Post #1 What impacts have leaders within your organization had with learning or improving the organization? Over the course of my time at my college, I have witnessed a great leader in action. This leader came into the organization a couple of years ago. Having worked in adult education for several years at the high school level, she came in with extensive experience in her field. Yet, she was new to the college and new to the culture of the organization. Quickly she familiarized herself with her team and with the college culture and processes. She met with her team frequently and discussed with them at length the importance of their roles and the impacts that they’re work had on those they served. She articulated that she wanted to make a lasting impact on the way services were provided to adult learners that would better their lives and future generations. She explained why she was so passionate about the work she does and in doing so inspired others (Sinek, 2010). She urged employees to find creative solutions that would move them from current reality to the vision and they committed to this vision. Through her leadership, each team member was provided professional development to better how they could contribute to the collective vision. Input from all staff was included in decision making and used in determining roles and responsibilities, thus improving employee motivation. What steps from this reading could your organization implement? I believe that this great leader used all five of Senge’s disciplines to create a learning adult education department. Being new, she was able to see the “big picture and to distinguish patterns instead of conceptualizing change as isolated events” (Mason, 2018), identify how each of the parts were interrelated, and determine areas that needed to be addressed. By being committed to continual learning herself, she engaged others to develop their skills and review mental models. She encouraged input from all team members and inspired a shared vision. Through continual review of processes and initiatives, she facilitated team learning through discussion and dialogue. Other leaders within the organization could benefit from reviewing this leader's approach to building a learning environment and team. What leadership practices in your organization go against Senge's teachings of learning organizations? My organization lacks good communication channels and an environment that makes all employees feel that their creative and critical thinking and input are valued and needed. They do not publicize the vision of the organization well, nor elicit genuine commitment from employees to achieve the vision. Many employees do not know what the vision is. Without a clear and shared vision, employees are not encouraged to experiment and innovate, nor do they have a long-term view (Smith, 2001).  References: Mason, M.K. (2018). What is a Learning Organization? Retrieved February 19, 2018, from http://www.moyak.com/papers/le.

1. Post #1
What impacts have leaders within your organization had with
learning or improving the organization?
Over the course of my time at my college, I have witnessed a
great leader in action. This leader came into the organization a
couple of years ago. Having worked in adult education for
several years at the high school level, she came in with
extensive experience in her field. Yet, she was new to the
college and new to the culture of the organization. Quickly she
familiarized herself with her team and with the college culture
and processes. She met with her team frequently and discussed
with them at length the importance of their roles and the
impacts that they’re work had on those they served. She
articulated that she wanted to make a lasting impact on the way
services were provided to adult learners that would better their
lives and future generations. She explained why she was so
passionate about the work she does and in doing so inspired
others (Sinek, 2010). She urged employees to find creative
solutions that would move them from current reality to the
vision and they committed to this vision. Through her
leadership, each team member was provided professional
development to better how they could contribute to the
collective vision. Input from all staff was included in decision
making and used in determining roles and responsibilities, thus
improving employee motivation.
What steps from this reading could your organization
implement?
I believe that this great leader used all five of Senge’s
disciplines to create a learning adult education department.
Being new, she was able to see the “big picture and to
distinguish patterns instead of conceptualizing change as
isolated events” (Mason, 2018), identify how each of the parts
were interrelated, and determine areas that needed to be
addressed. By being committed to continual learning herself,

2. she engaged others to develop their skills and review mental
models. She encouraged input from all team members and
inspired a shared vision. Through continual review of processes
and initiatives, she facilitated team learning through discussion
and dialogue. Other leaders within the organization could
benefit from reviewing this leader's approach to building a
learning environment and team.
What leadership practices in your organization go against
Senge's teachings of learning organizations?
My organization lacks good communication channels and an
environment that makes all employees feel that their creative
and critical thinking and input are valued and needed. They do
not publicize the vision of the organization well, nor elicit
genuine commitment from employees to achieve the vision.
Many employees do not know what the vision is. Without a
clear and shared vision, employees are not encouraged to
experiment and innovate, nor do they have a long-term view
(Smith, 2001).
References:
Mason, M.K. (2018). What is a Learning Organization?
Retrieved February 19, 2018,
from http://www.moyak.com/papers/learning-organization.html
Sinek, S. (2010, May 4). How Greet Leaders Inspire Action.
TED. Retrieved February 19, 2018, from
https://www.ted.com/talks/simon_sinek_how_great_leaders_ins
pire_action
Smith, M.K. (2001) Peter Senge and the learning organization.
The encyclopedia of informal education. Retrieved February 19,
2018, from http://infed.org/mobi/peter-senge-and-the-learning-
organization/
Post #2
What impacts have leaders within your organization had with
learning or improving the organization? What steps from this
reading could your organization implement?
I have had many leaders in my career who had made great

