Q3)- Strategic managers often use teams to analyze prospective projec.docx
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Q3): Strategic managers often use teams to analyze prospective projects. In looking for more guidance on how to encourage effective teamwork, and specifically team decision-making, the president has come to you for advice. Part A: Based on your expertise in group/team dynamics as well as decision-making models, describe to her what could be expected regarding the stages of development (stages of group development: forming, storming, norming, and performing) . She was also concerned with any one member not putting in their best effort. Provide an outline for how to prevent social loafing. * Please explain each principle in regards to how it may be applied to the team. Part B: Next, assume that, in this organization, you are a team leader in charge of a new product development project. Three others are on the team: Sam, Pat, and George. Although all three team members attend most team meetings and contribute during these sessions, Pat has missed several deadlines and is holding the team back. He has good ideas and you want to keep him on the team; however, he sometimes is late to scheduled meetings and often seems distracted during these meetings. Describe, in detail, how you will manage the situation, both with Pat as well as with the other team members. Be sure to indicate the communication channel (and whether or not you are approaching the situation/s individually or in a group), the type and amount of information included, and the positioning of the information, including whether you will use a direct or an indirect strategy, for each audience. Provide a brief outline of what would be covered in what order and/or provide a script for how you would approach each audience. communication channels: face-to-face conversation videoconferencing telephone conversation e-mails handheld devices blogs written letters and memos formal written documents spreadsheets .
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Please use HeadingsTemplates provided below when responding to th.docx
Please use Headings/Templates provided below when responding to the 2 Colleagues. Use APA citations and References
Read a selection of your colleagues’ postings.
Respond to two of your colleagues in one or more of the following ways:
· Sharing an insight you gained from reading your colleagues’ postings and exploring how you will apply this insight to your professional career and managerial practices.
· Based on details of a colleague’s analysis, sharing from your own observations or experiences related to the challenges of successfully leading a diverse group in a unified direction and offering lessons you learned from those observations or experiences.
· Suggesting an alternate or modified approach to leading diverse groups towards success and illustrating why those might work better.
You are required to organize your response to your colleagues’ discussion posts using this template. These headings are mandatory! Put your thoughts under each heading.
Sharing an insight you gained from reading your colleagues' postings and exploring how you will apply this insight to your professional career and managerial practices.
Based on details of a colleague's analysis, sharing from your own observations or experiences related to the challenges of successfully leading a diverse group in a unified direction and offering lessons you learned from those observations or experiences.
Suggesting an alternate or modified approach to leading diverse groups towards success and illustrating why those might work better.
APA References
*1st Colleague to respond to:
An analysis of the barriers that prevented the group from leveraging their differences and creating innovative ideas.
The first obvious barrier in preventing this group from creating innovative ideas is lack of communication, followed by difficulty in creating an initial plan. Although these four employees were in fact thrown together with no apparent strategic thinking, as coworkers, it is their job to effectively work together to meet the goals laid out from their employer. It seems they have already started the project on the wrong foot and need to actively work together in order to be successful with this project.
Three suggested ways that their process could be improved, despite their different styles.
1. Establish a project roadmap and plan. “When there are no clearly defined goals for the team to achieve, the team members do not have a way of utilizing their individual talents and they have no way of pooling those talents toward achieving a common result” (Root, n.d.). In this step, the team should add necessary steps to “clarify the problem, generate ideas, develop solutions and implement the plan” (Puccio, n.d.).
2. Identify and use each team member’s knowledge, experience and ideas to the fullest. Although a variation in creative styles can lead to barriers as displayed here, it can also lead to success. Leveraging the different types of creative styles is to the team’s best interest for ...
NImagine that you are forming a small professional group to di
N
Imagine that you are forming a small professional group to discuss how the statistics and research of a human services organization can be improved. You would also need to present the group with some tips and tools on positive communication techniques to enhance the success of the group's communication.
In this assignment, you will create a code of conduct or a set of guidelines regarding how a group should interact during meetings. You will also analyze the issues that might arise when people meet in a group and explain how these issues can be addressed by making preventative efforts.
Tasks:
Create a 2- to 3-page paper by responding to the following points:
Describe the way in which you will set up a small professional group. Create a code of conduct or a set of guidelines regarding how the group should interact in both face-to-face communication and technology-mediated meetings.
Provide at least 6–10 positive communication techniques that would enable the group to address communication issues, if they occur, during the meeting.
Review the group development stages (forming, storming, norming, and performing) and analyze the stage in which your group currently is; describe the specific technique to be used based on the stage in which the group is.
The difference between listening and hearing
At least five positive ways to align your nonverbal body language with your verbal language
The etiquette of technologically mediated meetings
Note: Your paper should rely upon at least 2 sources from additional professional literature; the sources must be cited in APA format. The literature may include relevant textbooks, peer-reviewed journal articles, and websites created by professional organizations, agencies, or institutions (.edu, .org, or .gov).
...
[Type text][Type text][Type text]HAME502 Building High-Per.docx
[Type text] [Type text] [Type text]
HAME502: Building High-Performing Teams
Cornell UniversityCourse Project
Part One: Diagnosing Your Team
Instructions:
In this project, you will outline strategic elements critical in leading your team. In doing so, you will map a plan for diagnosing the team’s needs, building collaboration, generating conflict, managing virtual team space, and finally, shifting your own leadership role. This plan will enable you to thoughtfully provide your team with the leadership it needs to perform at its highest levels.
First, identify if the team is new or if you are new to the team. (Or alternatively, you and the team may have been working with one another for awhile. If so, think of your team as new all over again and try to look at it with fresh eyes.) Next, complete the appropriate chartin order to identify areas of development or needs for your team.
