annotated list of professional knowledge, skills, and abilities and learning experiences relevant to group-level, particularly cross-cultural, team experience and success, including relevant networking, communities of practice, special interest groups, and professional associations; and recommendations for OB self- and team-assessment tools.
Case Study 2: Going Global: What Does it Take to Make Cross-cultural Teams Successful? will serve as the central organizing influence of your Portfolio. The case describes issues, problems, and challenges related to developing high-performing cross-cultural teams in an organization integrating new employees after an acquisition. The Portfolio’s overarching goal is to convince the client to hire you as an organizational change consultant. Portions of the Portfolio will reflect your actual work, management, and learning experience, when it exists. Other portions will represent reasoned, logical postulations where research and investigation of OB practitioner knowledge, skills, abilities, publications and other resources, and OB training, education, development, networks, and professional associations are used to flesh out what you determine will be a convincing proposal (presented as a Portfolio).
This project is designed around the following hypothetical situation:
You recently launched an organizational behavior consulting practice, specializing in cross-cultural group and team dynamics and problems. Having done an environmental scan, you know the competition for clients in your niche is stiff. Since the 2008 Recession a number of top-notch OB professionals have established consulting .
Swot AnalysisConduct SWOT analysis giving 5 points each fo.docxssuserf9c51d
Swot Analysis
Conduct SWOT analysis giving 5 points each for S, W,O,T as per descriptions below to help project
managers.
Strengths
1.
2.
3.
4.
5.
Weakness
1.
2.
3.
4.
5.
Opportunity
1.
2.
3.
4.
5.
Threats
1.
2.
3.
4.
5.
Project Charter
Date: <today’s date>
Project Title: <Title of your Project>
Project Start Date: 4 Jan 2016
Project End Date: < dura�on is 6 months, calculate the end date>
Budget Informa�on: $50000.00
Project Manager: < Name>, < Email>, <Telephone No>
Project Objec�ves:
⦁ Clear, concise reasoning for why the project is being performed
⦁ Clear, concise definition of what the project’s activities will entail
⦁ Brief description of primary deliverable(s)
⦁ Clear description of the project’s behefits to the organisation
⦁ Recognition and description of any limits that the project will not cover and address
Acceptance Criteria
⦁ Identification of specific factors against which the project can be compared to determine
success/failure
⦁ Identification of specific deliverables not only for class, but for the project as a whole
⦁ Agency-specific deliverables
⦁ Inclusion of due dates for the deliverables
⦁ Clear identification of milestone and milestone exit points
⦁ Factors should include a specific metrical comparison
Assumptions and Constraints
⦁ Any assumptions made during the course of the project
⦁ List of constraints that entail the limitations that are required to be addressed
Stakeholder List
Stakeholder
No
Name and Signature Role and
Responsibility
Position Contact
Information
1
2
3
4
5
6
7
Lessons Learned
⦁ Identification of pitfalls to be avoided, based on the student’s past experience
⦁ Evidence of thought as to what can and cannot affect the project in terms of how the project
will run
Charter Signoff
Communica�on Plan Template
Plan purpose – A brief description of why and how the plan was developed, and an overview of the
overall team communication philosophy. Also states types of communications planned, for lateral,
downward, and upward communication.
Change management – Description on how the team will handle changes in the project, whether it is in
terms of project scope, schedule, or resources. This includes how the team plans to communicate
changes as well as how the team plans to make decisions about changes.
Meeting agenda – Gives a brief overview of what the team plans to accomplish in each of its meetings,
how it documents goals and objectives for meetings, and defines and assigns actions for the team to
accomplish project objectives.
Stakeholder Information to
be shared
Frequency of
information
exchange
Location of
information
exchange
Purpose of
communication
Mechanism for
communication
Who What When Where Why How
BMGT 495 Strategic Management
Assignment 2: Internal Environmental Analysis/Strategy Analysis and Strategy Selection (Week 6)
Purpose: This assignment is the second of three assignments. Students will use the tools and concepts learned ...
Due Date [month, day, year], by midnightPurposeTo explore.docxtheresiarede
Due Date: [month, day, year], by midnight
Purpose:
To explore and understand the effect of group behavior, specifically cross-cultural team development and success, on organizational performance and effectiveness.
Related to the following course objective:
Successfully participate as a team member, lead teams, and manage independent teams to accomplish specific goals and objectives
Deliverable:
Portfolio comprised of two parts:
1. Part 1), OB research findings and professional data and information serving as the resource from which the presentation is created submitted as a comprehensive outline, and
2. Part 2), Prezi presentation. Go to
https://prezi.com/signup/public
to access and learn how to create your Prezi presentation. See Instruction 11 for graphic and media options to enhance Portfolio’s presentation portion of. Detailed Instructions below provide steps and directions for creating, packaging, and submitting your Portfolio.
Introduction to Assignment
For this group-level analysis assignment, you will wear the hat of a rising-star organizational behavior (OB) consultant. You will create a portfolio comprised of a Prezi presentation—Part 2, the major component—supported by Part 1, research findings from diverse OB publications and internet materials; a selected annotated list of professional knowledge, skills, and abilities and learning experiences relevant to group-level, particularly cross-cultural, team experience and success, including relevant networking, communities of practice, special interest groups, and professional associations; and recommendations for OB self- and team-assessment tools.
Case Study 2:
Going Global: What Does it Take to Make Cross-cultural Teams Successful?
will serve as the central organizing influence of your Portfolio. The case describes issues, problems, and challenges related to developing high-performing cross-cultural teams in an organization integrating new employees after an acquisition. The Portfolio’s overarching goal is to convince the client to hire you as an organizational change consultant. Portions of the Portfolio will reflect your actual work, management, and learning experience, when it exists. Other portions will represent reasoned, logical postulations where research and investigation of OB practitioner knowledge, skills, abilities, publications and other resources, and OB training, education, development, networks, and professional associations are used to flesh out what you determine will be a convincing proposal (presented as a Portfolio).
This project is designed around the following hypothetical situation:
You recently launched an organizational behavior consulting practice, specializing in cross-cultural group and team dynamics and problems. Having done an environmental scan, you know the competition for clients in your niche is stiff. Since the 2008 Recession a number of top-notch OB professionals have established consulting services targeting organ.
2 papers, looking for 2 for 1 deal. Will have another 15 page paper .docxjeanettehully
2 papers, looking for 2 for 1 deal. Will have another 15 page paper due in 3 weeks.
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategic audit together.
In this course so far you have conducted the following steps toward completing the capstone strategic audit:
Identified the organization for your report
Interviewed key mid-level and senior level managers
Created a market position analysis
Conducted an external environmental scan in preparation of your final report and presentation
Prepared a preliminary strategic audit
In this module you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. Your report should analyze the operating characteristics and assets of your business unit and categorize them as strengths or weaknesses in terms of enabling the business strategy (these will be inputs into a final SWOT analysis).
The internal environmental scan or organizational assessment should include the following:
Mission, Vision, and Values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy Clarification:
Assess the organization’s understanding of the business strategy through interviews with mid-level and senior managers. Assess their understanding and agreement of the business unit’s value proposition, market position, and competitive advantage (these are inputs from
M5: Assignment 1
).
Cultural Assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value Chain Analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of Findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differenti.
· Describe strategies to build rapport with inmates and offenders .docxgerardkortney
· Describe strategies to build rapport with inmates and offenders in a correctional treatment or supervision program.
· Describe the effect of group dynamics on facilitating programs.
· Describe techniques for establishing a therapeutic environment.
Generalist Case Management
Woodside and McClam
https://phoenix.vitalsource.com/books/9781483342047/pageid/44
https://phoenix.vitalsource.com/#/books/9781323128800
https://phoenix.vitalsource.com/#/books/9781483342047
https://phoenix.vitalsource.com/#/books/9781133795247
https://phoenix.vitalsource.com/#/books/1259760413
Use book and two outside sources.
At least 100 words per question
THANKS
1 The Role of the Correctional Counselor CHAPTER OBJECTIVES After reading this chapter, you will be able to: 1. Identify the functions and parameters of the counseling process. 2. Discuss the competing interests between security and counseling in the correctional counseling process. 3. Know common terms and concerns associated with custodial corrections. 4. Understand the role of the counselor as facilitator. 5. Identify the various personal characteristics associated with effective counselors. 6. Be aware of the impact that burnout can have on a counselor’s professional performance. 7. Identify the various means of training and supervision associated with counseling. PART ONE: A BRIEF INTRODUCTION TO COUNSELING AND CORRECTIONS There are many myths concerning the concept of counseling. Although the image of the counseling field has changed dramatically over the past two or three decades, much of society still views counseling and therapy as a mystic process reserved for those who lack the ability to handle life issues effectively. While the concept of counseling is often misunderstood, the problem is exacerbated when attempting to introduce the idea of correctional counseling. Therefore, the primary goal of this chapter is to provide a working definition of correctional counseling that includes descriptions of how and when it is carried out. In order to understand the concept of correctional counseling, however, the two words that derive the concept must first be defined: “corrections” and “counseling.” In addition, a concerted effort is made to identify the myriad of legal and ethical issues that pertain to counselors working with offenders. It is very difficult to identify a single starting point for the counseling profession. In essence, there were various movements occurring simultaneously that later evolved into what we now describe as counseling. One of the earliest connections to the origins of counseling took place in Europe during the Middle Ages (Brown & Srebalus, 2003). The primary objective was assisting individuals with career choices. This type of counseling service is usually described by the concept of “guidance.” In the late 1800s Wilhelm Wundt and G. Stanley Hall created two of the first known psychological laboratories aimed at studying and treating individuals with psychological and e.
· Debates continue regarding what constitutes an appropriate rol.docxgerardkortney
· Debates continue regarding what constitutes an appropriate role for the judiciary. Some argue that federal judges have become too powerful and that judges “legislate from the bench.”
1. What does it mean for a judge to be an activist?
2. What does it mean for a judge to be a restrainist?
· Although conservatives had long complained about the activism of liberal justices and judges, in recent years conservative judges and justices have been likely to overturn precedents and question the power of elected institutions of government.
3. When is judicial activism appropriate? Explain.
· To defenders of the right to privacy, it is implicitly embodied in the Constitution in the First, Fourth, Fifth, Ninth, and Fourteenth Amendments. To opponents, it is judge-made law because there is no explicit reference to it under the Constitution. The right to privacy dates back to at least 1890, when Boston attorneys Samuel Warren and Louis Brandeis equated it with the right to be left alone from journalists who engaged in yellow journalism.
4. In short, do you believe a right to privacy exists in the federal Constitution. Why or why not?
.
· Critical thinking paper · · · 1. A case study..docxgerardkortney
· Critical thinking paper
·
·
· 1.
A case study.
Deborah Shore, aged 45, works for a small corporation in the Research and Development department.
When she first became a member of the department 15 years ago, Deborah was an unusually creative and productive researcher; her efforts quickly resulted in raises and promotions within the department and earned her the respect of her colleagues. Now, Deborah finds herself less interested in doing research; she is no longer making creative contributions to her department, although she is making contributions to its administration.
She is still respected by the coworkers who have known her since she joined the firm, but not by her younger coworkers.
Analyze the case study from the psychoanalytic, learning, and contextual perspectives: how would a theorist from each perspective explain Deborah's development? Which perspective do you believe provides the most adequate explanation, and why?
2. Interview your mother (and grandmothers, if possible), asking about experiences with childbirth. Include your own experiences if you have had children. Write a paper summarizing these childbirth experiences and comparing them with the contemporary experiences described in the text.
3. Identify a "type" of parent (e.g., single parent, teenage parent, low-income parent, dual-career couple) who is most likely to be distressed because an infant has a "difficult" temperament. Explain why you believe that this type of parent would have particular problems with a difficult infant. Write an informational brochure for the selected type of parent. The brochure should include an explanation of temperament in general and of the difficult temperament in particular, and give suggestions for parents of difficult infants.
4. Plan an educational unit covering nutrition, health, and safety for use with preschoolers and kindergartners. Take into account young children's cognitive and linguistic characteristics. The project should include (1) an outline of the content of the unit; and (2) a description of how the content would be presented, given the intellectual abilities of preschoolers. For example, how long would each lesson be? What kinds of pictures or other audiovisual materials would be used? How would this content be integrated with the children's other activities in preschool or kindergarten?
5. Visit two day care centers and evaluate each center using the information from the text as a guide. Request a fee schedule from each center. Write a paper summarizing your evaluation of each center.
Note:
Unless you are an actual potential client of the center, contact the director beforehand to explain the actual purpose of the visit, obtain permission to visit, and schedule your visit so as to minimize disruption to the center's schedule.
6. Watch some children's television programs and advertising, examine some children's toys and their packaging, read some children's books, and listen to some children's recor.
