Pm0013 managing human resources in projectssmumbahelp
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Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
D MGMT655 Team CharterTeam Members and contact information .docxalanrgibson41217
D MGMT655 Team Charter
Team Members and contact information:
Name
Preferred Email
Phone Number
Time Zone
Denise Brown
[email protected]
970-313-8763
Pacific (California)
Purpose Statement and Team Objectives:
Team Values:
List the values/behaviors you will use to effectively achieve your mission.
Values might include behaviors such as listening with an open mind, sharing knowledge, respectful communication, take responsibility/no blame, decisions based on reasoning, etc. Come up with your own list!
Team Expectations:
Collectively identify a list of expectations for team members.
Expectations might include behaviors such as keeping commitments, being proactive in staying current with your team, everyone contributes, process if someone does not keep commitments, etc.
Team Meetings and Communication:
Working as a virtual team can present some challenges in terms of communication. Identify when and how the team will meet/communicate with one another. Include how to communicate with those who can’t attend.
Team Assessment:
Identify the strengths and weaknesses of each team member.
For this course, identify who is most comfortable with the simulation and with Finance. Be sure to tap into these skills in your team process.
Functional Roles:
Based on skills and interests, indicate each individual’s role and their tasks for the team project. Define the responsibilities of each role.
COO/ Team Leader –
Organizes team meetings, facilitates team discussions,facilitates problem solving and collaboration, and strives for team consensus and win-win agreements. The COO collects and compiles the Product Manager slides for the Board of Directors presentations (Group Projects), adding a “state of the business” executive summary-type slide, a finance slide, and, ideally, a “lessons learned” slide. Typically, the COO makes the final Finance decisions just before simulation round close when financing needs for the company are available in the Pro Formas.
Product Managers (VPs)–
Each team member selects one sensor product to manage. There are five sensor products in each company. If there are only five team members, then the COO also will manage a product. The Product Managers (VPs) will make all functional decisions for their product – R&D, Marketing, and Production. No decisions will be made for another VP’s product without their agreement. Each VP will create at least four slides for the Board of Directors Presentation (Group Project), including a cover slide, and one slide for each functional area. Ample notes explaining and assessing decisions are included. The slides are submitted to the COO and Instructor.
Fill out the table below to confirm product management responsibilities. The sensor names begin with the same letter as the first letter of your company name. E.g., Cid is the high end sensor for the Chester company. You will find the sensors and associated primary market segment listed on pag.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Organization Health Care Inc.Employees 15-20 thousand worldw.docxgerardkortney
Organization: Health Care Inc.
Employees: 15-20 thousand worldwide
Employee Occupations: Nurses, IT Specialist, Human Resources, Administration Staff, Management, Nursing Assistants (various levels & positions)
Goal of team: The business needs to expand to remain competitive in the worldwide marketplace. A team needs to be created to help the organization evaluate, justify, and propose ideas.
Business Module: Contract Nurses and Nursing Assistants to organizations worldwide.
DUE WEDNESDAY BY MIDNIGHT EST!!
LDR 504 Fall 2016
Guidelines and Format for Writing-up Your OD Change Proposal
Background
The OD Change Proposal (OCP) is developed directly from your field observations and journaling. In your field observation you are using Bolman & Deal’s assumptions for the four frames (structural, human resources, political and symbolic) to analyze your organization or a unit within your organization. From those observations your are journaling whether the assumptions are “operative” in your organization and if so recording a couple of examples. The field observation and journaling is also designed to give you perspective, understanding and insight into the organization that goes beyond limited or technical problem solving to an adaptive organizational change strategy.
Step One
Select one or two issues (these may be problems or other dysfunctional behaviors and actions in a variety of areas –planning, decision-making, communication, leadership, etc., as well, as opportunities or need for adaptive change – responding to client/customer/community needs, improving and developing new programs, etc.) and follow these through the four perspectives.
We will discuss these issues in our telephone consultations.
Step Two
You will use your observation and analysis formulated during the course and posted on the Student Dialogue Forum to develop recommendations, and design interventions to address these issues using one assumption from each of the four frames.
Step Three
Write-up your recommendations and design intervention that reflects your application of the four frames and the understanding and rationale for the change. Here you also want to connect any underlying resistance to change and what needs to happen to move the project forward.
So you are looking at:
1) A presenting issue(s), problem or opportunity in your organization;
2) How does one of the assumptions from each of the four frames relate to that issue? The assumption drives the rationale for the change.
3) Your recommendations and design for what you feel will make an effective proposal for change.
4) What is the potential resistance and/or obstacles you see in implementing this change?
Format and other important information about the Paper
· Please use a standard font, 12-point size and 1 ½ line space. One page of text in this format is approximately 275 words.
· This paper does not require outside sources. It does require a solid understanding and application of the texts we use in.
I hope that you design your own workbook and visual management boards. Making this process your own is how the work is enabled. Most people take a course and download the software or the workbook and try to apply without going through the necessary steps to learn the process. I hope that you have started your experiment, your PDCA cycle in adding these thoughts to your toolbox and the way you do your work. There is a Slideshare presentation on the workbook using this slide deck.
[Type text][Type text][Type text]HAME502 Building High-Per.docxodiliagilby
[Type text] [Type text] [Type text]
HAME502: Building High-Performing Teams
Cornell UniversityCourse Project
Part One: Diagnosing Your Team
Instructions:
In this project, you will outline strategic elements critical in leading your team. In doing so, you will map a plan for diagnosing the team’s needs, building collaboration, generating conflict, managing virtual team space, and finally, shifting your own leadership role. This plan will enable you to thoughtfully provide your team with the leadership it needs to perform at its highest levels.
First, identify if the team is new or if you are new to the team. (Or alternatively, you and the team may have been working with one another for awhile. If so, think of your team as new all over again and try to look at it with fresh eyes.) Next, complete the appropriate chartin order to identify areas of development or needs for your team.
If the team is new,engage (or reengage) your team in a discussion of its vision and mission. What is the desired future state and the overall purpose of your team? What does the organization need the team to accomplish? Identify members’ roles and responsibilities. Prepare between 3-5 long-term and short-term goals. Enter your results into Chart A.
If you are new to the team, collect data. Interview at least five team members. Observe the team working. What do you notice? What is the work pattern? Based on your analysis of your data, identify and discuss between 3-5 actions/behaviors that the team needs from you.Enter your results into Chart B.
Chart A: Building Your Team
when the team is new
Team Goals
With your team, identify what your organization needs your team to accomplish. Outline 3-5 of your short-term and long-term goals here.
Member Roles & Responsibilities
Identify key roles and responsibilities that will achieve and support your team in reaching your goals. List these roles and state who will be responsible for each.
If you have completed Chart A, you have completed part one of your course project. You do not need to complete Chart B.
Chart B: Building Your Team
when you are new to your team
Interview Findings
After interviewing five members of your team, summarize your findings based on each category below:
What actions or processes are working well?
What actions or processes can be improved?
Overall, how effective do they think your team is?
Observations of Team
After observing your team working, what do you notice? What work patterns can you identify?
Recommendations
Based on your findings, identify 3-5 recommendations you have for your team. Outline how you will or have communicated these recommendations.
1.
2.
3.
4.
5.
Part Two: Building Collaboration
Instructions:
In this module, we put the lens on you to consider both how your team members act and interact, as well as how you engage your team.
For part two of your project, map a plan for how you want to engage with your team, moving forward. Prepare a list of id ...
Pick an Apollo Mission that went to the Moon. Some mission only orb.docxssuser562afc1
Pick an Apollo Mission that went to the Moon. Some mission only orbited the Earth. Discuss the geological preparation that the astronuats had to complete on Earth and how they applied this to their explorations on the Moon. List three instances of preparation in the first paragraph of seven to eight sentences. And then list three applications in a second paragraph of seven to eight sentences. Use four sources: two library and two web resrouces.
.
Pick a topic from data.gov that has large number of data sets on wid.docxssuser562afc1
Pick a topic from data.gov that has large number of data sets on wide variety from healthcare to education, climate to public safety.
Pick a topic and Explore the possibilities of downloading the data, use any data visualization tool to create meaning information and visualizations.
Need 1-2 Pages documentation.
.