If the team is new,engage (or reengage) your team in a discussion of its vision and mission. What is the desired future state and the overall purpose of your team? What does the organization need the team to accomplish? Identify members’ roles and responsibilities. Prepare between 3-5 long-term and short-term goals. Enter your results into Chart A.
If you are new to the team, collect data. Interview at least five team members. Observe the team working. What do you notice? What is the work pattern? Based on your analysis of your data, identify and discuss between 3-5 actions/behaviors that the team needs from you.Enter your results into Chart B.
Chart A: Building Your Team
when the team is new
Team Goals
With your team, identify what your organization needs your team to accomplish. Outline 3-5 of your short-term and long-term goals here.
Member Roles & Responsibilities
Identify key roles and responsibilities that will achieve and support your team in reaching your goals. List these roles and state who will be responsible for each.
If you have completed Chart A, you have completed part one of your course project. You do not need to complete Chart B.
Chart B: Building Your Team
when you are new to your team
Interview Findings
After interviewing five members of your team, summarize your findings based on each category below:
What actions or processes are working well?
What actions or processes can be improved?
Overall, how effective do they think your team is?
Observations of Team
After observing your team working, what do you notice? What work patterns can you identify?
Recommendations
Based on your findings, identify 3-5 recommendations you have for your team. Outline how you will or have communicated these recommendations.
1.
2.
3.
4.
5.
Part Two: Building Collaboration
Instructions:
In this module, we put the lens on you to consider both how your team members act and interact, as well as how you engage your team.
For part two of your project, map a plan for how you want to engage with your team, moving forward. Prepare a list of id ...
international leadership
Сhallenges of leading on distance
The problem of trust as a leader
Сultural influences on leadership
Assignment 3 Nonverbal CommunicationImagine that you are forming .docx
Assignment 3: Nonverbal Communication
Imagine that you are forming a small professional group to discuss how the statistics and research of a human services organization can be improved. You would also need to present the group with some tips and tools on positive communication techniques to enhance the success of the group's communication.
In this assignment, you will create a code of conduct or a set of guidelines regarding how a group should interact during meetings. You will also analyze the issues that might arise when people meet in a group and explain how these issues can be addressed by making preventative efforts.
Tasks:
Create a 2- to 3-page paper by responding to the following points:
Describe the way in which you will set up a small professional group. Create a code of conduct or a set of guidelines regarding how the group should interact in both face-to-face communication and technology-mediated meetings.
Provide at least 6–10 positive communication techniques that would enable the group to address communication issues, if they occur, during the meeting.
Review the group development stages (forming, storming, norming, and performing) and analyze the stage in which your group currently is; describe the specific technique to be used based on the stage in which the group is.
Note
: Your paper should rely upon at least 2 sources from additional professional literature; the sources must be cited in APA format. The literature may include relevant textbooks, peer-reviewed journal articles, and websites created by professional organizations, agencies, or institutions (.edu, .org, or .gov).
In addition, you will create a 6- to 10-minute video introducing the communication tips or code of conduct that you previously created. Also, include the following points while creating your video:
The difference between listening and hearing
The five positive ways to align your nonverbal body language with your verbal language
The etiquette of technologically mediated meetings (choose any one method to address)
.
Organization Development Team and Interteam Levels
1 . Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than front persuasion (Lindahl, 1996).
2 . Team building has long been a core intervention for OD and continues to be widely used.
Objectives of team building :
Establish and/or clarify goals and objectives.
Determine and/or clarify roles and responsibilities.
Establish and/or clarify policies and procedures.
Improve interpersonal relations.
3. Ground rules can be established by a team early in the forming process. These are often put on flipchart paper and posted whenever the team meets.
Sample Ground Rules :
Come prepared - Begin on time - End meeting when the business is over - Use an agenda with times for each item - Review the agenda at the beginning of each meeting; modify by consensus - Distribute agenda with the purpose of the meeting - Take minutes of all meetings to record actions taken - Use personal statements such as "I think," "I feel," "I want,“ - Wait until others are finished before speaking - Acknowledge what others have contributed .
4 . Process consultation is also a keystone of the OD profession. Its primary purpose, also consistent with the objectives of team building, is to improve team effectiveness.
In Figure, participant D, the isolate, did not participate at all in the conversation. Participant B connects with everyone except D, which suggests that B may be the leader. The dominant conversation occurs between A and B. Perhaps this outcome is driven by the content and the expertise of the participants.
5. Reference has already been made to some tools to improve the effective functioning of a team.
Another process that can be used to improve effectiveness is to identify ongoing role identification and description. A sample document of how role identification and descriptions might appear, based on the PDCA model.
6. Another way that an OD professional can help team members understand their own dynamics is to use a fishbowl.
This approach works best with a large team. A subset of the team is selected to sit in a circle, with the rest of the team sitting around this subgroup.
7. A very common process used in teams to generate ideas is brainstorming.
Brainstorming Rules :
Everyone participates in generating ideas. - Spontaneous, freewheeling responses are encouraged. Be creative! - Build on others' ideas. - Quantity, not quality, is desired. - No discussion or critique of ideas is allowed until all ideas are listed. - Negative nonverbal responses are discouraged. - All responses arc written down on the flipchart by the facilitator.
8. At times, unhealthy conflict can arise between task forces, functional areas, or teams. If these groups need to work together, the unhealthy conflict can interfere with productivity and creativity.
