[Presentation Title Goes Here]
[Your Name Here]
American Public University System
[Heading Goes Here]
Go to the Home tab at the top and click the New Slide or Layout button to access different formatting for your slides.
Choose formatting that presents your information in the most logical way.
Use consistent, grammatically parallel format for bulleted lists (for example, on this slide, each element begins with an imperative verb).
[Heading Goes Here]
Keep font of text consistent.
Be sure headings are consistent in their spacing, placement, size, and so forth.
Consider using the slide after the title slide to summarize your presentation’s points (like an abstract for a paper).
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Your slides can also contain entire paragraphs, like this one does. Citation rules apply to presentations just as they do to papers—when using or referencing another author’s ideas, you must cite that source. When incorporating a citation in a slide, do so just as you would in a traditional paper (Smith, 2010). According to Jones (2007), presentations are not very different from papers!
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Use APA style rules to format any tables and figures in your presentation:
Figure 1. Bar graph showing useful information. From “Utilizing bar graphs,” by A. Jones, 2011, Journal of Handy Graphs, 76(2), p. 3. Reprinted with permission.
Series 1 Category 1 Category 2 Category 3 Category 4 4.3 2.5 3.5 4.5 Series 2 Category 1 Category 2 Category 3 Category 4 2.4 4.4000000000000004 1.8 2.8 Series 3 Category 1 Category 2 Category 3 Category 4 2 2 3 5
[Heading Goes Here]
Remember to adhere to any assignment guidelines regarding presentation format. This template contains suggestions only.
Keep in mind that there is no such thing as an “APA standard PowerPoint.” Review http://blog.apastyle.org/apastyle/2010/09/dear-professor.html for more information!
References
Always include a reference list at the end of your presentation, just like you would in a paper. Reference list entries take the same format they would in a paper:
Jones, P. (2004). This great book. New York, NY: Publisher.
Smith, W., & Cat, D. (2010). How to make a good presentation
great. Presentations Quarterly, 45(4), 56-59.
doi:10.123.45/abc
Adapted from Walden University. (2011). APA Template. [Sample. APA Style PowerPoint}. Available from writingcenter.waldenu.edu/Documents/APA/APA_template.ppt
3
Organizational change
This chapter tackles the issue of organizational change. How does the
process of organizational change happen? Must change be initiated and
driven through by one strong individual? Or can it be planned collec-
tively by a powerful group of people and, by sheer momentum, the
change will happen? Perhaps there is a more intellectual approach that
can be taken. Are there pay-offs to understanding the whole system,
determining how to change it, and predicting where resistance will occur?
On the other hand, maybe change cannot be p ...
For the West Coast Transit marketing team were made and now yo.docxAKHIL969626
For the West Coast Transit marketing team were made and now your job is to present
the recommendation to your director. Surprisingly though, a directive is issued
informing management that only four people will be able to staff the team, which will of
course increase the pressure finalizing the selection.
Consider the vision for a successful West Coast Transit marketing team composed in
Topic 3. Narrow down the team selection to four individuals for presentation to the
director. Decide which strategies will be most effective for leading the agreed-upon
team. Compose a PowerPoint presentation (10-12 slides) with a justification for the team
selection and summary of the decision-making process that addresses the following:
1. Who are the four team members, and what was the primary reason each person
was selected?
2. What are the primary strengths of the team? What are its potential weaknesses?
How positive is the management team about the team's potential? Justify your
answers with evidence from "West Coast Transit Team Member Profiles."
3. What strategies will be most effective for motivating the team, managing
conflict, and ensuring its success? Cite specific motivational theories, conflict-
resolution strategies, and leadership strategies in your answer.
4. How difficult was it to come to a decision regarding team selection? Which
potential team member was most difficult to come to a consensus about? Why?
5. Justify how the selected team embodies the values of Conscious Capitalism how
the tenet of stakeholder orientation played a role in the team selection process.
6. Describe how value is created for each stakeholder, and in what ways will the
team positively impact the business as a whole?
7.
You are required to use at least three academic references to support your reasoning for
the team selection process.
_______________________________________________________________
_______________________________________________________________
Report Information from ProQuest
December 30 2016 18:48
_______________________________________________________________
30 December 2016 ProQuest
Table of contents
1. Social work perceptions of transformational and transactional leadership in health care............................ 1
Bibliography...................................................................................................................................................... 11
30 December 2016 ii ProQuest
Document 1 of 1
Social work perceptions of transformational and transactional leadership in health care
Author: Gellis, Zvi D
ProQuest document link
Abstract: Despite the resurgence of leadership research, few investigations have examined the association
between leadership behaviors and organizational performance in the social work field. The purpose of this study
Wa's to evaluate empirically a model that delineates two types of leadership processes, transformational and
transactional leadership, within socia ...
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.
Assessment 3 Group written assignment Predicting the future of wor.docxwildmandelorse
Assessment 3: Group written assignment: Predicting the future of work
Due Date
T
ues 7
th
of April
Length
6000 words
The purpose of this assessment is to evaluate skills in research, the application of ideas from the literature, problem solving and critical analysis.
Your assignment will outline your team’s vision of identifying future trends in work in 2040. You will need to incorporate key theory and identify factors that can affect changes in work trends and affects on individuals, organisations and society.
Focus on one of the four key themes in your report (Globalisation, Gender and diversity, Technology and Management innovation – labour use) to guide your discussion of the literature and recommendations.
This task is designed to develop research, communication, and team project management skills. In addition, you report should demonstrate evidence of critical thinking, analysis and problem solving in the way your team discusses and reports on the future of work.
In developing your recommendations, the written report
must utilise scenario planning, reflect on key readings and recommended readings relevant to your chosen theme and demonstrate understanding of relevant theories such as commodification, labour process, division of labour, Informalisation and formalisation and issues of relevance in applying these to a HRM or Management context.
Changing Context of Work Themes
(note The chosen theme is GENDER AND DIVERSITY)
Globalisation
:
How do the shifts in global production and consumption impact on workers, and does this vary for workers in developed and developing countries?
What changes have occurred in the labour process and what impact does this have on the types of work available?
Has commodification of work, life, leisure changed how we work, and are these shifts uniform or vary in different industries and locations? Are we working longer hours, doing more for less?
How can we understand global trends to inform what could happen locally? Is informalisation the new work order? Does neoliberal globalisation determine a race to the bottom for workers conditions?
Gender and diversity
:
Is the future female? Will women transcend the glass ceiling, take control of boards, and run companies of the future more successfully?
Do workplaces value diversity, such as, gender, race and ethnicity and abilities in the workplace?
Is work life balance a myth? Will gender divisions of labour diminish while women remain responsible for child rearing? To what extent does society value difference and is the workplace just a reflection of this? Will affirmative action for disadvantaged groups still be an option?
Technology
:
Can technology save us from labour intensive tasks?
Will technology enable work to be performed in different ways, in a variety of contexts and what will this mean for workers, organisations and society?
Will new technologies increase surveillance and control or provide flexibility an.
1
Organizational Theory
Organizational Theory
Abstract
Multiple theories determine understanding human behavior in an organizational setting through the study of organizational behavior. The organizational theories influence the understanding and interpretation of different behaviors and how the knowledge is used to establish better operational efficiency.
I. Introduction
Organizational theory is the study of organizational structure and analysis of its productivity and performance. Organizational theories are multiple aspects that contribute to understanding human behavior in an organization (Baum & Haveman, 2020). Business analysts and researchers understand the importance of social relationships among structures and employees that encourage productivity.
II. Findings
A. Primary Organizational Theories
The different organizational theories explain how supervisors and managers should address leadership responsibilities and ensure productivity in their organizations.
i. Classical Theory
The classical theory explains the division of tasks in the most effective and efficient way based on professional dynamics. The theory is important in helping the organization create the most beneficial structures which assist the company in achieving its goals. Classical theory is based on four principles; division of labor, scalar and functional processes, structure, and span of control.
ii. Neo-classical Theory
The neo-classical theory emphasizes on psychological and emotional components of people's behavior where factors like leadership, cooperation, and morale contribute to habits and behaviors. According to the theory, social acceptance and a sense of belonging are important for positive performance, and leaders should work on employees' interpersonal skills.
iii. Modern Theory
The modern theory involves interactions between people within an organization and surroundings and members' interpersonal interactions. The theory uses mathematical and statistical information in decision-making while ensuring employee happiness and satisfaction.
iv. Contingency Theory
The theory argues that there is no one right way to make a decision. According to Herbert, employees at higher levels make the most impactful decisions, although decisions are made at all levels of the organization (Francescato & Aber, 2015). The choices made depend on internal and external factors as they differ from one organization to the other.
v. Motivation Theory
The motivation theory involves studying what drives and inspires people to work towards their goals. When the management motivates employees correctly, they work accurately and productively. The theory aims at increasing company productivity because employees are encouraged to work efficiently.
vi. Open System Theory
The theory discusses an organization's environment and argues that the environment influences how a business performs. The impact on the organization might be from specific factors such as d ...
9/23/15, 6:48 PM
Page 1 of 3https://tlc.trident.edu/content/enforced/63503-BUS599-SEP2015FT-1/DW4Mo…e.html?d2lSessionVal=fB1eCtqittZjVCDY86kb1xCP4&ou=63503&d2l_body_type=3
Module 4 - Case
FEEDBACK LOOP AND ORGANIZATIONAL LEARNING
Assignment Overview
XCG
THE EXCELLENT CONSULTING GROUP
COMMUNICATION FROM ART:
Let's wrap up this project.
So far, ABC Company and Whole Foods Market like what we've been doing. I
have this last project, which involves analyzing Whole Foods Market's feedback
loops and organizational learning opportunities.
I want you to take a look at the feedback loops in Whole Foods Market.
REQUIRED READING:
Refer to the background reading on System Feedback Loops.
Case Assignment
Identify one Balancing Loop and one Reinforcing Loop. These feedback loops
should be critical to Whole Foods Market's performance and success. You should
have a good idea of what these are from your previous analysis.
Explain each one of these loops - what are the causal factors and how do they
affect each other. For the Reinforcing Loop, look for an area where there is
growth. For the Balancing Loop, look for goal behavior. Once you have identified
and explained these critical feedback loops, identify how Whole Foods Market
has generated organizational learning, and how they can go further and generate
additional organizational learning. What do they need to do to improve their
performance further?
Be sure to include references. Turn in the 5- to 6-page paper by the end of the
module.
9/23/15, 6:48 PM
Page 2 of 3https://tlc.trident.edu/content/enforced/63503-BUS599-SEP2015FT-1/DW4Mo…e.html?d2lSessionVal=fB1eCtqittZjVCDY86kb1xCP4&ou=63503&d2l_body_type=3
KEYS TO THE ASSIGNMENT:
This is what you need to do:
1. Determine the two critical feedback loops. Describe each Feedback Loop that
you identify in your organization and explain why you selected them. Make
sure you explain the Loop, the cause and effect process within the
Loop. You could also include a Causal Loop Diagram. If you do, show the
arrows and direction of effect (+ or -). Also, determine what the warrant is for
your case.
2. Briefly discuss the theory of organizational learning so that you provide a
summary of this information to the executives - establish this as common
ground.
3. Identify the learning activities in each feedback loop that Whole Foods Market
has already undertaken.
4. Identify the opportunities for organizational learning in each Feedback Loop.
Make a Case that these are learning opportunities. Logically show how the
feedback process provides an opportunity for the organization to learn and
improve its performance. Be precise. Depth and breadth in your discussion is
always a good thing.
Assignment Expectations
Your paper will be evaluated on the following seven points:
Precision - Does the paper address the question(s) or task(s)?
Breadth - Is the full breadth of the subject, that is, the Keys to the Assignment,
addressed?
Depth - Does the paper .
Organizational Foundations
Please answer these
1.
A description of your selected organization’s mission, vision, and values.
2.
Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.
3.
In addition, discuss the organization’s culture and its climate, differentiating between the two.
4.
Explain why examining these matters is significant to your role as a nurse leader.
5.
Summary/Conclusion about Organizational Foundations.
*Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
*Make heading each question, so I need 5 headings that address the 5 questions above.
Organizational Foundations
As you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.
To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?
For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.
To prepare:
·
Review the information related to planning and decision making in health care organizations presented in the textbook,
Leadership Roles and Management Functions in Nursing: Theory and Application.
Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.
·
Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.
·
Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?
·
Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters?
Required Resources
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theo.
COM 105 help Making Decisions/Snaptutorialpinck2324
For more classes visit
www.snaptutorial.com
After you helped your company, Labolg, prepare for expansion into other countries, the chief operating officer (COO) approaches you and tells you that she feels the differences among team members is negatively affecting production. She asks if you have any ideas for productive ways to work with the differences in their organization.
Analyze the situation and prepare a recommendation for the COO. State any assumptions you make about the nature of differences in the teamCultural differences and personality differences can impact cooperation. Team building is an important aspect of communication. Consider some aspects of culture and personality that may impact how people work together.
For the West Coast Transit marketing team were made and now yo.docxAKHIL969626
For the West Coast Transit marketing team were made and now your job is to present
the recommendation to your director. Surprisingly though, a directive is issued
informing management that only four people will be able to staff the team, which will of
course increase the pressure finalizing the selection.
Consider the vision for a successful West Coast Transit marketing team composed in
Topic 3. Narrow down the team selection to four individuals for presentation to the
director. Decide which strategies will be most effective for leading the agreed-upon
team. Compose a PowerPoint presentation (10-12 slides) with a justification for the team
selection and summary of the decision-making process that addresses the following:
1. Who are the four team members, and what was the primary reason each person
was selected?
2. What are the primary strengths of the team? What are its potential weaknesses?
How positive is the management team about the team's potential? Justify your
answers with evidence from "West Coast Transit Team Member Profiles."
3. What strategies will be most effective for motivating the team, managing
conflict, and ensuring its success? Cite specific motivational theories, conflict-
resolution strategies, and leadership strategies in your answer.
4. How difficult was it to come to a decision regarding team selection? Which
potential team member was most difficult to come to a consensus about? Why?
5. Justify how the selected team embodies the values of Conscious Capitalism how
the tenet of stakeholder orientation played a role in the team selection process.
6. Describe how value is created for each stakeholder, and in what ways will the
team positively impact the business as a whole?
7.
You are required to use at least three academic references to support your reasoning for
the team selection process.
_______________________________________________________________
_______________________________________________________________
Report Information from ProQuest
December 30 2016 18:48
_______________________________________________________________
30 December 2016 ProQuest
Table of contents
1. Social work perceptions of transformational and transactional leadership in health care............................ 1
Bibliography...................................................................................................................................................... 11
30 December 2016 ii ProQuest
Document 1 of 1
Social work perceptions of transformational and transactional leadership in health care
Author: Gellis, Zvi D
ProQuest document link
Abstract: Despite the resurgence of leadership research, few investigations have examined the association
between leadership behaviors and organizational performance in the social work field. The purpose of this study
Wa's to evaluate empirically a model that delineates two types of leadership processes, transformational and
transactional leadership, within socia ...
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.
Assessment 3 Group written assignment Predicting the future of wor.docxwildmandelorse
Assessment 3: Group written assignment: Predicting the future of work
Due Date
T
ues 7
th
of April
Length
6000 words
The purpose of this assessment is to evaluate skills in research, the application of ideas from the literature, problem solving and critical analysis.
Your assignment will outline your team’s vision of identifying future trends in work in 2040. You will need to incorporate key theory and identify factors that can affect changes in work trends and affects on individuals, organisations and society.