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Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id
-> help.mbaassignments@gmail.com
or
call us at -> 08263069601
Pm0013 managing human resources in projectssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
D MGMT655 Team CharterTeam Members and contact information .docxalanrgibson41217
D MGMT655 Team Charter
Team Members and contact information:
Name
Preferred Email
Phone Number
Time Zone
Denise Brown
[email protected]
970-313-8763
Pacific (California)
Purpose Statement and Team Objectives:
Team Values:
List the values/behaviors you will use to effectively achieve your mission.
Values might include behaviors such as listening with an open mind, sharing knowledge, respectful communication, take responsibility/no blame, decisions based on reasoning, etc. Come up with your own list!
Team Expectations:
Collectively identify a list of expectations for team members.
Expectations might include behaviors such as keeping commitments, being proactive in staying current with your team, everyone contributes, process if someone does not keep commitments, etc.
Team Meetings and Communication:
Working as a virtual team can present some challenges in terms of communication. Identify when and how the team will meet/communicate with one another. Include how to communicate with those who can’t attend.
Team Assessment:
Identify the strengths and weaknesses of each team member.
For this course, identify who is most comfortable with the simulation and with Finance. Be sure to tap into these skills in your team process.
Functional Roles:
Based on skills and interests, indicate each individual’s role and their tasks for the team project. Define the responsibilities of each role.
COO/ Team Leader –
Organizes team meetings, facilitates team discussions,facilitates problem solving and collaboration, and strives for team consensus and win-win agreements. The COO collects and compiles the Product Manager slides for the Board of Directors presentations (Group Projects), adding a “state of the business” executive summary-type slide, a finance slide, and, ideally, a “lessons learned” slide. Typically, the COO makes the final Finance decisions just before simulation round close when financing needs for the company are available in the Pro Formas.
Product Managers (VPs)–
Each team member selects one sensor product to manage. There are five sensor products in each company. If there are only five team members, then the COO also will manage a product. The Product Managers (VPs) will make all functional decisions for their product – R&D, Marketing, and Production. No decisions will be made for another VP’s product without their agreement. Each VP will create at least four slides for the Board of Directors Presentation (Group Project), including a cover slide, and one slide for each functional area. Ample notes explaining and assessing decisions are included. The slides are submitted to the COO and Instructor.
Fill out the table below to confirm product management responsibilities. The sensor names begin with the same letter as the first letter of your company name. E.g., Cid is the high end sensor for the Chester company. You will find the sensors and associated primary market segment listed on pag.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Organization Health Care Inc.Employees 15-20 thousand worldw.docxgerardkortney
Organization: Health Care Inc.
Employees: 15-20 thousand worldwide
Employee Occupations: Nurses, IT Specialist, Human Resources, Administration Staff, Management, Nursing Assistants (various levels & positions)
Goal of team: The business needs to expand to remain competitive in the worldwide marketplace. A team needs to be created to help the organization evaluate, justify, and propose ideas.
Business Module: Contract Nurses and Nursing Assistants to organizations worldwide.
DUE WEDNESDAY BY MIDNIGHT EST!!
LDR 504 Fall 2016
Guidelines and Format for Writing-up Your OD Change Proposal
Background
The OD Change Proposal (OCP) is developed directly from your field observations and journaling. In your field observation you are using Bolman & Deal’s assumptions for the four frames (structural, human resources, political and symbolic) to analyze your organization or a unit within your organization. From those observations your are journaling whether the assumptions are “operative” in your organization and if so recording a couple of examples. The field observation and journaling is also designed to give you perspective, understanding and insight into the organization that goes beyond limited or technical problem solving to an adaptive organizational change strategy.
Step One
Select one or two issues (these may be problems or other dysfunctional behaviors and actions in a variety of areas –planning, decision-making, communication, leadership, etc., as well, as opportunities or need for adaptive change – responding to client/customer/community needs, improving and developing new programs, etc.) and follow these through the four perspectives.
We will discuss these issues in our telephone consultations.
Step Two
You will use your observation and analysis formulated during the course and posted on the Student Dialogue Forum to develop recommendations, and design interventions to address these issues using one assumption from each of the four frames.
Step Three
Write-up your recommendations and design intervention that reflects your application of the four frames and the understanding and rationale for the change. Here you also want to connect any underlying resistance to change and what needs to happen to move the project forward.
So you are looking at:
1) A presenting issue(s), problem or opportunity in your organization;
2) How does one of the assumptions from each of the four frames relate to that issue? The assumption drives the rationale for the change.
3) Your recommendations and design for what you feel will make an effective proposal for change.
4) What is the potential resistance and/or obstacles you see in implementing this change?
Format and other important information about the Paper
· Please use a standard font, 12-point size and 1 ½ line space. One page of text in this format is approximately 275 words.
· This paper does not require outside sources. It does require a solid understanding and application of the texts we use in.
I hope that you design your own workbook and visual management boards. Making this process your own is how the work is enabled. Most people take a course and download the software or the workbook and try to apply without going through the necessary steps to learn the process. I hope that you have started your experiment, your PDCA cycle in adding these thoughts to your toolbox and the way you do your work. There is a Slideshare presentation on the workbook using this slide deck.
[Type text][Type text][Type text]HAME502 Building High-Per.docxodiliagilby
[Type text] [Type text] [Type text]
HAME502: Building High-Performing Teams
Cornell UniversityCourse Project
Part One: Diagnosing Your Team
Instructions:
In this project, you will outline strategic elements critical in leading your team. In doing so, you will map a plan for diagnosing the team’s needs, building collaboration, generating conflict, managing virtual team space, and finally, shifting your own leadership role. This plan will enable you to thoughtfully provide your team with the leadership it needs to perform at its highest levels.
First, identify if the team is new or if you are new to the team. (Or alternatively, you and the team may have been working with one another for awhile. If so, think of your team as new all over again and try to look at it with fresh eyes.) Next, complete the appropriate chartin order to identify areas of development or needs for your team.
If the team is new,engage (or reengage) your team in a discussion of its vision and mission. What is the desired future state and the overall purpose of your team? What does the organization need the team to accomplish? Identify members’ roles and responsibilities. Prepare between 3-5 long-term and short-term goals. Enter your results into Chart A.
If you are new to the team, collect data. Interview at least five team members. Observe the team working. What do you notice? What is the work pattern? Based on your analysis of your data, identify and discuss between 3-5 actions/behaviors that the team needs from you.Enter your results into Chart B.
Chart A: Building Your Team
when the team is new
Team Goals
With your team, identify what your organization needs your team to accomplish. Outline 3-5 of your short-term and long-term goals here.
Member Roles & Responsibilities
Identify key roles and responsibilities that will achieve and support your team in reaching your goals. List these roles and state who will be responsible for each.
If you have completed Chart A, you have completed part one of your course project. You do not need to complete Chart B.
Chart B: Building Your Team
when you are new to your team
Interview Findings
After interviewing five members of your team, summarize your findings based on each category below:
What actions or processes are working well?
What actions or processes can be improved?
Overall, how effective do they think your team is?
Observations of Team
After observing your team working, what do you notice? What work patterns can you identify?
Recommendations
Based on your findings, identify 3-5 recommendations you have for your team. Outline how you will or have communicated these recommendations.
1.
2.
3.
4.
5.
Part Two: Building Collaboration
Instructions:
In this module, we put the lens on you to consider both how your team members act and interact, as well as how you engage your team.
For part two of your project, map a plan for how you want to engage with your team, moving forward. Prepare a list of id ...
Pick an Apollo Mission that went to the Moon. Some mission only orb.docxssuser562afc1
Pick an Apollo Mission that went to the Moon. Some mission only orbited the Earth. Discuss the geological preparation that the astronuats had to complete on Earth and how they applied this to their explorations on the Moon. List three instances of preparation in the first paragraph of seven to eight sentences. And then list three applications in a second paragraph of seven to eight sentences. Use four sources: two library and two web resrouces.
.
Pick a topic from data.gov that has large number of data sets on wid.docxssuser562afc1
Pick a topic from data.gov that has large number of data sets on wide variety from healthcare to education, climate to public safety.
Pick a topic and Explore the possibilities of downloading the data, use any data visualization tool to create meaning information and visualizations.
Need 1-2 Pages documentation.
.
Pick an animal with sophisticated communication. Quickly find and re.docxssuser562afc1
Pick an animal with sophisticated communication. Quickly find and read at least two sources about their use of language and communication. Share your sources with us (you can paste links or have a Works Cited) and tell us what you think.
1) Do they have communication?
2) Do they have language?