3. impacts within my organization. Recently, Colonel Benner
shared his vision with us to show us what would make us a
better group. For instance, he had me develop a one PowerPoint
slide in which showed future dates of our military exercises and
whom would be going to those places. This improved our
“Protection” section and allowed for better strategic planning in
all phases to include equipment and personnel. Even better than
that, once my COL showed our new simplified planning
calendar to our general he had this one PowerPoint slide
implemented to the whole organization which once again
improved planning and preparation but to the whole
organization of 800 personnel. Moya Mason stated, “A learning
organization does away with the mindset that it is only senior
management who can and do all the thinking for an entire
corporation” (Mason, 2018). Which is true as once COL Benner
shared his vision with us he allowed us to help in the process
which developed the power point slide and made not only the
section better but the whole organization as well.
Within the reading the one step that could help my organization
improve is Team Learning. I Corps is a unit that has 15
departments within it. Peter Senge (1990) stated, “Team
Learning- is important because modern organizations operate
based on teamwork, which means that organizations cannot
learn if team members do not come together and learn. It is a
process of developing the ability to create desired results; to
have a goal in mind and work together to attain it (Mason,
2018). Unfortunately, some sections deem themselves more
important than other departments which causes communication
problems. If I Corps could come together and work together as a
unity than our organization would be unstoppable.
What leadership practices in your organization go against
Senge's teachings of learning organizations?
This is a hard one for me as the military has done a great job in
staying one of the best and most influential Armies in the
world. Mark Smith (2001) said “The basic rationale for such
organizations is that in situations of rapid change only those

4. that are flexible, adaptive and productive will excel” (Smith,
2001). That is one of the strengths of the US Army as we
continually adapted and remained flexible in a chaotic world
that seems to want to be like us. But, to remain neutral there is
a learning deficiency that we seem to be forgetting and that’s
promoting within the ranks because they are favored instead of
developing personal mastery within the person. This goes
against Peter Senge’s Personal Mastery ideology. Senge said,
“Individual learning does not guarantee organizational learning.
But without it no organizational learning occurs” (Smith, 2001).
Personal Mastery is when an individual master their craft and
since I have seen Soldier’s get promoted without this important
learning their subordinate suffers. Suffer from leaders who do
not possess their craft and their subordinates do not learn such
then team learning is not happening which goes against Peter
Senge’s teachings.
V/R
Jose
References
Mason, M. (2018) What is a Learning Organization? Retrieved
19 February 2018 from http://www.moyak.com/papers/learning-
organization.html
Smith, M. (2001). Peter Senge and the learning organization.
Retrieved 19 February 2018 from http://infed.org/mobi/peter-
senge-and-the-learning-organization/
Post #3
What impact have leaders within your organization had with
learning or improving the organization? What steps from this
reading could your organization implement?
My organization most definitely is not purposefully or
methodically a learning organization, which makes analyzing it
from this frame a bit more difficult. However, my principal
often does emphasize trying to enroll employees in their work
by helping them to find a personal satisfaction in their work.
This vision really aligns with the concept of “creative tension”