· Coronel & Morris Chapter 7, Problems 1, 2 and 3
· Coronel & Morris Chapter 8, Problems 1 and 2
A People’s History of Modern Europe
“A fascinating journey across centuries towards the world as we experience it today. ... It is
the voice of the ordinary people, and women in particular, their ideas and actions, protests
and sufferings that have gone into the making of this alternative narrative.”
——Sobhanlal Datta Gupta, former Surendra Nath Banerjee
Professor of Political Science, University of Calcutta
“A history of Europe that doesn’t remove the Europeans. Here there are not only kings,
presidents and institutions but the pulse of the people and social organizations that shaped
Europe. A must-read.”
——Raquel Varela, Universidade Nova de Lisboa
“Lively and engaging. William A Pelz takes the reader through a thousand years of
European history from below. This is the not the story of lords, kings and rulers. It is the
story of the ordinary people of Europe and their struggles against those lords, kings and
rulers, from the Middle Ages to the present day. A fine introduction.”
——Francis King, editor, Socialist History
“This book is an exception to the rule that the winner takes all. It highlights the importance
of the commoners which often is only shown in the dark corners of mainstream history
books. From Hussites, Levellers and sans-culottes to the women who defended the Paris
Commune and the workers who occupied the shipyards during the Carnation revolution in
Portugal. The author gives them their deserved place in history just like Howard Zinn did
for the American people.”
——Sjaak van der Velden, International Institute of Social History, Amsterdam
“The author puts his focus on the lives and historical impact of those excluded from
power and wealth: peasants and serfs of the Middle Ages, workers during the Industrial
Revolution, women in a patriarchic order that transcended different eras. This focus not
only makes history relevant for contemporary debates on social justice, it also urges the
reader to develop a critical approach.”
——Ralf Hoffrogge, Ruhr-Universität Bochum
“An exciting story of generations of people struggling for better living conditions, and for
social and political rights. ... This story has to be considered now, when the very notions of
enlightenment, progress and social change are being questioned.”
——Boris Kagarlitsky, director of Institute for globalization studies and social
movements, Moscow, and author of From Empires to Imperialism
“A splendid antidote to the many European histories dominated by kings, businessmen
and generals. It should be on the shelves of both academics and activists ... A lively and
informative intellectual tour-de-force.”
——Marcel van der Linden, International Institute of Social History, Amsterdam
A People’s History
of Modern Europe
William A. Pelz
First published 2016 by Pluto Press
345 Archway Road, London N6 5AA
www.pluto.
· Complete the following problems from your textbook· Pages 378.docxgerardkortney
· Complete the following problems from your textbook:
· Pages 378–381: 10-1, 10-2, 10-16, and 10-20.
· Pages 443–444: 12-7 and 12-9.
· Page 469: 13-5.
· 10-1 How would each of the following scenarios affect a firm’s cost of debt, rd(1 − T); its cost of equity, rs; and its WACC? Indicate with a plus (+), a minus (−), or a zero (0) whether the factor would raise, lower, or have an indeterminate effect on the item in question. Assume for each answer that other things are held constant, even though in some instances this would probably not be true. Be prepared to justify your answer but recognize that several of the parts have no single correct answer. These questions are designed to stimulate thought and discussion.
Effect on
rd(1 − T)
rs
WACC
a. The corporate tax rate is lowered.
__
__
__
b. The Federal Reserve tightens credit.
__
__
__
c. The firm uses more debt; that is, it increases its debt ratio.
__
__
__
d. The dividend payout ratio is increased.
__
__
__
e. The firm doubles the amount of capital it raises during the year.
__
__
__
f. The firm expands into a risky new area.
__
__
__
g. The firm merges with another firm whose earnings are countercyclical both to those of the first firm and to the stock market.
__
__
__
h. The stock market falls drastically, and the firm’s stock price falls along with the rest.
__
__
__
i. Investors become more risk-averse.
__
__
__
j. The firm is an electric utility with a large investment in nuclear plants. Several states are considering a ban on nuclear power generation.
__
__
__
· 10-2 Assume that the risk-free rate increases, but the market risk premium
· 10-16COST OF COMMON EQUITY The Bouchard Company’s EPS was $6.50 in 2018, up from $4.42 in 2013. The company pays out 40% of its earnings as dividends, and its common stock sells for $36.00.
· a. Calculate the past growth rate in earnings. (Hint: This is a 5-year growth period.)
· b. The last dividend was D0 = 0.4($6.50) = $2.60. Calculate the next expected dividend, D1, assuming that the past growth rate continues.
· c. What is Bouchard’s cost of retained earnings, rs?
· 10-20WACC The following table gives Foust Company’s earnings per share for the last 10 years. The common stock, 7.8 million shares outstanding, is now (1/1/19) selling for $65.00 per share. The expected dividend at the end of the current year (12/31/19) is 55% of the 2018 EPS. Because investors expect past trends to continue, g may be based on the historical earnings growth rate. (Note that 9 years of growth are reflected in the 10 years of data.)
The current interest rate on new debt is 9%; Foust’s marginal tax rate is 40%, and its target capital structure is 40% debt and 60% equity.
· a. Calculate Foust’s after-tax cost of debt and common equity. Calculate the cost of equity as rs = D1/P0 + g.
· b. Find Foust’s WACC
· 12-7SCENARIO ANALYSIS Huang Industries is considering a proposed project whose estimated NPV is $12 million. This estimate assumes that economic conditions wi.
· Consider how different countries approach aging. As you consid.docxgerardkortney
· Consider how different countries approach aging. As you consider different countries, think about the following:
o Do older adults live with their children, or are they more likely to live in a nursing home?
o Are older adults seen as wise individuals to be respected and revered, or are they a burden to their family and to society?
· Next, select two different countries and compare and contrast their approaches to aging.
· Post and identify each of the countries you selected. Then, explain two similarities and two differences in how the countries approach aging. Be specific and provide examples. Use proper APA format and citation. LSW10
.
· Clarifying some things on the Revolution I am going to say som.docxgerardkortney
· Clarifying some things on the Revolution
I am going to say something, and I want you to hear me.
I am a scholar of the Revolution. That's the topic of my dissertation. Please believe me when I say that I know a lot about it.
I also happen to know--and this is well-supported by historians--that the Revolution was a civil war in which, for the first several years, Revolutionaries and Loyalists were evenly matched.
I will repeat that. Evenly matched. Loyalists were not merely too cowardly to fight, and they were not old fogies who hated the idea of freedom. Most had been in the Colonies for generations. Many of them took up arms for their King and their country. And when they lost, you confiscated their homes and they fled with the clothes on their back to Canada, England, and other places of the Empire. Both sides--both sides--committed unspeakable atrocities against civilians whom they disagreed with.
Now, a lot of you love to repeat some very fervent patriotic diatribe about how great the Revolution was. That's not history. That's propaganda. Know the difference.
History has shades of gray. History is complex and ambiguous. Washington, for instance, wore dentures made from the teeth of his slaves. Benjamin Franklin's son was the last royal governor of New Jersey. Did you know that the net tax rate for Americans--they always conveniently leave this out of the textbooks--was between 1.9 and 2.1%, depending on colony.? And that was if they had paid the extra taxes on tea and paper.
And, wait for it, people who support California independence use the same logic and arguments as they did in 1775. Did you know that the Los Angeles and Washington are only a few hundred miles closer than Boston and London? That many of the same issues, point by point, are repeating here in California? So put yourself in those shoes. How many of you would have sided with the Empire (whether American or British) based on the fact that you don't know how this will shake out? Would you call someone who supports Calexit a Patriot? Revolutionary? Nutcase? Who gets to own that word, anyway?
You can choose that you would have supported the revolutionaries--but think. Think about the other side. They matter, and their experiences got to be cleansed out of history to make you feel better about the way the revolutionaries behaved during the War. Acknowledge that they are there, and that their point of view has merit, even if you not agree with it.
· Clarifying Unit III's assignment
I have noticed a few consistent problems with the letter in the Unit III issue. Here are some pointers to make it better.
1. Read the clarifying note I wrote above. Note that the taxes aren't actually as high as you have been led to believe, but the point is that they should not be assigned at all without your consent.
2. Acknowledge that this is a debate, that a certain percentage are radicalized for independence, but there are is also a law-and-order group who find this horrific, and want .
· Chapter 9 – Review the section on Establishing a Security Cultur.docxgerardkortney
· Chapter 9 – Review the section on Establishing a Security Culture. Review the methods to reduce the chances of a cyber threat noted in the textbook. Research other peer-reviewed source and note additional methods to reduce cyber-attacks within an organization.
· Chapter 10 – Review the section on the IT leader in the digital transformation era. Note how IT professionals and especially leaders must transform their thinking to adapt to the constantly changing organizational climate. What are some methods or resources leaders can utilize to enhance their change attitude?
.
· Chapter 10 The Early Elementary Grades 1-3The primary grades.docxgerardkortney
· Chapter 10: The Early Elementary Grades: 1-3
The primary grades are grades 1-3.
Although educational reform has had an effect on all children, it is most apparent in the early elementary years. Reform and change comes from a number of sources and the chapter begins by reminding you of this. Let’s examine a few of these sources...
Diversity. There has been a rise in the number of racial and ethnic minority students enrolled in the nation's public schools; this number will (most likely) continue to rise. Teaching children from different cultures and backgrounds is an important piece to account for when planning curriculum.
Standards. Standards is a reason for reform. We've already looked at standards; these are something you must keep in mind when planning lessons.
Data-Driven Instruction may sound new, but it is not a new concept to you. We’ve done a great deal of discussing the outcomes of test-taking and assessments. You've probably all heard "teaching to the test."
Technology. Today’s students have had much experience with technology, therefore, it’s important to provide them with opportunities to learn with technology. It may take a while for you to be creative and think of ways to use it in your teaching (if you haven’ t been).
Health and Wellness. Obesity is a major concern in this country. Therefore, it is important to make sure that children have the opportunity to be active. Unfortunately, due to the pressure of academics, many schools have been taking physical education/activity time out of the curriculum.
Violence: One issue that I notice this new edition of the text has excluded is violence. However, I think that this topic is important; we need to keep children safe when they are at school. As a result of 9/11 (and, not to mention that many violent events have happened on school campuses in recent years), many school districts now have an emergency system in place that they can easily use if there is any type of incident in which the children’s safety is at risk.
WHAT ARE CHILDREN IN GRADES ONE TO THREE LIKE?
Your text explains that the best way to think of a child’s development during this time is: slow and steady. During this stage, there is not much difference between boys and girls when it comes to physical capabilities. Although it is always important to not stereotype based on one’s gender, it is especially important during these years. These children are also entering into their "tween" years, thus; being sensitive to the children's and parents' needs in regards to such changes is important.
It is important to remember that children in the primary grades are in the Concrete Operations Stage. This stage is children ages 7 to 12. The term operation refers to an action that can be carried out in thought as well as executed materially and that is mentally and physically reversible.
These children are at an age in which they can compare their abilities to their peers. And, therefore, children may develop learned helplessnes.
LASA 1 Assignment—The Leader as a Strategist ReportFor this as.docxsleeperfindley
LASA 1 Assignment—The Leader as a Strategist Report
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your .
For this assignment, you will choose an organization to analyze. Thirenatas0nie
For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.
As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:
An analysis of the strategic cascade of the organization
This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
What is the target market (target customer)?
What is your organization's value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
A strengths, weaknesses, opportunities, and threats (SWOT) analysis
A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).
Some primer questions for the SWOT analysis include the following:
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others cannot?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's unique selling proposition (USP)?
Weaknesses
What aspects of your product or service could you improve?
What market segments or competitive areas should you avoid?
What are people in your market likely to see as weaknesses?
What factors can make you lose sales?
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of? Useful opportunities can come from such things as the following:
Changes in technology and markets on both a broad and narrow scale
Changes in government policy related to your field
Changes in social patterns, population profiles, lifestyle changes, and so on
Local events
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your j ...
[GB580 Strategic Management] 1 Unit 1 and .docxmayank272369
[GB580 | Strategic Management]
1
Unit 1 and Unit 2 Individual
Assignment
One key element of a successful strategic plan is its ability to prepare the organization
to weather and, indeed, to capitalize on the changes in the external environment in
which the organization exists.
Individuals face an equally challenging and rapidly changing environment that they must
plan for. The following excerpt from Friedman and Mandelbaum (2011) expresses these
new challenges.
Broadly speaking, today’s job market can be divided into three segments,
which are steadily collapsing into two. The first includes what are known as
nonroutine high-skilled jobs…
In the second category are routine middle-skilled jobs, involving a lot of
standardized repetitive tasks, of either the white-collar or blue-collar variety…
The third segment of the job market involves workers doing nonroutine low-
skilled jobs that have to be done in person or manually—in an office, a hospital, a
shopping center or restaurant, or at a specific construction site, factory, or
locale….