3) Do they have sociolinguistics?
Primates, dogs, African Gray parrots, bees, and cats are all fun. Some cetaceans (water mammals) seem to have dialects and accents, as well as names.
.
Pick a real healthcare organization or create your own. Think about .docxssuser562afc1
Pick a real healthcare organization or create your own. Think about the reimbursement types that organization is basing the financial sustainability on. List the organization type (e.g., for profit, not-for-profit etc., a hospital, a minute clinic etc.). List the income streams appropriate (e.g., out of pocket, capitation, fee-for-service etc.). Discuss how we can use epidemiology to assess
served
population healthcare risks
that will affect cost of care and financial sustainability of your organization.
.
PHYS 102In the Real World” Discussion TopicsYou may choose yo.docxssuser562afc1
PHYS 102
“In the Real World” Discussion Topics
You may choose your topic of discussion*, provided it is germane to the concepts covered in this module.
Construct an engaging 3-paragraph initial post that ties one or more of the module’s concepts to the real world. The paragraphs should address the following points:
· Paragraph 1: Outline a general definition and description of the physics concepts/topics you have chosen to discuss*, referencing this week’s readings on the topics, as appropriate. Include descriptive features (as applicable) about the physics concepts – dependent factors, relevant terminology, conventions, common units of measure, etc.
· Paragraph 2: Summarize one or more impacts of the physics concept(s) to everyday life or aviation operations.
· Paragraph 3: You have two options for this paragraph:
1) Provide a real example, from an article or documented report (aircraft performance, incidents or accidents, for example), of the aviation impact of this physics concept.
2) Give us “your take” on the relevance and importance of this topic from your own perspective, by providing personal points of view or related experiences.
*Consider the following as good topic “starters” for discussion:
· What were your “Aha!” moments as you worked through the material?
· How does this module's content relate to your professional career? Personal life?
· How does this module's content relate to current events?
· Did you more deeply explore a topic only covered lightly in the course materials? What did you discover?
· What concepts (learning objectives) did you struggle with? What resources helped you overcome this hurdle?
NOTE: you may use one or more of the above (but not all) as primers to formulate your initial discussion post.
Page | 64
Page | 85
(
BSBMGT517
Manage operational plan
Learner Guide
)
Table of Contents
Table of Contents2
Unit of Competency5
Performance Criteria6
Foundation Skills7
Assessment Requirements9
Housekeeping Items10
Objectives10
1. Develop operational plan11
1.1 – Research, analyse and document resource requirements and develop an operational plan in consultation with relevant personnel, colleagues and specialist resource managers12
What is an operational plan?12
Research, analyse and document resource requirements14
Activity 1A17
1.2 – Develop and/or implement consultation processes as an integral part of the operational planning process18
Consultation processes18
Feedback19
Activity 1B20
1.3 – Ensure the operational plan includes key performance indicators to measure organisational performance22
Key Performance Indicators (KPIs)22
How to write a Key Performance Indicator22
Activity 1C24
1.4 – Develop and implement contingency plans for the operational plan25
Contingency plans25
Steps for creating a contingency plan25
Activity 1D29
1.5 – Ensure the development and presentation of proposals for resource requirements is supported by a variety of information sources and seek specialist advice as required.
Photosynthesis and Cellular RespirationCellular respiration .docxssuser562afc1
Photosynthesis and Cellular Respiration
Cellular respiration and photosynthesis form a critical cycle of energy and matter that supports the continued existence of life on earth. Describe the stages of cellular respiration and photosynthesis and their interaction and interdependence including raw materials, products, and amount of ATP or glucose produced during each phase. How is each linked to specific organelles within the eukaryotic cell. What has been the importance and significance of these processes and their cyclic interaction to the evolution and diversity of life?
The minimum length for this assignment is 1,500 words. Be sure to check your Turnitin report for your post
.
Philosophy of Inclusion Research SupportIt is not enough to simp.docxssuser562afc1
Philosophy of Inclusion Research Support
It is not enough to simply feel a personal obligation to include students with disabilities within general education environments. Sometimes, being a special education teacher involves persuading others to see the benefits of inclusion as well as how it can be successfully implemented to create a safe and positive learning environment to promote the well-being of students with disabilities.
Use the "Philosophy of Inclusion Research Support Template" to complete this assignment.
Support your findings with a minimum of three scholarly resources.
While APA format is not required for the body of this assignment, solid academic writing is expected, and in-text citations and references should be presented using APA documentation guidelines (TEMPLATE ATTACHED).
.
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Physical Assessment Reflection Consider your learning and gr.docxssuser562afc1
Physical Assessment Reflection
Consider your learning and growth in this course, reflecting upon “aha!” moments. Create a presentation that discusses the learning that occurred throughout the assessments completed in Shadow Health. Tina Jones Female 28 yrs with diagnosis of Asthma , dehydration, wound infection and allergic to penicillin.
Additional Instructions:
All submissions should have a title page and reference page.
Utilize a minimum of two scholarly resources.
Adhere to grammar, spelling and punctuation criteria.
Adhere to APA compliance guidelines.
Adhere to the chosen Submission Option for Delivery of Activity guidelines.
Submission Options:
Instructions:
Microsoft PowerPoint Presentation
8 to 10 slides. Add title and reference slides.
Follow Rules of 7.
.
Philosophy 2582 - Media Ethics Paper 1 (Noam Chomsky) .docxssuser562afc1
Philosophy 2582 - Media Ethics: Paper 1 (Noam Chomsky)
June 17, 2018 by 11:59pm
*Policy on Late Papers
I will accept your paper within one week of the due date but in this case I may not have
time to provide extensive feedback.
Papers submitted on time will be marked and returned within two - three weeks of submission.
If you have a good reason for submitting your paper after the deadline please let me know in
advance. You may be asked to provide a doctor’s note or other support documentation.
Instructions
1. Submit this paper through the Dropbox feature of the course. To access this, click on
Dropbox in the grey, horizontal menu near the top of the screen.
2. Ideally, the paper should be submitted as a file in RTF or Microsoft Word format.
Please do not submit files in WordPerfect (.wpd) or Microsoft Works (.wps) format since I will
have a hard time opening these files. If you use one of these programs, please convert your file to
RTF or Word format. You should also avoid PDF files since I need to be able to insert comments
into your paper.
3. Please include your name in the title of the file you submit (i.e., the file should be called
something like “JohnSmithEthicsPaper.doc”).
4. Please read the policy on late assignments (above) carefully.
Length: 1500 - 2000 words
Topic
If it is helpful, you can divide your paper into different sections.
Watch the Documentary Manufacturing Consent Noam Chomsky and the Media. Here is the
link: https://www.youtube.com/watch?v=eBhBfa6gK60
What, according to Chomsky, is manufactured consent, and what role does the media play in
manufacturing it? Discuss with reference to two (or more, if you like) pieces of current news
media (either print media or image/video based.
What is intellectual self-defense? What are some of the ways we can foster our own intellectual
self-defense? You may find the article “The Importance of Intellectual Self-Defense” – found in
the Readings and Assignments area – helpful with this section of your paper.
In your paper, please briefly address why these issues are ethical in nature. Part 1 of Unit 1 will
be helpful here.
Secondary Sources
Please use ONE outside text source on Chomsky in this assignment (scholarly article either
online or from a journal in the library - text, interview, etc.) Please do not use Chomsky himself
– but another writer/theorist. This is to help you understand some of the concepts involved here,
and also to help you understand that Chomsky’s views are often challenged.
Writing Advice
1. Never underestimate the importance of structure. Consider preparing an
outline of your paper either before you write it or when you are in the process of revising
it. If you can't give a clear, step-by-step breakdown of what you're trying to accomplish in
the paper, it's probably not a very good paper. You should also remember the importance
of a good, clear introduction a.
Pick a large company you like. Find their Statement of Cash Flow.docxssuser562afc1
Pick a large company you like. Find their Statement of Cash Flows on their latest annual report, (not a summary, but the actual financial statement).
Describe the three sections of cash flows and what they involve.
For each section, tell us the total amount, if it is positive or negative, and analyze what each one tells you about the company.
Upon studying its statement of cash flows, what does this combination of cash flows suggest to you about the firm?
Is there any additional information that you would like to see to better understand this company? If so, what?
.