Mirroring Process
Objectives
1. To develop better mutual relationships betw
Social Media Group Campaign Proposal Questionnaire
Document given to students to determine which group they should be placed in based on their answers to the questions.
Recommended
Please use HeadingsTemplates provided below when responding to th.docx
Please use Headings/Templates provided below when responding to the 2 Colleagues. Use APA citations and References
Read a selection of your colleagues’ postings.
Respond to two of your colleagues in one or more of the following ways:
· Sharing an insight you gained from reading your colleagues’ postings and exploring how you will apply this insight to your professional career and managerial practices.
· Based on details of a colleague’s analysis, sharing from your own observations or experiences related to the challenges of successfully leading a diverse group in a unified direction and offering lessons you learned from those observations or experiences.
· Suggesting an alternate or modified approach to leading diverse groups towards success and illustrating why those might work better.
You are required to organize your response to your colleagues’ discussion posts using this template. These headings are mandatory! Put your thoughts under each heading.
Sharing an insight you gained from reading your colleagues' postings and exploring how you will apply this insight to your professional career and managerial practices.
Based on details of a colleague's analysis, sharing from your own observations or experiences related to the challenges of successfully leading a diverse group in a unified direction and offering lessons you learned from those observations or experiences.
Suggesting an alternate or modified approach to leading diverse groups towards success and illustrating why those might work better.
APA References
*1st Colleague to respond to:
An analysis of the barriers that prevented the group from leveraging their differences and creating innovative ideas.
The first obvious barrier in preventing this group from creating innovative ideas is lack of communication, followed by difficulty in creating an initial plan. Although these four employees were in fact thrown together with no apparent strategic thinking, as coworkers, it is their job to effectively work together to meet the goals laid out from their employer. It seems they have already started the project on the wrong foot and need to actively work together in order to be successful with this project.
Three suggested ways that their process could be improved, despite their different styles.
1. Establish a project roadmap and plan. “When there are no clearly defined goals for the team to achieve, the team members do not have a way of utilizing their individual talents and they have no way of pooling those talents toward achieving a common result” (Root, n.d.). In this step, the team should add necessary steps to “clarify the problem, generate ideas, develop solutions and implement the plan” (Puccio, n.d.).
2. Identify and use each team member’s knowledge, experience and ideas to the fullest. Although a variation in creative styles can lead to barriers as displayed here, it can also lead to success. Leveraging the different types of creative styles is to the team’s best interest for ...
NImagine that you are forming a small professional group to di
N
Imagine that you are forming a small professional group to discuss how the statistics and research of a human services organization can be improved. You would also need to present the group with some tips and tools on positive communication techniques to enhance the success of the group's communication.
In this assignment, you will create a code of conduct or a set of guidelines regarding how a group should interact during meetings. You will also analyze the issues that might arise when people meet in a group and explain how these issues can be addressed by making preventative efforts.
Tasks:
Create a 2- to 3-page paper by responding to the following points:
Describe the way in which you will set up a small professional group. Create a code of conduct or a set of guidelines regarding how the group should interact in both face-to-face communication and technology-mediated meetings.
Provide at least 6–10 positive communication techniques that would enable the group to address communication issues, if they occur, during the meeting.
Review the group development stages (forming, storming, norming, and performing) and analyze the stage in which your group currently is; describe the specific technique to be used based on the stage in which the group is.
The difference between listening and hearing
At least five positive ways to align your nonverbal body language with your verbal language
The etiquette of technologically mediated meetings
Note: Your paper should rely upon at least 2 sources from additional professional literature; the sources must be cited in APA format. The literature may include relevant textbooks, peer-reviewed journal articles, and websites created by professional organizations, agencies, or institutions (.edu, .org, or .gov).
...
[Type text][Type text][Type text]HAME502 Building High-Per.docx
[Type text] [Type text] [Type text]
HAME502: Building High-Performing Teams
Cornell UniversityCourse Project
Part One: Diagnosing Your Team
Instructions:
In this project, you will outline strategic elements critical in leading your team. In doing so, you will map a plan for diagnosing the team’s needs, building collaboration, generating conflict, managing virtual team space, and finally, shifting your own leadership role. This plan will enable you to thoughtfully provide your team with the leadership it needs to perform at its highest levels.
First, identify if the team is new or if you are new to the team. (Or alternatively, you and the team may have been working with one another for awhile. If so, think of your team as new all over again and try to look at it with fresh eyes.) Next, complete the appropriate chartin order to identify areas of development or needs for your team.
If the team is new,engage (or reengage) your team in a discussion of its vision and mission. What is the desired future state and the overall purpose of your team? What does the organization need the team to accomplish? Identify members’ roles and responsibilities. Prepare between 3-5 long-term and short-term goals. Enter your results into Chart A.
If you are new to the team, collect data. Interview at least five team members. Observe the team working. What do you notice? What is the work pattern? Based on your analysis of your data, identify and discuss between 3-5 actions/behaviors that the team needs from you.Enter your results into Chart B.
Chart A: Building Your Team
when the team is new
Team Goals
With your team, identify what your organization needs your team to accomplish. Outline 3-5 of your short-term and long-term goals here.
Member Roles & Responsibilities
Identify key roles and responsibilities that will achieve and support your team in reaching your goals. List these roles and state who will be responsible for each.
If you have completed Chart A, you have completed part one of your course project. You do not need to complete Chart B.
Chart B: Building Your Team
when you are new to your team
Interview Findings
After interviewing five members of your team, summarize your findings based on each category below:
What actions or processes are working well?
What actions or processes can be improved?
Overall, how effective do they think your team is?
Observations of Team
After observing your team working, what do you notice? What work patterns can you identify?