Putting all three categories together makes clear why the experts speak of job
market “polarization.” Nonroutine high-skilled work becomes, if anything, more
lucrative, depending on the overall economy. Nonroutine low-skilled work can
pay decently, depending on the local economy and how well that worker
performs. But white- and blue-collar routine work shrinks, gets squeezed on pay,
or just vanishes. The net result of the “rising demand for highly educated workers
performing abstract tasks and for less-educated workers performing ‘manual’ or
service tasks is the partial hollowing out or polarization of employment
opportunities,” conclude Katz and Autor. (pp. 75-78)
For the complete text, see: Friedman, T. L., & Mandelbaum, M. (2011). That used to be
us: How America fell behind in the world it invented and how we can come back. New
York: Farrar, Straus and Giroux.
Given this challenging outlook, we need to think of ourselves as our own company, as
You Inc., and we all need to plan a strategy to succeed in this changing and challenging
environment. Individuals need a strategic plan just as organizations do. To that end, we
are going to develop individual strategic plans during the next two units, using the tools
that are introduced here and in your readings.
[GB580 | Strategic Management]
2
Refer to the site http://www.QuickMBA.com/strategy/strategic-planning/ for an overview
of the process that you will use, as repeated below.
http://www.quickmba.com/strategy/strategic-planning/
[GB580 | Strategic Management]
3
The site includes additional details on each of these items. In addition, tools that you will
want to use are contained on the site: http://www.quickmba.com/strategy/
The learning outcomes addressed in this activity are: (1) Define what strategy means in
business and (2) Understand the strategy formulating pr ...
BBA 3201, Principles of Marketing 1 Course Description .docxJASS44
BBA 3201, Principles of Marketing 1
Course Description
Introduction to the functions of marketing, building on the influence of social, economic, ethical, legal, and technological
forces on marketing activities, and marketing in a socially responsible way around the globe. Features real-world
examples that show concepts in action and how marketers address today's marketing challenges.
Course Textbook
Perreault, W., Jr., Cannon, J., & McCarthy, J. (2015). Essentials of marketing: A marketing strategy planning approach
(14th ed.). New York, NY: McGraw-Hill.
Course Learning Outcomes
Upon completion of this course, students should be able to:
1. Discuss the importance of determining value proposition of the consumer.
2. Describe behaviors in marketing that impact social responsibility.
3. Describe the impact that changes in the external business environment have on an organization.
4. Explain how the marketing mix is used to reach the target market.
5. Describe the process of market segmentation leading to the identification of the target market.
6. Explain the importance of positioning as it relates to brand strategy leading to brand equity.
7. Examine pricing strategies utilized in an organization.
8. Examine distribution channels and the significance of supply chain management from the standpoint of marketing.
9. Discuss the significance of supply chain and logistics management in marketing.
10. Compare and contrast various factors that influence promotional strategies.
Credits
Upon completion of this course, the students will earn three (3) hours of college credit.
Course Structure
1. Unit Learning Outcomes: Each unit contains Learning Outcomes that specify the measurable skills and
knowledge students should gain upon completion of the unit.
2. Unit Lessons: Each unit contains a Unit Lesson, which discusses unit material.
3. Reading Assignments: Each unit contains Reading Assignments from one or more chapters from the textbook
or Online Library. Chapter presentations are provided in each unit study guide as Suggested Reading to aid
students in their course of study.
4. Discussion Boards: Discussion Boards are part of all CSU term courses. More information and specifications
can be found in the Student Resources link listed in the Course Menu bar.
5. Unit Assignments: Students are required to submit for grading Unit Assignments in each unit. Specific
information and instructions regarding these assignments are provided below. Grading rubrics are included with
each assignment. Specific information about accessing these rubrics is provided below
6. Ask the Professor: This communication forum provides you with an opportunity to ask your professor general or
course content related questions.
7. Student Break Room: This communication forum allows for casual conversation with your classmates.
BBA 3201, Principles of Marketing
Course Syllabus
BBA 3201, Prin ...
Capstone Project Part V Action Plans Natasha House, Inc.docxannandleola
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Feedback from Part 1 please read and look for typos and grammar!! .docxmglenn3
Feedback from Part 1 please read and look for typos and grammar!! 100 Authentic
· Attempts in-text citations and reference lists; APA style errors are noted throughout; Fails to use APAcitations when appropriate 3 times in document. (0.525 - 0.59)
12:13
· Attempts to presents company conclusion that emphasizes the purpose/significance of the analysis, the consequences of findings, and indicate the wider application derived from main points using course material and research to support the reasoning and conclusions but significant clarity or development is needed.
Instructions
Project 2: Internal Environmental Analysis/Strategy Analysis (Week 6)
NOTE: All submitted work is to be your original work (and only yours). You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in-text citations and an associated reference list only).
Purpose:
This project is the second of three projects. Students will perform an internal environmental analysis using the tools and concepts learned in the course to date. You will also draw from previous business courses to develop an understanding of how organizations develop and manage strategies to establish, safeguard and sustain its position in a competitive market.
Students also have the opportunity to review an organization’s objectives and goals and the key functional areas within the organization. Performing an internal environment analysis helps assess a firm’s internal resources and capabilities and plays a critical role in formulating strategy by identifying a firm’s strengths to capitalize on so that it can effectively overcome weaknesses.
Skill Building:
In this project, you are building many different skills including research, critical thinking, writing and developing analytical skills related to various financial analysis tools and strategy tools used in business.
Outcomes Met With This Project:
· utilize a set of useful analytical skills, tools, and techniques for analyzing a company strategically;
· integrate ideas, concepts, and theories from previously taken functional courses including, accounting, finance, market, business and human resource management;
· analyze and synthesize strengths, weaknesses, opportunities, and threats (SWOT) to generate, prioritize, and implement alternative strategies in order to revise a current plan or write a new plan and present a strategic plan.
Instructions:
Step 1: Research
In completing the report, students will use the chapters in the eBook as a guide and perform research on the company from Project 1 so that they can answer the required elements below in narrative form following the steps.
Library Resources
Y.
Assignment 2 Group-Level of Analysis – Portfolio ProjectDue Dat.docxsteviesellars
Assignment 2: Group-Level of Analysis – Portfolio Project
Due Date: [month, day, year], by midnight
Purpose:
To explore and understand the effect of group behavior, specifically cross-cultural team development and success, on organizational performance and effectiveness.
Related to the following course objective:
Successfully participate as a team member, lead teams, and manage independent teams to accomplish specific goals and objectives
Deliverable:
Portfolio comprised of two parts:
Part 1), OB research findings and professional data and information serving as the resource from which the presentation is created submitted as a comprehensive outline, and
Part 2), Prezi presentation. Go to
https://prezi.com/signup/public
to access and learn how to create your Prezi presentation. See Instruction 11 for graphic and media options to enhance Portfolio’s presentation portion of. Detailed Instructions below provide steps and directions for creating, packaging, and submitting your Portfolio.
Introduction to Assignment
For this group-level analysis assignment, you will wear the hat of a rising-star organizational behavior (OB) consultant. You will create a portfolio comprised of a Prezi presentation—Part 2, the major component—supported by Part 1, research findings from diverse OB publications and internet materials; a selected annotated list of professional knowledge, skills, and abilities and learning experiences relevant to group-level, particularly cross-cultural, team experience and success, including relevant networking, communities of practice, special interest groups, and professional associations; and recommendations for OB self- and team-assessment tools.
Case Study 2: Going Global: What Does it Take to Make Cross-cultural Teams Successful? will serve as the central organizing influence of your Portfolio. The case describes issues, problems, and challenges related to developing high-performing cross-cultural teams in an organization integrating new employees after an acquisition. The Portfolio’s overarching goal is to convince the client to hire you as an organizational change consultant. Portions of the Portfolio will reflect your actual work, management, and learning experience, when it exists. Other portions will represent reasoned, logical postulations where research and investigation of OB practitioner knowledge, skills, abilities, publications and other resources, and OB training, education, development, networks, and professional associations are used to flesh out what you determine will be a convincing proposal (presented as a Portfolio).
This project is designed around the following hypothetical situation:
You recently launched an organizational behavior consulting practice, specializing in cross-cultural group and team dynamics and problems. Having done an environmental scan, you know the competition for clients in your niche is stiff. Since the 2008 Recession a number of top-notch OB professionals have established consulting .
Swot AnalysisConduct SWOT analysis giving 5 points each fo.docxssuserf9c51d
Swot Analysis
Conduct SWOT analysis giving 5 points each for S, W,O,T as per descriptions below to help project
managers.
Strengths
1.
2.
3.
4.
5.
Weakness
1.
2.
3.
4.
5.
Opportunity
1.
2.
3.
4.
5.
Threats
1.
2.
3.
4.
5.
Project Charter
Date: <today’s date>
Project Title: <Title of your Project>
Project Start Date: 4 Jan 2016
Project End Date: < dura�on is 6 months, calculate the end date>
Budget Informa�on: $50000.00
Project Manager: < Name>, < Email>, <Telephone No>
Project Objec�ves:
⦁ Clear, concise reasoning for why the project is being performed
⦁ Clear, concise definition of what the project’s activities will entail
⦁ Brief description of primary deliverable(s)
⦁ Clear description of the project’s behefits to the organisation
⦁ Recognition and description of any limits that the project will not cover and address
Acceptance Criteria
⦁ Identification of specific factors against which the project can be compared to determine
success/failure
⦁ Identification of specific deliverables not only for class, but for the project as a whole
⦁ Agency-specific deliverables
⦁ Inclusion of due dates for the deliverables
⦁ Clear identification of milestone and milestone exit points
⦁ Factors should include a specific metrical comparison
Assumptions and Constraints
⦁ Any assumptions made during the course of the project
⦁ List of constraints that entail the limitations that are required to be addressed
Stakeholder List
Stakeholder
No
Name and Signature Role and
Responsibility
Position Contact
Information
1
2
3
4
5
6
7
Lessons Learned
⦁ Identification of pitfalls to be avoided, based on the student’s past experience
⦁ Evidence of thought as to what can and cannot affect the project in terms of how the project
will run
Charter Signoff
Communica�on Plan Template
Plan purpose – A brief description of why and how the plan was developed, and an overview of the
overall team communication philosophy. Also states types of communications planned, for lateral,
downward, and upward communication.
Change management – Description on how the team will handle changes in the project, whether it is in
terms of project scope, schedule, or resources. This includes how the team plans to communicate
changes as well as how the team plans to make decisions about changes.
Meeting agenda – Gives a brief overview of what the team plans to accomplish in each of its meetings,
how it documents goals and objectives for meetings, and defines and assigns actions for the team to
accomplish project objectives.
Stakeholder Information to
be shared
Frequency of
information
exchange
Location of
information
exchange
Purpose of
communication
Mechanism for
communication
Who What When Where Why How
BMGT 495 Strategic Management
Assignment 2: Internal Environmental Analysis/Strategy Analysis and Strategy Selection (Week 6)
Purpose: This assignment is the second of three assignments. Students will use the tools and concepts learned ...
Due Date [month, day, year], by midnightPurposeTo explore.docxtheresiarede
Due Date: [month, day, year], by midnight
Purpose:
To explore and understand the effect of group behavior, specifically cross-cultural team development and success, on organizational performance and effectiveness.
Related to the following course objective:
Successfully participate as a team member, lead teams, and manage independent teams to accomplish specific goals and objectives
Deliverable:
Portfolio comprised of two parts:
1. Part 1), OB research findings and professional data and information serving as the resource from which the presentation is created submitted as a comprehensive outline, and
2. Part 2), Prezi presentation. Go to
https://prezi.com/signup/public
to access and learn how to create your Prezi presentation. See Instruction 11 for graphic and media options to enhance Portfolio’s presentation portion of. Detailed Instructions below provide steps and directions for creating, packaging, and submitting your Portfolio.
Introduction to Assignment
For this group-level analysis assignment, you will wear the hat of a rising-star organizational behavior (OB) consultant. You will create a portfolio comprised of a Prezi presentation—Part 2, the major component—supported by Part 1, research findings from diverse OB publications and internet materials; a selected annotated list of professional knowledge, skills, and abilities and learning experiences relevant to group-level, particularly cross-cultural, team experience and success, including relevant networking, communities of practice, special interest groups, and professional associations; and recommendations for OB self- and team-assessment tools.
Case Study 2:
Going Global: What Does it Take to Make Cross-cultural Teams Successful?
will serve as the central organizing influence of your Portfolio. The case describes issues, problems, and challenges related to developing high-performing cross-cultural teams in an organization integrating new employees after an acquisition. The Portfolio’s overarching goal is to convince the client to hire you as an organizational change consultant. Portions of the Portfolio will reflect your actual work, management, and learning experience, when it exists. Other portions will represent reasoned, logical postulations where research and investigation of OB practitioner knowledge, skills, abilities, publications and other resources, and OB training, education, development, networks, and professional associations are used to flesh out what you determine will be a convincing proposal (presented as a Portfolio).