Philosophy 7 Asian Philosophy (Fall 2019) Paper Guidelines .docxssuser562afc1
Philosophy 7: Asian Philosophy (Fall 2019)
Paper Guidelines
1
Paper #3: Chinese Philosophy
You may choose to write about either Confucianism (A) or Daoism (B).
(A) Confucianism: Kongzi (Confucius) or Mengzi (Mencius)
Choose a passage from one of the primary Confucian texts that we read: The Analects or
The Mengzi. Whatever you choose, you must confine your essay to one of our authors’
texts: either Confucius’ Analects or Mencius’ Mengzi. You may choose any passage you
like but you may only write within the context of one of the two thinkers.
and
Analyze and explain it as thoroughly and precisely as you can, staying close to the text
of the author you choose (using its terminology, following its reasoning, etc.). This point
is important: refer to, quote, paraphrase, and cite Confucius’ or Mencius’ text—his words, his
terms, his explanations, his examples, etc.—to aid your explanation of the idea. The closer you
stay to the text, the clearer your explanation will be.
(B) Daoism: Laozi or Zhuangzi
Choose a passage from one of the primary Daoist texts that we read: The Daodejing or
The Zhuangzi. Whatever you choose, you must confine your essay to one of our authors’
texts: either Laozi’s Daodejing or Zhuangzi’s Zhuangzi. You may choose any passage you
like but you may only write within the context of one of the two thinkers.
and
Analyze and explain it as thoroughly and precisely as you can, staying close to the text
of the author you choose (using its terminology, following its reasoning, etc.). This point
is important: refer to, quote, paraphrase, and cite Laozi’s or Zhuangzi’s text—his words, his
terms, his explanations, his examples, etc.—to aid your explanation of the idea. The closer you
stay to the text, the clearer your explanation will be.
Note on Daoism: Remember that these specific texts are notoriously opaque and
mysterious, and their purpose seems to be, quite explicitly in some cases, to effect an
experiential change in thinking on the part of the reader. So, if you choose this option, give
yourself time to let the text affect you and wash over you. It is common that the sense of
particular passages vacillates and shifts as one reads them again and again. So try—
without trying, of course (i.e., in a wu wei fashion)—to give yourself ample room to
maneuver within the text’s mysterious spaces, as Zhuangzi’s butcher’s blade
maneuver’s freely within the heavenly contours of the ox’s carcass.
Philosophy 7: Asian Philosophy (Fall 2019)
Paper Guidelines
2
In these papers, I want you to try to capture the essence of what you choose. You might
imagine that what you are trying to do is teach someone what passage means within the
context of Confucianism or Daoism.
I am looking for in-depth and detailed analysis/explanation.
Paper Details
Due Date
SUNDAY, May 3rd on Canvas by MIDNIGHT
Paper Length
At least 3 full pages of text (“full” beginning.
PIC.jpg
a.zip
APA.ppt
APA Style--Review
College of Business and Organizational Leadership
*
Why APA style?
Allows readers to cross-reference sources
Provides a consistent standard across program
Gives the student credibility as a writer and protection from plagiarism
Help students be more critical consumers of the information they read and select
*
American Psychological AssociationFormed in 1928 by editors and business managers of anthropological and psychological journalsGoal of developing consistency in formatting material
Format basics
Margins: One inch on all sides (top, bottom, left, right)
Font Size and Type: 10-12-pt. font (Times Roman, Courier, or Arial are acceptable typefaces)
Spacing: Double-space throughout the paper,
Alignment: Flush left (creating uneven right margin)
Paragraph Indentation: 5-7 spaces
Pagination: The page number appears one inch from the right edge of the paper on the first line of every page
*
HeadingsLevel 1:
Centered Upper- and Lowercase HeadingLevel 2:
Centered, Italicized, Upper and Lowercase HeadingLevel 3:
Flush Left, Italicized, Upper and Lowercase Side HeadingLevel 4:
Indented, italicized, lowercase paragraph heading ending with a period.
*
Headings
Example of 2 levels:
Management Styles
Authoritative
Example of 3 levels:
Management Styles
Authoritative
Taylor’s Carrot vs. Stick Method
*
Superscript #’s indicate heading level
Citing summariesSummarizing: condensing and restating another’s ideas in your own wordsExample:
Smith has written an entire book on how much she enjoys using APA format.
Smith (2003) explains that APA is fun.
APA is fun (Smith, 2003).Summarized information needs to be cited in both the text and the reference page
*
Citing paraphrasesParaphrasing: restating another’s ideas in your own wordsExample:
Smith’s direct quote on page 28 is as follow: “Using APA is great fun.”
Smith (2003) explains that APA is fun (p. 28).
APA is fun (Smith, 2003, p. 28).Paraphrased information needs to be cited in both the text and the reference page
*
Citing quotesUse block quotes when citing 40 or more words in a row
Wu (2002) has found self-fulfillment through APA:
APA citations have solidified my purpose and direction in life. Reading the Publication manual has helped me find structure and order in my chaotic, postmodern existence. As an instructor, one of my greatest joys is sharing this sense of order with others. (p. 174)WARNING: Avoid over-using block quotes in papers. Keep quotations, especially block quotes, to a minimum. Instead, use summaries and paraphrases whenever possible.
*
In-text citations
A direct quote… (Bradley, 1998, p.276).
Paraphrasing with one author (Bradley, 1998).
…with two authors… (Bradley & Calhoun, 1998).
…with three to five authors
(1st time only) (Bradley, Calhoun, Davis & Fitch, 1998).
…with three to five authors
(followi.
PHIL101 B008 Win 20 ! " # Assignments
AssignmentsAssignments
Assignment List Week 7 - Philosophical Essay
Week 7 - Philosophical EssayWeek 7 - Philosophical Essay
DUE: Feb 23, 2020 11:55 PM
Grade DetailsGrade Details
GradeGrade N/A
Gradebook CommentsGradebook Comments None
Assignment DetailsAssignment Details
Open DateOpen Date Jan 6, 2020 12:05 AM
Graded?Graded? Yes
Points PossiblePoints Possible 100.0
Resubmissions Allowed?Resubmissions Allowed? No
Attachments checked for originality?Attachments checked for originality? Yes
Assignment InstructionsAssignment 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 can access the new Success Center via the left hand navigation in your classrooms. This tool
is updated regularly and provides access to hundreds of relevant resources geared towards
your academic and professional goals. Check it out!
"
https://edge.apus.edu/portal/site/432650/page-reset/2bba5324-c68b-4b04-9baa-1098523c2cc7
https://edge.apus.edu/portal/site/432650/tool-reset/b4ed8e22-9463-4014-92e5-da92ad3124b8
https://edge.apus.edu/portal/site/432650/tool-reset/b4ed8e22-9463-4014-92e5-da92ad3124b8
https://edge.apus.edu/portal/site/432650/tool/b4ed8e22-9463-4014-92e5-da92ad3124b8/student-assignment-list
https://edge.apus.edu/portal/site/432650/tool/b4ed8e22-9463-4014-92e5-da92ad3124b8/student-submit/857494#
javascript:void(0)
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 .
Phase 3 Structured Problem Solving ProcessStep 1: Define the Problem
1. Develop/Implement Cycle Inventory
2. Develop software automation
a. Demand Forecasting
b. Cycle Inventory
c. Simulation
3. Create Benchmark of SCM
a. PlantronicsStep 2: Create a Plan
1. Develop/Implement Cycle Inventory
a. Reasons for Cycle Inventory
b. Context of SC Network and SC Stages
c. Best forecasted demand
d. Calculate Cycle Inventory and other values (Enter Formulas for each into Spreadsheet)
e. Graphically show Theia’s Cycle Inventory
2. Develop Software Automation
a. Automate Demand Forecasting in Visual Basic
b. Automate Cycle Inventory in Visual Basic
c. Show simulation of Software Module of Theia Vision’s Cycle Inventory/Demand Forecasting
3. Develop a Benchmark of SCM against PlantronicsStep 3: Execute the Plan
Following contents are the plan in execution.[1] - Cycle Inventory
Advantages/Reasons for Theia Having a Cycle Inventory
· Average amount inventory used to satisfy demand between shipments → allows Theia to take advantage of economies of scale
· Allows Theia to minimize total inventory costs
· Theia should keep the cycle inventory as low as possible to save money on shipping and storage of inventory costs. → key aspect to maximize profit
· Facilitates the balance of supply and demand for Theia’s products by allowing SPC to satisfy customer demand based on forecasts
· Implementing optimal quantity of inventory to receive from suppliers per each shipment/order allows Theia to minimize holding cost of inventory and transportation cost
· Overall, having a cycle inventory will allow SPC to reduce costs, therefore maximizing their profits
Context of Theia’s Supply Chain
Theia’s Supply Chain Network
Theia Vision’s Best Forecasted Demand for Year 4 (Winter’s Method)
Year
Annual Demand
Period
Forecast
1
578,166
1
15099
2
96110
3
182443
4
284514
2
1,492,695
5
219828
6
330269
7
416538
8
526060
3
2,365,871
9
359812
10
535437
11
659850
12
810772
4
2,504,131
13
499278
14
616411
15
662682
16
725260
Cycle inventory is the average inventory needed to meet customer demand between the order time and when the supply arrives.