Focus on one of the four key themes in your report (Globalisation, Gender and diversity, Technology and Management innovation – labour use) to guide your discussion of the literature and recommendations.
This task is designed to develop research, communication, and team project management skills. In addition, you report should demonstrate evidence of critical thinking, analysis and problem solving in the way your team discusses and reports on the future of work.
In developing your recommendations, the written report
must utilise scenario planning, reflect on key readings and recommended readings relevant to your chosen theme and demonstrate understanding of relevant theories such as commodification, labour process, division of labour, Informalisation and formalisation and issues of relevance in applying these to a HRM or Management context.
Changing Context of Work Themes
(note The chosen theme is GENDER AND DIVERSITY)
Globalisation
:
How do the shifts in global production and consumption impact on workers, and does this vary for workers in developed and developing countries?
What changes have occurred in the labour process and what impact does this have on the types of work available?
Has commodification of work, life, leisure changed how we work, and are these shifts uniform or vary in different industries and locations? Are we working longer hours, doing more for less?
How can we understand global trends to inform what could happen locally? Is informalisation the new work order? Does neoliberal globalisation determine a race to the bottom for workers conditions?
Gender and diversity
:
Is the future female? Will women transcend the glass ceiling, take control of boards, and run companies of the future more successfully?
Do workplaces value diversity, such as, gender, race and ethnicity and abilities in the workplace?
Is work life balance a myth? Will gender divisions of labour diminish while women remain responsible for child rearing? To what extent does society value difference and is the workplace just a reflection of this? Will affirmative action for disadvantaged groups still be an option?
Technology
:
Can technology save us from labour intensive tasks?
Will technology enable work to be performed in different ways, in a variety of contexts and what will this mean for workers, organisations and society?
Will new technologies increase surveillance and control or provide flexibility an.
1
Organizational Theory
Organizational Theory
Abstract
Multiple theories determine understanding human behavior in an organizational setting through the study of organizational behavior. The organizational theories influence the understanding and interpretation of different behaviors and how the knowledge is used to establish better operational efficiency.
I. Introduction
Organizational theory is the study of organizational structure and analysis of its productivity and performance. Organizational theories are multiple aspects that contribute to understanding human behavior in an organization (Baum & Haveman, 2020). Business analysts and researchers understand the importance of social relationships among structures and employees that encourage productivity.
II. Findings
A. Primary Organizational Theories
The different organizational theories explain how supervisors and managers should address leadership responsibilities and ensure productivity in their organizations.
i. Classical Theory
The classical theory explains the division of tasks in the most effective and efficient way based on professional dynamics. The theory is important in helping the organization create the most beneficial structures which assist the company in achieving its goals. Classical theory is based on four principles; division of labor, scalar and functional processes, structure, and span of control.
ii. Neo-classical Theory
The neo-classical theory emphasizes on psychological and emotional components of people's behavior where factors like leadership, cooperation, and morale contribute to habits and behaviors. According to the theory, social acceptance and a sense of belonging are important for positive performance, and leaders should work on employees' interpersonal skills.
iii. Modern Theory
The modern theory involves interactions between people within an organization and surroundings and members' interpersonal interactions. The theory uses mathematical and statistical information in decision-making while ensuring employee happiness and satisfaction.
iv. Contingency Theory
The theory argues that there is no one right way to make a decision. According to Herbert, employees at higher levels make the most impactful decisions, although decisions are made at all levels of the organization (Francescato & Aber, 2015). The choices made depend on internal and external factors as they differ from one organization to the other.
v. Motivation Theory
The motivation theory involves studying what drives and inspires people to work towards their goals. When the management motivates employees correctly, they work accurately and productively. The theory aims at increasing company productivity because employees are encouraged to work efficiently.
vi. Open System Theory
The theory discusses an organization's environment and argues that the environment influences how a business performs. The impact on the organization might be from specific factors such as d ...
9/23/15, 6:48 PM
Page 1 of 3https://tlc.trident.edu/content/enforced/63503-BUS599-SEP2015FT-1/DW4Mo…e.html?d2lSessionVal=fB1eCtqittZjVCDY86kb1xCP4&ou=63503&d2l_body_type=3
Module 4 - Case
FEEDBACK LOOP AND ORGANIZATIONAL LEARNING
Assignment Overview
XCG
THE EXCELLENT CONSULTING GROUP
COMMUNICATION FROM ART:
Let's wrap up this project.
So far, ABC Company and Whole Foods Market like what we've been doing. I
have this last project, which involves analyzing Whole Foods Market's feedback
loops and organizational learning opportunities.
I want you to take a look at the feedback loops in Whole Foods Market.
REQUIRED READING:
Refer to the background reading on System Feedback Loops.
Case Assignment
Identify one Balancing Loop and one Reinforcing Loop. These feedback loops
should be critical to Whole Foods Market's performance and success. You should
have a good idea of what these are from your previous analysis.
Explain each one of these loops - what are the causal factors and how do they
affect each other. For the Reinforcing Loop, look for an area where there is
growth. For the Balancing Loop, look for goal behavior. Once you have identified
and explained these critical feedback loops, identify how Whole Foods Market
has generated organizational learning, and how they can go further and generate
additional organizational learning. What do they need to do to improve their
performance further?
Be sure to include references. Turn in the 5- to 6-page paper by the end of the
module.
9/23/15, 6:48 PM
Page 2 of 3https://tlc.trident.edu/content/enforced/63503-BUS599-SEP2015FT-1/DW4Mo…e.html?d2lSessionVal=fB1eCtqittZjVCDY86kb1xCP4&ou=63503&d2l_body_type=3
KEYS TO THE ASSIGNMENT:
This is what you need to do:
1. Determine the two critical feedback loops. Describe each Feedback Loop that
you identify in your organization and explain why you selected them. Make
sure you explain the Loop, the cause and effect process within the
Loop. You could also include a Causal Loop Diagram. If you do, show the
arrows and direction of effect (+ or -). Also, determine what the warrant is for
your case.
2. Briefly discuss the theory of organizational learning so that you provide a
summary of this information to the executives - establish this as common
ground.
3. Identify the learning activities in each feedback loop that Whole Foods Market
has already undertaken.
4. Identify the opportunities for organizational learning in each Feedback Loop.
Make a Case that these are learning opportunities. Logically show how the
feedback process provides an opportunity for the organization to learn and
improve its performance. Be precise. Depth and breadth in your discussion is
always a good thing.
Assignment Expectations
Your paper will be evaluated on the following seven points:
Precision - Does the paper address the question(s) or task(s)?
Breadth - Is the full breadth of the subject, that is, the Keys to the Assignment,
addressed?
Depth - Does the paper .
Organizational Foundations
Please answer these
1.
A description of your selected organization’s mission, vision, and values.
2.
Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.
3.
In addition, discuss the organization’s culture and its climate, differentiating between the two.
4.
Explain why examining these matters is significant to your role as a nurse leader.
5.
Summary/Conclusion about Organizational Foundations.
*Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
*Make heading each question, so I need 5 headings that address the 5 questions above.
Organizational Foundations
As you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.
To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?
For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.
To prepare:
·
Review the information related to planning and decision making in health care organizations presented in the textbook,
Leadership Roles and Management Functions in Nursing: Theory and Application.
Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.
·
Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.
·
Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?
·
Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters?
Required Resources
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theo.
COM 105 help Making Decisions/Snaptutorialpinck2324
For more classes visit
www.snaptutorial.com
After you helped your company, Labolg, prepare for expansion into other countries, the chief operating officer (COO) approaches you and tells you that she feels the differences among team members is negatively affecting production. She asks if you have any ideas for productive ways to work with the differences in their organization.
Analyze the situation and prepare a recommendation for the COO. State any assumptions you make about the nature of differences in the teamCultural differences and personality differences can impact cooperation. Team building is an important aspect of communication. Consider some aspects of culture and personality that may impact how people work together.
This presentation was used to deliver the academic writing workshop for taught postgraduate students at Business School, the University of Edinburgh. All content was prepared by Bing Wu Berberich (previously known as Bing Tate), with the support from Deborah Morrison at the School.
Rev. 8.18 GUIDELINES FOR ORGANIZATIONAL ANALYSIS ASSIGNMEN.docxzmark3
Rev. 8.18
GUIDELINES FOR ORGANIZATIONAL ANALYSIS ASSIGNMENT
Using Collins’ work as a model and framework for advanced organizational analysis (and other
references as needed), analyze a system, organization, organization systems and/or subsystems.
Consider each of the concepts proposed by Collins’ breaking down the organizations’ strategic plan,
financial management, organizational structure, leadership, organizational culture, performance
outcomes, etc. Collins’ work is a good foundational text, along with Fifth Discipline (Senge, 1990)
and other related writers and models.
When analyzing an organizational system, along with Collins’ work, consider chaos theory and
complexity science (Wheatley, Porter-O-Grady), learning organizations (Senge), change and
innovation (Gladwell, Rogers, Quinn). If you have not found these references in the required or
recommended course readings, google the names of these authors and learn more about their
contributions to understanding organizational behavior and leading complex systems. Such
references may be useful in arriving at a greater level of understanding of organizations necessary to
truly transform our current health care systems. As part of this analysis, consider interviewing
members of the staff, board members, organizational historians, key administrative personnel (CFO,
CEO, CNE, etc.). If you are not familiar with the organization/system, it will be essential that you
talk to members of the organization who can help you develop a rich understanding of the
leadership, culture, and decision-making patterns. Consider what is written about the organization
and its system in the local paper, regional documents, trade journals, etc. These qualitative methods,
along with review of clinical, financial and other evaluation measures (quantitative measures), will
provide a more holistic perspective of an organizational systems’ performance.
The paper should be carefully written in a formal style, based on primary sources, provide an
integration of ideas, and be 5-6 pages in length, excluding title page & reference list. Organized
flow, logical progression of ideas, and clarity in thought are essential. Please use headings to
separate content. References must be timely; published within the previous five (5) years. Liberal
number of primary and peer reviewed references (minimum of 10).
Deductions:
Papers over the page limit will be penalized by a disregard of content over the page limit.
Scholarship Expectations:
A lack of Scholarship deduction of up to 20% of the total point value of the assignment will be
applied to address such deficiencies as APA errors, Title or Reference page errors, a lack of
clarity and conciseness in writing, grammatical and spelling errors, exceeding the prescribed
page limit, and poor overall writing skills. For example, an assignment worth 15 points could
have a maximum lack of scholarship deduction of 3 points (20% x 15). The amount of.
THEORETICAL AND PRACTICAL USE OF METAPHORS IN ORGANIZATIONAL DEVELOPMENT AND ...Miklos Nagy
Metaphors are useful and powerful communication devices used in our daily conversation and in academic research. They are conceptual tools that we use to make sense of the world and interpret meaning (Ortony, 1975; Oswick, Keenoy & Grant, 2002; Pepper, 1942; Smith & Simmons, 1983). By using analogies, metaphors create mental images that assist in interpreting the world. Morgan (1998) believes that by creating certain types of realities within our minds metaphors help us to contextualize the world in ways that we may not have imagined before (Hussain & Hafeez, 2009). Just as metaphors are helpful in understanding the point of a con- versation they can also bring clarity to the nature of an organization, or enterprise. Morgan provides eight perspectives of organizations; machine, organism, brain, culture, political sys- tem, flux & transformation, psychic prison, and instruments of domination. These metaphors help in understanding organizations, making sense of organizational structure, leadership style, management control and behavior by associating meaning to them. They provide different perspectives and allow multiple dimensions of organizations to emerge. By offering a multi- layered, multi-dimensional view our knowledge and perspectives expand. By expanding our perspective we open the way for innovation and creativity as well as provide the organizational change practitioner additional communication channels to convey the message and achieve the desired goals in organizational transformation.
Published in the Pannon Management Journal, December 2014.
Respond to the below discussion questionsDo the following w.docxcarlstromcurtis
Respond to the below discussion questions:
Do the following when responding:
Read the discussions.
Provide substantive comments by
- contributing new, relevant information from course readings, Web sites, or other sources;
- building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
- Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing is
- clear, concise, and organized;
- demonstrates ethical scholarship in accurate representation and attribution of sources; and
- displays accurate spelling, grammar, and punctuation.
Discussion #1
How does systems thinking apply to an organization’s culture, goals, and structures?
First, one of the greatest aspects of our country is the ability to provide opportunity; one of the saddest part of our country is when that opportunity forgets its original mission, serving others. I make these arguments for this post this week because I ask my fellow peers: how does system thinking (ST) create a space that hinders and destroys its’ original goal? Well, let me first begin by examining the recent closure of over sixty-three Sam Club stores in the United States on Friday, January 12, 2018. According to CNBC, “Walmart is taking prudent steps to prepare for the next generation of retail warfare” (Thomas and Wells, 2018). However, what Walmart fails to the report is the number of employees who went to work yesterday and with no warning, lost their jobs! Whose best interest is at heart? The employee or the stakeholders?
Secondly, I would argue that organizational culture produces an organizational climate; in terms of communication, basically, how communication interactions are positively or negatively carried in a culture, they can have an incredible impact on the climate. An organizational climate can be reciprocal and can clearly influence a culture – look again, at Walmart Sam Club store closings. Thus, I posit this question: what does the leader have an ability to execute? Next, how well can they sell that vision?
According to our text, authors, Uhl-Bien, Schermerhorn, and Osborn (2014) elucidate, “one of the most accepted conclusions of scientific research to date is that there is no single best way to handle people and the situations that develop as they work together in organizations” Uhl-Bien., et.al, 2014). Thus, for the staff at Walmart the transformation process was ignored and employees (and yes, some stakeholders) were deeply affected by the lack of transparency executed by ST in a clear and evidently broken system. Sadly, socioeconomic class plays a vital role in a lot of decision making for larger corporations in terms of whom they decided to provide goods and services to consumers.
How are the stakeholders in an organization interconnected and interrelated?
Stakeholders in organization are interconnected and interrelated becaus ...
Assignment Content1. Top of FormPurpose of AssignmentAll p.docxwilliejgrant41084
Assignment Content
1.
Top of Form
Purpose of Assignment
All products/services go through a lifecycle of NPI (new product introduction), growth, maturity, and decline. These various stages affect the marketing strategy and promotional efforts for a particular product or service. In Week 3, you will incorporate a product strategy that addresses at least 3 areas of the product lifecycle. The primary objective of this assignment is to allow you to demonstrate an understanding of the factors that can affect the launch of a product or service.
Assignment Steps
Complete a minimum 700-word product strategy in Microsoft® Word. Incorporate a product strategy that addresses the following:
· Select a product strategy.
· Address at least three areas of the product lifecycle (NPI, growth, maturity, and decline).
· Create at least two different types of media methods for the product or service. One method must be print and the other must be non-print, both of which highlight your product or service. In your assignment, include 2-3 sentences about each media method (i.e., one paragraph of what you would do, but not how to do it). For example, (this cannot be used in this assignment), a non-print media method would be a Facebook campaign that provides users with a reward for each review (positive or negative) about the use/appearance/price/etc. of the product or service.
· Determine how you will measure the marketing activities (i.e., what metrics will be used to determine success or failure).
· Address three elements of the following Product and Promotion List:
· Integrated marketing communication
· Advertising strategy/objectives
· Push and pull
· Media strategy
· Advertising execution
· Direct marketing
· Public relations/strategies
· Positioning
The plan will be a continuation of the global or multi-regional company you chose in Week 1. This will be incorporated into your overall marketing plan for Week 6.
Note: Charts/graphs/tables do not count toward the word count.
Cite a minimum of three peer-reviewed references.