This project is designed around the following hypothetical situation:
You recently launched an organizational behavior consulting practice, specializing in cross-cultural group and team dynamics and problems. Having done an environmental scan, you know the competition for clients in your niche is stiff. Since the 2008 Recession a number of top-notch OB professionals have established consulting services targeting organ.
2 papers, looking for 2 for 1 deal. Will have another 15 page paper .docxjeanettehully
2 papers, looking for 2 for 1 deal. Will have another 15 page paper due in 3 weeks.
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategic audit together.
In this course so far you have conducted the following steps toward completing the capstone strategic audit:
Identified the organization for your report
Interviewed key mid-level and senior level managers
Created a market position analysis
Conducted an external environmental scan in preparation of your final report and presentation
Prepared a preliminary strategic audit
In this module you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. Your report should analyze the operating characteristics and assets of your business unit and categorize them as strengths or weaknesses in terms of enabling the business strategy (these will be inputs into a final SWOT analysis).
The internal environmental scan or organizational assessment should include the following:
Mission, Vision, and Values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy Clarification:
Assess the organization’s understanding of the business strategy through interviews with mid-level and senior managers. Assess their understanding and agreement of the business unit’s value proposition, market position, and competitive advantage (these are inputs from
M5: Assignment 1
).
Cultural Assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value Chain Analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of Findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differenti.
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· Describe strategies to build rapport with inmates and offenders .docxgerardkortney
· Describe strategies to build rapport with inmates and offenders in a correctional treatment or supervision program.
· Describe the effect of group dynamics on facilitating programs.
· Describe techniques for establishing a therapeutic environment.
Generalist Case Management
Woodside and McClam
https://phoenix.vitalsource.com/books/9781483342047/pageid/44
https://phoenix.vitalsource.com/#/books/9781323128800
https://phoenix.vitalsource.com/#/books/9781483342047
https://phoenix.vitalsource.com/#/books/9781133795247
https://phoenix.vitalsource.com/#/books/1259760413
Use book and two outside sources.
At least 100 words per question
THANKS
1 The Role of the Correctional Counselor CHAPTER OBJECTIVES After reading this chapter, you will be able to: 1. Identify the functions and parameters of the counseling process. 2. Discuss the competing interests between security and counseling in the correctional counseling process. 3. Know common terms and concerns associated with custodial corrections. 4. Understand the role of the counselor as facilitator. 5. Identify the various personal characteristics associated with effective counselors. 6. Be aware of the impact that burnout can have on a counselor’s professional performance. 7. Identify the various means of training and supervision associated with counseling. PART ONE: A BRIEF INTRODUCTION TO COUNSELING AND CORRECTIONS There are many myths concerning the concept of counseling. Although the image of the counseling field has changed dramatically over the past two or three decades, much of society still views counseling and therapy as a mystic process reserved for those who lack the ability to handle life issues effectively. While the concept of counseling is often misunderstood, the problem is exacerbated when attempting to introduce the idea of correctional counseling. Therefore, the primary goal of this chapter is to provide a working definition of correctional counseling that includes descriptions of how and when it is carried out. In order to understand the concept of correctional counseling, however, the two words that derive the concept must first be defined: “corrections” and “counseling.” In addition, a concerted effort is made to identify the myriad of legal and ethical issues that pertain to counselors working with offenders. It is very difficult to identify a single starting point for the counseling profession. In essence, there were various movements occurring simultaneously that later evolved into what we now describe as counseling. One of the earliest connections to the origins of counseling took place in Europe during the Middle Ages (Brown & Srebalus, 2003). The primary objective was assisting individuals with career choices. This type of counseling service is usually described by the concept of “guidance.” In the late 1800s Wilhelm Wundt and G. Stanley Hall created two of the first known psychological laboratories aimed at studying and treating individuals with psychological and e.
· Debates continue regarding what constitutes an appropriate rol.docxgerardkortney
· Debates continue regarding what constitutes an appropriate role for the judiciary. Some argue that federal judges have become too powerful and that judges “legislate from the bench.”
1. What does it mean for a judge to be an activist?
2. What does it mean for a judge to be a restrainist?
· Although conservatives had long complained about the activism of liberal justices and judges, in recent years conservative judges and justices have been likely to overturn precedents and question the power of elected institutions of government.
3. When is judicial activism appropriate? Explain.
· To defenders of the right to privacy, it is implicitly embodied in the Constitution in the First, Fourth, Fifth, Ninth, and Fourteenth Amendments. To opponents, it is judge-made law because there is no explicit reference to it under the Constitution. The right to privacy dates back to at least 1890, when Boston attorneys Samuel Warren and Louis Brandeis equated it with the right to be left alone from journalists who engaged in yellow journalism.
4. In short, do you believe a right to privacy exists in the federal Constitution. Why or why not?
.
· Critical thinking paper · · · 1. A case study..docxgerardkortney
· Critical thinking paper
·
·
· 1.
A case study.
Deborah Shore, aged 45, works for a small corporation in the Research and Development department.
When she first became a member of the department 15 years ago, Deborah was an unusually creative and productive researcher; her efforts quickly resulted in raises and promotions within the department and earned her the respect of her colleagues. Now, Deborah finds herself less interested in doing research; she is no longer making creative contributions to her department, although she is making contributions to its administration.
She is still respected by the coworkers who have known her since she joined the firm, but not by her younger coworkers.
Analyze the case study from the psychoanalytic, learning, and contextual perspectives: how would a theorist from each perspective explain Deborah's development? Which perspective do you believe provides the most adequate explanation, and why?
2. Interview your mother (and grandmothers, if possible), asking about experiences with childbirth. Include your own experiences if you have had children. Write a paper summarizing these childbirth experiences and comparing them with the contemporary experiences described in the text.
3. Identify a "type" of parent (e.g., single parent, teenage parent, low-income parent, dual-career couple) who is most likely to be distressed because an infant has a "difficult" temperament. Explain why you believe that this type of parent would have particular problems with a difficult infant. Write an informational brochure for the selected type of parent. The brochure should include an explanation of temperament in general and of the difficult temperament in particular, and give suggestions for parents of difficult infants.
4. Plan an educational unit covering nutrition, health, and safety for use with preschoolers and kindergartners. Take into account young children's cognitive and linguistic characteristics. The project should include (1) an outline of the content of the unit; and (2) a description of how the content would be presented, given the intellectual abilities of preschoolers. For example, how long would each lesson be? What kinds of pictures or other audiovisual materials would be used? How would this content be integrated with the children's other activities in preschool or kindergarten?
5. Visit two day care centers and evaluate each center using the information from the text as a guide. Request a fee schedule from each center. Write a paper summarizing your evaluation of each center.
Note:
Unless you are an actual potential client of the center, contact the director beforehand to explain the actual purpose of the visit, obtain permission to visit, and schedule your visit so as to minimize disruption to the center's schedule.
6. Watch some children's television programs and advertising, examine some children's toys and their packaging, read some children's books, and listen to some children's recor.
· Coronel & Morris Chapter 7, Problems 1, 2 and 3
· Coronel & Morris Chapter 8, Problems 1 and 2
A People’s History of Modern Europe
“A fascinating journey across centuries towards the world as we experience it today. ... It is
the voice of the ordinary people, and women in particular, their ideas and actions, protests
and sufferings that have gone into the making of this alternative narrative.”
——Sobhanlal Datta Gupta, former Surendra Nath Banerjee
Professor of Political Science, University of Calcutta
“A history of Europe that doesn’t remove the Europeans. Here there are not only kings,
presidents and institutions but the pulse of the people and social organizations that shaped
Europe. A must-read.”
——Raquel Varela, Universidade Nova de Lisboa
“Lively and engaging. William A Pelz takes the reader through a thousand years of
European history from below. This is the not the story of lords, kings and rulers. It is the
story of the ordinary people of Europe and their struggles against those lords, kings and
rulers, from the Middle Ages to the present day. A fine introduction.”
——Francis King, editor, Socialist History
“This book is an exception to the rule that the winner takes all. It highlights the importance
of the commoners which often is only shown in the dark corners of mainstream history
books. From Hussites, Levellers and sans-culottes to the women who defended the Paris
Commune and the workers who occupied the shipyards during the Carnation revolution in
Portugal. The author gives them their deserved place in history just like Howard Zinn did
for the American people.”
——Sjaak van der Velden, International Institute of Social History, Amsterdam
“The author puts his focus on the lives and historical impact of those excluded from
power and wealth: peasants and serfs of the Middle Ages, workers during the Industrial
Revolution, women in a patriarchic order that transcended different eras. This focus not
only makes history relevant for contemporary debates on social justice, it also urges the
reader to develop a critical approach.”
——Ralf Hoffrogge, Ruhr-Universität Bochum
“An exciting story of generations of people struggling for better living conditions, and for
social and political rights. ... This story has to be considered now, when the very notions of
enlightenment, progress and social change are being questioned.”
——Boris Kagarlitsky, director of Institute for globalization studies and social
movements, Moscow, and author of From Empires to Imperialism
“A splendid antidote to the many European histories dominated by kings, businessmen
and generals. It should be on the shelves of both academics and activists ... A lively and
informative intellectual tour-de-force.”
——Marcel van der Linden, International Institute of Social History, Amsterdam
A People’s History
of Modern Europe
William A. Pelz
First published 2016 by Pluto Press
345 Archway Road, London N6 5AA
www.pluto.
· Complete the following problems from your textbook· Pages 378.docxgerardkortney
· Complete the following problems from your textbook:
· Pages 378–381: 10-1, 10-2, 10-16, and 10-20.
· Pages 443–444: 12-7 and 12-9.
· Page 469: 13-5.
· 10-1 How would each of the following scenarios affect a firm’s cost of debt, rd(1 − T); its cost of equity, rs; and its WACC? Indicate with a plus (+), a minus (−), or a zero (0) whether the factor would raise, lower, or have an indeterminate effect on the item in question. Assume for each answer that other things are held constant, even though in some instances this would probably not be true. Be prepared to justify your answer but recognize that several of the parts have no single correct answer. These questions are designed to stimulate thought and discussion.
Effect on
rd(1 − T)
rs
WACC
a. The corporate tax rate is lowered.
__
__
__
b. The Federal Reserve tightens credit.
__
__
__
c. The firm uses more debt; that is, it increases its debt ratio.
__
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d. The dividend payout ratio is increased.
__
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e. The firm doubles the amount of capital it raises during the year.
__
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f. The firm expands into a risky new area.
__
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g. The firm merges with another firm whose earnings are countercyclical both to those of the first firm and to the stock market.
__
__
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h. The stock market falls drastically, and the firm’s stock price falls along with the rest.
__
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i. Investors become more risk-averse.
__
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j. The firm is an electric utility with a large investment in nuclear plants. Several states are considering a ban on nuclear power generation.
__
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· 10-2 Assume that the risk-free rate increases, but the market risk premium
· 10-16COST OF COMMON EQUITY The Bouchard Company’s EPS was $6.50 in 2018, up from $4.42 in 2013. The company pays out 40% of its earnings as dividends, and its common stock sells for $36.00.
· a. Calculate the past growth rate in earnings. (Hint: This is a 5-year growth period.)
· b. The last dividend was D0 = 0.4($6.50) = $2.60. Calculate the next expected dividend, D1, assuming that the past growth rate continues.
· c. What is Bouchard’s cost of retained earnings, rs?
· 10-20WACC The following table gives Foust Company’s earnings per share for the last 10 years. The common stock, 7.8 million shares outstanding, is now (1/1/19) selling for $65.00 per share. The expected dividend at the end of the current year (12/31/19) is 55% of the 2018 EPS. Because investors expect past trends to continue, g may be based on the historical earnings growth rate. (Note that 9 years of growth are reflected in the 10 years of data.)
The current interest rate on new debt is 9%; Foust’s marginal tax rate is 40%, and its target capital structure is 40% debt and 60% equity.
· a. Calculate Foust’s after-tax cost of debt and common equity. Calculate the cost of equity as rs = D1/P0 + g.
· b. Find Foust’s WACC
· 12-7SCENARIO ANALYSIS Huang Industries is considering a proposed project whose estimated NPV is $12 million. This estimate assumes that economic conditions wi.
· Consider how different countries approach aging. As you consid.docxgerardkortney
· Consider how different countries approach aging. As you consider different countries, think about the following:
o Do older adults live with their children, or are they more likely to live in a nursing home?
o Are older adults seen as wise individuals to be respected and revered, or are they a burden to their family and to society?
· Next, select two different countries and compare and contrast their approaches to aging.
· Post and identify each of the countries you selected. Then, explain two similarities and two differences in how the countries approach aging. Be specific and provide examples. Use proper APA format and citation. LSW10
.
· Clarifying some things on the Revolution I am going to say som.docxgerardkortney
· Clarifying some things on the Revolution
I am going to say something, and I want you to hear me.