Recommendations
Based on your findings, identify 3-5 recommendations you have for your team. Outline how you will or have communicated these recommendations.
1.
2.
3.
4.
5.
Part Two: Building Collaboration
Instructions:
In this module, we put the lens on you to consider both how your team members act and interact, as well as how you engage your team.
For part two of your project, map a plan for how you want to engage with your team, moving forward. Prepare a list of id ...
international leadership
Сhallenges of leading on distance
The problem of trust as a leader
Сultural influences on leadership
Assignment 3 Nonverbal CommunicationImagine that you are forming .docx
Assignment 3: Nonverbal Communication
Imagine that you are forming a small professional group to discuss how the statistics and research of a human services organization can be improved. You would also need to present the group with some tips and tools on positive communication techniques to enhance the success of the group's communication.
In this assignment, you will create a code of conduct or a set of guidelines regarding how a group should interact during meetings. You will also analyze the issues that might arise when people meet in a group and explain how these issues can be addressed by making preventative efforts.
Tasks:
Create a 2- to 3-page paper by responding to the following points:
Describe the way in which you will set up a small professional group. Create a code of conduct or a set of guidelines regarding how the group should interact in both face-to-face communication and technology-mediated meetings.
Provide at least 6–10 positive communication techniques that would enable the group to address communication issues, if they occur, during the meeting.
Review the group development stages (forming, storming, norming, and performing) and analyze the stage in which your group currently is; describe the specific technique to be used based on the stage in which the group is.
Note
: Your paper should rely upon at least 2 sources from additional professional literature; the sources must be cited in APA format. The literature may include relevant textbooks, peer-reviewed journal articles, and websites created by professional organizations, agencies, or institutions (.edu, .org, or .gov).
In addition, you will create a 6- to 10-minute video introducing the communication tips or code of conduct that you previously created. Also, include the following points while creating your video:
The difference between listening and hearing
The five positive ways to align your nonverbal body language with your verbal language
The etiquette of technologically mediated meetings (choose any one method to address)
.
Organization Development Team and Interteam Levels
1 . Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than front persuasion (Lindahl, 1996).
2 . Team building has long been a core intervention for OD and continues to be widely used.
Objectives of team building :
Establish and/or clarify goals and objectives.
Determine and/or clarify roles and responsibilities.
Establish and/or clarify policies and procedures.
Improve interpersonal relations.
3. Ground rules can be established by a team early in the forming process. These are often put on flipchart paper and posted whenever the team meets.
Sample Ground Rules :
Come prepared - Begin on time - End meeting when the business is over - Use an agenda with times for each item - Review the agenda at the beginning of each meeting; modify by consensus - Distribute agenda with the purpose of the meeting - Take minutes of all meetings to record actions taken - Use personal statements such as "I think," "I feel," "I want,“ - Wait until others are finished before speaking - Acknowledge what others have contributed .
4 . Process consultation is also a keystone of the OD profession. Its primary purpose, also consistent with the objectives of team building, is to improve team effectiveness.
In Figure, participant D, the isolate, did not participate at all in the conversation. Participant B connects with everyone except D, which suggests that B may be the leader. The dominant conversation occurs between A and B. Perhaps this outcome is driven by the content and the expertise of the participants.
5. Reference has already been made to some tools to improve the effective functioning of a team.
Another process that can be used to improve effectiveness is to identify ongoing role identification and description. A sample document of how role identification and descriptions might appear, based on the PDCA model.
6. Another way that an OD professional can help team members understand their own dynamics is to use a fishbowl.
This approach works best with a large team. A subset of the team is selected to sit in a circle, with the rest of the team sitting around this subgroup.
7. A very common process used in teams to generate ideas is brainstorming.
Brainstorming Rules :
Everyone participates in generating ideas. - Spontaneous, freewheeling responses are encouraged. Be creative! - Build on others' ideas. - Quantity, not quality, is desired. - No discussion or critique of ideas is allowed until all ideas are listed. - Negative nonverbal responses are discouraged. - All responses arc written down on the flipchart by the facilitator.
8. At times, unhealthy conflict can arise between task forces, functional areas, or teams. If these groups need to work together, the unhealthy conflict can interfere with productivity and creativity.
Mirroring Process
Objectives
1. To develop better mutual relationships betw
Social Media Group Campaign Proposal Questionnaire
Document given to students to determine which group they should be placed in based on their answers to the questions.
Module 3 - HomeTeam Norms and ProceduresModular Learning O.docx
Module 3 - Home
Team Norms and Procedures
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Assess the importance of communication and task norms in guiding the way work is accomplished in teams.
•SLP ◦Identify and analyze communication and task norms in your own team.
•Discussion ◦Develop tips for virtual teams with your virtual team members.
Module Overview
If trust is the "social glue" that holds teams together, norms are the "social grease" that allows us to work together smoothly. Norms are the unwritten laws that govern behavior in groups of people. They tell us what to do, when, and how to do it. Typically, norms emerge over time, and they are shared by all who become members of the team. This is different in the case of virtual teams. Because of the lack of day-to-day interaction, norms in virtual teams must be more explicit, and rather than simply emerging though interaction, they are often consciously negotiated by the team early in its formative stage. When norms are violated or poorly understood, they can cause embarrassment, conflict, and misunderstandings.
There are two types of norms that will be discussed in this module: communication norms, which govern how information is shared, and task norms, which govern how the work itself is organized and monitored.
Communication Norms
Communication norms can be broken down into four types.
Availability norms establish when people will be accessible, and how quickly they will respond to team needs. These norms will determine how often people check communication venues, the appropriate timeframe for response, and boundaries between an individual's work and personal time.