Format your assignment consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.
Grading Guide: Promotion and the Product Life Cycle Grading Guide
Bottom of Form
Top of Form
Bottom of Form
Running head: ORGANIZATIONAL STRUCTURE 1
ORGANIZATIONAL STRUCTURE 6
Annotated Bibliography
Organizational Structure
Kenyeta Clements
UMUC
MGMT 630
Dr. Todd Kelley
07 March 2019
Zheng, Yang, W. a., McLean, B. a., & N, G. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63, 763-771.
The article was found in The Journal of Business Research and was published by Elsevier. It has been cited 1034 times. The article involves a study.
PAD 502 Organizational Dynamics Final Project – Learning As.docxgerardkortney
PAD 502: Organizational Dynamics
Final Project – Learning Assessment of a Real-World Organization
The purpose of this assignment is to create an opportunity for students to apply the ideas and concepts
discussed in the class and the readings in the analysis of a real-world organization. Your choice of an
organization will be an important one, and may be drawn from your own experience or be an organization
were information is readily available.
Be sure to maintain a professional stance in relation to matters that are sensitive and confidential. When
necessary, you should disguise the source of your project (unless the case is drawn from public records)
through use of appropriate pseudonyms. Confidentiality and the general conduct of the project are entirely
your responsibility, so proceed with caution and ethical care.
In essence, the case study invites you to do the following:
1) Identify an organization to be assessed based on the principles of organizational learning (overall
course theme).
2) Consider the three organizational perspectives and the associated materials as lenses for such an
assessment.
3) Engage in research activity that allows you to test the relevance of the different ideas through the
accumulation of relevant information and data.
Formal Requirements
1. Part 1 – Organizational Overview (25 Points)
(Due 10/16 at 11:59 PM)
The aim of part 1 is to get you started on the project and to get you into a frame of mind that is
analytical, takes the ideas discussed in the class and applies them to the organization being studied.
This report should be no more than 6 double-spaced typewritten pages (APA format) and include the
following:
A brief account of the organization being investigated, providing sufficient information for the reader
to understand the nature of the organization and its context. This section should include relevant
background information as well as a clear statement of the focus of your case study. For example, it is
appropriate to provide information on the age, size, and history of the organization, the product or
services it provides, and the general nature of its environment.
The account should also offer a clear, concise argument as to the value of assessing this organization
based on the principles of organizational learning. This is a critical dimension of your paper and cannot
be overemphasized. Recall that our objective in this course is always to demonstrate the relevance of
sound theory to real-world organizations. Part 1, then, should be demonstrate the potential value of
organizational learning principles specifically for your chosen organization and more broadly for good
government.
Make sure that the report is written in a professional manner. It will be judged according to the quality
of analysis and presentation, in accordance with the criteria listed later in the grading rubric.
MnM
2
Guidelines for Case Study Project
Grading .
Dr. Salvatore Falletta presented on Employee Engagement: Models, Methods & Madness to the SBODN community on Monday, September 12th 2011 at Citrix, a corporate sponsor to SBODN. Enjoy!
- SBODN Directors Jeff Richardson & Cherie Del Carlo
After reading the case study prepare Assignment One - Collecting I.docxcoubroughcosta
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
COMM 101—COMMUNICATION IN THE 21st CENTURY Organizational An.docxmccormicknadine86
COMM 101—COMMUNICATION IN THE 21st CENTURY
Organizational Analysis of Power, Negotiation & Social Change Description
Overview
Organizations move us. We identify as members of organizations easily (I’m a Husker, a Tri-Delt, a Soprano, a
farmer, a firefighter), and it makes sense—we spend most of our time living, breathing, and organizing with others.
Organizations are the places where we play (sports leagues, hobbies), where we work (businesses, non-profits,
schools), where we recharge (places of non/worship and mindfulness), where we heal (hospitals), and as this paper
analyzes, where we change or negotiate problematic aspects of society (social movements, political parties, charities
or any of the previously noted groups). In this project, we are asking you to focus your attention on how
organizations negotiate and change (inequalities) of power.
Embodying the ethic and metaphor of the “Organizational Detective,” you are tasked with questioning, tracing, and
analyzing how an organization of your choice attempts social change and the communication about or through
which that action functions. This isn’t an easy task; social change can be a complicated, messy, and sometimes
awkward topic—which is exactly why we need to explore the potentials and pitfalls that arise when this work is
done! This perspective is a bit of a shift in how we might typically think of organizations generally—instead of
asking you to look at the communication used to manage an organization or drive efficiency, we want you to think
about the social change communication that is organizing the people, objects, and purposes of this group, as
well as the power imbued within those actions and its many consequences.
Though this document spends most of its efforts describing what this organizational analysis is, we want to take a
moment to describe what it is not. This is not an organizational biography. Though the history of a company or
group and its inception are important generally, the goal of this paper is to track down and analyze the current
communication and work that the organization is doing about/for social change specifically. Furthermore, this is not
an analysis of just customer-provider relations. The focus of this project is on the organization’s action toward social
change, not its efficiency status. And finally, this is not an interview summary or reading report. This isn’t a
literature review. We want you to work towards following the mystery of how social change is approached and to
articulate what your group creatively and critically sees as the delightfully messy effects of this organization’s work
related to power.
Below, we outline in detail the requirements for this project, its rubric, and a plan for successfully writing this
analysis.
Requirements
• 5 page group research report, doubled-spaced, 12pt Times New Roman, 1 inch margins
• At least three credible sources utilized in the analysis: on ...
Module 4 Report Writing and ResearchCommentaryTopicsResearc.docxmoirarandell
Module 4: Report Writing and Research
Commentary
Topics
ResearchReports
Research
Research skills are important in both the academic and the work environment. During your career as a student, you have researched different subjects to gain knowledge. In the workplace, you may conduct research for numerous reasons, such as to determine the cost of new equipment, to gain an understanding of a technical term or concept, to summarize a procedure for your supervisor, or to uncover facts for a technical report.
To keep up with changes in technology, it is imperative that you gain familiarity with all available research methods. In the past, people typically performed research at a library. Today, they turn to the World Wide Web; however, technical writers can conduct research through numerous channels. Personal interviews, e-mail questionnaires, and listservs (programs by which e-mail messages are sent to a mailing list go out to all those on that list) can provide valid research opportunities.
Chances are, if you need to research a particular topic, your first source will be the Internet. There, you can find information from government organizations, academic institutions, commercial groups, and individuals. Remember, though, that not every site on the Web is a reliable source of information. Universities, for example, are more credible than obscure Web sites with a single author who lacks verifiable credentials. To conduct research on the Internet, follow these tips:
· Look for Web sites that end in .gov, .org, and .edu.
· For a .edu or other site, make sure you can find the author of the material.
· Check the author's credentials and see if he or she is referenced in the field.
· Find out whether the author has a bibliography or a works cited section, and check to ensure that his or her references are reputable (i.e., academic books, government journals, etc.).
· See whether the Web page has a publication date, and when the last update occurred.
· If you can't locate the origins of a Web page or its author, be aware that you may not have found a credible source.
Many groups, including federal agencies, offer online indexes and databases. These are generally broken down by subject matter (such as MEDLINE from the Community of Science (COS), which offers medical journals and health publications; or ERIC from the Institute of Education Sciences (IES) of the U.S. Department of Education, which provides literature on education from journals and other sources). Within each of these databases, you can drill down to relevant research materials by entering specific search requirements. UMUC's Information and Library Services Web site provides a wealth of up-to-date online indexes. You can also find this link in the Toolkit section of this course, if you would like to use it for your reference.
The type of research you'll perform will be determined by your audience and purpose. For example, if your supervisor wants you to report on the latest trends and de ...
Per the text, computers are playing an increasingly important role i.docxodiliagilby
Per the text, computers are playing an increasingly important role in the practice of law. Successful paralegals must be comfortable with using electronic databases and research tools.
Write a two to three (2-3) page paper in which you:
Discuss a paralegal’s ethical obligation to conduct competent electronic research. Provide two (2) examples of the potential consequences of inept electronic research practices.
Determine whether or not traditional reference materials (e.g., State and Federal Reporters, West’s Encyclopedia, etc.) can be as current as electronic resources. Provide two (2) advantages and two (2) disadvantages to using traditional resource materials.
Use at least two (2) quality references.
Note:
Wikipedia and other Websites do not qualify as academic resources.
THIS IS PART 1.
.
Pennsylvania was the leader in sentencing and correctional reform .docxodiliagilby
Pennsylvania was the leader in sentencing and correctional reform in the early history of the United States. Discuss what groups were associated with this reform.
Why did they want the reform?
Examine whether it was successful and if the reform brought forth further changes.
What influences does the system have on the correctional system today?
What influences have changed? Why?
Use the Internet, library, and any other resources available to research your answer. Submit a 4 page paper (double-spaced) to your instructor. Support your reasoning with outside sources. Be sure to reference all sources using APA style.
The following will be the grading criteria for this assignment:
20%:
Discuss what groups were associated with this reform.
10%:
Why did they want the reform?
20%:
Examine whether it was successful and if the reform brought forth further changes.
25%:
What direct influences do you see the Pennsylvania system in the correctional systems used today?
25%:
What influences have changed? Why?
4 pages. APA format. No plagerism. 5 sources referenced throughout the paper. Reference Page and Abstract.
.
Penetration testing is a simulated cyberattack against a computer or.docxodiliagilby
Penetration testing is a simulated cyberattack against a computer or network that checks for exploitable vulnerabilities. Pen tests can involve attempting to breach application systems, APIs, servers, inputs, and code injection attacks to reveal vulnerabilities. In a well-written, highly-detailed research paper, discuss the following:
What is penetration testing
Testing Stages
Testing Methods
Testing, web applications and firewalls
Your paper should meet the following requirements:
Be approximately four to six pages in length, not including the required cover page and reference page.
Follow APA7 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.
Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.
Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.
.
Perform an analysis of the social demographic, technological, econ.docxodiliagilby
Perform an analysis of the social / demographic, technological, economic, environmental / geographic, and political/legal / governmental segments to understand the general environment facing Union Pacific.
Descri
be how Union Pacific will be affected by each of these external factors.
this is a strategic mangement course business 499.
.
Perform research and discuss whether text messaging is cheaper or mo.docxodiliagilby
Perform research and discuss whether text messaging is cheaper or more expensive than voice. Explain how text messaging works.
Perform research and discuss how an audio CD and an audio DVD compare. Find out why it is said that a vinyl long play record produces sounds much better. Are we going backwards with digital technology in music recording? Explain.
.
People in developed nations are fond of warning people in developing.docxodiliagilby
People in developed nations are fond of warning people in developing nations to stop
destroying rainforest.
People of developing nations often respond that this is hypocritical,
because the developed nations became wealthy by deforesting their land and exploiting its
resources in the past.
What would you say to the president of a developing nation, such as
Indonesia, in which a great deal of forest is being cleared?
.
Pease read and incorporate the following articles from the EBSCO h.docxodiliagilby
Pease read and incorporate the following articles from the EBSCO host database into your paper:
Deakin, A. (2004, November). Finding your organization's hidden treasure.
Behavioral Health Management
, 24(6), 27-29.
Droppa, D., & Luczak, R. (2004, January). Collaboration, technology,
and outcomes—A recipe to improve service delivery.
Behavioral Health Management
, 24(1), 41-44.
To complete the research paper, you will need to include an introduction and conclusion section as well as a title page and reference section. The title of the research paper will be the
Current Issues in the Behavioral Healthcare System
.
Your final paper is due for submission. The paper should adhere to the following guidelines:
The length of the paper should be eight to ten double-spaced pages (not including the title and reference pages).
The main sections should have a:
Title page
Introduction
Body of the paper (with subheadings)
Conclusion
Reference page(s)
The paper must use the APA format for citing sources and references.
Your final paper introduction (one page) should include the following points:
An overview of the research paper
The purpose or objective of the research paper
The body of the paper (five to six pages) should address each of the following topics using information learned in the course, in combination with outside references:
Based on your previous assignments and review of the literature, what are some of the major issues faced by today’s behavioral healthcare system? How have the current and future trends that are evolving in the industry addressed some of those issues?
Do you think there is a difference between the changing trends taking place in the private sector and that of public behavioral healthcare inpatient facilities? Based on your understanding about behavioral health services and the populations being served by them, do you agree that both private and public organizations are able to provide the necessary clinical services? Provide a rationale in support of your response.
In behavioral healthcare, outcomes are the established norm for measuring the success or lack of services. What are some of the major challenges in collecting the data needed to support and report behavioral health outcomes? Provide a rationale for your response.
Quality of care and services is an important part of an outcome-based strategy. The objective behind maintaining and improving quality is to provide competent and efficient services to consumers. In your opinion, do the current regulatory and accreditation standards for the behavioral health industry help to meet that objective? How?
Your conclusion (one to two pages) should include the following points:
What conclusions can you draw from your research that would demonstrate the role played by behavioral health in the healthcare industry?
What changes would you like to bring to today's behavioral healthcare system in order to resolve the current issues identified?
Based on your literature rev.
Peer Review Journal Paper Overview of assignment due 17 April 2014 I.docxodiliagilby
Peer Review Journal Paper Overview of assignment due 17 April 2014 I want you to find a peer review article that falls into our time frame: world history from the emergence of humanity to 1500 CE. I want you to present the thesis [argument] the author is putting forward. I want you then to find two other sources on the same subject and determine if those sources agree or disagree with your original source. The theme here is peer review and the notion of historiography; whether or not how we look at an event or theme of history changes over time? The choice of topic is up to you but please let me know what you are doing by email and let me know what your peer review source is so I can be sure it is appropriate for the course. If you want some help in finding an article; please let me or a librarian know what you might be interested in. I really need to know what your article is before you start so you have something good to start with and send me a link to your article, so that I can approve it.
1. Find a peer review article on some aspect of history associated with this course.
2. Explain the thesis that author is putting forth.
3. Find two secondary sources, they need not be peer review which relate to the main article you are presenting. Do these sources compliment or contrast the thesis being put forth by the original author?
4. Leave some time & space at the end to present your perspective and opinion on the thesis as well.
5. 5-7 pages; typed doubled spaced standard borders & fonts. Please use citation; APA, MLA, Chicago are all acceptable.
The requirement of the paper starts at the middle of the 3rd page that I attached here.
We can discuss more later.
.
Perception is all EXCEPT [removed] [removed]Structuring and orga.docxodiliagilby
Perception is all EXCEPT
[removed]
[removed]Structuring and organizing incoming impulses (information)
[removed]a prognosis (guess) about what is being received
[removed]the reconstruction of reality by our brain
[removed]the transduction of incoming stimuli
[removed]a process which takes time
.
Performance Based Factors and Measures for Quality AssessmentWri.docxodiliagilby
Performance Based Factors and Measures for Quality Assessment
Write a 700- to 1,000-word paper about the Performance Based Factors and Measures for Quality Assessment. Include the following in your paper:
For any health care activity, three performance factors can be measured: structure, process, and outcome. Identify one structure measure, one process measure, and one outcome measure that could be used to evaluate the following hospital admission process:
Upon arrival, the patient reports to the hospital registration or admitting area. The patient completes paperwork and provides an insurance identification card, if insured. Often, patients register before the date of hospital admission to facilitate the registration process. An identification bracelet including the patient’s name and doctor’s name is placed around the patient’s wrist. Before any procedure is performed or any form of medical care is provided, the patient is asked to sign a consent form. If the patient is not feeling well, a family member or caregiver can help the patient complete the admission process.