I am a scholar of the Revolution. That's the topic of my dissertation. Please believe me when I say that I know a lot about it.
I also happen to know--and this is well-supported by historians--that the Revolution was a civil war in which, for the first several years, Revolutionaries and Loyalists were evenly matched.
I will repeat that. Evenly matched. Loyalists were not merely too cowardly to fight, and they were not old fogies who hated the idea of freedom. Most had been in the Colonies for generations. Many of them took up arms for their King and their country. And when they lost, you confiscated their homes and they fled with the clothes on their back to Canada, England, and other places of the Empire. Both sides--both sides--committed unspeakable atrocities against civilians whom they disagreed with.
Now, a lot of you love to repeat some very fervent patriotic diatribe about how great the Revolution was. That's not history. That's propaganda. Know the difference.
History has shades of gray. History is complex and ambiguous. Washington, for instance, wore dentures made from the teeth of his slaves. Benjamin Franklin's son was the last royal governor of New Jersey. Did you know that the net tax rate for Americans--they always conveniently leave this out of the textbooks--was between 1.9 and 2.1%, depending on colony.? And that was if they had paid the extra taxes on tea and paper.
And, wait for it, people who support California independence use the same logic and arguments as they did in 1775. Did you know that the Los Angeles and Washington are only a few hundred miles closer than Boston and London? That many of the same issues, point by point, are repeating here in California? So put yourself in those shoes. How many of you would have sided with the Empire (whether American or British) based on the fact that you don't know how this will shake out? Would you call someone who supports Calexit a Patriot? Revolutionary? Nutcase? Who gets to own that word, anyway?
You can choose that you would have supported the revolutionaries--but think. Think about the other side. They matter, and their experiences got to be cleansed out of history to make you feel better about the way the revolutionaries behaved during the War. Acknowledge that they are there, and that their point of view has merit, even if you not agree with it.
· Clarifying Unit III's assignment
I have noticed a few consistent problems with the letter in the Unit III issue. Here are some pointers to make it better.
1. Read the clarifying note I wrote above. Note that the taxes aren't actually as high as you have been led to believe, but the point is that they should not be assigned at all without your consent.
2. Acknowledge that this is a debate, that a certain percentage are radicalized for independence, but there are is also a law-and-order group who find this horrific, and want .
· Chapter 9 – Review the section on Establishing a Security Cultur.docxgerardkortney
· Chapter 9 – Review the section on Establishing a Security Culture. Review the methods to reduce the chances of a cyber threat noted in the textbook. Research other peer-reviewed source and note additional methods to reduce cyber-attacks within an organization.
· Chapter 10 – Review the section on the IT leader in the digital transformation era. Note how IT professionals and especially leaders must transform their thinking to adapt to the constantly changing organizational climate. What are some methods or resources leaders can utilize to enhance their change attitude?
.
· Chapter 10 The Early Elementary Grades 1-3The primary grades.docxgerardkortney
· Chapter 10: The Early Elementary Grades: 1-3
The primary grades are grades 1-3.
Although educational reform has had an effect on all children, it is most apparent in the early elementary years. Reform and change comes from a number of sources and the chapter begins by reminding you of this. Let’s examine a few of these sources...
Diversity. There has been a rise in the number of racial and ethnic minority students enrolled in the nation's public schools; this number will (most likely) continue to rise. Teaching children from different cultures and backgrounds is an important piece to account for when planning curriculum.
Standards. Standards is a reason for reform. We've already looked at standards; these are something you must keep in mind when planning lessons.
Data-Driven Instruction may sound new, but it is not a new concept to you. We’ve done a great deal of discussing the outcomes of test-taking and assessments. You've probably all heard "teaching to the test."
Technology. Today’s students have had much experience with technology, therefore, it’s important to provide them with opportunities to learn with technology. It may take a while for you to be creative and think of ways to use it in your teaching (if you haven’ t been).
Health and Wellness. Obesity is a major concern in this country. Therefore, it is important to make sure that children have the opportunity to be active. Unfortunately, due to the pressure of academics, many schools have been taking physical education/activity time out of the curriculum.
Violence: One issue that I notice this new edition of the text has excluded is violence. However, I think that this topic is important; we need to keep children safe when they are at school. As a result of 9/11 (and, not to mention that many violent events have happened on school campuses in recent years), many school districts now have an emergency system in place that they can easily use if there is any type of incident in which the children’s safety is at risk.
WHAT ARE CHILDREN IN GRADES ONE TO THREE LIKE?
Your text explains that the best way to think of a child’s development during this time is: slow and steady. During this stage, there is not much difference between boys and girls when it comes to physical capabilities. Although it is always important to not stereotype based on one’s gender, it is especially important during these years. These children are also entering into their "tween" years, thus; being sensitive to the children's and parents' needs in regards to such changes is important.
It is important to remember that children in the primary grades are in the Concrete Operations Stage. This stage is children ages 7 to 12. The term operation refers to an action that can be carried out in thought as well as executed materially and that is mentally and physically reversible.
These children are at an age in which they can compare their abilities to their peers. And, therefore, children may develop learned helplessnes.
· Chap 2 and 3· what barriers are there in terms of the inter.docxgerardkortney
· Chap 2 and 3
· what barriers are there in terms of the interpersonal communication model?
Typically, communication breakdowns result from lack of understanding without clarification; often, there wasn't even an attempt at clarification. If barriers to interpersonal communication are not acknowledged and addressed, workplace productivity can suffer.
Language Differences
Interpersonal communication can go awry when the sender and receiver of the message speak a different language -- literally and figuratively. Not everyone in the workplace will understand slang, jargon, acronyms and industry terminology. Instead of seeking clarification, employees might guess at the meaning of the message and then act on mistaken assumptions. Also, misunderstandings may occur among workers who do not speak the same primary language. As a result, feelings may be hurt, based on misinterpretation of words or of body language.
Cultural Differences
Interpersonal communication may be adversely affected by lack of cultural understanding, mis-perception, bias and stereotypical beliefs. Workers may have limited skill or experience communicating with people from a different background. Many companies offer diversity training to help employees understand how to communicate more effectively across cultures and relate to those who may have different background experiences. Similarly, gender barriers can obstruct interpersonal communication if men and women are treated differently, and held to different standards, causing interpersonal conflicts in the workplace.
Personality Differences
Like any skill, some people are better at interpersonal communication than others. Personality traits also influence how well an individual interacts with subordinates, peers and supervisors. Extraversion can be an advantage when it comes to speaking out, sharing opinions and disseminating information. However, introverts may have the edge when it comes to listening, reflecting and remembering. Barriers to interpersonal communication may occur when employees lack self-awareness, sensitivity and flexibility. Such behavior undermines teamwork, which requires mutual respect, compromise and negotiation. Bullying, backstabbing and cut throat competition create a toxic workplace climate that will strain interpersonal relationships.
Generational Differences
Interpersonal communication can be complicated by generational differences in speech, dress, values, priorities and preferences. For instance, there may be a generational divide as to how team members prefer to communicate with one another. If younger workers sit in cubicles, using social networking as their primary channel of communication, it can alienate them from older workers who may prefer face-to-face communication. Broad generalizations and stereotypes can also cause interpersonal rifts when a worker from one generation feels superior to those who are younger or older. Biases against workers based on age can constitute a form of disc.
· Case Study 2 Improving E-Mail Marketing ResponseDue Week 8 an.docxgerardkortney
· Case Study 2: Improving E-Mail Marketing Response
Due Week 8 and worth 160 points
Read the following case study.
A company wishes to improve its e-mail marketing process, as measured by an increase in the response rate to e-mail advertisements. The company has decided to study the process by evaluating all combinations of two (2) options of the three (3) key factors: E-Mail Heading (Detailed, Generic); Email Open (No, Yes); and E-Mail Body (Text, HTML). Each of the combinations in the design was repeated on two (2) different occasions. The factors studied and the measured response rates are summarized in the following table.
Write a two to three (2-3) page paper in which you:
1. Use the data shown in the table to conduct a design of experiment (DOE) in order to test cause-and-effect relationships in business processes for the company.
2. Determine the graphical display tool (e.g., Interaction Effects Chart, Scatter Chart, etc.) that you would use to present the results of the DOE that you conducted in Question 1. Provide a rationale for your response.
3. Recommend the main actions that the company could take in order to increase the response rate of its e-mail advertising. Provide a rationale for your response.
4. Propose one (1) overall strategy for developing a process model for this company that will increase the response rate of its e-mail advertising and obtain effective business process. Provide a rationale for your response.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
. Build regression models for improving business processes.
. Design experiments to test cause-and-effect relationships in business processes.
. Use technology and information resources to research issues in business process improvement.
. Write clearly and concisely about business process improvement using proper writing mechanics.
Read each discussion 1-4 and then write a 200 word response for each.
With your response, you can either expand on the initial post with similar, formally cited, specific examples or additional information regarding the original example(s) (be sure the additional information isn’t simply a re-statement of what has already been posted) or you can respond with a well-supported (based on formally cited information) counter point.
APA FORMAT
Response should have 1 source for each discussion
1. A message in sports is brought to sports economists in Jeremiah 29:11. This verse states, “For I.
· Briefly describe the technologies that are leading businesses in.docxgerardkortney
· Briefly describe the technologies that are leading businesses into the third wave of electronic commerce.
· In about 100 words, describe the function of the Internet Corporation for Assigned Names and Numbers. Include a discussion of the differences between gTLDs and sTLDs in your answer.
· In one or two paragraphs, describe how the Internet changed from a government research project into a technology for business users.
· In about 100 words, explain the difference between an extranet and an intranet. In your answer, describe when you might use a VPN in either.
· Define “channel conflict” and describe in one or two paragraphs how a company might deal with this issue.
· In two paragraphs, explain why a customer-centric Web site design is so important, yet is so difficult to accomplish.
· In about two paragraphs, distinguish between outsourcing and offshoring as they relate to business processes.
· In about 200 words, explain how the achieved trust level of a company’s communications using blogs and social media compare with similar communication efforts conducted using mass media and personal contact.
· Write a paragraph in which you distinguish between a virtual community and a social networking Web site
· Write two or three paragraphs in which you describe the role that culture plays in the development of a country’s laws and ethical standards.
QUESTION 1
Lakota peoples of the Great Plains are notably:
nomadic and followed the buffalo herds
Sedentary farmers, raising corn, northern beans, and potatoes
peaceful people who tried to live in harmony with neighboring tribes and the environment
religious and employed a variety of psychoactive plants during religious ceremonies
QUESTION 2
Tribal peoples of the Great Plains experienced greater ease at hunting and warfare after the introduction of:
Hotchkiss guns
smokeless gunpowder
horses
Intertribal powwows
all of the above
QUESTION 3
The Apaches and Navajos (Dine’) of the southwestern region of North America speak a language similar to their relatives of northern California and western Canada called:
Yuman
Uto-Aztecan
Tanoan
Athabaskan
Algonkian
QUESTION 4
The Navajo lived in six or eight-sided domed earth dwellings called:
wickiups
kivas
hogans
roadhouses
sweat lodge
QUESTION 5
Pueblo Indians, such as the Zuni and Hopi tribes, are descendants of the ancient people known as the:
Anasazi
Ashkenazi
Athabaskan
Aztecanotewa
Atlantean
2 points
QUESTION 6
1. Kachinas, or spirits of nature, were believed to:
Assist in the growth of crops and send rain
Help defend the Navajo against all foreign invaders
Provide medical assistance to the Hopi when doctors were not available
Combat evil spirits such as Skin-walkers or Diablitos
All of the above
2 points
QUESTION 7
1. The preferred dwellings among the Lakota Sioux were:
wickiups
adobe pueblos
pit houses
teepees
buffalo huts
2 points
QUESTION 8
1. Native Americansbenef.
· Assignment List· My Personality Theory Paper (Week Four)My.docxgerardkortney
· Assignment List
· My Personality Theory Paper (Week Four)
My Personality Theory Paper (Week Four)
DUE: May 31, 2020 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
May 4, 2020 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
Top of Form
Assignment Instructions
My Personality Theory Paper
Instructions:
For this assignment, you will write a paper no less than 7 pages in length, not including required cover and Reference pages, describing a single personality theory from the course readings that best explains your own personality and life choices. You are free to select from among the several theories covered in the course to date but only one theory may be used.
Your task is to demonstrate your knowledge of the theory you choose via descriptions of its key concepts and use of them to explain how you developed your own personality. It is recommended that you revisit the material covered to date to refresh your knowledge of theory details. This is a "midterm" assignment and you should show in your work that you have studied and comprehended the first four weeks of course material. Your submission should be double-spaced with 1 inch margins on all sides of each page and should be free of spelling and grammar errors. It must include source crediting of any materials used in APA format, including source citations in the body of your paper and in a Reference list attached to the end. Easy to follow guides to APA formatting can be found on the tutorial section of the APUS Online Library.