Appropriateness and use of collaboration tools norms ascertain what type of tools are used and for what purpose (see Module 3). They also cover rules of etiquette for using different types of tools.
Exchange norms determine when all members of the team should receive information, when just a subgroup should receive the information, or when it is preferred that individuals just communicate between themselves. Clear exchange norms can help prevent duplication and information overload.
Structure norms are concerned with whether formal or informal channels are preferred for different types of communication. Formal channels include scheduled meetings and teleconferences. Informal channels can include random e-mails and phone calls.
Task and Work Norms
Process norms set out a "lifecycle" for the team project. They insure that sufficient time is allocated to all stages of the team process—Idea Generation, Development, Finalization and Closure (see Module 1). Clear process norms help the team ensure that everyone will be working at the same stage, and facilitate assigning tasks and coordinating work.
Task norms help the team decide what is routine vs. nonroutine work. Routine work can be standardized and efficiency gained thr ...
MKTG 2800Creating Your Personal BrandYour brand is your repu.docx
MKTG 2800
Creating Your Personal Brand
Your brand is your reputation – the perception of you held by the external world. It is the combination of personal attributes, values, drivers, strengths, and passions you draw from that differentiates your unique promise of value from your peers, and helps those assessing you to determine if they should hire you or do business with you.
You need to identify those qualities and characteristics within you and communicate a crystal clear, consistent message across multiple channels – online and offline – designed to resonate with your target audience.
Below is the 10-step brand assessment. Take your time and be honest with yourself.
Respond to all questions thoughtfully.
1. What are your vision and purpose? Think about one world problem you would like to see solved or one area of life that you want to see transformed or improved. This is your vision. What role might you play in making your vision happen? This is your purpose.
2. What are your values? Your values are your guiding principles, such as balance, honesty, etc.
3. What are your passions? What do you most enjoy doing – in your personal life and work life? Think about the activities, interests, or conversational topics that fascinate and energize you.
4. What are your top goals for the next year, 2 years, and 5 years? Work on projecting what you intend to accomplish so you can put together a strategic action plan to get there.
5. What are your top brand attributes? What 3 or 4 adjectives best describe the value you offer? What words do you use to define your personality? Once you pinpoint what you feel are the right kinds of words, it’s a good idea to consult a thesaurus to precisely nail the exact words, such as collaborative, forward-focused, risk-taking, etc.
6. What are your core strengths and motivated skills? In what functions and responsibilities do you excel? For what things are you the designated “go-to” person? What gap would your company be faced with if you left suddenly?
7. Get feedback from those who know you best – at work, at home, anywhere. The true measure of your brand is the reputation others hold of you. Ask them what your top brand attributes and core strengths are.
8. Do a SWOT analysis. Strengths and weaknesses are internal, and speak to your potential value to an employer. Opportunities and threats are external, and help you foresee what you’re facing in next career steps.
9. Who is/are your target audience(s)? Determine where you want to work (kind of job position and industry). Learn what decision makers in that field are looking for when they’re assessing candidates. Create your personal brand messaging around what keywords and content will attract them.
10. Who is your competition in the marketplace and what differentiates you from them? What do the people competing for the same jobs as you typically have to offer? What is it about you that makes you the best hiring choice? What added value do y ...
POST planning worksheet
Inspired by Groundswell, this worksheet is intended to help you articulate steps to develop a social media plan to achieve stated goals. Worksheet developed to be used in coordination with Darim's Social Media Boot Camp programs.
Response1Part 1Communication gap causes lot if issue in a.docx
Response1
Part 1:
Communication gap causes lot if issue in any team work or work with two or more people, working on a common thing. The communication system has to be proper and clear, that is both the users has to be on same page synced to each other. If there is a mistake or no proper link in this communication, then there is no use in making or working on a common thing.
There are lot of disaster may happen, when we have communication system error. For example, if there is a report requirement, and if the developer is working on the report, with a poor communication or improper communication from the business, there may be a wrong data or value will be shown in the report, which will tend to loss of revenue or miscalculation of business decision Thompson, L. L., & Thompson, M. (2008).
Exhibit 6-1 has given a portion of the failure models which may prompt an inefficient method for basic leadership and absence of communications. The possible foundations for this would be not keeping up the unwavering quality, ability, efficiency and some more. To avert these situations inside the team, the most ideal path is to keep away from these key focuses among the team individuals and successfully keep up the efficiency of the result Margarita, T. M. (2014).
Part 2:
Key symptoms of group think are mostly, making a common mistake. This is a common error, which for example, referring a common reference, which is not right concept or making a wrong decision, seeing or referring wrong data. This is a common pitfall in a groupthink decision making process Hight, C., & Perry, C. (2006).
Though we have some error in making a group decision, but I still support, making group discussion. Though, we do individual thinking, we are not sure, we gathered all relevant information when we do an individual thinking. If it is a group thinking, we might able to get some information from all the members in a group which will be a helpful information. This is why, I support group information.
References
Hight, C., & Perry, C. (2006). Collective intelligence in design. Architectural Design, 76(5), 5-9.
Margarita, T. M. (2014). 3 Communication Errors We Make All the Time & How to Fix Them.
Thompson, L. L., & Thompson, M. (2008). Making the team: A guide for managers.
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Response2:
Investigations of communication from a scope of areas have proposed systems for communication blunders (Bohus and Rudnicky, 2005; Halverson et al., 2011; Skantze, 2005; Vignovic and Thompson, 2010). While each again centers around the mistakes pervasive in the setting being contemplated, most might be believed to recognize three expansive sorts: blunders that come from the general context (e.g., event, crowd); blunders identified with the content of the message (e.g., misremembering realities); and blunders identified with decisions (e.g., behavior standards, misconception). Of .