Include a minimum of three peer-reviewed references, not including the textbook.
Format your paper consistent with APA 6th guidelines.
.
People. I need some help with this assignment that needs to be done .docxodiliagilby
People. I need some help with this assignment that needs to be done in Excel
Problem 1:
Oregon Surplus Inc. qualifies to use the installment-sales method for tax purposes and sold an investment on an installment basis. The total gain of $75000 was reported for financial reporting purposes in the period of sale. The installment period is 3 years; one-third of the sale price is collected in 2014 and the rest in 2015 and 2016. The tax rate was 35% in 2014, 30% in 2015, and 30% in 2016. The enacted tax rates of 2015 and 2016 are not known until 2015.
The accounting and tax data are shown below.
Financial Accounting
Tax Return
2014 (35% tax rate)
Income before temporary difference
$
175,000
$
175,000
Temporary difference
$
75,000
$
25,000
Income
$
250,000
$
200,000
2015 (30% tax rate)
Income before temporary difference
$
200,000
$
200,000
Temporary difference
$
-
$
25,000
Income
$
200,000
$
225,000
2016 (30% tax rate)
Income before temporary difference
$
180,000
$
180,000
Temporary difference
$
-
$
25,000
Income
$
180,000
$
205,000
Required:
1)
Prepare the journal entries to record the income tax expense, deferred income taxes, and the income taxes payable for 2014, 2015, and 2016. No deferred income taxes existed at the beginning of 2012.
2)
Explain how the deferred taxes will appear on the balance sheet at the end of each year. (Assume Installment Accounts Receivable is classified as a current asset.)
3)
Show the income tax expense section of the income statement for each year, beginning with “Income before income taxes.”
Problem 2:
Philadelphia Co. incurred a net operating loss of $850,000 in 2014. Combined income of 2012 and 2013 was $650,000. The tax rate for all years is 30%. Trenton elects the carry back option.
Required:
a.
Prepare the journal entries to record the benefit of loss carry back and loss carry forward option.
b.
Assuming that it is more likely than not that the entire net operating loss carry forward will not be realized in future years, prepare all the journal entries necessary at the end of 2014.
.
Perceptions and Causes of Psychopathology PaperPrepare a 1,0.docxodiliagilby
Perceptions and Causes of Psychopathology
Paper
Prepare
a 1,050- to 1,400-word paper in which you discuss causes of psychopathology.
Address
the following:
Provide a brief overview of how culture is a factor determining the expression of psychopathology.
Examine causes of psychopathology by using either the biopsychosocial or the diathesis-stress models.
Explain the changes in society’s perception of psychopathology as a function of historical time period.
Cite
at least two peer-reviewed sources.
Format
your paper consistent with APA guidelines.
Click
the Assignment Files tab to submit your assignment
.
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Rev. 8.18 GUIDELINES FOR ORGANIZATIONAL ANALYSIS ASSIGNMEN.docxzmark3
Rev. 8.18
GUIDELINES FOR ORGANIZATIONAL ANALYSIS ASSIGNMENT
Using Collins’ work as a model and framework for advanced organizational analysis (and other
references as needed), analyze a system, organization, organization systems and/or subsystems.
Consider each of the concepts proposed by Collins’ breaking down the organizations’ strategic plan,
financial management, organizational structure, leadership, organizational culture, performance
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When analyzing an organizational system, along with Collins’ work, consider chaos theory and
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contributions to understanding organizational behavior and leading complex systems. Such
references may be useful in arriving at a greater level of understanding of organizations necessary to
truly transform our current health care systems. As part of this analysis, consider interviewing
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provide a more holistic perspective of an organizational systems’ performance.
The paper should be carefully written in a formal style, based on primary sources, provide an
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separate content. References must be timely; published within the previous five (5) years. Liberal
number of primary and peer reviewed references (minimum of 10).
Deductions:
Papers over the page limit will be penalized by a disregard of content over the page limit.
Scholarship Expectations:
A lack of Scholarship deduction of up to 20% of the total point value of the assignment will be
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THEORETICAL AND PRACTICAL USE OF METAPHORS IN ORGANIZATIONAL DEVELOPMENT AND ...Miklos Nagy
Metaphors are useful and powerful communication devices used in our daily conversation and in academic research. They are conceptual tools that we use to make sense of the world and interpret meaning (Ortony, 1975; Oswick, Keenoy & Grant, 2002; Pepper, 1942; Smith & Simmons, 1983). By using analogies, metaphors create mental images that assist in interpreting the world. Morgan (1998) believes that by creating certain types of realities within our minds metaphors help us to contextualize the world in ways that we may not have imagined before (Hussain & Hafeez, 2009). Just as metaphors are helpful in understanding the point of a con- versation they can also bring clarity to the nature of an organization, or enterprise. Morgan provides eight perspectives of organizations; machine, organism, brain, culture, political sys- tem, flux & transformation, psychic prison, and instruments of domination. These metaphors help in understanding organizations, making sense of organizational structure, leadership style, management control and behavior by associating meaning to them. They provide different perspectives and allow multiple dimensions of organizations to emerge. By offering a multi- layered, multi-dimensional view our knowledge and perspectives expand. By expanding our perspective we open the way for innovation and creativity as well as provide the organizational change practitioner additional communication channels to convey the message and achieve the desired goals in organizational transformation.
Published in the Pannon Management Journal, December 2014.
Respond to the below discussion questionsDo the following w.docxcarlstromcurtis
Respond to the below discussion questions:
Do the following when responding:
Read the discussions.
Provide substantive comments by
- contributing new, relevant information from course readings, Web sites, or other sources;
- building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
- Respond to feedback on your posting and provide feedback to other students on their ideas.
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Discussion #1
How does systems thinking apply to an organization’s culture, goals, and structures?
First, one of the greatest aspects of our country is the ability to provide opportunity; one of the saddest part of our country is when that opportunity forgets its original mission, serving others. I make these arguments for this post this week because I ask my fellow peers: how does system thinking (ST) create a space that hinders and destroys its’ original goal? Well, let me first begin by examining the recent closure of over sixty-three Sam Club stores in the United States on Friday, January 12, 2018. According to CNBC, “Walmart is taking prudent steps to prepare for the next generation of retail warfare” (Thomas and Wells, 2018). However, what Walmart fails to the report is the number of employees who went to work yesterday and with no warning, lost their jobs! Whose best interest is at heart? The employee or the stakeholders?
Secondly, I would argue that organizational culture produces an organizational climate; in terms of communication, basically, how communication interactions are positively or negatively carried in a culture, they can have an incredible impact on the climate. An organizational climate can be reciprocal and can clearly influence a culture – look again, at Walmart Sam Club store closings. Thus, I posit this question: what does the leader have an ability to execute? Next, how well can they sell that vision?
According to our text, authors, Uhl-Bien, Schermerhorn, and Osborn (2014) elucidate, “one of the most accepted conclusions of scientific research to date is that there is no single best way to handle people and the situations that develop as they work together in organizations” Uhl-Bien., et.al, 2014). Thus, for the staff at Walmart the transformation process was ignored and employees (and yes, some stakeholders) were deeply affected by the lack of transparency executed by ST in a clear and evidently broken system. Sadly, socioeconomic class plays a vital role in a lot of decision making for larger corporations in terms of whom they decided to provide goods and services to consumers.
How are the stakeholders in an organization interconnected and interrelated?
Stakeholders in organization are interconnected and interrelated becaus ...
Assignment Content1. Top of FormPurpose of AssignmentAll p.docxwilliejgrant41084
Assignment Content
1.
Top of Form
Purpose of Assignment
All products/services go through a lifecycle of NPI (new product introduction), growth, maturity, and decline. These various stages affect the marketing strategy and promotional efforts for a particular product or service. In Week 3, you will incorporate a product strategy that addresses at least 3 areas of the product lifecycle. The primary objective of this assignment is to allow you to demonstrate an understanding of the factors that can affect the launch of a product or service.
Assignment Steps
Complete a minimum 700-word product strategy in Microsoft® Word. Incorporate a product strategy that addresses the following:
· Select a product strategy.
· Address at least three areas of the product lifecycle (NPI, growth, maturity, and decline).
· Create at least two different types of media methods for the product or service. One method must be print and the other must be non-print, both of which highlight your product or service. In your assignment, include 2-3 sentences about each media method (i.e., one paragraph of what you would do, but not how to do it). For example, (this cannot be used in this assignment), a non-print media method would be a Facebook campaign that provides users with a reward for each review (positive or negative) about the use/appearance/price/etc. of the product or service.
· Determine how you will measure the marketing activities (i.e., what metrics will be used to determine success or failure).
· Address three elements of the following Product and Promotion List:
· Integrated marketing communication
· Advertising strategy/objectives
· Push and pull
· Media strategy
· Advertising execution
· Direct marketing
· Public relations/strategies
· Positioning
The plan will be a continuation of the global or multi-regional company you chose in Week 1. This will be incorporated into your overall marketing plan for Week 6.
Note: Charts/graphs/tables do not count toward the word count.
Cite a minimum of three peer-reviewed references.
Format your assignment consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.
Grading Guide: Promotion and the Product Life Cycle Grading Guide
Bottom of Form
Top of Form
Bottom of Form
Running head: ORGANIZATIONAL STRUCTURE 1
ORGANIZATIONAL STRUCTURE 6
Annotated Bibliography
Organizational Structure
Kenyeta Clements
UMUC
MGMT 630
Dr. Todd Kelley
07 March 2019
Zheng, Yang, W. a., McLean, B. a., & N, G. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63, 763-771.
The article was found in The Journal of Business Research and was published by Elsevier. It has been cited 1034 times. The article involves a study.
PAD 502 Organizational Dynamics Final Project – Learning As.docxgerardkortney
PAD 502: Organizational Dynamics
Final Project – Learning Assessment of a Real-World Organization
The purpose of this assignment is to create an opportunity for students to apply the ideas and concepts
discussed in the class and the readings in the analysis of a real-world organization. Your choice of an
organization will be an important one, and may be drawn from your own experience or be an organization
were information is readily available.
Be sure to maintain a professional stance in relation to matters that are sensitive and confidential. When
necessary, you should disguise the source of your project (unless the case is drawn from public records)
through use of appropriate pseudonyms. Confidentiality and the general conduct of the project are entirely
your responsibility, so proceed with caution and ethical care.
In essence, the case study invites you to do the following:
1) Identify an organization to be assessed based on the principles of organizational learning (overall
course theme).
2) Consider the three organizational perspectives and the associated materials as lenses for such an
assessment.
3) Engage in research activity that allows you to test the relevance of the different ideas through the
accumulation of relevant information and data.
Formal Requirements
1. Part 1 – Organizational Overview (25 Points)
(Due 10/16 at 11:59 PM)
The aim of part 1 is to get you started on the project and to get you into a frame of mind that is
analytical, takes the ideas discussed in the class and applies them to the organization being studied.
This report should be no more than 6 double-spaced typewritten pages (APA format) and include the
following:
A brief account of the organization being investigated, providing sufficient information for the reader
to understand the nature of the organization and its context. This section should include relevant
background information as well as a clear statement of the focus of your case study. For example, it is
appropriate to provide information on the age, size, and history of the organization, the product or
services it provides, and the general nature of its environment.
The account should also offer a clear, concise argument as to the value of assessing this organization
based on the principles of organizational learning. This is a critical dimension of your paper and cannot
be overemphasized. Recall that our objective in this course is always to demonstrate the relevance of
sound theory to real-world organizations. Part 1, then, should be demonstrate the potential value of
organizational learning principles specifically for your chosen organization and more broadly for good
government.
Make sure that the report is written in a professional manner. It will be judged according to the quality
of analysis and presentation, in accordance with the criteria listed later in the grading rubric.
MnM
2
Guidelines for Case Study Project
Grading .
Dr. Salvatore Falletta presented on Employee Engagement: Models, Methods & Madness to the SBODN community on Monday, September 12th 2011 at Citrix, a corporate sponsor to SBODN. Enjoy!
- SBODN Directors Jeff Richardson & Cherie Del Carlo
After reading the case study prepare Assignment One - Collecting I.docxcoubroughcosta
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
COMM 101—COMMUNICATION IN THE 21st CENTURY Organizational An.docxmccormicknadine86
COMM 101—COMMUNICATION IN THE 21st CENTURY
Organizational Analysis of Power, Negotiation & Social Change Description
Overview
Organizations move us. We identify as members of organizations easily (I’m a Husker, a Tri-Delt, a Soprano, a
farmer, a firefighter), and it makes sense—we spend most of our time living, breathing, and organizing with others.
Organizations are the places where we play (sports leagues, hobbies), where we work (businesses, non-profits,
schools), where we recharge (places of non/worship and mindfulness), where we heal (hospitals), and as this paper
analyzes, where we change or negotiate problematic aspects of society (social movements, political parties, charities
or any of the previously noted groups). In this project, we are asking you to focus your attention on how
organizations negotiate and change (inequalities) of power.
Embodying the ethic and metaphor of the “Organizational Detective,” you are tasked with questioning, tracing, and
analyzing how an organization of your choice attempts social change and the communication about or through
which that action functions. This isn’t an easy task; social change can be a complicated, messy, and sometimes
awkward topic—which is exactly why we need to explore the potentials and pitfalls that arise when this work is
done! This perspective is a bit of a shift in how we might typically think of organizations generally—instead of
asking you to look at the communication used to manage an organization or drive efficiency, we want you to think
about the social change communication that is organizing the people, objects, and purposes of this group, as
well as the power imbued within those actions and its many consequences.
Though this document spends most of its efforts describing what this organizational analysis is, we want to take a
moment to describe what it is not. This is not an organizational biography. Though the history of a company or
group and its inception are important generally, the goal of this paper is to track down and analyze the current
communication and work that the organization is doing about/for social change specifically. Furthermore, this is not
an analysis of just customer-provider relations. The focus of this project is on the organization’s action toward social
change, not its efficiency status. And finally, this is not an interview summary or reading report. This isn’t a
literature review. We want you to work towards following the mystery of how social change is approached and to
articulate what your group creatively and critically sees as the delightfully messy effects of this organization’s work
related to power.
Below, we outline in detail the requirements for this project, its rubric, and a plan for successfully writing this
analysis.
Requirements
• 5 page group research report, doubled-spaced, 12pt Times New Roman, 1 inch margins
• At least three credible sources utilized in the analysis: on ...
Module 4 Report Writing and ResearchCommentaryTopicsResearc.docxmoirarandell
Module 4: Report Writing and Research
Commentary
Topics
ResearchReports
Research
Research skills are important in both the academic and the work environment. During your career as a student, you have researched different subjects to gain knowledge. In the workplace, you may conduct research for numerous reasons, such as to determine the cost of new equipment, to gain an understanding of a technical term or concept, to summarize a procedure for your supervisor, or to uncover facts for a technical report.
To keep up with changes in technology, it is imperative that you gain familiarity with all available research methods. In the past, people typically performed research at a library. Today, they turn to the World Wide Web; however, technical writers can conduct research through numerous channels. Personal interviews, e-mail questionnaires, and listservs (programs by which e-mail messages are sent to a mailing list go out to all those on that list) can provide valid research opportunities.
Chances are, if you need to research a particular topic, your first source will be the Internet. There, you can find information from government organizations, academic institutions, commercial groups, and individuals. Remember, though, that not every site on the Web is a reliable source of information. Universities, for example, are more credible than obscure Web sites with a single author who lacks verifiable credentials. To conduct research on the Internet, follow these tips:
· Look for Web sites that end in .gov, .org, and .edu.