Your paper will include three parts:
I. A brief description of the premise and key components of the theory you selected. You should be thorough and concise in this section and not spend the bulk of the paper detailing the theory, but rather just give enough of a summary of the key points so that an intelligent but uniformed reader would be able to understand its basics. If you pick a more complicated theory, you should expect explaining its premise and key components to take longer than explaining the same for one of the simpler theories but, in either case, focus on the basics and keep in mind that a paper that is almost all theory description and little use of the theory described to explain your own personality will receive a significant point deduction as will the reverse case of the paper being largely personal experience sharing with little linkage to clearly described key theory components.
II. A description of how your chosen theory explains your personality and life choices with supporting examples.
III. A description of the limitations of the theory in explaining your personality or anyone else’s.
NOTE: Although only your instructor will be reading your paper, you should still think about how much personal information you want to disclose. The purpose of this paper is not to get you to share private information, but rather to bring one .
· Assignment List
· Week 7 - Philosophical Essay
Week 7 - Philosophical Essay
DUE: Mar 22, 2020 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
Feb 3, 2020 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
Top of Form
Assignment Instructions
Objective: Students will write a Philosophical Essay for week 7 based on the course concepts.
Course Objectives: 2, 3, & 4
Task:
This 4 - 5 full page (not to exceed 6 pages) Philosophical Essay you will be writing due Week 7 is designed to be a thoughtful, reflective work. The 4 - 5 full pages does not include a cover page or a works cited page. It will be your premier writing assignment focused on the integration and assessment relating to the course concepts. Your paper should be written based on the outline you submitted during week 4 combined with your additional thoughts and instructor feedback. You will use at least three scholarly/reliable resources with matching in-text citations and a Works Cited page. All essays are double spaced, 12 New Times Roman font, paper title, along with all paragraphs indented five spaces.
Details:
You will pick one of the following topics only to do your paper on:
· According to Socrates, must one heed popular opinion about moral matters? Does Socrates accept the fairness of the laws under which he was tried and convicted? Would Socrates have been wrong to escape?
· Consider the following philosophical puzzle: “If a tree falls in the forest and there's no one around to hear it, does it make a sound?” (1) How is this philosophical puzzle an epistemological problem? And (2) how would John Locke answer it?
· Evaluate the movie, The Matrix, in terms of the philosophical issues raised with (1) skepticism and (2) the mind-body problem. Explain how the movie raises questions similar to those found in Plato’s and Descartes’ philosophy. Do not give a plot summary of the movie – focus on the philosophical issues raised in the movie as they relate to Plato and Descartes.
· Socrates asks Euthyphro, “Are morally good acts willed by God because they are morally good, or are they morally good because they are willed by God?” (1) How does this question relate to the Divine Command Theory of morality? (2) What are the philosophical implications associated with each option here?
· Explain (1) the process by which Descartes uses skepticism to refute skepticism, and (2) what first principle does this lead him to? (3) Explain why this project was important for Descartes to accomplish.
Your paper will be written at a college level with an introduction, body paragraphs, a conclusion, along with in-text citations/Works Cited page in MLA formatting. Students will follow MLA format as the sole citation and formatting style used in written assignments submitted as part of coursework to the Humanities Department. Remember - any resource that is listed on the Works Cited page must .
· Assignment 3 Creating a Compelling VisionLeaders today must be .docxgerardkortney
· Assignment 3: Creating a Compelling Vision
Leaders today must be able to create a compelling vision for the organization. They also must be able to create an aligned strategy and then execute it. Visions have two parts, the envisioned future and the core values that support that vision of the future. The ability to create a compelling vision is the primary distinction between leadership and management. Leaders need to create a vision that will frame the decisions and behavior of the organization and keep it focused on the future while also delivering on the short-term goals.
To learn more about organizational vision statements, do an Internet search and review various vision statements.
In this assignment, you will consider yourself as a leader of an organization and write a vision statement and supporting values statement.
Select an organization of choice. This could be an organization that you are familiar with, or a fictitious organization. Then, respond to the following:
· Provide the name and description of the organization. In the description, be sure to include the purpose of the organization, the products or services it provides, and the description of its customer base.
· Describe the core values of the organization. Why are these specific values important to the organization?
· Describe the benefits and purpose for an organizational vision statement.
· Develop a vision statement for this organization. When developing a vision statement, be mindful of the module readings and lecture materials.
· In the vision statement, be sure to communicate the future goals and aspirations of the organization.
· Once you have developed the vision statement, describe how you would communicate the statement to the organizational stakeholders, that is, the owners, employees, vendors, and customers.
· How would you incorporate the communication of the vision into the new employee on-boarding and ongoing training?
Write your response in approximately 3–5 pages in Microsoft Word. Apply APA standards to citation of sources.
Use the following file naming convention: LastnameFirstInitial_M1_A3.doc. For example, if your name is John Smith, your document will be named SmithJ_M1_A3.doc.
By the due date assigned, deliver your assignment to the Submissions Area.
Assignment 3 Grading Criteria
Maximum Points
Chose and described the organization. The description included the purpose of the organization, the products or services the organization provides, and the description of its customer base.
16
Developed a vision statement for the organization. Ensured to accurately communicate the goals and aspirations of the organization in the vision statement.
24
Ensured that the incorporation and communication strategy for the vision statement is clear, detailed, well thought out and realistic.
28
Evaluated and explained which values are most important to the organization.
24
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate r.
· Assignment 4
· Week 4 – Assignment: Explain Theoretical Perspectives for Real-life Scenarios
Assignment
Updated
Top of Form
Bottom of Form
For each of the following three scenarios, use a chart format to assess how each traditional theoretical perspective would best explain the situation that a social worker would need to address. You may create your charts in Word or another software program of your choice. An example chart follows the three scenarios.
Scenario 1
You are a hospital social worker who is working with a family whose older adult relative is in end-stage renal failure. There are no advanced directives and the family is conflicted over what the next steps should be.
Scenario 2
You are a caseworker in a drug court. Your client has had three consecutive dirty urine analyses. She is unemployed and has violated her probation order.
Scenario 3
You are a school social worker. A teacher sends her 9-year-old student to you because he reports that he has not eaten in 2 days and there are no adults at home to take care of him.
Chart Example:
Your client, an 11-year-old girl, was removed from home because of parental substance abuse. She is acting out in her foster home, disobeying her foster parents and not following their rules.
Theory
Explanation for Scenario – please respond to the questions below in your explanation
Systems Theory
What systems need to be developed or put in place to support the child? Would Child Protective Services need to become involved? What other systems would support her and a successful outcome for being in foster care?
Generalist Theory
What is the best intervention or therapy to use based on this child’s situation? Given her circumstances, how could you best improve her functioning?
Behavioral Theory
What behaviors are being reinforced? What behaviors are being ignored or punished? What would you suggest to maintain this placement? Would this involve working with the foster parents?
Cognitive Theory
How would you help your client to examine her thinking, emotions, and behavior? What would this entail from a cognitive developmental framework?
Support your assignment with a minimum of three resources.
Length: 3 charts, not including title and reference pages
Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards where appropriate. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Assignement 3
State the function of each of the following musculoskeletal system structures: Describe the structures of the musculoskeletal system.
Skeletal muscle
Tendons
Ligaments
Bone
Cartilage
Describe each of the following types of joints:
Ball-and-socket
Hinge
Pivot
Gliding
Saddle
Condyloid
Newspaper Rubric
CATEGORY
4
3
2
1
Headline & Byline & images
16 points
Article has a .
· Assignment 2 Leader ProfileMany argue that the single largest v.docxgerardkortney
· Assignment 2: Leader Profile
Many argue that the single largest variable in organizational success is leadership. Effective leadership can transform an organization and create a positive environment for all stakeholders. In this assignment, you will have the chance to evaluate a leader and identify what makes him/her effective.
Consider all the leaders who have affected your life in some way. Think of people with whom you work—community leaders, a family member, or anyone who has had a direct impact on you.
· Choose one leader you consider to be effective. This can be a leader you are personally aware of, or someone you don’t know, but have observed to be an effective leader. Write a paper addressing the following:
· Explain how this leader has influenced you and why you think he or she is effective.
· Analyze what characteristics or qualities this person possesses that affected you most.
· Rate this leader by using a leadership scorecard. This can be a developed scorecard, or one you develop yourself. If you use a developed scorecard, please be sure to cite the sources of the scorecard. Once you have identified your scorecard, rate your leader. You decide what scores to include (for example, scale of 1–5, 5 being the highest) but be sure to assess the leader holistically across the critical leadership competencies you feel are most important (for example, visioning, empowering, strategy development and communication).
· Critique this individual’s skills against what you have learned about leadership so far in this course. Consider the following:
· How well does he/she meet the practices covered in your required readings?
· How well has he/she adapted to the challenges facing leaders today?
· If you could recommend changes to his/her leadership approach, philosophy, and style, what would you suggest? Why?
· Using the assigned readings, the Argosy University online library resources, and the Internet including general organizational sources like the Wall Street Journal, BusinessWeek, or Harvard Business Review, build a leadership profile of the leader you selected. Include information from personal experiences as well as general postings on the selected leader from Internet sources such as blogs. Be sure to include 2–3 additional resources not already included in the required readings in support of your leadership profile.
Write a 3–5-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By the due date assigned, deliver your assignment to the Submissions Area.
Assignment 2 Grading Criteria
Maximum Points
Explained how this leader has been influential and why you think the leader is effective showing analysis of the leader’s characteristics or qualities.
16
Analyzed the characteristics or qualities the leader possesses that have affected you most..
16
Rated your leader using a leadership scorecard and supported your rationale for your rating.
32
Criti.
· Assignment 1 Diversity Issues in Treating AddictionThe comple.docxgerardkortney
· Assignment 1: Diversity Issues in Treating Addiction
The complexities of working with diverse populations in treating disorders, such as addictions, require special considerations. Some approaches work better with some populations than with others. For example, Alcoholics Anonymous (AA) programs are spiritually based and focus on a higher power. Some populations have difficulty with these concepts and are averse to participating in such groups.
Select a population—for example, African Americans; Native Americans; or lesbians, gays, or bisexual individuals. Research your topic by using articles from the supplemental readings for this course or from other resources such as the Web, texts, experience, or other journal articles related to diversity issues and addictions.
Write a three- to five-page paper discussing the following:
· Some specific considerations for working with your chosen population in the area of addiction treatment
· Whether your research indicates that 12-step groups work with this population
· Any special problems associated with this population that make acknowledging the addiction and seeking treatment more difficult
· Any language or other barriers that this population faces when seeking treatment
Prepare your paper in Microsoft Word document format. Name your file M4_A1_LastName_Research.doc, and submit it to the Submissions Area by the due date assigned Follow APA guidelines for writing and citing text.
Assignment 1 Grading Criteria
Maximum Points
Discussed some specific considerations for working with your chosen population in the area of addiction.
8
Discussed whether your research indicates that 12-step groups work with your chosen population.
8
Discussed any special problems associated with this population that make acknowledging the addiction and seeking treatment more difficult .
8
Discussed any language or other barriers that this population faces when seeking treatment.
8
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources, displayed accurate spelling, grammar, and punctuation.
4
Total:
36
· M4 Assignment 2 Discussion
Discussion Topic
Top of Form
Due February 9 at 11:59 PM
Bottom of Form
Assignment 2: Discussion Questions
Your facilitator will guide you in the selection of two of the three discussion questions. Submit your responses to these questions to the appropriate Discussion Area by the due date assigned. Through the end of the module, comment on the responses of others.
All written assignments and responses should follow APA rules for attributing sources.
You will be attempting two discussion questions in this module; each worth 28 points. The total number of points that can be earned for this assignment is 56.
Minority Groups
Many minority groups experience stress secondary to their social surroundings. For example, a family living in poverty may face frequent violence. Limited income makes meeting the day-to-day need.
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.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
PAD 502 Organizational Dynamics Final Project – Learning As.docx
1. PAD 502: Organizational Dynamics
Final Project – Learning Assessment of a Real-World
Organization
The purpose of this assignment is to create an opportunity for
students to apply the ideas and concepts
discussed in the class and the readings in the analysis of a real-
world organization. Your choice of an
organization will be an important one, and may be drawn from
your own experience or be an organization
were information is readily available.
Be sure to maintain a professional stance in relation to matters
that are sensitive and confidential. When
necessary, you should disguise the source of your project
(unless the case is drawn from public records)
through use of appropriate pseudonyms. Confidentiality and the
general conduct of the project are entirely
your responsibility, so proceed with caution and ethical care.
In essence, the case study invites you to do the following:
1) Identify an organization to be assessed based on the
principles of organizational learning (overall
course theme).
2) Consider the three organizational perspectives and the
associated materials as lenses for such an
assessment.
3) Engage in research activity that allows you to test the
relevance of the different ideas through the
accumulation of relevant information and data.