A theme throughout this course has been that human and social servic.docx
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
Module 3 Assignment 2—Team Performance Report Grading Rubri.docx
Module 3: Assignment 2—Team Performance Report Grading Rubric
NOTE: If a component is absent, you will receive a zero for that component.
Unsatisfactory
Emerging
Proficient
Exemplary
Assignment Components (80% of Learning Assessment System Assignment (LASA) grade)
Identify one poor performance issue and at least three root causes for at least one issue.
Identification of poor performance issue is not clearly documented, and/or less than three root causes are listed or they are unclear, inaccurate, and inappropriate.
Identification of one poor performance issue is documented and three root causes are listed. However, root causes are partially clear, accurate, and appropriate.
Identification of one poor performance issue is documented and three root causes are listed that are clear, accurate, and appropriate.
Identification of one poor performance issue is documented and three root causes are listed that are clear, accurate, and appropriate.
In addition, several examples are given concerning justification.
Identify two suggestions for improvements for each of the three root causes (six total).
Less than two suggestions for improvements for each of the three root causes are identified and/or they are unclear, inaccurate, and inappropriate. They are also not based on sound research in the industry.
Two suggestions for improvements for each of the three root causes are identified and they are partially clear, accurate, and appropriate and partially based on sound research in the industry.
Two suggestions for improvements for each of the three root causes are identified and they are clear, accurate, and appropriate and based on sound research in the industry.
Two suggestions for improvements for each of the three root causes are identified and they are clear, accurate, and appropriate, based on sound research in the industry, and include several examples concerning justification.
Create a communication plan for three different audience types.
Communication plan is created for less than three different audience types and/or it is unclear, inaccurate, and inappropriate. Very little to no details are identified.
Communication plan is created for three different audience types and it is partially clear, accurate, and appropriate. Some details are identified.
Communication plan is created for three different audience types and it is clear, accurate, and appropriate. Details are appropriately identified.
Communication plan is created for three different audience types and it is clear, accurate, and appropriate. Several details are appropriately identified and several examples are given.
Create a sample of a written communication for a specific audience type.
Created sample communication is unclear, inaccurate, and inappropriate for the audience type.
Created sample communication is somewhat clear, accurate, and appropriate for the audience type.
Created sample communication is clear, accurate, and appropriate for the audienc ...
Building team resilience activities
A handout from http://www.workehow.com/career/21-tips-for-team-building-activities/386/ team building ideas to help dynamics of team
24 PART 1 Business CommuniCATion FoundATions 2 Mastering Team Skills And In...
Academic Paper Writing Service
http://HelpWriting.net/24--PART-1--Business-CommuniCATion-Foun 👈
Winnie-the-Pooh Strategic Communications Planning
What do you do when you can't find your way forward in writing your communications strategies? Ask Winnie-the-Pooh!
Task 2 assignment (8 PPT Slides)This is the outline of the team .docx
Task 2 assignment (8 PPT Slides)
This is the outline of the team scenario that happened with the HR department when they were essentially turned into a call center and listed below is the outline of issues. This is what need to be used in order to develop the power point slides. The listed bullet points below are the main points.
· Identification of five best practices of high performing teams
· Proposal of a solution to the teamwork problem
Slides must have speaker notes
Ask HR
Solution
Center Outline
1. November 2017
a. Some were told they would be moved
b. Positions offered & accepted
c. Compensation Consultant
2. December 2017
a. communications about solutions center
b. Management met with groups affected
c. Open-door policy
d. Asked for ideas to be submitted
3. January 2018
a. Building layout announced
b. Desks assigned
c. Final group meetings to discuss move
d. Positions that were offered to some, were given to others without notification (issues begin to arise)
e. Management encourages staff to apply for lead positions after they move to the solution center
f. Move takes place on Jan 28th
4. Feb 2018
a. Team of 11 introduced to each other
b. Team leads already selected, no interviews held, no opportunity given to others
c. Training begins
d. Initial team
i. Would be divided into subject matter expert groups
ii. Assigned tasks (licensure, employee health, data entry, etc)
e. 4 more team members added (current employees were told the 4 would be brought on just to answer phones)
5. March 2018
a. Phone/staff schedule released.
b. All staff on phones
i. 2 hours per day, then 4 hours per day, then 6 hours (schedule keeps changing)
ii. Team leads have zero scheduled phone time, they are also not responsible for additional work or tasks
c. Phones go live March 4th
i. Staff overwhelmed, high que volumes
ii. Leads constantly telling staff to take calls
iii. Leads are not helping take calls.
iv. Team begins to become discouraged
v. Promises were not kept
vi. Told we are slaves to our phones
vii. Some team members not taking calls during their scheduled phone time and others are forced to pick of slack
d. Team notified all of their personal stats would be posted for everyone to see. Stats include:
i. Length of calls
ii. Time off calls or in between calls
iii. Number of calls taken
iv. Number of breaks taken and length
e. Scheduled tightened even more, flexibility of start and end time lost.
Team members looking for other jobs, some verbally reprimanded for voicing concerns and complaints, morale dropping.
In this assignment, you will explore attachment in depth and discuss variants in attachment based on parenting style, gender, and culture.
Watch segments 1-4 of "Classic Studies in Psychology," located in this week's Electronic Reserve Readings. This must be one of your cited resources for your paper.