· For a .edu or other site, make sure you can find the author of the material.
· Check the author's credentials and see if he or she is referenced in the field.
· Find out whether the author has a bibliography or a works cited section, and check to ensure that his or her references are reputable (i.e., academic books, government journals, etc.).
· See whether the Web page has a publication date, and when the last update occurred.
· If you can't locate the origins of a Web page or its author, be aware that you may not have found a credible source.
Many groups, including federal agencies, offer online indexes and databases. These are generally broken down by subject matter (such as MEDLINE from the Community of Science (COS), which offers medical journals and health publications; or ERIC from the Institute of Education Sciences (IES) of the U.S. Department of Education, which provides literature on education from journals and other sources). Within each of these databases, you can drill down to relevant research materials by entering specific search requirements. UMUC's Information and Library Services Web site provides a wealth of up-to-date online indexes. You can also find this link in the Toolkit section of this course, if you would like to use it for your reference.
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20%:
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10%:
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20%:
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25%:
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Title page
Introduction
Body of the paper (with subheadings)
Conclusion
Reference page(s)
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An overview of the research paper
The purpose or objective of the research paper
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1. Find a peer review article on some aspect of history associated with this course.
2. Explain the thesis that author is putting forth.
3. Find two secondary sources, they need not be peer review which relate to the main article you are presenting. Do these sources compliment or contrast the thesis being put forth by the original author?
4. Leave some time & space at the end to present your perspective and opinion on the thesis as well.
5. 5-7 pages; typed doubled spaced standard borders & fonts. Please use citation; APA, MLA, Chicago are all acceptable.
The requirement of the paper starts at the middle of the 3rd page that I attached here.
We can discuss more later.
.
Perception is all EXCEPT [removed] [removed]Structuring and orga.docxodiliagilby
Perception is all EXCEPT
[removed]
[removed]Structuring and organizing incoming impulses (information)
[removed]a prognosis (guess) about what is being received
[removed]the reconstruction of reality by our brain
[removed]the transduction of incoming stimuli
[removed]a process which takes time
.
Performance Based Factors and Measures for Quality AssessmentWri.docxodiliagilby
Performance Based Factors and Measures for Quality Assessment
Write a 700- to 1,000-word paper about the Performance Based Factors and Measures for Quality Assessment. Include the following in your paper:
For any health care activity, three performance factors can be measured: structure, process, and outcome. Identify one structure measure, one process measure, and one outcome measure that could be used to evaluate the following hospital admission process:
Upon arrival, the patient reports to the hospital registration or admitting area. The patient completes paperwork and provides an insurance identification card, if insured. Often, patients register before the date of hospital admission to facilitate the registration process. An identification bracelet including the patient’s name and doctor’s name is placed around the patient’s wrist. Before any procedure is performed or any form of medical care is provided, the patient is asked to sign a consent form. If the patient is not feeling well, a family member or caregiver can help the patient complete the admission process.
Include a minimum of three peer-reviewed references, not including the textbook.
Format your paper consistent with APA 6th guidelines.
.
People. I need some help with this assignment that needs to be done .docxodiliagilby
People. I need some help with this assignment that needs to be done in Excel
Problem 1:
Oregon Surplus Inc. qualifies to use the installment-sales method for tax purposes and sold an investment on an installment basis. The total gain of $75000 was reported for financial reporting purposes in the period of sale. The installment period is 3 years; one-third of the sale price is collected in 2014 and the rest in 2015 and 2016. The tax rate was 35% in 2014, 30% in 2015, and 30% in 2016. The enacted tax rates of 2015 and 2016 are not known until 2015.
The accounting and tax data are shown below.
Financial Accounting
Tax Return
2014 (35% tax rate)
Income before temporary difference
$
175,000
$
175,000
Temporary difference
$
75,000
$
25,000
Income
$
250,000
$
200,000
2015 (30% tax rate)
Income before temporary difference
$
200,000
$
200,000
Temporary difference
$
-
$
25,000
Income
$
200,000
$
225,000
2016 (30% tax rate)
Income before temporary difference
$
180,000
$
180,000
Temporary difference
$
-
$
25,000
Income
$
180,000
$
205,000
Required:
1)
Prepare the journal entries to record the income tax expense, deferred income taxes, and the income taxes payable for 2014, 2015, and 2016. No deferred income taxes existed at the beginning of 2012.
2)
Explain how the deferred taxes will appear on the balance sheet at the end of each year. (Assume Installment Accounts Receivable is classified as a current asset.)
3)
Show the income tax expense section of the income statement for each year, beginning with “Income before income taxes.”
Problem 2:
Philadelphia Co. incurred a net operating loss of $850,000 in 2014. Combined income of 2012 and 2013 was $650,000. The tax rate for all years is 30%. Trenton elects the carry back option.
Required:
a.
Prepare the journal entries to record the benefit of loss carry back and loss carry forward option.
b.
Assuming that it is more likely than not that the entire net operating loss carry forward will not be realized in future years, prepare all the journal entries necessary at the end of 2014.
.
Perceptions and Causes of Psychopathology PaperPrepare a 1,0.docxodiliagilby
Perceptions and Causes of Psychopathology
Paper
Prepare
a 1,050- to 1,400-word paper in which you discuss causes of psychopathology.
Address
the following:
Provide a brief overview of how culture is a factor determining the expression of psychopathology.
Examine causes of psychopathology by using either the biopsychosocial or the diathesis-stress models.
Explain the changes in society’s perception of psychopathology as a function of historical time period.
Cite
at least two peer-reviewed sources.
Format
your paper consistent with APA guidelines.
Click
the Assignment Files tab to submit your assignment
.
People are attracted to occupations that complement their personalit.docxodiliagilby
People are attracted to occupations that complement their personalities. In a Word doc, compose a 500 word essay naming and describing the six personality types identified by John Holland. Give an example of a vocational choice for each. Then
analyze how dualistic and relativistic thinking
contribute to our vocational choices and discuss the role of commitment within relativistic thinking.
.
Perception of Pleasure and Pain Presentation3 slides- An explanati.docxodiliagilby
Perception of Pleasure and Pain Presentation
3 slides- An explanation of the role of the somatosensory cortex in the perception of pleasure and pain
3 slides- A description of how the damage to the cutaneous system can affect the quality of life
- Include 1 peer reviewed source
- APA Format
-Include speaker notes please
Need on time by 12pm Eastern May 4th, 2015. Thanks.
.
Pennsylvania v. MarkMark Davis has been charged with Driving W.docxodiliagilby
Pennsylvania v. Mark
Mark Davis has been
charged
with Driving While Intoxicated (DWI) for reckless driving, speeding, four counts of felony assault, and one count of involuntary manslaughter as the result of a crash that occurred on a night out with his friends. Mark has been out on bail and pleaded not guilty when he was arraigned. The Judge set a date for Mark's trial and his defense team has been working to collect information about the technology used by the Highway Patrol to reconstruct the crash.
District Attorney O'Malley offered Mark a plea bargain, but Mark chose to take his chances at trial. Mark's attorney, Mr. Chen Long, advised Mark that accepting the plea offer was completely up to Mark, although Mr. Long advised against accepting it because the defense planned to highlight mistakes made by law enforcement during the investigation that could create reasonable doubt in the minds of the jurors.
The trial begins and during the voir dire of potential jurors, several individuals are excused because they have previous knowledge of Mark's case from the media. Two individuals stated that they could not be impartial because they had loved ones
killed
in alcohol related crashes as well. Eventually, two men and ten women were seated in Mark's trial.
District Attorney O'Malley presented the State's case clearly and concisely depicting a night on the town full of heavy drinking, which ultimately resulted in Mark's actions causing the death of one individual and injuring four others. Highway Patrolman Green explained to the jury that he immediately suspected alcohol when he arrived on scene because Mark appeared to be intoxicated when they spoke. Following the Judge ruling that it was admissible and not prejudicial, Sergeant Rodney Monroe, from the Highway Patrol Reconstruction Team presented their reconstruction complete with a high-tech computer animated reenactment of the crash. During the cross examination, Defense Attorney Long challenged the reconstruction because the Defense Crash Reconstruction Expert had discovered errors in the mathematical calculations for vehicle speed. The jury appeared to have liked the reconstruction very much regardless of the errors highlighted by the defense.
Mark was convicted of DWI, four counts of felony assault, and one count of involuntary manslaughter; however, he was acquitted of reckless driving and speeding. The Jury said they could not convict Mark of those offenses because of the mistakes made by law enforcement officers during the investigation.
Because Mark pleads not guilty, but was convicted during trial and had two prior DWI offenses, he was sentenced to ten years in the State Prison. Defense Attorney Long immediately notified the court of an impending appeal that would be filed by the defendant. In a report, using external sources to support your claims, answer the following:
Compare and contrast the roles of the Judge, Jury, District Attorney (Prosecutor), and Defense Attorney. What ar.
PBAD201-1501A-02 Public AdministrationTask NamePhase 3 Individu.docxodiliagilby
PBAD201-1501A-02 Public Administration
Task Name:
Phase 3 Individual Project
Deliverable Length:
750–1,000 words; Tabular budget
Details:
Weekly tasks or assignments (Individual or Group Projects) will be due
by
Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.
Concern among the public sector is the demand for public organizations to be transparent about their budgets and spending habits. You have been scheduled to conduct a presentation for the State Budgeting Committee about the type of budget that the organization operates under. Identify the type of public organization for which you work, as well as what types of services, goods, or activities the organization provides to the public. Identify the size and scope of the organization.
Construct a budget using Excel that will provide a breakdown of the various budget items. Copy and paste the Excel spreadsheet of your budget into a Word document. Finally, explain how the budget is made available to the public for review. For example, is the budget made available at public meetings, on a special request, published in a newsletter, on the organization’s premises during regular business hours, via the organization’s Web site, or by some other means? If the budget is not available for the public to review, explain why. Furthermore, are there any provisions in place regarding the budget being made available for public view? Explain in detail.
Assignment Guidelines
Address the following in 750–1,000 words:
Identify the type of public organization for which you work, as well as what types of services, goods, or activities the organization provides to the public. Identify the size and scope of the organization.
Construct a budget using Excel that will provide a breakdown of the various organizational budget items.
Copy and paste the Excel spreadsheet of your budget into a Word document.
Is the budget made available to the public for review?
If yes, explain how in detail.
If no, explain in detail why it is not.
Are there any types of provisions in place regarding the budget being made available for public view? Identify and explain.
Be sure to reference all sources using APA style.
.
Part1 Q1. Classify each of the following as- (i)qual.docxodiliagilby
Part1
Q1. Classify each of the following as:-
(i)
qualitative or quantitative
(ii)
nominal, ordinal, interval or ratio scale.
a.
Times for swimmers to complete a 50meters race.
b.
Months of the year: Meskerem, Tikimit, Hidat, ---.
c.
Region numbers of Riyadh: 1, 2, 3, 4, ---.
d.
Pollen counts provided as numbers between 1 and 10 where 1 means there is almost no pollen and 10 means that it is rampant, but for which the values do not represent an actual count of grains of pollen.
e.
Packages in the city of Cleveland telephone book.
f.
Rankings of tennis players.
g.
Weights of air conditioners.
h.
Personal ID numbers
i.
Telephone numbers
j.
Temperatures inside 10 refrigerators.
k.
Salaries of the top five CEOs in the United States.
l.
Ratings of eight local plays ( poor, fair, good, excellent)
m.
Times required for mechanics to do a tune up.
n.
Ages of students in a classroom.
o.
Marital Status of patients in a physician’s office.
p.
Horsepower of tractor engines.
q.
Colors of baseball caps in a store.
r.
Classification of kids at a day care (infant, toddler, pre-school)
Q2. The following are the grades which 40 students obtained in a certain course in 1997E.C. here in Mekelle University of the Arid Campus.
75 89 66 52 90 68 83 94 77 60 38 47 87 65 97 49 65 72 73 81 63 77 31 88 74 37 85 76 74 63 69 72 91 87 76 58 63 70 72 65
a. Construct an absolute frequency distribution.
b. Convert the distribution obtained in (a) into a Relative & Percentage distribution.
c. Convert the distribution in (a) into a “Less than” &
a “More than” cumulative distribution
d. Construct a histogram, frequency polygon and ogive curve
Q3. The following distribution shows that the result obtained by 100 accounting students in the final examination of statistics in
Saudi Electronic University.
Mark of students.
0-10
10-20
20-30
30-40
40-50
No. of students
14
f1
28
f2
15
If the median mark of students is 22.5, compute:-
i.
The missing frequencies, f1 and f2.
ii.
the mode, and
iii.
the arithmetic mean
iv.
variance
Part 2
Q1.
a. (Smoking and Coffee Drinking)
Coffee
No Coffee
Total
Smoker
60
40
100
Non-Smoker
115
85
200
Total
175
125
300
What is the probability that a randomly selected person from the sample either smokes or drinks coffee.
Q1. b. What is the probability that I flip a coin and get a Head, Roll a die and get a 4 or a 6, and then pull the king of Spades and a diamond from a deck of cards.
Q2: The random variable X has the following probability distribution:
X
0
1
2
3
Total
P(x)
0.22
0.38
0.1
0.3
1
Find the expected value (E(x)) & the Variance.
Q3: A radar unit is used to measure speeds of cars on a highway. The speeds are
normally
distributed with a mean of 90 km/hr and a standard deviation of 10 km/hr. What is the probability that a car picked at random is travelling at:
a-
More than 100 km/hr?
b-
Less than 85 Km/hr?
c-
Between them?
Part 3
Q-1..
Paul’s Letter to the EphesiansThe First Letter of PeterThe Fir.docxodiliagilby
Paul’s Letter to the Ephesians
The First Letter of Peter
The First Letter to Timothy
For each document above; Identify specific content, features, or themes which permit classifying each text early Catholic in character.
At least one credible source
one and half pages
.
Past and FuturePlease respond to the followingImagine back .docxodiliagilby
"Past and Future"
Please respond to the following:
Imagine back in time to pre-Internet days. Describe how you would have established communications for international trade in these time periods: 1935 and 1977.
Imagine it is now 2050. Predict the ease and speed of international trade communications and how it will occur.
2-
"Backtracking from Globalization"
Please respond to the following:
From the e-Activity, illustrate with two examples how the U.S. has restrained trade over the past 60 years and state why you think that happened.
Some believe these restraints have been deleterious to national economic prosperity. In your estimation, speculate as to how these restraints have affected national economic prosperity.
.
Partisan considerations have increasingly influenced the selection.docxodiliagilby
Partisan considerations have increasingly influenced the selection of federal judges. Interest groups on the right and the left have insisted on the appointment of judges who hold compatible views. Presidents and members of Congress have also increasingly sought appointees who will decide issues in ways they prefer. What is your view? Should politics play such a large role in judicial appointments? Or should merit be given greater weight?
Does a merit based system favor ONLY those with money and the connections? needs to be at least 200 words APA
.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
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.
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.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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!
[Presentation Title Goes Here][Your Name Here]American Publi.docx
1. [Presentation Title Goes Here]
[Your Name Here]
American Public University System
[Heading Goes Here]
Go to the Home tab at the top and click the New Slide or Layout
button to access different formatting for your slides.
Choose formatting that presents your information in the most
logical way.
Use consistent, grammatically parallel format for bulleted lists
(for example, on this slide, each element begins with an
imperative verb).
[Heading Goes Here]
Keep font of text consistent.
Be sure headings are consistent in their spacing, placement,
size, and so forth.