Costs are part of the equation due to inventory storage expenses.
⇒ Therefore, we need to know the annual demand of our product as well as the material cost, shipping cost, and holding cost:
Demand (D) = Annual demand (obtained through forecasting) Year 4
2,504,131 Smart Glasses
Cost (C) = Price paid by the manufacturer to the supplier for 1 unit of supply
$300
Inventory holding cost (h%) = cost of holding $1 of inventory for 1 year.
0.1
Fixed Ordering Cost (S) = cost of placing the order and labor for receiving.
$3000
Lot Size (Q) = Number of units in 1 lot of shipment (quantity per shipment)
QL*= √
QL* = √
QL* =12920.6
The amount Theia should load onto each truck is about 12,920.6 Smart Glasses per shipment to minimize total cost based on forecasted demand for year 4. (Efficiency)
Cycle Inventory
QL*.
Phil 2101 Final PaperGuidelines Approximately 5 pages, doubl.docxssuser562afc1
Phil 2101: Final Paper
Guidelines: Approximately 5 pages, double spaced, 1” margins, 12 pt. font, to be submitted in hard copy at the time of the final exam.
In explaining each author’s respective arguments, you should use quotes from the text, to justify your attributions. However, no outside sources should be used.
No, bibliography is required, however, you should note in parentheses the page on which the quoted material is found (in either edition of the text).
Ex: Nagel claims that arguing that evil is only the absence of good will not help to dispel the problem, for “facts are not altered or abolished by rebaptizing them” (p. 91).
At least one page of the paper should be dedicated to your defense of the final question of each option.
Option 1: Are there rational grounds for belief in God despite the existence of evil? Critically
evaluate Nagel's argument for atheism against Swinburne's theodicy. Does Swinburne provide a sufficient response to the problem of evil in your view? Why or why not? Defend your answer.
Option 2: Are human beings free and responsible agents? Weigh the argument for hard
determinism (discussed by Ayer) against either Ayer or Frankfurt's soft determinist response and the libertarian argument posed by Taylor. Who has the best argument, in your view, and why? Defend your answer.
Option 3: Mill alleges that morally correct actions are those that result in the greatest happiness for all affected? Is this true? Consider the objections to utilitarianism raised by the problem cases in Williams's "Critique of Utilitarianism" and/or the so-called Trolley Problem. Are these real problems for the theory or does the Utilitarian get the answer right even in these difficult cases? Defend your answer.
NOTE: All papers submitted in hard copy are scanned and uploaded in .pdf format to TurnItIn for archiving and plagiarism detection purposes. It is your responsibility to review the university guidelines on plagiarism prior to submission. Plagiarism will result in an automatic F for the class and initiation of BC disciplinary proceedings. DON’T RISK IT!
.
Perspectives on WarInstructionsAnalyze After watching .docxssuser562afc1
Perspectives on War
Instructions:
Analyze: After watching the news clip about the first Gulf War, analyze the points made in the news clip and answer the following questions:
How do Americans know about the Gulf War, in which very few Americans actually took part?
How do people know about experiences and events outside of their own individual reality?
How are the perspectives of each of the primary groups involved represented to members of that group and to people outside of that group?
How does the media dictate and define what people believe about the world outside of their own?
What role does the media play in constructing, refining, and perpetuating a specific narrative according to the people who profit from these conflicts?
Please be sure to validate your opinions and ideas with citations and references in APA format.
AL Jazeera is funded in whole or in part by the qateri government
Instructions:
Please post 1 peer response
In the response post, include the following:
Share something that you have seen in your life which seems different from other people's perceptions
How does social media dictate and define what people believe about the world outside of their own?
How does social media filter the different perspectives you are exposed to by only showing you things that you are interested in?
Please be sure to validate your opinions and ideas with citations and references in APA format.
Reference
Al Jazeera English. (2011, January 8).
The listening post – Selling the first Gulf War
[Video]. YouTube. https://youtu.be/cx_VQf4eOQQ
AL Jazeera is funded in whole or in part by the qateri government
https://www.youtube.com/watch?v=cx_VQf4eOQQ&feature=emb_logo
.
pestle research for chile bolivia paraguay uruguay .docxssuser562afc1
pestle research for
chile
bolivia
paraguay
uruguay
argentina
from an ecommerce point of you.
should they invest and expand into these countries?
use the pestle analysis method and give me the countries with the research under them
use valid and fresh sources
the first draft is attached which you do not have to use.
i need details and specific information
.
Pg. 04Question Four Assignment 2Deadline Saturd.docxssuser562afc1
Pg. 04
Question Four
Assignment 2
Deadline: Saturday 21/03/[email protected] 23:59
[Total Mark for this Assignment is 5]
E-Portals Development
IT405
College of Computing and Informatics
Question One
1.5 Mark
Learning Outcome(s):
Evaluate the effectiveness of portals.
Content proxy is a web service on your server that can fetch data from external URLs and return it to the browser. How does the proxy improve the load time for users?
Question Two
1.5 Marks
Learning Outcome(s):
Recognize the main elements of portals development.
What are the advantages and disadvantages of using HTTP POST for web service calls?Question Three
1 Mark
Learning Outcome(s):
Recognize the main elements of portals development.
What is the full form of LINQ? Explain LINQ to SQL. Question Four
1 Mark
Learning Outcome(s):
Evaluate the effectiveness of portals
What are the advantages of combining multiple Ajax calls into one call? Write any TWO.
.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
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.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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.
1. Pg. 01
Question Four
Assignment #1
Deadline: Tuesday 16/02/2021 @ 23:59
[Total Mark for this Assignment is 5]
Business Computer Languages
IT401
College of Computing and Informatics
Question One
1.5 Marks
Learning Outcome(s):
LO1: Explain the basic principles of programming, concept of
language. Universal constructs of programming languages.
2. Write a complete Java program that prints out the following
information:
1. Your Name in one line
2. The CRN and your email in one line.
Note:
Include the screenshot of your code and the output as a part of
your answer. Otherwise, you will be marked zero for this
question.
Answer:
Question Two
1 Marks
Learning Outcome(s):
LO3: Demonstrate Integrated Development Environment (IDE)
for the editing, building, debugging, and testing of programs.
LO4: Develop a program based on specification using
programming language elements including syntax, data types,
conditional statement, control structures, procedures and arrays.
The following program supposes to add two numbers and
generates the following output.
Sum of these numbers:35
Unfortunately, the program has compile-time and run-time
errors that prevent the program from running and producing the
correct result. Using the table below, allocate the error(s) on
each program line.
1 public class Main {
2 public static Void main(String[] args)
3. 3 int num1 = 10
4 int num1 = 25;
5 int sum;
6 sum = num1 + num2;
7 System.outprintln("Sum of these numbers: "+sum);
8 }
9
Note:
Some of the answers are given to you as an example.
Table: compile-time / run-time error
Line No
compile-time / run-time error
1
No error
2
Error.
1. Void should be void
2. Missing {
3
4
5
6
7
8
9
Question Three
1 Marks
Learning Outcome(s):
4. LO1: Explain the basic principles of programming, concept of
language. Universal constructs of programming languages.
Consider the following java class:
class Student {
private int student_Number;
private String student_Name;
public Student(int stNo,String name) {
student_Number=stNo;
student_Name=name;
}
public String getName() {
return student_Name;
}
public int getNumber() {
return student_Number;
}
public void setName(String st_name) {
student_Name = st_name;
}
}
a) What are the instance variables?
b) What are the local variables?
c) What are the accessor methods?
d) What is the mutator method?