Write a 700-word paper that addresses the following:
· Define attachment.
· What behaviors in children are associated with being secure ...
Beyond the tools the messy business of implementing research repositories
n this talk, Sofia Quintero, founder at EnjoyHQ recently acquired by UserZoom, shares her experience helping teams implement effective research repositories across companies of all sizes. You will learn a variety of change management protocols and best practices in knowledge management to make sure you build a strong foundation regardless of the tool you end up buying.
theme throughout this course has been that human and social services.docx
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
D MGMT655 Team CharterTeam Members and contact information .docx
D MGMT655 Team Charter
Team Members and contact information:
Name
Preferred Email
Phone Number
Time Zone
Denise Brown
[email protected]
970-313-8763
Pacific (California)
Purpose Statement and Team Objectives:
Team Values:
List the values/behaviors you will use to effectively achieve your mission.
Values might include behaviors such as listening with an open mind, sharing knowledge, respectful communication, take responsibility/no blame, decisions based on reasoning, etc. Come up with your own list!
Team Expectations:
Collectively identify a list of expectations for team members.
Expectations might include behaviors such as keeping commitments, being proactive in staying current with your team, everyone contributes, process if someone does not keep commitments, etc.
Team Meetings and Communication:
Working as a virtual team can present some challenges in terms of communication. Identify when and how the team will meet/communicate with one another. Include how to communicate with those who can’t attend.
Team Assessment:
Identify the strengths and weaknesses of each team member.
For this course, identify who is most comfortable with the simulation and with Finance. Be sure to tap into these skills in your team process.
Functional Roles:
Based on skills and interests, indicate each individual’s role and their tasks for the team project. Define the responsibilities of each role.
COO/ Team Leader –
Organizes team meetings, facilitates team discussions,facilitates problem solving and collaboration, and strives for team consensus and win-win agreements. The COO collects and compiles the Product Manager slides for the Board of Directors presentations (Group Projects), adding a “state of the business” executive summary-type slide, a finance slide, and, ideally, a “lessons learned” slide. Typically, the COO makes the final Finance decisions just before simulation round close when financing needs for the company are available in the Pro Formas.
Product Managers (VPs)–
Each team member selects one sensor product to manage. There are five sensor products in each company. If there are only five team members, then the COO also will manage a product. The Product Managers (VPs) will make all functional decisions for their product – R&D, Marketing, and Production. No decisions will be made for another VP’s product without their agreement. Each VP will create at least four slides for the Board of Directors Presentation (Group Project), including a cover slide, and one slide for each functional area. Ample notes explaining and assessing decisions are included. The slides are submitted to the COO and Instructor.
Fill out the table below to confirm product management responsibilities. The sensor names begin with the same letter as the first letter of your company name. E.g., Cid is the high end sensor for the Chester company. You will find the sensors and associated primary market segment listed on pag.
Topic 1During the course of your employment you may have expe
Topic 1:
During the course of your employment you may have experienced working for both a male and female supervisor. Discuss from your personal point of view the advantages/disadvantages and like/dislike of working for each gender. Use real life experiences if applicable.
Topic 2:
Communication and Team Decision Making
Part 1: Sharpening the Team Mind: Communication and Collective Intelligence
A. What are some of the possible biases and points of error that may arise in team communication systems? In addition to those cited in the opening of Chapter 6, what are some other examples of how team communication problems can lead to disaster?
B. Revisit communication failure examples in Exhibit 6-1. Identify the possible causes of communication or decision-making failure in each example, and, drawing on the information presented in the chapter, discuss measures that might have prevented problems from arising within each team’s communication system.
Part 2: Team Decision-Making: Pitfalls and
Solution
s
A. What are the key symptoms of groupthink? What problems and shortcomings can arise in the decision-making process as a result of groupthink?
B. Do you think that individuals or groups are better decision-makers? Justify your choice. In what situations would individuals be more effective decision-makers than groups, and in what situations would groups be better than individuals?
Topic 3:
Part 1:
Conflict within Teams
Think of a conflict that occurred in a team you were a part of and analyze it. What were the main sources of the conflict? What interventions can be used to improve the quality of conflict a team?
Part 2:
Creativity in Teams
Evaluate yourself using the three indices of creativity. What strategies can you use to enhance your creativity?
Topic 4:
NETWORKING: A KEY TO SUCCESSFUL TEAMWORK
A. Consider the different teams presented in your reading assignment. How do the teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? Support your discussion with at least two (2) external sources.
B. Consider the list of common roles for team members which of these roles do you think you play in your own team or group? Why?
Topic 5:
Leadership Paradox and Inter-team Relations
A.
What is the
leadership paradox
? Give some reasons why a leader can encounter difficulty in newly formed teams or groups using a participative management system.
Support your discussion with at least two (3) external sources.
B. Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Support your discussion with at least two (3) external sources.
C. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? ...
How to get your communication plan accepted?
Master class for communication directors of European universities (EUPRIO conference 2012, Goteborg)
Provide examples of the -monkey- attempting to be transferred from a s.docx
Provide examples of the "monkey" attempting to be transferred from a subordinate to their supervisor in either your work or other area.
If the supervisor allowed the "monkey" to transfer, what did they do that allowed the transfer?
If the supervisor deflected the "monkey" transfer, how did they accomplish it?
Do you think your supervisor was correct in handling the attempted "monkey" transfer in that manner?
Why do you think that?
Oncken, W., & Wass, D. (1990). Management time: Who's got the monkey? The Journal of Nursing Administration, 20 (12), 6-9.
.