5. from The Fifth Discpline (Senge, 1990). From this reading, my
organization and the leadership within it could stand to practice
a few from this list: “garner independent thought” and “increase
our ability to manage change” stand out from the rest. As
teachers on a very large, comprehensive school site, we really
are on an island sometimes. In order to be successful on our
islands, we have to be able to think independently. On the same
topic, we have to deal with change often, as our organization is
very large and complex, with several different stakeholder
groups influencing the way we conduct business in our
classrooms.
What leadership practices in your organization go against
Senge’s teaching of learning organizations?
On learning organizations, Senge et al. emphasize the idea of
“deep learning” and the profound impact it has on members of a
team: “This deep learning cycle constitutes the essence of a
learning organization—the development not just of new
capacities, but of fundamental shifts of mind, individually and
collectively” (Senge et al., 1994). Within my organization, the
bureaucratic nature supersedes any potential for deep reflection
and learning. As a public-sector entity, our organization’s
operation and management is heavily accounted for and
scrutinized at many levels. This prevents leadership from taking
the reigns and incorporating effective structures for practicing
the five disciplines emphasized by Senge.
Senge, P.M. (1990). The fifth discipline: the art and practice of
the learning organization, NY: Double Currency.
Senge, P.M., Roberts, C., Ross, R. B., Smith, B. J., Kleiner, A.
(1994). The fifth discipline fieldbook, NY: Doubleday.
LEG. 500: ASSIGNMENT #2 GUIDE
The topic for this Assignment is The Gig Economy. This topic

6. also should serve as your
Running Head.
Follow the assignment Instructions closely. These
instructions include the number of pages of the Memorandum
you are assigned to write.
Pay particular attention formatting requirements as follows:
(1) The memorandum must be four (5) pages long. This
number of pages does not include the title page (cover page)
and the reference page.
(2) Must strictly follow the APA Writing Style, using Times
New Roman font (size 12). (3) Needless to say, the memo must
be typed and double spaced.
(
1
)
STRUCTURE OF THE MEMORANDUM
(START THIS ON PAGE 2. PAGE 1 IS YOUR COVER PAGE)
MEMORANDUM
DATE: November 20, 2017 (USE THIS ASSIGNMENT
DUE DATE)

7. TO: The General Manager
Investment Firm
FROM: (Your Name)
SUBJECT: Evaluation of Uber’s Legal Exposure for the
Conduct of Drivers
Summary of the Main Principles of Agency
The purpose of this section of the memo is twofold: to serve as
your Introduction (include historical background of Uber); and
to test your knowledge of the Principles of Agency law.
The following are the basic Principles of Agency law:
1. Agency is the fiduciary relationship which results from
these preconditions: (a) the manifestation of consent of one
person (principal) that
(b) another person (the agent) shall act on behalf and
(c) subject to the control of the principal, and (d) consent by
the agent so to act. Thus note:
(i) Manifestation of the principal that the agent will act on his
behalf. Thus, the agent is given the authority to act on behalf
of the principal.
(ii) Consent by the agent to act on behalf of the principal. (iii)
The agent must be subject to the control of the principal.
2. LIABILITY OF PRINCIPAL TO THIRD PARTIES IN
CONTRACT: BASIC PRINCIPLES:

8. (a) Principals are liable to third parties for contracts entered
into by their agents when acting with authority, whether or not
disclosed, or under estoppel.
(b) Agent’s authority to bind the principal in contract:
ACTUAL Authority:
(i) Express Authority
(ii) Implied Authority
(iii) Apparent Authority – based on Principal’s manifestations
to third parties
3. LIABILITY OF PRINCIPAL TO THIRD PARTIES IN
TORT
(i) Principals are liable for torts of their agents and servants.
(ii) INDEPENDENT CONTRACTORS
Independent Contractor is not subject to principal’s controls
over the physical conduct of the task. For this reason, the
principal and agent relationship does not exist between the
principal and agent relationship does not exist between the
principal and independent contractor. Under such
circumstances, the principal is not responsible and held liable
for the alleged negligence for the independent contractor.
Analysis of the Circumstances under which Uber might be liable
for the conduct of its drivers.
In this section use your knowledge of the above main principles

9. of agency law to advise the investment firm general manager
regarding the circumstances under which Uber might be liable
for the conduct of its drivers.
Identification of the steps Uber can take to limit its legal
exposure for the conduct of its drivers.
This is the last section before the reference page of your memo.
Again, use the knowledge you have gained from the agency
principles to identify the steps Uber can take to limit its legal
exposure for the conduct of its drivers. Uber would be required
to give public notice regarding steps it can take to limit its
legal exposure for the conduct of its drivers.
Recommendations
Your memo must provide recommendations based on your
overall analysis.
References
Follow instructions regarding the number and quality of
references.