2. Formal Requirements
1. Part 1 – Organizational Overview (25 Points)
(Due 10/16 at 11:59 PM)
The aim of part 1 is to get you started on the project and to get
you into a frame of mind that is
analytical, takes the ideas discussed in the class and applies
them to the organization being studied.
This report should be no more than 6 double-spaced typewritten
pages (APA format) and include the
following:
A brief account of the organization being investigated,
providing sufficient information for the reader
to understand the nature of the organization and its context.
This section should include relevant
background information as well as a clear statement of the focus
of your case study. For example, it is
appropriate to provide information on the age, size, and history
of the organization, the product or
services it provides, and the general nature of its environment.
The account should also offer a clear, concise argument as to
the value of assessing this organization
based on the principles of organizational learning. This is a
critical dimension of your paper and cannot
be overemphasized. Recall that our objective in this course is
always to demonstrate the relevance of
sound theory to real-world organizations. Part 1, then, should be
demonstrate the potential value of
organizational learning principles specifically for your chosen
organization and more broadly for good
government.
3. Make sure that the report is written in a professional manner. It
will be judged according to the quality
of analysis and presentation, in accordance with the criteria
listed later in the grading rubric.
MnM
2
Guidelines for Case Study Project
Grading Rubric Part 1 – Organizational Overview
Content Points
Includes relevant background info (age, size, history, service
provided, nature of environment) 10
Demonstrates the value of organizational learning for the org
and to good government 10
Narrative flows logically, sections and paragraphs do not seem
disconnected (uses appropriate
transitions, headings, and sub-headings – see writing helps
folder on Blackboard)
5
Sources identified, Writing is w/out grammatical errors, and in
APA format (potential
deductions)
Total Points for Part 1 25
4. 2. Part 2 – Learning Assessment (75 points)
(Due Dec. 5th at 11:59 PM)
The purpose of this report is to produce a professional learning
assessment of the organization being
studied.
The assessment should be prepared in a format and style
appropriate for delivery to the organization,
including a cover letter, a title page, and an executive summary
highlighting the research findings and
recommendations, and a clearly organized and professionally
written report. The actual assessment or
report should not exceed 12 double-spaced typewritten pages
(APA format).
To accomplish this task, your report should include:
1. An introductory section that briefly re-introduces the
organization and establishes the purpose
of the report. This should include some direction as to how the
report is organized into sections.
2. The main body of the report should include four major
sections. Section 1 should outline the
basics of organizational learning and describe the key
components or learning processes. Then,
sections 2-4 should cover the instrumental/structural, cultural,
and myth/institutional
perspectives. Sections 2-4 should employ the associated
concepts/materials covered in the
course to assess the potential for organizational learning
5. (challenges/obstacles and
opportunities at the various stages of the learning process).
3. A concluding section that reiterates the value of your report
and offers some detailed
recommendations (grounded in the prior assessment and
supported by course materials) as to
the steps the organization will need to take to become a learning
organization. Most likely, this
section will need to demonstrate an understanding of how the
structural, cultural, and
institutional components of an organization must be managed
and work in tandem to produce
learning.
Grading Rubric Part 2 – Learning Assessment
Content Points
Organization, purpose, and format – Cover letter, title page,
executive summary, written
assessment/report
15
Quality of assessment in linking theory/course materials to
organization/data: the rigor and
soundness of your analysis and general conclusions (Is it
apparent that the linkage of theory
55
MnM
6. 3
Guidelines for Case Study Project
and data shaping your conclusions? Section 1 of the body is
worth 10 points and sections 2-4
are worth 15 points each)
Narrative flows logically, sections and paragraphs do not seem
disconnected (uses appropriate
transitions … It is apparent that you have reviewed and
followed the advice offered in the
writing helps folder in Blackboard)
5
Sources identified, Writing is w/out grammatical errors, and is
in APA format (potential
deductions)
Total Points for Part 1 75
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STRATEGIC PERFORMANCE MANAGEMENT IN
GOVERNMENT: USING THE BALANCED SCORECARD
Bush, Patricia
Cost Management; May/Jun 2005; 19, 3; ABI/INFORM Global
pg. 24
7. Reproduced with permission of the copyright owner. Further
reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further
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Reproduced with permission of the copyright owner. Further
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Reproduced with permission of the copyright owner. Further
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8. CHAPTER SIX ORGANIZATIONAL GOALS AND
EFFECTIVENESS
Organizations are goal-directed, purposive entities, and their
effectiveness in pursuing those goals influences the quality of
our lives and even our ability to survive. Virtually all of
management and organization theory is concerned with
performance and effectiveness, at least implicitly. Virtually all
of it is in some way concerned with the challenge of getting an
organization and the people in it to perform well. This chapter
first discusses major issues about organizational goals and the
goals of public organizations, including observations that other
authors have made about how public organizations' goals
influence their other characteristics. Then the chapter reviews
the models of organizational effectiveness that researchers have
developed and discusses their implications for organizing and
managing public organizations.
As previous chapters have discussed, beliefs about the
performance and effectiveness of public organizations,
especially in comparison to private organizations, have played a
major role in some of the most significant political changes and
government reforms in recent history, in nations around the
world. Executives and officials in government, business, and
nonprofit organizations emphasize goals and effectiveness in a
variety of ways. One can hardly look at the annual report or the
Web site of an organization without encountering its mission
statement, which expresses the organization's general goals.
Very often one also sees statements of core values that express
general objectives, and on the Web sites of many government
agencies, one can review the organization's strategic plan or
performance plan, which expresses its specific goals and
performance measures. All of the major federal agencies have
strategic plans with goals statements or “performance plans” or
both on their Web sites and in their annual reports. The
Government Performance and Results Act (GPRA) of 1993
directed each federal agency to develop such plans, and
9. subsequent reports of their performance, in relation to the goals.
Web sites now make available copies of all the federal agencies'
strategic plans and performance plans.
For example, on the Web site for the Social Security
Administration (SSA), which in money paid out is the largest
federal program, one can review the 2013–2016 performance
plan (U.S. Social Security Administration, 2013). The plan
provides the following summary of the agencys's goals (p. 5):
Strategic Goal 1: Deliver Quality Disability Decisions and
Services
I. Reduce the Wait Time for Hearing Decisions and Eliminate
the Hearings Backlog
II. Improve Our Disability Policies, Procedures, and Tools
III. Expedite Cases for the Most Severely Disabled Individuals
Strategic Goal 2: Provide Quality Service to the Public
I. Increase the Use of Our Online Services
II. Increase Public Satisfaction with Our Telephone Services
III. Expand the Use of Video Services
IV. Improve the Clarity of Our Notices
Strategic Goal 3: Preserve the Public's Trust in Our Programs
I. Increase Efforts to Accurately Pay Benefits
II. Recover Improper Payments
III. Maintain Accurate Earnings Records
IV. Make Our Administrative Operations Even More Efficient
Strategic Goal 4: Strengthen Our Workforce and Infrastructure
I. Strengthen Our Workforce—Recruit, Train, Develop, and
Retain Superior Employees
II. Maintain Secure and Reliable Information Technology
Services
III. Increase Efficiency of Our Physical Infrastructure
These expressions of the goals of the SSA raise the question of
how useful they are and how much influence they will have on
the agency's effectiveness. Clearly many officials and
executives think such expressions have value. One now finds
strategic plans and performance plans of this sort at all levels of
government (Berman and Wang, 2000), in part because state
10. legislatures have passed legislation similar to the GPRA,
requiring state agencies to prepare such plans. This huge
national investment in stating goals and performance measures
reflects one of the strongest trends in public management in the
past two decades. Authors and officials have increasingly
emphasized themes such as “managing for results” that involve
stating goals and measurements that reflect effectiveness in
achieving the goals (Abramson and Kamensky, 2001; Moynihan,
2008; Osborne and Gaebler, 1992). There is also a movement
emphasizing the integration of such goals and performance
measures with governmental and agency budgets (Grizzle and
Pettijohn, 2002). Melkers and Willoughby (1998) reported that
forty-seven of the fifty states have some form of requirement
for performance-based budgeting.
This concentration on goals and performance measures involves
interesting basic assumptions. It assumes that public
organizations will perform better if the people in them clarify
their goals and measure progress against them. This assumption
usually links to the idea that government agencies need to
perform a lot better, and that they can do so by becoming more
like business firms, which presumably have clearer goals and
performance measures. These assumptions sound reasonable
enough, but Radin (2000) points out that these and others
undergirding the GPRA and related approaches at other levels
of government may not work well in the fragmented, pluralistic
institutional and political environments of government agencies
described in the preceding chapter. The multiple authorities and
actors in the system do not necessarily agree on the goals and
performance criteria for public organizations, and they often do
not support a rational, goal-oriented approach to decision
making.
Still, the importance attached to goals, performance, and
effectiveness makes it interesting and important to examine the
ways in which organization and management theorists have
dealt with these topics. Ironically, in relation to the emphasis
that public officials have been placing on goals and measures,
11. when one turns to the literature on organizational goals and
effectiveness, one finds something of a muddle, although a very
insightful one. Experts in the field have not developed clear,
conclusive ways of defining organizational goals and defining
and assessing effectiveness. Their use of the somewhat unusual-
sounding concept of organizational effectiveness reflects some
of the complications. Referring simply to organizational success
bears less of an implication that the activities of the
organization brought about the success. Referring to
effectiveness suggests not only that the organization had good
results but also that it brought about these results through its
own management, design, and other features.
Many other terms for performing well also have limitations. In
assessing business firms, most investors look carefully at their
profitability. Yet sophisticated investors realize that short-term
profitability may in some cases mask long-term problems. In
addition, consumer advocates and environmental groups object
to assessments of business performance that disregard concerns
for the environment and ethical concerns for the consumer. In
addition, profitability does not apply to government and
nonprofit organizations. As with the generic approach in
general, researchers have to consider the need for a general
body of knowledge on organizational effectiveness that is not
restricted to certain sectors or industries. As described shortly,
in response to such complications, researchers have attempted a
number of different approaches to organizational goals and
effectiveness.
General Organizational Goals
An organizational goal is a condition that an organization seeks
to attain. The discussion here recites many problems with the
concept of goals, but organization theorists have developed
some useful insights and distinctions about them. For example,
the mission statements that have become so popular in recent
decades represent what organization theorists would call official
goals (Perrow, 1961). Official goals are formal expressions of
general goals that present an organization's major values and
12. purposes, such as those for the SSA described earlier. One tends
to encounter official goals in mission statements and annual
reports, where they are meant to enhance the organization's
legitimacy and to motivate and guide its members. Operative
goals are the relatively specific immediate ends an organization
seeks, reflected in its actual operations and procedures. People
in organizations often consider goals important as expressions
of guiding organizational values that can stimulate and
generally orient employees to the organization's mission. In
addition, clarifying goals for individuals and work groups can
improve efficiency and productivity. The discussion of
motivation in Chapter Ten reviews the research that shows that
providing workers with clear, challenging goals can enhance
their productivity. Nevertheless, the concept of a goal has many
complications, with important implications for organizing and
managing and for the debate over whether public and private
organizations differ.
These complications include the problem that goals are always
multiple (Rainey, 1993). A goal is always one of a set of goals
that one is trying to achieve (Simon, 1973). The goals in a set
often conflict with one another—maximizing one goal takes
away from another goal. Short-term and long-term goals can
conflict with each other. For example, although business firms
supposedly have clearer, more measurable goals than public and
nonprofit organizations, such firms have to try to manage
conflicts among goals for short-term and long-term profits,
community and public relations, employee and management
development, and social responsibility (such as compliance with
affirmative action and environmental protection laws). Goals
are arranged in chains and hierarchies, and this makes it hard to
express a goal in an ultimate or conclusive way. One goal leads
to another or is an operative goal for a higher or more general
goal. Many of the concepts related to organizational purpose—
such as goals, objectives, values, incentives, and motives—
overlap in various ways, leaving us with no conclusive or
definitive terminology. Distinctions among these concepts are
13. relatively arbitrary.
These complications appear to be related to a divergence among
organization theorists, between those who take the concept of
goals very seriously and those who reject it as relatively useless
(Rainey, 1993). These complications present a problem for both
theorists and practicing managers. The later discussion of
models of effectiveness points out that these sorts of
complications impede the assessment of organizational
effectiveness—it can be difficult to say what an organization's
goals really are and to measure their achievement. It is
important for leaders and managers to help the organization
clarify its goals, but these complications make that a very
challenging process. The next chapter discusses some of the
procedures that members of organizations can use to clarify the
organization's goal statements.