Consider using the slide after the title slide to summarize your
presentation’s points (like an abstract for a paper).
[Heading Goes Here]
Your slides can also contain entire paragraphs, like this one
does. Citation rules apply to presentations just as they do to
papers—when using or referencing another author’s ideas, you
must cite that source. When incorporating a citation in a slide,
do so just as you would in a traditional paper (Smith, 2010).
According to Jones (2007), presentations are not very different
from papers!
2. [Heading Goes Here]
Use APA style rules to format any tables and figures in your
presentation:
Figure 1. Bar graph showing useful information. From
“Utilizing bar graphs,” by A. Jones, 2011, Journal of Handy
Graphs, 76(2), p. 3. Reprinted with permission.
Series 1 Category 1 Category 2 Category 3
Category 4 4.3 2.5 3.5 4.5 Series 2 Category 1
Category 2 Category 3 Category 4 2.4
4.4000000000000004 1.8 2.8 Series 3 Category 1
Category 2 Category 3 Category 4 2 2 3
5
[Heading Goes Here]
Remember to adhere to any assignment guidelines regarding
presentation format. This template contains suggestions only.
Keep in mind that there is no such thing as an “APA standard
PowerPoint.” Review
http://blog.apastyle.org/apastyle/2010/09/dear-professor.html
for more information!
References
Always include a reference list at the end of your presentation,
just like you would in a paper. Reference list entries take the
same format they would in a paper:
Jones, P. (2004). This great book. New York, NY: Publisher.
Smith, W., & Cat, D. (2010). How to make a good presentation
3. great. Presentations Quarterly, 45(4), 56-59.
doi:10.123.45/abc
Adapted from Walden University. (2011). APA Template.
[Sample. APA Style PowerPoint}. Available from
writingcenter.waldenu.edu/Documents/APA/APA_template
.ppt
3
Organizational change
This chapter tackles the issue of organizational change. How
does the
process of organizational change happen? Must change be
initiated and
driven through by one strong individual? Or can it be planned
collec-
tively by a powerful group of people and, by sheer momentum,
the
change will happen? Perhaps there is a more intellectual
approach that
can be taken. Are there pay-offs to understanding the whole
system,
determining how to change it, and predicting where resistance
will occur?
On the other hand, maybe change cannot be planned at all.
Something
unpredictable could spark a change, which then spreads in a
natural way.
This chapter addresses the topic of organizational change in
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Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
___ Organizational change
95
may view the world. You can also begin to see the limitations of
each
mindset and the disadvantages of taking a one-dimensional
approach to
organizational change.
8. In the second section, we set out a range of useful models and
ideas
developed by some of the most significant writers on
organizational
change. This section aims to illustrate the variety of ways in
which you
can view the process of organizational change. We also make
sense of the
different models and approaches by identifying the assumptions
under-
pinning each one. When you understand the assumptions behind
a
model, you can start to see its benefits and limitations.
In the third section, we come to some conclusions about
organizational
change, and stress the importance of being aware of underlying
assump-
tions and having the flexibility to employ a range of different
approaches.
HOW ORGANIZATIONS REALLY WORK
We all have our own assumptions about how organizations
work, devel-
oped through a combination of experience and education. The
use of
metaphor is an important way in which we express these
assumptions.
Some people talk about organizations as if they were machines.
This
metaphor leads to talk of organizational structures, job design
and pro-
cess reengineering. Others describe organizations as political
systems. They
describe the organization as a seething web of political intrigue
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S.
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Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
96
4 cultures;
13. 5 political systems;
6 psychic prisons;
7 flux and transformation; and
8 instruments of domination.
We have selected four of Morgan’s organizational metaphors to
explore
the range of assumptions that exists about how organizational
change
works. These are the four that we see in use most often by
managers,
writers and consultants, and that appear to us to provide the
most useful
insights into the process of organizational change. These are:
• organizations as machines;
• organizations as political systems;
• organizations as organisms;
• organizations as flux and transformation.
Descriptions of these different organizational metaphors appear
below.
See also Table 3.1, which sets out how change might be
approached using
the four different metaphors. In reality most organizations use
combina-
tions of approaches to tackle organizational change, but it is
useful to pull
the metaphors apart to see the difference in the activities
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Change Management : A Complete Guide to the
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_____________________________________________________
___ Organizational change
97
Table 3.1 Four different approaches to the change process
Metaphor How change is tackled Who is
responsible
Guiding
principles
18. Machine Senior managers define targets
and timescale. Consultants
advise on techniques. Change
programme is rolled out from
the top down. Training is given
to bridge behaviour gap.
Senior
management
Change must be
driven.
Resistance can
be managed.
Targets set at
the start of the
process define
the direction.
Political
system
A powerful group of individuals
builds a new coalition with new
guiding principles. There are
debates, manoeuvrings and
negotiations which eventually
leads to the new coalition either
winning or losing.
Change then ensues as new
people are in power with new
views and new ways of
allocating scarce resources.
Those around them position
themselves to be winners rather
than losers.
19. Those with
power
There will be
winners and
losers.
Change requires
new coalitions
and new
negotiations.
Organisms There is first a research phase
where data is gathered on the
relevant issue (customer
feedback, employee survey etc).
Next the data is presented to
those responsible for making
changes. There is discussion
about what the data means, and
then what needs to be done.
A solution is collaboratively
designed and moved towards,
with maximum participation.
Training and support are given
to those who need to make
significant changes.
Business
improvement/
HR/OD
managers
There must be
participation and
involvement,
23. aw
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AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
98
Organizations as machines
The machine metaphor is a well-used one
that is worth revisiting to examine its impli-
cations for organizational change. Gareth
Morgan says, ‘When we think of organiza-
tions as machines, we begin to see them as
rational enterprises designed and structured
to achieve predetermined ends.’ This picture
of an organization implies routine operations,
well-defined structure and job roles, and
efficient working inside and between the working parts of the
machine
(the functional areas). Procedures and standards are clearly
defined, and
are expected to be adhered to.
24. Many of the principles behind this mode of organizing are
deeply
ingrained in our assumptions about how organizations should
work. This
links closely into behaviourist views of change and learning
(see descrip-
tion of behavioural approach to change in Chapter 1). The key
beliefs are:
Table 3.1 continued
Metaphor How change is tackled Who is
responsible
Guiding
principles
Flux and
transformation
The initial spark of change is an
emerging topic. This is a topic
that is starting to appear on
everyone’s agenda, or is being
talked about over coffee.
Someone with authority takes
the initiative to create a
discussion forum. The discussion
is initially fairly unstructured,
but well facilitated. Questions
asked might be ‘Why have you
come?’ ‘What is the real issue?’
‘How would we like things to
be?’ The discussion involves
anyone who has the energy to
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Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
___ Organizational change
99
• each employee should have only one line manager;
• labour should be divided into specific roles;
• each individual should be managed by objectives;
29. • teams represent no more than the summation of individual
efforts;
• management should control and there should be employee
discipline.
This leads to the following assumptions about organizational
change:
• the organization can be changed to an agreed end state by
those in
positions of authority;
• there will be resistance, and this needs to be managed;
• change can be executed well if it is well planned and well
controlled.
What are the limitations of this metaphor? The mechanistic
view leads
managers to design and run the organization as if it were a
machine. This
approach works well in stable situations, but when the need for
a signi-
ficant change arises, this will be seen and experienced by
employees as a
major overhaul that is usually highly disruptive and therefore
encounters
resistance. Change when approached with these assumptions is
therefore
hard work. It will necessitate strong management action,
inspirational
vision, and control from the top down. (See the works of
Frederick Taylor
and Henri Fayol if you wish to examine further some of the
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person advocating the case of employee rights or industrial
democracy is
not introducing a political issue so much as arguing for a
different
approach to a situation that is already political.’
The key beliefs are:
• you can’t stay out of organizational politics: you’re
already in it;
34. • building support for your approach is essential if you want
to make
anything happen;
• you need to know who is powerful, and who they are close
to;
• there is an important political map that overrides the
published
organizational structure;
• coalitions between individuals are more important than
work teams;
• the most important decisions in an organization concern
the alloca-
tion of scarce resources, that is, who gets what, and these are
reached
through bargaining, negotiating and vying for position.
This leads to the following assumptions about organizational
change:
• the change will not work unless it’s supported by a
powerful person;
• the wider the support for this change, the better;
• it is important to understand the political map, and to
understand
who will be winners and losers as a result of this change;
• positive strategies include creating new coalitions and
renegotiating
issues.
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environments favour different species of organizations based on
different
methods of organizing... congruence with the environment is the
key to
success.’ For instance, in stable environments a more rigid
bureaucratic
organization would prosper. In more fluid, changing
environments a looser,
less structured type of organization would be more likely to
survive.
39. This metaphor represents the organization as an
‘open system’. Organizations are seen as sets of
interrelated sub-systems designed to balance the
requirements of the environment with internal needs
of groups and individuals. This approach implies
that when designing organizations, we should
always do this with the environment in mind.
Emphasis is placed on scanning the environment
and developing a healthy adaptation to the outside
world. Individual, group and organizational health
and happiness are essential ingredients of this
metaphor. The assumption is that if the social needs of
individuals and
groups in the organization are met, and the organization is well
designed
to meet the needs of the environment, there is more likelihood
of healthy
adaptive functioning of the whole system (socio-technical
systems).
The key beliefs are:
• there is no ‘one best way’ to design or manage an
organization;
• the flow of information between different parts of the
system and its
environment is key to the organization’s success;
• it is important to maximize the fit between individual,
team and
organizational needs.
This leads to the following assumptions about organizational
change:
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What are the limitations of this metaphor? The idea of the
organization
as an adaptive system is flawed. The organization is not really
just an
adaptive unit, at the mercy of its environment. It can in reality
shape the
environment by collaborating with communities or with other
organiza-
tions, or by initiating a new product or service that may change
the envir-
onment in a significant way. In addition, the idealized view of
coherence
and flow between functions and departments is often unrealistic.
44. Some-
times different parts of the organization run independently, and
do so for
good reason. For example the research department might run in
a very
different way to and entirely separately from the production
department.
The other significant limitation of this view is noted by Morgan,
and
concerns the danger that this metaphor becomes an ideology.
The result-
ing ideology says that individuals should be fully integrated
with the
organization. This means that work should be designed so that
people
can fulfil their personal needs through the organization. This
can then
become a philosophical bone of contention between ‘believers’
(often, but
not always the HR Department) and ‘non-believers’ (often, but
not always,
the business directors). (See Burns and Stalker’s book The
Management of
Innovation (1961) for the original thinking behind this
metaphor.)
Organizations as flux and transformation
Viewing organizations as flux and transformation takes us into
areas
such as complexity, chaos and paradox. This view of
organizational life
sees the organization as part of the environment, rather than as
distinct
from it. So instead of viewing the organization as a separate
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The key beliefs are:
• order naturally emerges out of chaos;
• organizations have a natural capacity to self-renew;
• organizational life is not governed by the rules of cause
and effect;
• key tensions are important in the emergence of new ways
49. of doing
things;
• the formal organizational structure (teams, hierarchies)
only repre-
sents one of many dimensions of organizational life.
This leads to the following assumptions about organizational
change:
• Change cannot be managed. It emerges.
• Managers are not outside the systems they manage. They
are part
of the whole environment.
• Tensions and conflicts are an important feature of
emerging change.
• Managers act as enablers. They enable people to exchange
views and
focus on significant differences.
What are the limitations of this metaphor? This metaphor is
disturbing for
both managers and consultants. It does not lead to an action
plan, or a
process flow diagram, or an agenda to follow. Other metaphors
of change
appear to allow you to predict the process of change before it
happens
(although we believe that this is illusory!). With the flux and
transfor-
mation metaphor, order emerges as you go along, and can only
be made
sense of during or after the event. This can lead to a sense of
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Q 3.3 Which views are being espoused here? (See A, B, C and
D.)
A: All staff memo from management team
The whole organization is encountering a range of difficult
environmental
issues, such as increased demand from our customers for faster
delivery and
higher quality, more legislation in key areas of our work, and
rapidly devel-
54. oping competition in significant areas.
Please examine the attached information regarding the above
(customer
satisfaction data, benchmarking data vs competitors, details of
new legisla-
tion) and start working in your teams on what this means for
you, and how
you might respond to these pressures.
The whole company will gather together in October of this year
to begin
to move forward with our ideas, and to strive for some
alignment between
different parts of the organization. We will present the
management’s vision
and decide on some concrete first steps.
B: E-mail from CEO
A number of people have spoken to me recently about their
discomfort with
the way we are tackling our biggest account. This seems to be
an important
issue for a lot of people. If you are interested in tackling this
one, please
come to an open discussion session in the Atrium on Tuesday
between
10.00 and 12.00 where we will start to explore this area of
discomfort. Let
Sarah know if you intend to come.
C: E-mail from one manager to another
John seems to be in cahoots with Sarah on this issue. If we want
their support
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105
MODELS OF AND APPROACHES TO
ORGANIZATIONAL CHANGE
Now that we have set the backdrop to organizational behaviour
and our
59. assumptions about how things really work, let us now examine
ways of
looking at organizational change as represented by the range of
models
and approaches developed by the key authors in this field. Table
3.2 links
Gareth Morgan’s organizational metaphors with the models of
and
approaches to change discussed below.
Table 3.2 Models of change and their associated metaphors
Metaphor
Model or approach Machine Political
system
Organism Flux and
transformation
Lewin, three-step model ✓ ✓
Bullock and Batten,
planned change
✓
Kotter, eight steps ✓ ✓ ✓
Beckhard and Harris,
change formula
✓
Nadler and Tushman,
congruence model
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Lewin, three-step model: organism, machine
Kurt Lewin (1951) developed his ideas about organizational
change from
the perspective of the organism metaphor. His model of
organizational
change is well known and much quoted by managers today.
Lewin is
responsible for introducing force field analysis, which examines
the
64. driving and resisting forces in any change situation (see Figure
3.1).
The underlying principle is that driving forces must outweigh
resisting
forces in any situation if change is to happen.
Figure 3.1 Lewin’s force field analysis
Source: Lewin (1951)
Using the example illustrated in Figure 3.1, if the desire of a
manager is to
speed up the executive reporting process, then either the driving
forces
need to be augmented or the resisting forces decreased. Or even
better,
both of these must happen. This means, for example, ensuring
that those
responsible for making the changes to the executive reporting
process
are aware of how much time it will free up if they are
successful, and
what benefits this will have for them (augmenting driving
force). It might
also mean spending some time and effort managing customer
expect-
ations and supporting them in coping with the new process
(reducing
resisting force).
Lewin suggested a way of looking at the overall process of
making
changes. He proposed that organizational changes have three
steps. The
first step involves unfreezing the current state of affairs. This
means
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68. _____________________________________________________
___ Organizational change
107
defining the current state, surfacing the driving and resisting
forces and
picturing a desired end state. The second is about moving to a
new state
through participation and involvement. The third focuses on
refreezing
and stabilizing the new state of affairs by setting policy,
rewarding
success and establishing new standards. See Figure 3.2 for the
key steps
in this process.
Figure 3.2 Lewin’s three-step model
Source: Lewin (1951)
Lewin’s three-step model uses the organism metaphor of
organizations,
which includes the notion of homeostasis (see box). This is the
tendency
of an organization to maintain its equilibrium in response to
disrupting
changes. This means that any organization has a natural
tendency to
adjust itself back to its original steady state. Lewin argued that
a new state
of equilibrium has to be intentionally moved towards, and then
strongly
established, so that a change will ‘stick’.