Answer:
5. Question Four
1.5 Marks
Learning Outcome(s):
LO3: Demonstrate Integrated Development Environment (IDE)
for the editing, building, debugging, and testing of programs.
LO4: Develop a program based on specification using
programming language elements including syntax, data types,
conditional statement, control structures, procedures and arrays.
Consider the following java class:
public class Circle
{
private double radius;
private String color;
public Circle(){
radius=0;
color = "red";
}
public Circle(double r, String c){
radius=r;
color = c
}
public void setColor(String c){
color = c;
}
public double getRadius(){
return radius;
}
public String getColor(){
return color;
}
6. }
Write a Tester class named CircleTester which contains the
following instruction:
1. Use the first constructor to create a circle object c1.
2. Use the second constructor to create a circle object c2 where
radius =15, color = “Green”.
3. Use the setColor method to change the color of the circle c1
to ““Yellow”.
4. Print the radius and color of circle c2.
Note:
Include the screenshot of the program output as a part of your
answer. Otherwise, you will be marked zero for this question.
Answer:
College of Computing and Informatics
Ass
ignm
ent #
1
[Total Mark for this Assignment is
5
]
8. Name: ###
CRN: ###
ID: ###
» THE HIGH-PERFORMANCE ORGANIZATION
1993
BEST OF HBR
It wont surprise anyone to find an article on teams by Jon
Katzenbach and
Douglas Smith figuring into an issue devoted to high
performance. While
Peter Drucker may have been the first to point out that a team-
based organiza-
tion can be highly effective, Katzenbach and Smith's work made
it possible for
companies to implement the idea.
In this groundbreaking 1993 article, the authors say that if
managers want
tomakebetterdecisionsaboutteamsjthey must be clear about what
a team is.
9. They define a team as"a small number of people with
complementary skills
who are committed to a common purpose, set of performance
goals, and ap-
proach for which they hold themselves mutually
accountable."That definition
lays down the discipline that teams must share to be effective.
Katzenbach and Smith discuss the four elements - common
commitment
and purpose, performance goals, complementary skills, and
mutual account-
ability - that make teams function. They also classify teams into
three vari-
eties - teams that recommend things, teams that make or do
things, and teams
that run things - and describe how each type faces different
challenges.
The Discipline of Teams
by Jon R. Katzenbach and Douglas K. Smith
What makes the
difference between
a team that performs
and one that doesn't?
I arly in the 1980s, Bill Greenwood
10. (d a small band of rebel railroaders
)n most of the top management
of Burlington Northern and created a
multibillion-dollar business in "piggy-
backing" rail services despite widespread
resistance, even resentment, within the
company. The Medical Products Group
at Hewlett-Packard owes most of its
leading performance to the remarkable
efforts of Dean Morton, Lew Platt, Ben
Holmes, Dick Alberding, and a handful
of their colleagues who revitalized a
health care business that most others
had written off. At Knight Ridder, Jim
Batten's "customer obsession" vision
took root at the Tallahassee Democrat
when 14 frontline enthusiasts turned a
charter to eliminate errors into a mission
of major change and took the entire
paper along with them.
Such are the stories and the work of
teams - real teams that perform, not
amorphous groups that we call teams
because we think that the label is moti-
vating and energizing. The difference
between teams that perform and other
groups that don't is a subject to which
most of us pay far too little attention.
Part of the problem is that "team" is a
word and concept so familiar to every-
one. (See the exhibit "Not All Groups Are
Teams: How to Tell the Difference.")
11. Or at least that's what we thought
when we set out to do research for our
book The Wisdom ofTeams (Harper-
Business, 1993)- We wanted to discover
what differentiates various levels of
162 HARVARD BUSINESS REVIEW
» THE HIGH-PERFORMANCE ORGANIZATION
team performance, where and how teams
work best, and what top management
can do to enhance their effectiveness.
We talked with hundreds of people on
more than 50 different teams in 30 com-
panies and beyond, from Motorola and
Hewlett-Packard to Operation Desert
Storm and the Girl Scouts.
We found that there is a basic disci-
pline that makes teams work. We also
found that teams and good perfor-
mance are inseparable: You cannot have
one without the other. But people use
the word "team" so loosely that it gets
in the way of learning and applying the
discipline that leads to good perfor-
mance. For managers to make better
decisions about whether, when, or how
to encourage and use teams, it is impor-
tant to be more precise about what a
team is and what it isn't.
Most executives advocate teamwork.
12. And they should. Teamwork represents
a set of values that encourage listening
and responding constructively to views
expressed by others, giving others the
benefit of the doubt, providing sup-
port, and recognizing the interests and
achievements of others. Such values
help teams perform, and they also pro-
mote individual performance as well
as the performance of an entire organi-
zation. But teamwork values by them-
selves are not exclusive to teams, nor
are they enough to ensure team perfor-
mance. (See the sidebar "Building Team
Performance.")
Nor is a team just any group working
together. Committees, councils, and task
forces are not necessarily teams. Groups
do not become teams simply because
that is what someone calls them. The
entire workforce of any large and com-
plex organization is never a team, but
think about how often that platitude is
offered up.
To understand how teams deliver
extra performance, we must distinguish
between teams and other forms of work-
ing groups. That distinction turns on per-
Not All Groups Are Teams:
How to Tell the Difference
Work ing Group
13. > Strong, clearly focused leader
> Individual accountability
> The group's purpose is
the same as the broader
organizational mission
> Individual work products
> Runs efficient meetings
> Measures its effectiveness
indirectly by its influence on
others (such as financial
performance of the business)
> Discusses, decides, and
delegates
Team
> Shared leadership roles
> Individual and mutual
accountability
> Specific team purpose
14. that the team itself delivers
> Collective work products
> Encourages open-ended
discussion and active
problem-solving meetings
> Measures performance
directly by assessing
collective work products
> Discusses, decides, and
does real work together
formance results. A working group's
performance is a function of what its
members do as individuals. A team's per-
formance includes both individual re-
sults and what we call "collective work
products." A collective work product is
what two or more members must work
on together, such as interviews, sur-
veys, or experiments. Whatever it is, a
collective work product reflects the joint,
real contribution of team members.
Working groups are both prevalent
and effective in large organizations
where individual accountability is most
15. important. The best working groups
come together to share information,
perspectives, and insights; to make de-
cisions that help each person do his or
her job better; and to reinforce indi-
vidual performance standards. But the
focus is always on individual goals and
accountabilities. Working-group mem-
bers don't take responsibility for results
other than their own. Nor do they try to
develop incremental performance con-
tributions requiring the combined work
of two or more members.
Teams differ fundamentally from
working groups because they require
both individual and mutual account-
ability. Teams rely on more than group
discussion, debate, and decision, on
more than sharing infonnation and
best-practice performance standards.
Teams produce discrete work products
through the joint contributions of their
members. This is what makes possible
perfonnance levels greater than the sum
of all the individual bests of team mem-
bers. Simply stated, a team is more than
the sum of its parts.
The first step in developing a disci-
plined approach to team management
is to think about teams as discrete
units of performance and not just as pos-
itive sets of values. Having observed and
worked with scores of teams in action,
both successes and failures, we offer the
16. following. Think of it as a working defi-
Jon R. Katzenbach is a founder and senior partner of
Katzenbach Partners, a strategic and organizational consulting
firm, and
a former director of McKinsey & Company. His most recent
book is Why Pride Matters More Than Money: The Power ofthe
World's
Greatest Motivational Force (Crown Business, 2003). Douglas
K. Smith is an organizational consultant and a former partner at
McKinsey & Company. His most recent book is On Value and
Values: Thinking Differently About We in an Age of Me
(Financial
Times Prentice Hall, 2004)-
164 HARVARD BUSINESS REVIEW
The Discipline of Teams* BEST OF HBR
nition or, better still, an essential disci-
pline that real teams share: A team is a
small number of people with complemen-
tary skills who are committed to a common
purpose, set of performance goats, and
approach for which they hold themselves
mutually accountable.
The essence of a team is common
commitment. Without it, groups per-
form as individuals; with it, they be-
come a powerful unit of collective per-
formance. This kind of commitment
requires a purpose in which team mem-
bers can believe. Whether the purpose
17. is to "transform the contributions of
suppliers into the satisfaction of cus-
tomers," to "make our company one we
can be proud of again," or to"prove that
all children can leam," credible team
purposes have an element related to
winning, being first, revolutionizing,
or being on the cutting edge.