Goals of Public Organizations
The complications surrounding the concept of goals also
contribute to an interesting anomaly in the debate over the
distinctiveness of public organizations. They imply that all
organizations, including business firms, have vague, multiple,
and relatively intangible goals. Without a doubt, however, the
most often repeated observations about public organizations are
that their goals are particularly vague and intangible compared
to those of private business firms and that they more often have
multiple, conflicting goals (see III.1.a in Exhibit 3.1; Rainey,
1993). Previous chapters illustrated the meaning of this
observation. Public organizations produce goods and services
that are not exchanged in markets. Government auspices and
oversight imposed on these organizations include such multiple,
conflicting, and often intangible goals as the constitutional,
competence, and responsiveness values discussed in Chapters
Four and Five (see Exhibit 4.3). In addition, authorizing
legislation often assigns vague missions to government agencies
and provides vague guidance for public programs (Lowi, 1979;
Seidman and Gilmour, 1986). Given such mandates, coupled
with concerns over public opinion and public demands, agency
14. managers feel pressured to balance conflicting, idealized goals.
Conservation agencies, for example, receive mandates and
pressures both to conserve natural resources and to develop
them (Wildavsky, 1979, p. 215). Prison commissioners face
pressures both to punish offenders and to rehabilitate them
(DiIulio, 1990). Police chiefs must try to find a balance between
keeping the peace, enforcing the law, controlling crime,
preventing crime, ensuring fairness and respect for citizen
rights, and operating efficiently and with minimal costs (Moore,
1990).
In addition, many observers go on to assert that these goal
complexities have major implications for public organizations
and their management. Some researchers emphasize the effect
of these complexities on work attitudes and performance.
Buchanan (1974, 1975) found that federal agency managers
reported lower organizational commitment, job involvement,
and work satisfaction than did managers in private business. He
also found that the federal managers reported a weaker sense of
having impacts on their organizations and a weaker sense of
finding challenge in their jobs. He concluded that the vagueness
and value conflicts inherent in public organizations' goals were
among several reasons the federal managers reported lower
commitment, involvement, and satisfaction. He argued that the
diffuseness of agencies' objectives made it harder to design
challenging jobs for the public sector managers and harder for
them to perceive the impact of their work, which in turn
weakened federal managers' commitment and satisfaction. Other
studies have found more positive attitudes among managers in
government than Buchanan observed, but his conclusions
suggest the kinds of problems that vague and conflicting
organizational goals may cause.
Boyatzis (1982), in a study of the competencies of a broad
sample of managers, found that public managers displayed
weaker “goal and action” competencies—those concerned with
formulating and emphasizing means and ends. He concluded
that the difference must result from the absence in the public
15. sector of clear goals and performance measures such as sales
and profits.
Other observations concern effects on organizational structure
(pervasiveness of rules, number of levels) and hierarchical
delegation. Some scholars have asserted that the goal ambiguity
in public agencies and the consequent difficulties in developing
clear and readily measurable performance indicators lead to
performance evaluation on the basis of adherence to proper
procedure and compliance with rules (Barton, 1980; Dahl and
Lindblom, 1953; Lynn, 1981; Meyer, 1979; Warwick, 1975).
Under accountability pressures and scrutiny by legislative
bodies, the chief executive, oversight agencies, courts, and the
media, higher-level executives in public agencies demand
compliance with rules and procedures mandated by Congress or
oversight agencies or contained in their chartering legislation.
Executives and managers in public agencies also tend to add
even more rules and clearance requirements in addition to
externally imposed rules and procedures; plus, they add more
hierarchical levels of review and generally resist delegation in
an effort to control the units and individuals below them. The
absence of clear, measurable, well-accepted performance
criteria thus induces a vicious cycle of “inevitable bureaucracy”
(Lynn, 1981) in which the demand for increased accountability
increases the emphasis on rule adherence and hierarchical
control. Some authors add the observation that these conditions
breed a paradox in which the proliferation of rules and
clearance requirements fails to achieve control over lower
levels (Buchanan, 1975; Warwick, 1975). Rules provide some
protections for people at lower levels, through civil service
protections and the safety of strict compliance with other
administrative rules. Superiors' efforts to control lower-level
employees through additional rules and reporting requirements
add to bureaucratic complexity without achieving control.
In this way, goal ambiguity also supposedly contributes to a
weakening of the authority of top leaders in public
organizations. Because they cannot assess performance on the
16. basis of relatively clear measures, their control over lower
levels is weakened. The absence of clear performance measures
also allegedly contributes to a weakening of leaders'
attentiveness to developing their agencies. Because they cannot
simply refer to their performance against unambiguous targets
to justify continued funding, they must play more political,
expository roles to develop political support for their programs.
Blumenthal (1983), reflecting on his experiences as a top
federal and business executive, began his account of the
differences between these roles with the observation that there
is no bottom line in government. Media relations, general
appearance and reputation, and political relations external to the
agency figure more importantly in how others assess an
executive's performance than do concrete indicators of the
performance of his or her agency. Allison (1983) provided an
account of the similar observations of experienced public
officials about the absence of a bottom line and of accepted and
readily measurable performance indicators in public agencies.
Later chapters examine some of the research findings that
support—or fail to support—these observations. For example,
several surveys covering different levels of government,
different parts of the United States, and different organizations
asked managers in government agencies and business firms to
respond to questions about whether the goals of their
organization are vague, hard to define, and hard to measure. The
results showed no particular differences between the
government managers and the business managers in their
responses to such questions (Rainey, 1983; Rainey, Pandey, and
Bozeman, 1995). In addition, Bozeman and Rainey (1998)
reported evidence that government managers in their study were
more likely than business managers to say that their
organizations had too many rules; this is not consistent with the
claim that government managers like to create more and more
rules and red tape. In spite of conflicting assertions and
findings such as these, the main point is that many observers
claim that the goals of public organizations have a distinct
17. character that influences their other characteristics and their
management. The findings just mentioned do not necessarily
prove that there are no such differences, but they certainly
complicate the debate. They illustrate the importance for
researchers and managers of clarifying just what is meant by
these repeated references to the vague, conflicting, multiple
goals of public agencies and of proving or disproving their
alleged effect on organizations and management in government.
Regardless of these complications in the analysis of the goals of
public agencies, it is still very important and useful for agency
leaders and managers to try to clarify their organization's goals
and assess its effectiveness in achieving them. Both the Web
sites of many public agencies and the following chapter provide
many examples of efforts at clarifying goals and missions, and
an expanding literature on public management provides many
more (Behn, 1994, p. 50; Denhardt, 2000; Hargrove and
Glidewell, 1990, p. 95; Meyers, Riccucci, and Lurie, 2001).
Chapter Nine describes a stream of research in psychology that
has found that work groups perform better when given clear,
challenging goals (Locke and Latham, 1990a; Wright, 2001,
2004). In seeking to clarify goals, however, managers need to
be aware of the attendant complications and conflicts. They also
need to be aware of the concepts and models for assessing
organizational effectiveness that researchers have developed, as
well as of the controversies over the strengths and weaknesses
of the models and the trade-offs among them.
Models for Assessing Organizational Effectiveness
The people who study organizational effectiveness agree on
many of the preceding points, but they have never come to
agreement on one conclusive model or framework for assessing
effectiveness (Daft, 2013; Hall and Tolbert, 2004). The
complexities just described, as well as numerous others, have
caused them to try many approaches.
The Goal Approach
When organization theorists first began to develop models of
organizational effectiveness, it appeared obvious that one
18. should determine the goals of one's organization and assess
whether it achieves them. As suggested already, however,
organizations have many goals, which vary along many
dimensions and often conflict with one another. Herbert Simon
(1973) once pointed out that a goal is always embedded in a set
of goals, which a person or group tries to maximize
simultaneously—such as to achieve excellence in delivery of
services to clients but also keep the maintenance schedule up,
keep the members happy and motivated, maintain satisfactory
relations with legislators and interest groups, and so on. Many
different coalitions or stakeholders associated with an
organization—managers, workers, client and constituency
groups, oversight and regulatory agencies, legislators, courts,
people in different subunits with different priorities for the
organization, and so on—can have different goals for the
organization.
One can also state goals at different levels of generality, in
various terms, and in various time frames (short term versus
long term). Goals always link together in chains of means and
ends, in which an immediate objective can be expressed as a
goal but ultimately serves as a means to a more general or
longer-term goal. In addition, researchers and consultants can
have a hard time specifying an organization's goals because the
people in the organization have difficulty stating or admitting
the real goals. Organizations have not only formal, publicly
espoused goals but also actual goals. In their annual reports,
public agencies and business firms often make glowing
statements of their commitment to the general welfare as well as
to their customers and clients. An automobile company might
express commitment to providing the American people with the
safest, most enjoyable, most efficient automobiles in the world.
A transportation agency might state its determination to serve
all the people of its state with the safest, most efficient, most
effective transportation facilities and processes possible. Yet
the actual behavior of these organizations may indicate more
concern with their economic security than with their clients and
19. the general public. The goal model, in simplified forms, implies
a view of management as a rational, orderly process. Earlier
chapters have described how management scholars increasingly
depict managerial decisions and contexts as more turbulent,
intuitive, paradoxical, and emergent than a rational, goal-based
approach implies.
All of these complications cause organizational effectiveness
researchers to search for alternatives to a simple goal model. As
the discussion of strategy in Chapter Four demonstrated,
however, experts still exhort managers to identify missions,
core values, and strategies. This may depart from a strict goal-
based approach, but when you tell people to decide what they
want to accomplish and to design strategies to achieve those
conditions, you are talking about goals, even if you devise some
other names for them. Goal clarification also plays a key role in
managerial procedures described in later chapters, such as
management by objectives (MBO).
Experts have suggested various terminologies and procedures
for identifying organizational goals, and the goal model has
never really been banished from the search for effectiveness
criteria. These prescriptive frameworks, however, illustrate
many of the complexities of goals mentioned earlier. Morrisey
(1976), for example, illustrated the multiple levels and means-
ends relationships of goals. He suggested a framework for
public managers to use in developing MBO programs that he
describes as a funnel in which the organization moves from
greater generality to greater specificity by stating goals and
missions, key results areas, indicators, objectives, and finally,
action plans. Gross (1976) suggested a framework involving
seven different groups of goals—satisfying interests (such as
those of clients and members), producing output, making
efficient use of inputs, investing in the organization, acquiring
resources, observing codes (such as laws and budgetary
guidelines), and behaving rationally (through research and
proper administration). Under each of these general goals he
listed multiple subgoals. Obviously, managers and researchers
20. have difficulty clearly and conclusively specifying an
organization's goals.
For similar reasons, researchers have grappled with
complications in measuring effectiveness. As usual, they have
encountered the problem of choosing between subjective
measures and objective measures. Some have asked respondents
to rate the effectiveness of organizations, sometimes asking
members for the ratings, sometimes comparing members' ratings
of their own units in the organization with the ratings provided
by other members (such as top managers or members of other
units). Sometimes they have asked people outside the
organization for ratings. Others have developed more objective
measures, such as profitability and productivity indicators, from
records or other sources. Some researchers have developed both
types of evidence, but they have found this expensive. They
have also sometimes found that the two types of measures may
not correlate with each other. In one frequently used variant of
the goals approach, researchers have not sought to determine
the specific goals of a specific organization; rather, they have
measured ratings of effectiveness on certain criteria or goals
that they assume all organizations must pursue, such as
productivity, efficiency, flexibility, and adaptability. Mott
(1972), for example, studied the effectiveness of government
organizations (units of NASA; the State Department; the
Department of Health, Education, and Welfare; and a state
mental hospital) by asking managers in them to rate the
quantity, quality, efficiency, adaptability, and flexibility of
their divisions.
The Systems-Resource Approach
Partly because of difficulties with goal models, Yuchtman and
Seashore (1967) developed a systems-resource model. They
concentrated on whether an organization can attain valued
resources from its environment to sustain itself. They placed
effectiveness criteria in a hierarchy, with the organization's
ability to exploit external resources and opportunities as the
ultimate criterion. They regarded this criterion as being
21. ultimately immeasurable by itself: it has to be inferred by
measuring the next-highest, or penultimate, criteria, which they
identified in a study of insurance companies. These criteria
included such factors as business volume, market penetration,
youthfulness of organizational members, and production and
maintenance costs. They developed these factors by using
statistical techniques to group together measures of
organizational activities and characteristics such as sales and
number of policies in force. Drawing on a survey they
conducted in the same companies, they also examined the
relationships between lower-order, subsidiary variables, such as
communication and managerial supportiveness, and the
penultimate factors.
Not many researchers have followed this lead with subsequent
research efforts. Critics have raised questions about whether the
approach confuses the conception and ordering of important
variables. Some of the penultimate factors could just as well be
called goals, others seem to represent means for achieving
goals, and some of the factors seem more important than others.
Critics have complained that the analytical techniques bunched
together unlike factors inappropriately. Others have pointed out
that the criteria represent the interests of those in charge of the
organizations, even though other actors, such as customers and
public interest groups, might have very different interests.
(Rainey 147-158)
Rainey, Hal G. Understanding and Managing Public
Organizations, 5th Edition. Jossey-Bass, 2014-01-27.
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