Lewin’s model was designed to enable a process consultant to
take
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HOMEOSTASIS IN ACTION
In the 1990s many organizations embarked on TQM (total
quality
management) initiatives that involved focusing on customer
satisfaction
(both internally and externally) and process improvement in all
areas of
the organization. An Economic Intelligence Unit report (Binney,
1992)
indicated that two-thirds of these initiatives started well, but
failed to keep
the momentum going after 18 months. Focus groups were very
active to
start with, and suggestions from the front line came rolling in.
After a while
the focus groups stopped meeting and the suggestions dried up.
Specific
issues had been solved, but a new way of working had not
emerged.
73. Things reverted to the original state of affairs.
Our view
Lewin’s ideas provide a useful tool for those considering
organizational
change. The force field analysis is an excellent way of enabling,
for instance,
a management team to discuss and agree on the driving and
resisting
forces that currently exist in any change situation. When this
analysis is
used in combination with a collaborative definition of the
current state
versus the desired end state, a team can quickly move to
defining the next
steps in the change process. These next steps are usually
combinations of:
• communicating the gap between the current state and the
end state
to the key players in the change process;
• working to minimize the resisting forces;
• working to maximize or make the most of driving forces;
and
• agreeing a change plan and a timeline for achieving the
end state.
We have observed that this model is
sometimes used by managers as a
planning tool rather than as an organ-
izational development process. The
unfreeze becomes a planning session.
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metaphor, which is that groups of people will change only if
there is a ‘felt
need’ to do so. The change process can then turn into an ill-
thought-out
plan that does not tackle resistance and fails to harness the
energy of the
key players. This is rather like the pro cess of blowing up a
balloon and
forgetting to tie a knot in the end!
Bullock and Batten, planned change: machine
Bullock and Batten’s (1985) phases of planned change draw on
the disci-
plines of project management. There are many similar ‘steps to
changing
your organization’ models to choose from. We have chosen
Bullock and
Batten’s:
• exploration;
• planning;
• action; and
78. • integration.
Exploration involves verifying the need for change, and
acquiring any
specific resources (such as expertise) necessary for the change
to go
ahead. Planning is an activity involving key decision makers
and tech-
nical experts. A diagnosis is completed and actions are
sequenced in
a change plan. The plan is signed off by management before
moving
into the action phase. Actions are completed according to plan,
with
feedback mechanisms that allow some re-planning if things go
off track.
The final integration phase is started once the change plan has
been
fully actioned. Integration involves aligning the change with
other areas
in the organization, and formalizing them in some way via
established
mechanisms such as policies, rewards and company updates.
This particular approach implies the use of the machine
metaphor of
organizations. The model assumes that change can be defined
and moved
towards in a planned way. A project management approach
simplifies
the change process by isolating one part of the organizational
machinery
in order to make necessary changes, for example developing
leadership
skills in middle management, or reorganizing the sales team to
give more
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observed that this approach works well with isolated issues, but
works
less well when organizations are facing complex, unknowable
change that
may require those involved to discuss the current situation and
possible
futures at greater length before deciding on one approach.
For example, we worked with one organization recently which,
on
receiving a directive from the CEO to ‘go global’, immediately
set up four
tightly defined projects to address the issue of becoming a
global organ-
ization. These were labelled ‘global communication’, ‘global
values’, ‘global
leadership’ and ‘global balanced scorecard’. While on the
surface this seems
a sensible and structured approach, there was no upfront
opportunity
for people to build any awareness of current issues, or to talk
83. and think
more widely about what needed to change to support this
directive.
Predictably, the projects ran aground in the ‘action’ stage due to
confu-
sion about goals and dwindling motivation within the project
teams.
Kotter, eight steps: machine, political, organism
Kotter’s (1995) ‘eight steps to transforming your organization’
goes a little
further than the basic machine metaphor. Kotter’s eight-step
model
derives from analysis of his consulting practice with 100
different organ-
izations going through change. His research highlighted eight
key les-
sons, and he converted these into a useful eight-step model. The
model
addresses some of the power issues in making change happen,
highlights
the importance of a ‘felt need’ for change in the organization,
and empha-
sizes the need to communicate the vision and keep
communication levels
extremely high throughout the process (see box).
KOTTER’S EIGHT-STEP MODEL
1 Establish a sense of urgency. Discussing today’s competitive
reali-
ties, looking at potential future scenarios. Increasing the ‘felt-
need’ for
change.
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be communicated in a variety of different ways. The guiding
coalition
should be the first to role model new behaviours.
5 Empower others to act on the vision. This step includes
getting rid of
obstacles to change such as unhelpful structures or systems.
Allow
people to experiment.
6 Plan for and create short-term wins. Look for and advertise
short-
term visible improvements. Plan these in and reward people
publicly for
improvements.
88. 7 Consolidate improvements and produce still more change.
Promote
and reward those able to promote and work towards the vision.
Energize
the process of change with new projects, resources, change
agents.
8 Institutionalize new approaches. Ensure that everyone
understands
that the new behaviours lead to corporate success.
Source: Kotter (1995)
Our view
This eight-step model is one that appeals to many managers
with whom
we have worked. However, what it appears to encourage is an
early burst
of energy, followed by delegation and distance. The eight steps
do not
really emphasize the need for managers to follow through with
as much
energy on Steps 7 and 8 as was necessary at the start. Kotter
peaks early,
using forceful concepts such as ‘urgency’, ‘power’ and ‘vision’.
Then after
Step 5, words like ‘plan’, ‘consolidate’ and ‘institutionalize’
seem to imply
a rather straightforward process that can be managed by others
lower
down the hierarchy. In our experience the change process is
challenging,
exciting and difficult all the way through.
When we work as change consultants, we use our own model of
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Figure 3.3 Cycle of change
Source: Cameron Change Consultancy Ltd
Beckhard and Harris, change formula: organism
Figure 3.4 Beckhard’s formula
Beckhard and Harris (1987) developed their change formula
from some
original work by Gleicher (1969). The change formula is a
concise way of
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... resistance is normal and to be expected in any change effort.
Resistance
to change takes many forms; change managers need to analyze
the type of
resistance in order to work with it, reduce it, and secure the
need for
commitment from the resistant party.
The formula is sometimes written (A × B × D) > X. This adds
something
useful to the original formula. The multiplication implies that if
any one
factor is zero or near zero, the product will also be zero or near
zero and
the resistance to change will not be overcome. This means that
97. if the
vision is not clear, or dissatisfaction with the current state is
not felt, or the
plan is obscure, the likelihood of change is severely reduced.
These
factors (A, B, D) do not compensate for each other if one is
low. All factors
need to have weight.
This model comes from the organism metaphor of organizations,
although it has been adopted by those working with a planned
change
approach to target management effort. Beckhard and Harris
emphasized
the need to design interventions that allow these three factors to
surface
in the organization.
Our view
This change formula is deceptively simple but extremely useful.
It can
be brought into play at any point in a change process to analyse
how
things are going. When the formula is shared with all parties
involved
in the change, it helps to illuminate what various parties need to
do to
make progress. This can highlight several of the following
problem areas:
• staff are not experiencing dissatisfaction with the status
quo;
• the proposed end state has not been clearly communicated
to key
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was fed back to everyone in the organization and discussed at
team
meetings. Teams were asked to work locally on using the
employee feed-
back and commonly created vision to define their own first
steps.
In contrast, a FTSE 100 company based in the UK used the
102. formula as
a basis for boosting its change management capability via a
highly rated
change management programme. Gaps in skills were defined
and train-
ing workshops were run for the key managers in every
significant project
team around the company. Three areas of improvement were
targeted:
1 Vision: project managers were encouraged to build and
communi-
cate clearer, more compelling project goals.
2 Dissatisfaction: this was translated into two elements – clear
rationale
and a felt sense of urgency. Project managers were encouraged
to
improve their ability to communicate a clear rationale for
making
changes. They were also advised to set clear deadlines and stick
to
them, and to visibly resource important initiatives, to increase
the
‘felt need’ for change.
3 Practical first steps: project managers were advised to define
their
plans for change early in the process and to communicate these
in a
variety of ways, to improve the level of buy-in from
implementers
and stakeholders.
Nadler and Tushman, congruence model: political, organism
103. Nadler and Tushman’s congruence model takes a different
approach to
looking at the factors influencing the success of the change
process
(Nadler and Tushman, 1997). This model aims to help us
understand the
dynamics of what happens in an organization when we try to
change it.
This model is based on the belief that organizations can be
viewed
as sets of interacting sub-systems that scan and sense changes in
the
external environment. This model sits firmly in the open
systems school
of thought, which uses the organism metaphor to understand
organiza-
tional behaviour. However, the political backdrop is not
ignored; it
appears as one of the sub-systems (informal organization – see
below).
This model views the organization as a system that draws inputs
from
both internal and external sources (strategy, resources and
environment)
and transforms them into outputs (activities, behaviour and
performance
of the system at three levels: individual, group and total). The
heart of the
model is the opportunity it offers to analyse the transformation
process
in a way that does not give prescriptive answers, but instead
stimulates
Co
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107. ___ Organizational change
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thoughts on what needs to happen in a specific organizational
context.
David Nadler writes: ‘it’s important to view the congruence
model as
a tool for organizing your thinking... rather than as a rigid
template to
dissect, classify and compartmentalize what you observe. It’s a
way of
making sense out of a constantly changing kaleidoscope of
information
and impressions.’
The model draws on the sociotechnical view of organizations
that looks
at managerial, strategic, technical and social aspects of
organizations,
emphasizing the assumption that everything relies on everything
else.
This means that the different elements of the total system have
to be
aligned to achieve high performance as a whole system; so the
higher the
congruence the higher the performance.
In this model of the transformation process, the organization is
com-
posed of four components, or sub-systems, which are all
dependent on
each other. These are:
1 The work. This is the actual day-to-day activities carried out
by indi-
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2 The people. This is about the skills and characteristics of the
people
who work in an organization. What are their expectations, what
are their backgrounds?
3 The formal organization. This refers to the structure, systems
and
policies in place. How are things formally organized?
4 The informal organization. This consists of all the unplanned,
unwritten activities that emerge over time such as power,
influence,
values and norms.
This model proposes that effective management of change
means attend-
ing to all four components, not just one or two components.
Imagine
tugging only one part of a child’s mobile.
112. The whole mobile wobbles and oscillates
for a bit, but eventually all the different
components settle down to where they
were originally. So it is with organiza-
tions. They easily revert to the original
mode of operation unless you attend to
all four components.
For example, if you change one com-
ponent, such as the type of work done in an organization, you
need to
attend to the other three components too. The following
questions pin-
point the other three components that may need to be aligned:
• How does the work now align with individual skills? (The
people.)
• How does a change in the task line up with the way work
is organized
right now? (The formal organization.)
• What informal activities and areas of influence could be
affected by
this change in the task? (The informal organization.)
If alignment work is not done, organizational ‘homeostasis’ (see
earlier in
this chapter) will result in a return to the old equilibrium and
change will
fizzle out. The fizzling out results from forces that arise in the
system as a
direct result of lack of congruence. When a lack of congruence
occurs,
energy builds in the system in the form of resistance, control
and power:
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117
can be reduced through participation in future plans, and by
increasing the anxiety about doing nothing (increasing the ‘felt
need’
for change).
• Control issues result from normal structures and processes
being
in flux. The change process may therefore need to be managed
in
a different way by, for instance, employing a transition
manager.
• Power problems arise when there is a threat that power
might be
taken away from any currently powerful group or individual.
This
effect can be reduced through building a powerful coalition to
take
the change forward (see Kotter, above).
Our view
The Nadler and Tushman model is useful because it provides a
117. memor-
able checklist for those involved in making change happen. We
have also
noticed that this model is particularly good for pointing out in
retrospect
why changes did not work, which although psychologically
satisfying is
not always a productive exercise. It is important to note that
this model
is problem-focused rather than solution-focused, and lacks any
reference
to the powerful effects of a guiding vision, or to the need for
setting and
achieving goals.
As an alternative we have found that the McKinsey 7S model is
a
more rounded starting point for those facing organizational
change.
This model of organizations uses the same metaphor,
representing the
organization as a set of interconnected and interdependent sub-
systems.
Again, this model acts as a good checklist for those setting out
to make
organizational change, laying out which parts of the system
need to
adapt, and the knock-on effects of these changes in other parts
of the
system.
The seven ‘S’ categories are:
• staff: important categories of people;
• skills: distinctive capabilities of key people;
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(See Managing on the Edge by Richard Pascale (1990) for full
definitions of
the seven S framework.)
William Bridges, managing the transition: machine,
organism, flux and transformation
Bridges (1991) makes a clear distinction between planned
change and
transition. He labels transition as the more complex of the two,
and
focuses on enhancing our understanding of what goes on during
transi-
tion and of how we can manage this process more effectively. In
this way,
he manages to separate the mechanistic functional changes from
the
natural human process of becoming emotionally aware of
122. change and
adapting to the new way of things.
Bridges says:
Transition is about letting go of the past and taking up new
behaviours
or ways of thinking. Planned change is about physically moving
office, or
installing new equipment, or re-structuring. Transition lags
behind planned
change because it is more complex and harder to achieve.
Change is situ-
ational and can be planned, whereas transition is psychological
and less easy
to manage.
Bridges’ ideas on transition lead to a deeper understanding of
what is
going on when an organizational change takes place. While
focusing
on the importance of understanding what is going on
emotionally at
each stage in the change process, Bridges also provides a list of
useful
activities to be attended to during each phase (see Chapter 4 on
leading
change).
Transition consists of three phases: ending, neutral zone and
new
beginning; see Figure 3.6.
Figure 3.6 Bridges: endings and beginnings
Co
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126. ___ Organizational change
119
Ending
Before you can begin something new,
you have to end what used to be. You
need to identify who is losing what,
expect a reaction and acknowledge
the losses openly. Repeat information
about what is changing – it will take
time to sink in. Mark the endings.
Neutral zone
In the neutral zone, people feel disoriented. Motivation falls and
anxiety
rises. Consensus may break down as attitudes become polarized.
It can
also be quite a creative time. The manager’s job is to ensure
that people
recognize the neutral zone and treat it as part of the process.
Temporary
structures may be needed – possibly task forces and smaller
teams. The
manager needs to find a way of taking the pulse of the
organization on a
regular basis.
William Bridges suggested that we could learn from Moses and
his
time in the wilderness to really gain an understanding of how to
manage
people during the neutral zone.
127. MOSES AND THE NEUTRAL ZONE
• Magnify the plagues. Increase the felt need for change.
• Mark the ending. Make sure people are not hanging on to
too much
of the past.
• Deal with the murmuring. Don’t ignore people when they
complain;
it might be significant.
• Give people access to the decision makers. Two-way
communica-
tion with the top is vital.
• Capitalize on the creative opportunity provided by the
wilderness.
The neutral zone provides a difference that allows for creative
thinking
and acting.
• Resist the urge to rush ahead. You can slow things down a
little.
• Understand the neutral zone leadership is special. This is
not a
normal time. Normal rules do not apply.
Source: Bridges and Mitchell (2002)
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131. New beginning
Beginnings should be nurtured carefully. They cannot be
planned and
predicted, but they can be encouraged, supported and
reinforced. Bridges
suggests that people need four key elements to help them make
a new
beginning:
1 the purpose behind the change;
2 a picture of how this new organization will look and feel;
3 a step by step plan to get there;
4 a part to play in the outcome.