Teams develop direction, momen-
tum, and commitment by working to
shape a meaningful purpose. Building
ownership and commitment to team
purpose, however, is not incompatible
with taking initial direction from out-
side the team. The often-asserted as-
sumption that a team cannot "own" its
purpose unless management leaves It
alone actually confuses more potential
teams than it helps. In fact, it is the ex-
ceptional case -for example, entrepre-
neurial situations-when a team creates
a purpose entirely on its own.
Most successful teams shape their pur-
poses in response to a demand or op-
portunity put in their path, usually by
higher management. This helps teams
get started by broadly framing the com-
pany's performance expectation. Man-
agement is responsible for clarifying
the charter, rationale, and performance
challenge for the team, but manage-
ment must also leave enough flexibility
for the team to develop commitment
around its own spin on that purpose, set
18. of specific goals, timing, and approach.
The best teams invest a tremendous
amount of time and effort exploring,
shaping, and agreeing on a purpose that
belongs to them both collectively and
individually. This "purposing" activity
continues throughout the life of the
People use the word "team" so loosely that
it gets in the way of learning and applying the
discipline that leads to good performance.
team. By contrast, failed teams rarely
develop a common purpose. For what-
ever reason - an insufficient focus on
performance, lack of effort, poor lead-
ership-they do not coalesce around a
challenging aspiration.
The best teams also translate their
common purpose into specific perfor-
mance goals, such as reducing the reject
rate from suppliers by 50% or increas-
ing the math scores of graduates from
40% to 95%- Indeed, if a team fails to es-
tablish specific performance goals or if
those goals do not relate directly to the
team's overall purpose, team members
become confused, pull apart, and revert
to mediocre performance. By contrast,
when purposes and goals build on one
another and are combined with team
commitment, they become a powerful
19. engine of performance.
Transforming broad directives into
specific and measurable performance
goals is the surest first step for a team
trying to shape a purpose meaningful
to its members. Specific goals, such as
getting a new product to market in less
than half the normal time, responding
to all customers within 24 hours, or
achieving a zero-defect rate while simul-
taneously cutting costs by 40%, all pro-
vide firm footholds for teams. There are
several reasons:
• Specific team-performance goals help
define a set of work products that are dif-
ferent both from an otganization-wide
JULY-AUGUST 2005 165
» THE HIGH-PERFORMANCE ORGANIZATION
Building Team Performance
A
lthough there is no guaranteed how-to recipe for
building team performance, we observed a number
of approaches shared by many successful teams.
Establish urgency, demanding performance stan-
20. dards, and direction. All team members need to believe
the team has urgent and worthwhile purposes, and they
want to know what the expectations are. Indeed, the more
urgent and meaningful the rationale, the more likely it is
that the team will live up to its performance potential, as
was the case for a customer-service team that was told that
further growth forthe entire company would be impossi-
ble without major improvements in that area. Teams work
best in a compelling context. That is why companies with
strong performance ethics usually form teams readily.
Select members for skill and skill potential, not per-
sonality. No team succeeds without all the skills needed
to meet its purpose and performance goals. Yet most
teams figure out the skills they will need after they are
formed. The wise manager will choose people for their
existing skills and their potential to improve existing
skills and learn new ones.
Pay particular attention to first meetings and
21. actions. Initial impressions always mean
a great deal. When potential teams
first gather, everyone monitors
the signals given by others to
confirm, suspend, or dispel
assumptions and concerns.
They pay particular atten-
tion to those in authority:
the team leader and any execu-
tives who set up, oversee, or oth-
erwise influence the team. And, as
always, what such leaders do is more important
than what they say. If a senior executive leaves the team
kickofftotake a phone call ten minutes after the session
has begun and he never returns, people get the message.
Set some clear rules of behavior. All effective teams
develop rules of conduct at the outset to help them
achieve their purpose and performance goals. The most
22. critical initial rules pertain to attendance (for example,
"no interruptions to take phone calls"), discussion ("no
sacred cows"), confidentiality ("the oniy things to leave this
room are what we agree on"), analytic approach ("facts
are friendly"), end-product orientation ("everyone gets
assignments and does them"), constructive confrontation
("nofingerpointing"), and, often the most important,
contributions ("everyone does real work").
A
Set and seize upon a few immediate performance-
oriented tasks and goals. Most effective teams trace
their advancement to key performance-oriented events.
Such events can be set in motion by immediately estab-
lishing a few challenging goals that can be reached early
on. There is no such thing as a real team without perfor-
mance results, so the sooner such results occur, the sooner
the team congeals.
Challenge the group regularly with fresh facts and
23. information. New information causes a team to redefine
and enrich its understanding ofthe performance chal-
lenge, thereby helping the team shape a common pur-
pose, set clearer goals, and improve its common approach.
A plant quality improvement team knew the cost of poor
quality was high, but it wasn't until they researched the
different types of defects and put a price tag on each
one that they knew where to go next. Conversely, teams
err when they assume that all the information needed
exists in the collective experience and knowledge of their
members.
Spend lots of time together. Common sense tells us
that team members must spend a lot of time together,
scheduled and unscheduled, especially in the beginning.
Indeed, creative insights as well as personal bonding
require impromptu and casual interactions just as much
as analyzing spreadsheets and interviewing
customers. Busy executives and man-
24. agers too often intentionally
minimize the time they spend
together. The successful
teams we've observed ali
gave themselves the time to
learn to be a team. This
time need not always be spent
together physically; electronic,
fax, and phone time can also count as
time spent together.
Exploit the power of positive feedback, recognition,
and reward. Positive reinforcement works as well in a
team context as elsewhere. Civing out"go!d stars" helps
shape new behaviors critical to team performance. If
people in thegroup, for example, are alert to a shy per-
son's initial efforts to speak up and contribute, they can
give the honest positive reinforcement that encourages
continued contributions. There are many ways to recog-
25. nize and reward team performance beyond direct com-
pensation, from having a senior executive speak directly
to the team about the urgency of its mission to using
awards to recognize contributions. Ultimately, however,
the satisfaction shared by a team in its own perfor-
mance becomes the most cherished reward.
166 HARVARD BUSINESS REVIEW
The Discipline of Teams • BEST OF HBR
mission and from individual job objec-
tives. As a result, such work products re-
quire the collective effort of team mem-
bers to make something specific happen
that, in and of itself, adds real value to
results. By contrast, simply gathering
from time to time to make decisions will
not sustain team performance.
• The specificity of performance ob-
jectives facilitates clear communication
and constructive conflict within the
team. When a plant-level team, for ex-
ample, sets a goal of reducing average
machine changeover time to two hours,
the clarity ofthe goal forces the team to
concentrate on what it would take ei-
ther to achieve or to reconsider the goal.
26. When such goals are clear, discussions
can focus on how to pursue them or
whether to change them; when goals
are ambiguous or nonexistent, such dis-
cussions are much less productive.
and other stripes fade into the back-
ground. The teams that succeed evalu-
ate what and how each individual can
best contribute to the team's goal and,
more important, do so in terms of the
perfonnance objective itself rather than
a person's status or personality.
• Specific goals allow a team to achieve
small wins as it pursues its broader pur-
pose. These small wins are invaluable
to building commitment and overcom-
ing the inevitable obstacles that get in
the way of a long-term purpose. For ex-
ample, the Knight Ridder team men-
tioned at the outset turned a narrow goal
to eliminate errors into a compelling
customer service purpose.
• Performance goals are compelling.
They are symbols of accomplishment that
motivate and energize. They challenge
the people on a team to commit them-
selves, as a team, to make a difference.
for success. A large number of people,
say 50 or more, can theoretically be-
come a team. But groups of such size are
more likely to break into subteams
rather than function as a single unit.
27. Why? Large numbers of people have
trouble interacting constructively as a
group, much less doing real work to-
gether. Ten people are far more likely
than 50 to work through their individ-
ual, functional, and hierarchical differ-
ences toward a common plan and to
hold themselves jointly accountable for
the results.
Large groups also face logistical is-
sues, such as finding enough physical
space and time to meet. And they con-
front more complex constraints, like
crowd or herd behaviors, which pre-
vent the intense sharing of viewpoints
needed to build a team. As a result, when
they try to develop a common purpose,
For managers to make better decisions about whether,
when, or how to encourage and use teams, it is important to
be more precise about what a team is and what it isn't.