The beginning is reached when people feel they can make the
emotional
commitment to doing something in a new way. Bridges makes
the point
that the neutral zone is longer and the endings are more
protracted
for those further down the management hierarchy. This can lead
to
impatience from managers who have emotionally stepped into a
new
beginning, while their people appear to lag behind, seemingly
stuck in
an ending (see box).
IMPATIENT FOR ENDINGS?
As part of the management team, I knew about the merger very
132. early, so
by the time we announced it to the rest of the company, we were
ready
to fly with the task ahead.
What was surprising, and annoying, was the slow speed with
which
everyone else caught up. My direct reports were asking detailed
ques-
tions about their job specifications and exactly how it was all
going to
work when we had fully merged. Of course I couldn’t answer
any of these
questions. I was really irritated by this.
The CEO had to have a long, intensive heart-to-heart with the
whole
team explaining what was going on and how much we knew
about the
future state of the organization before we could really get
moving.
Our view
This phased model is particularly useful when organizations are
faced
with inevitable changes such as closure of a site, redundancy,
acquisition
or merger. The endings and new beginnings are real tangible
events in
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121
136. these situations, and the neutral zone important, though
uncomfortable.
It is more difficult to use the model for anticipatory change or
home-
grown change where the endings and beginning are more fluid
and
therefore harder to discern.
We use this model when working with organizations embarking
on
mergers, acquisitions and significant partnership agreements. In
particular,
the model encourages everyone involved to get a sense of where
they are
in the process of transition. The image of the trapeze artist is
often appre-
ciated as it creates the feeling of leaping into the unknown, and
trusting
in a future that cannot be grasped fully. This is a scary process.
The other important message Bridges communicates well is that
those
close to the changes (managers and team leaders) may
experience diffi-
culty when they have reached a new beginning and their people
are still
working on an ending. This is one of the great frustrations of
this type of
change process, and we counsel managers to:
• recognize what is happening;
• assertively tell staff what will happen while
acknowledging their
feelings;
137. • be prepared to answer questions about the future again
and again
and again;
• say you don’t know, if you don’t know;
• expect the neutral zone to last a while and give it a
positive name such
as ‘setting our sights’ or ‘moving in’ or ‘getting to know you’.
Carnall, change management model: political, organism
Colin Carnall (1990) has produced a useful model that brings
together
a number of perspectives on change. He says that the effective
man-
agement of change depends on the level of management skill in
the
following areas:
• managing transitions effectively;
• dealing with organizational cultures;
• managing organizational politics.
A manager who is skilled in managing transitions is able to help
people to
learn as they change and create an atmosphere of openness and
risk taking.
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141. A manager who deals with organizational cultures examines the
current
organizational culture and starts to develop what Carnall calls
‘a more
adaptable culture’. This means, for example, developing better
informa-
tion flow, more openness and greater local autonomy.
A manager who is able to manage organizational politics can
under-
stand and recognize different factions and different agendas. He
or
she develops skills in utilizing and recognizing various political
tactics
such as building coalitions, using outside experts and
controlling the
agenda.
Carnall (see Figure 3.7) makes the point that ‘only by
synthesizing
the management of transition, dealing with organizational
cultures and
handling organizational politics constructively, can we create
the environ-
ment in which creativity, risk taking and the rebuilding of self-
esteem and
performance can be achieved’.
Figure 3.7 Carnall: managing transitions
Source: Carnall (1990). Printed with permission of Pearson
Education Ltd.
Our view
Carnall’s model obviously focuses on the role of the manager
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Senge et al: systemic model: political, organism, flux and
transformation
If you are interested in sustainable change, then the
ideas and concepts in Senge et al (1999) will be of
interest to you. This excellent book, The Dance of
Change, seeks to help ‘those who care deeply about
building new types of organizations’ to understand
the challenges ahead.
Senge et al observe that many change initiatives fail
to achieve hoped-for results. They reflect on why this might be
so, com-
menting, ‘To understand why sustaining significant change is so
elusive,
we need to think less like managers and more like biologists.’
Senge et al
146. talk about the myriad of ‘balancing processes’ or forces of
homeostasis
that act to preserve the status quo in any organization.
HOMEOSTASIS IN ACTION
We wanted to move to a matrix structure for managing projects.
There was
significant investment of time and effort in this initiative as we
anticipated
pay-off in terms of utilization of staff and ability to meet
project deadlines.
This approach would allow staff to be freed up when they were
not fully
utilized, so that they could work on a variety of projects.
Consultants worked with us to design the new structure. Job
specs
were rewritten. People understood their new roles. For a couple
of
months, it seemed to be working. But after four months, we
discovered
that the project managers were just carrying on working in the
old
way, as if they still owned the technical staff. They would even
lie about
utilization, just to stop other project managers from getting hold
of their
people.
I don’t think we have moved on very much at all.
Business Unit Manager, Research Projects Department
Senge et al say:
Most serious change initiatives eventually come up against
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Their guidelines are:
• start small;
• grow steadily;
• don’t plan the whole thing;
• expect challenges – it will not go smoothly!
Senge et al use the principles of environmental systems to
illustrate how
organizations operate and to enhance our understanding of what
forces
are at play. Senge says in his book, The Fifth Discipline (1993):
Business and other human endeavours are also systems. They
too are bound
by invisible fabrics of interrelated actions, which often take
years to fully play
out their effects on each other. Since we are part of that
151. lacework ourselves,
it’s doubly hard to see the whole patterns of change. Instead we
tend to
focus on snapshots of isolated parts of the systems, and wonder
why our
deepest problems never seem to get solved.
The approach taken by Senge et al is noticeably different from
much of
the other work on change, which focuses on the early stages
such as
creating a vision, planning, finding energy to move forward and
deciding
on first steps. They look at the longer-term issues of sustaining
and
renewing organizational change. They examine the challenges
of first
initiating, second sustaining and third redesigning and
rethinking
change. The book does not give formulaic solutions, or ‘how to’
approaches, but rather gives ideas and suggestions for dealing
with the
balancing forces of equilibrium in organizational systems
(resistance).
What are the balancing forces that those involved in change
need to
look out for? Senge et al say that the key challenges of
initiating change
are the balancing forces that arise when any group of people
starts to
do things differently:
• ‘We don’t have time for this stuff!’ People working on
change initia-
tives will need extra time outside of the day-to-day to devote to
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• ‘This stuff isn’t relevant!’ Unless people are convinced of
the need for
effort to be invested, it will not happen.
• ‘They’re not walking the talk!’ People look for
reinforcement of the
new values or new behaviours from management. If this is not
in
place, there will be resistance to progress.
They go on to say that the challenges of sustaining change come
to the
fore when the pilot group (those who start the change) becomes
success-
ful and the change begins to touch the rest of the organization:
• ‘This stuff is _____!’ This challenge concerns the
discomfort felt by
individuals when they feel exposed or fearful about changes.
This may
be expressed in a number of different ways such as, ‘This stuff
is taking
our eye off the ball’ or, ‘This stuff is more trouble than it’s
worth.’
156. • ‘This stuff isn’t working!’ People outside the pilot group,
and some of
those within it, may be impatient for positive results.
Traditional ways
of measuring success do not always apply, and may end up
giving a
skewed view of progress.
• ‘We have the right way!’/‘They don’t understand us!’ The
pilot group
members become evangelists for the change, setting up a
reaction
from the ‘outsiders’.
The challenges of redesigning and rethinking change appear
when the
change achieves some visible measure of success and starts to
impact
on ingrained organizational habits:
• ‘Who’s in charge of this stuff?’ This challenge is about
the conflicts
that can arise between successful pilot groups, who start to want
to do
more, and those who see themselves as the governing body of
the
organization.
• ‘We keep reinventing the wheel!’ The challenge of
spreading know-
ledge of new ideas and processes around the organization is a
tough
one. People who are distant from the changes may not receive
good
quality information about what is going on.
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Our view
We like the ideas of Senge et al very much. They are thought-
provoking
and highly perceptive. If we can persuade clients to read their
book, we
will. However, in the current climate of time pressure and the
need for
fast results, these ideas are often a bitter pill for managers
struggling to
make change happen despite massive odds.
Whenever possible we encourage clients to be realistic in their
quest for
change, and to notice and protect areas where examples of the
right sort
of behaviours already exist. The messages we carry with us
resulting from
Senge et al’s thoughts are:
• consider running a pilot for any large-scale organizational
161. change;
• keep your change process goals realistic, especially when
it comes to
timescales and securing resources;
• understand your role in staying close to change efforts
beyond the
kick-off;
• recognize and reward activities that are already going the
right way;
• be as open as you can about the purpose and mission of
your enterprise.
There are no standard ‘one size fits all’ answers in the book, but
plenty
of thought-provoking ideas and suggestions, and a thoroughly
inspira-
tional reframing of traditional ways of looking at change.
However, those
interested in rapid large-scale organizational change are
unlikely to find
any reassurance or support in Senge et al’s book. The advice is,
start small.
STOP AND THINK!
Q 3.6 Reflect on an organizational change in which you were
involved
that failed to achieve hoped-for results. What were the
balancing
forces that acted against the change? Use Senge et al’s ideas to
prompt your thinking.
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of this mode of thinking for those interested in managing and
enabling
change are significant:
• Change, or a new order of things, will emerge naturally
from clean
communication, conflict and tension (not too much).
• As a manager, you are not outside of the system,
controlling it, or
planning to alter it: you are part of the whole environment.
In Patricia Shaw’s book Changing Conversations in
Organizations, rather
than address the traditional question of ‘How do we manage
change?’
she addresses the question: ‘How do we participate in the ways
things
change over time?’ This writing deals bravely with the paradox
that ‘our
interaction, no matter how considered or passionate, is always
166. evolving
in ways that we cannot control or predict in the longer term, no
matter
how sophisticated our planning tools’.
Our view
This can be disturbing stuff, and a paradox that sets up some
anxiety in
managers and consultants who are disquieted by the suggestion
that our
intellectual strivings to collectively diagnose problems and
design futures
may be missing the point. Shaw says: ‘I want to help us
appreciate our-
selves as fellow improvisers in ensemble work, constantly
constructing
the future and our part in it.’ Stacey says of traditional views of
organ-
izations as systems: ‘This is not to say that systems thinking has
no use
at all. It clearly does if one is trying to understand, and even
more, trying
to design interactions of a repetitive kind to achieve kinds of
performance
that are known in advance.’
Ralph Stacey and Patricia Shaw have both written about
complexity and
change. Managers, and particularly consultants, often find this
difficult read-
ing because on first viewing it appears to take away the rational
powers we
have traditionally endowed upon our managers, change agents
and con-
sultants. Patricia Shaw says of the traditional view of the
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In contrast, those working in hugely complex environments such
as the
health sector or government have told us that they find the ideas
in
this area to be a tremendous relief. The notion that change
cannot be
managed reflects their own experiences of trying to manage
change;
the overwhelming feeling they have of constantly trying to push
heavy
weights uphill.
But how can managers and consultants use these ideas in real
171. situ-
ations? We have distilled some ground rules for those working
with
complex change processes, although the literature we have
researched
studiously avoids any type of prescription for action.
In complex change, the leader’s role is to:
• decide what business the organization is in, and stretch
people’s
thinking on how to get there;
• ensure that there is a high level of connectivity between
different
parts of the organization, encouraging feedback, optimizing
informa-
tion flow, enabling learning;
• focus people’s attention on important differences: between
current
and desired performance, between styles of working, between
past
and present results.
(See Chapters 10 and 11 for more insights and tips in the areas
of complex
change and leading through uncertainty.)
SUMMARY AND CONCLUSIONS
• It is useful to understand our own assumptions about
managing
change, in order to challenge them and examine the possibilities
offered by different assumptions. It is useful to compare our
own
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– the organism metaphor;
– the flux and transformation metaphor.
• The machine metaphor is deeply ingrained in our ideas
about how
organizations run, so it tends to inform many of the well-known
approaches to organizational change, particularly project
manage-
ment and planning-oriented approaches.
• Models of organizations as open, interconnected,
interdependent
sub-systems sit within the organism metaphor. This model is
very
prevalent in the human resource world, as it underpins much of
the
thinking that drove the creation of the HR function in
176. organizations.
The organism metaphor views change as a process of adapting
to
changes in the environment. The focus is on designing
interventions
to decrease resistance to change and increase the forces for
change.
• The political map of organizational life is recognized by
many of the
key writers on organizational change as highly significant.
• The metaphor of flux and transformation appears to model
the true
complexity of how change really happens. If we use this lens to
view
organizational life it does not lead to neat formulae, or concise
how-to
approaches. There is less certainty to inform our actions. This
can be
on the one hand a great relief, and on the other quite frustrating.
• There are many approaches to managing and
understanding change
to choose from, none of which appears to tell the whole story,
but
most of which are convincing up to a point. See Table 3.3 for a
summary of our conclusions for each model.
Table 3.3 Our conclusions about each model of change
Model Conclusions
Lewin,
three-step
model
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Table 3.3 continued
Model Conclusions
Kotter,
eight steps
Kotter’s eight steps are an excellent starting point for those
interested in making large or small-scale organizational change.
The model places most emphasis on getting the early steps
right: building coalition and setting the vision rather than later
steps of empowerment and consolidation.
181. Change is seen as linear rather than cyclical, which implies that
a pre-designed aim can be reached rather than iterated towards.
Beckhard
and Harris,
change
formula
The change formula is simple but highly effective. It can be
used at any point in the change process to analyse what is
going on.
It is useful for sharing with the whole team to illuminate
barriers to change.
Nadler and
Tushman,
congruence
model
The congruence model provides a memorable checklist for
the change process, although we think the seven ‘S’ model
gives a more rounded approach to the same problem of
examining interdependent organizational sub-systems.
Both are also useful for doing a post-change analysis of what
went wrong!
Both encourage a problem focus rather than enabling
a vision-setting process.
William
Bridges,
managing the
transition
Bridges’ model of endings, neutral zone and beginnings is good
for tackling inevitable changes such as redundancy, merger or
acquisition. It is less good for understanding change grown
182. from within, where endings and beginnings are less distinct.
Carnall,
change
management
model
Carnall’s model combines a number of key elements of
organizational change together in a neat process.
Useful checklist.
Senge,
systemic
model
Senge challenges the notion of top-down, large-scale
organizational change. He provides a hefty dose of realism for
those facing organizational change: start small, grow steadily,
don’t plan the whole thing.
However, this advice is hard to follow in today’s climate of fast
pace, quick results and maximum effectiveness.
Stacey and
Shaw,
complex
responsive
processes
The complex responsive process school of thought is new,
exciting and challenging; however it is not for the faint-hearted.
There are no easy solutions (if any at all), the leader’s role is
hard to distinguish and the literature on the subject tends to be
almost completely non-prescriptive.
Co
py
185. te
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un
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___ Organizational change
186. 131
• To be an effective manager or consultant we need to be
able flexibly
to select appropriate models and approaches for particular
situations.
See the illustrations of different approaches in Part Two.
STOP AND THINK!
Q 3.7 Which model of organizational change would help you to
move
forward with each of the following changes:
• Combining two well-respected universities to form one
excel-
lent seat of learning.
• Turning the Boston Philharmonic Orchestra into the
Boston
Improvisational Jazz Band.
• Evolving a group of mature MBA students into a
networked
organization of management consultants.
Q 3.8 A fast food organization introduced a set of values
recently which
were well communicated and enthusiastically welcomed. The
senior management team publicly endorsed the values and
said: ‘This is where we want to be in 12 months’ time so that
we
are ready for industry consolidation. You will all be measured
on
achieving these values in your day-to-day work.’