• The attainability of specific goals
helps teams maintain their focus on get-
ting results. A product-development team
at Eli Lilly's Peripheral Systems Division
set definite yardsticks for the market
introduction of an ultrasonic probe to
help doctors locate deep veins and arter-
ies. The probe had to have an audible
signal through a specified depth of tis-
sue, be capable of being manufactured
at a rate of lOO per day, and have a unit
28. cost less than a preestablished amount.
Because the team could measure its
progress against each of these specific
objectives, the team knew throughout
the development process where it stood.
Either it had achieved its goals or not.
- As Outward Bound and other team-
building programs illustrate, specific
objectives have a leveling effect con-
ducive to team behavior. When a small
group of people challenge themselves
to get over a wall or to reduce cycle time
by 50%, their respective titles, perks.
Drama, urgency, and a healthy fear of
failure combine to drive teams that have
their collective eye on an attainable, but
challenging, goal. Nobody but the team
can make it happen. It's their challenge.
The combination of purpose and spe-
cific goals is essential to performance.
Each depends on the other to remain rel-
evant and vital. Clear performance goals
help a team keep track of progress and
hold itself accountable; the broader,
even nobler, aspirations in a team's pur-
pose supply both meaning and emo-
tional energy.
Virtually all effective teams we have
met, read or heard about, or been mem-
bers of have ranged between two and
25 people. For example, the Burlington
Northern piggybacking team had seven
29. members, and the Knight Ridder news-
paper team had 14. The majority of
them have numbered less than ten.
Small size is admittedly more of a prag-
matic guide than an absolute necessity
they usually produce only superficial
"missions" and well-meaning intentions
that cannot be translated into concrete
objectives. They tend fairly quickly to
reach a point when meetings become a
chore, a clear sign that most ofthe peo-
ple in the group are uncertain why they
have gathered, beyond some notion of
getting along better. Anyone who has
been through one of these exercises un-
derstands how frustrating it can be.
This kind of failure tends to foster cyni-
cism, which gets in the way of future
team efforts.
In addition to finding the right size,
teams must develop the right mix of skills;
that is, each of the complementary
skills necessary to do the team's job. As
obvious as it sounds, it is a common fail-
ing in potential teams. Skill require-
ments fall into three fairly self-evident
categories.
Technical or Functional Expertise. It
would make little sense for a group of
JULY-AUGUST 2005 167
30. » THE HIGH-PERFORMANCE ORGANIZATION
doctors to litigate an employment dis-
crimination case in a court of law. Yet
teams of doctors and lawyers often try
medical malpractice or personal injury
cases. Similarly, product development
groups that include only marketers or
engineers are less likely to succeed than
those with the complementary skills
of both.
Problem-Solving and Decision-Mak-
ing Skills. Teams must be able to iden-
tify the problems and opportunities they
face, evaluate the options they have for
moving forward, and then make neces-
sary trade-offs and decisions about how
to proceed. Most teams need some
members with these skills to begin with,
although many will develop them best
on the job.
Interpersonal Skills. Common un-
derstanding and purpose cannot arise
without effective communication and
constructive conflict, which in turn de-
pend on interpersonal skills. These skills
include risk taking, helpful criticism,
fact that their performance challenge
was a marketing one. In fact, we discov-
ered that teams are powerful vehicles
for developing the skills needed to meet
the team's performance challenge. Ac-
31. cordingly, team member selection ought
to ride as much on skill potential as on
skills already proven.
Effective teams develop strong com-
mitment to a common approach; that
is, to how they will work together to ac-
complish their purpose. Team members
must agree on who will do particular
jobs, how schedules will be set and ad-
hered to, what skills need to be devel-
oped, how continuing membership in the
team is to be earned, and how the group
will make and modify decisions. This el-
ement of commitment is as important to
team performance as the team's com-
mitment to its purpose and goals.
Agreeing on the specifics of work and
how they fit together to integrate indi-
vidual skills and advance team perfor-
mance lies at the heart of shaping a
A team opportunity exists anywhere hierarchy
or organizational boundaries inhibit the skills
and perspectives needed for optimal results.
objectivity, active listening, giving the
benefit of the doubt, and recogniz-
ing the interests and achievements of
others.
Obviously, a team cannot get started
without some minimum complement
of skills, especially technical and func-
32. tional ones. Still,think about how often
you've been part of a team whose mem-
bers were chosen primarily on the basis
of personal compatibility or formal po-
sition in the organization, and in which
the skill mix of its members wasn't given
much thought.
It is equally common to overempha-
size skills in team selection. Yet in all the
successful teams we've encountered,
not one had all the needed skills at the
outset. The Burlington Northern team,
for example, initially had no members
who were skilled marketers despite the
common approach. It is perhaps self-
evident that an approach that delegates
all the real work to a few members (or
staff outsiders) and thus relies on reviews
and meetings for its only"work together"
aspects, cannot sustain a real team.
Every member of a successful team does
equivalent amounts of real work; all
members, including the team leader,
contribute In concrete ways to the
team's work product. This is a very im-
portant element ofthe emotional logic
that drives team performance.
When individuals approach a team
situation, especially in a business set-
ting, each has preexisting job assign-
ments as well as strengths and weak-
nesses reflecting a variety of talents,
backgrounds, personalities, and preju-
33. dices. Only through the mutual discov-
ery and understanding of how to apply
all its human resources to a common
purpose can a team develop and agree
on the best approach to achieve its
goals. At the heart of such long and,
at times, difficult interactions lies a
commitment-building process in which
the team candidly explores who is best
suited to each task as well as how indi-
vidual roles will come together. In ef-
fect, the team establishes a social con-
tract among members that relates to
their purpose and guides and obligates
how they must work together.
No group ever becomes a team until
it can hold itself accountable as a team.
Like common purpose and approach,
mutual accountability is a stiff test.
Think, for example, about the subtle
but critical difference between "the boss
holds me accountable" and "we hold
ourselves accountable." The first case
can lead to the second, but without the
second, there can be no team.
Companies like Hewlett-Packard and
Motorola have an ingrained perfor-
mance ethic that enables teams to form
organically whenever there is a clear
performance challenge requiring col-
lective rather than individual effort.
In these companies, the factor of mu-
tual accountability is commonplace.
34. "Being in the boat together" is how
their performance game is played.
At its core, team accountability Is
about the sincere promises we make to
ourselves and others, promises that un-
derpin two critical aspects of effective
teams: commitment and trust. Most of
us enter a potential team situation cau-
tiously because ingrained individual-
ism and experience discourage us from
putting our fates in the hands of others
or accepting responsibility for others.
Teams do not succeed by ignoring or
wishing away such behavior.
Mutual accountability cannot be co-
erced any more than people can be made
to trust one another. But when a team
shares a common purpose, goals, and
approach, mutual accountability grows
as a natural counterpart. Accountabil-
ity arises from and reinforces the time,
energy, and action invested in figuring
out what the team is trying to accom-
plish and how best to get it done.
168 HARVARD BUSINESS REVIEW
The Discipline of Teams • BEST OF HBR
When people work together toward
a common objective, trust and commit-
ment follow. Consequently, teams en-
35. joying a strong common purpose and
approach inevitably hold themselves
responsible, both as individuals and as
a team, for the team's performance. This
sense of mutual accountability also
produces the rich rewards of mutual
achievement in which all members
share. What we heard over and over
from members of effective teams is that
they found the experience energizing
and motivating in ways that their "nor-
mal" jobs never could match.
On the other hand, groups established
primarily for the sake of becoming a
team or for job enhancement, commu-
nication, organizational effectiveness,
or excellence rarely become effective
teams, as demonstrated by the bad feel-
ings left in many companies after ex-
perimenting with quality circles that
never translated "quality" into specific
goals. Only when appropriate perfor-
mance goals are set does the process of
discussing the goals and the approaches
to them give team members a clearer
and clearer choice: They can disagree
with a goal and the path that the team
selects and, in effect, opt out, or they
can pitch in and become accountable
with and to their teammates.
The discipline of teams we've out-
lined is critical to the success of ail teams.
Yet it is also useful to go one step fur-
36. ther. Most teams can be classified in one
of three ways: teams that recommend
things, teams that make or do things,
and teams that run things. In our expe-
rience, each type faces a characteristic
set of challenges.
Teams That Recommend Things.
These teams include task forces; proj-
ect groups; and audit, quaiity, or safety
groups asked to study and solve partic-
ular …