Provide 3 substantive audit procedures chosen among the following topi.docx
Provide 3 substantive audit procedures chosen among the following topics: free meal, lawsuit, inventory, delivery services, payroll or selection of new suppliers. You must provide 3 different procedures on 3 different accounts.
Exhibit 1
Quon Queso Inc.
Statement of Earnings
For the period ended December 31, 2016
Revenue
547,500
COGS
191,625
Gross Profit
355,875
Expenses
Advertising Expense
27,375
Insurance Expense
2,500
Property Taxes
5,000
General and administrative expenses
16,425
Salary
202,575
Depreciation expense
28,900
EBIT
73,100
Interest expense
13,232
EBT
59,868
Income Tax Expense
17,960
Net Income
41,907
Quon Queso Inc.
Statement of Retained Earnings
For the period ended December 31, 2016
Balance, December 31, 2015
0
Net profit
41,907
Dividends
25,000
Balance, December 31, 2016
16,907
Exhibit 1 (continued)
Quon Queso Inc. Balance Sheet
As at December 31, 2016
Assets
Current
Cash
11,232
Inventory
20,000
Non-Current
Bulding, net
393,100
Equipment, net
108,000
Total
532,332
Liabilities
Current
Accounts payable
5,000
Short-term debt
20,171
Non-current
Longterm Debt
410,253
Share Holders Equity
Common Shares
80,000
R.E
16,907
Total L + S.E
532,332
.
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Module 3 - Home
Team Norms and Procedures
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Assess the importance of communication and task norms in guiding the way work is accomplished in teams.
•SLP ◦Identify and analyze communication and task norms in your own team.
•Discussion ◦Develop tips for virtual teams with your virtual team members.
Module Overview
If trust is the "social glue" that holds teams together, norms are the "social grease" that allows us to work together smoothly. Norms are the unwritten laws that govern behavior in groups of people. They tell us what to do, when, and how to do it. Typically, norms emerge over time, and they are shared by all who become members of the team. This is different in the case of virtual teams. Because of the lack of day-to-day interaction, norms in virtual teams must be more explicit, and rather than simply emerging though interaction, they are often consciously negotiated by the team early in its formative stage. When norms are violated or poorly understood, they can cause embarrassment, conflict, and misunderstandings.
There are two types of norms that will be discussed in this module: communication norms, which govern how information is shared, and task norms, which govern how the work itself is organized and monitored.
Communication Norms
Communication norms can be broken down into four types.
Availability norms establish when people will be accessible, and how quickly they will respond to team needs. These norms will determine how often people check communication venues, the appropriate timeframe for response, and boundaries between an individual's work and personal time.
Appropriateness and use of collaboration tools norms ascertain what type of tools are used and for what purpose (see Module 3). They also cover rules of etiquette for using different types of tools.
Exchange norms determine when all members of the team should receive information, when just a subgroup should receive the information, or when it is preferred that individuals just communicate between themselves. Clear exchange norms can help prevent duplication and information overload.
Structure norms are concerned with whether formal or informal channels are preferred for different types of communication. Formal channels include scheduled meetings and teleconferences. Informal channels can include random e-mails and phone calls.
Task and Work Norms
Process norms set out a "lifecycle" for the team project. They insure that sufficient time is allocated to all stages of the team process—Idea Generation, Development, Finalization and Closure (see Module 1). Clear process norms help the team ensure that everyone will be working at the same stage, and facilitate assigning tasks and coordinating work.
Task norms help the team decide what is routine vs. nonroutine work. Routine work can be standardized and efficiency gained thr ...
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MKTG 2800
Creating Your Personal Brand
Your brand is your reputation – the perception of you held by the external world. It is the combination of personal attributes, values, drivers, strengths, and passions you draw from that differentiates your unique promise of value from your peers, and helps those assessing you to determine if they should hire you or do business with you.
You need to identify those qualities and characteristics within you and communicate a crystal clear, consistent message across multiple channels – online and offline – designed to resonate with your target audience.
Below is the 10-step brand assessment. Take your time and be honest with yourself.
Respond to all questions thoughtfully.
1. What are your vision and purpose? Think about one world problem you would like to see solved or one area of life that you want to see transformed or improved. This is your vision. What role might you play in making your vision happen? This is your purpose.
2. What are your values? Your values are your guiding principles, such as balance, honesty, etc.
3. What are your passions? What do you most enjoy doing – in your personal life and work life? Think about the activities, interests, or conversational topics that fascinate and energize you.
4. What are your top goals for the next year, 2 years, and 5 years? Work on projecting what you intend to accomplish so you can put together a strategic action plan to get there.
5. What are your top brand attributes? What 3 or 4 adjectives best describe the value you offer? What words do you use to define your personality? Once you pinpoint what you feel are the right kinds of words, it’s a good idea to consult a thesaurus to precisely nail the exact words, such as collaborative, forward-focused, risk-taking, etc.
6. What are your core strengths and motivated skills? In what functions and responsibilities do you excel? For what things are you the designated “go-to” person? What gap would your company be faced with if you left suddenly?
7. Get feedback from those who know you best – at work, at home, anywhere. The true measure of your brand is the reputation others hold of you. Ask them what your top brand attributes and core strengths are.
8. Do a SWOT analysis. Strengths and weaknesses are internal, and speak to your potential value to an employer. Opportunities and threats are external, and help you foresee what you’re facing in next career steps.
9. Who is/are your target audience(s)? Determine where you want to work (kind of job position and industry). Learn what decision makers in that field are looking for when they’re assessing candidates. Create your personal brand messaging around what keywords and content will attract them.
10. Who is your competition in the marketplace and what differentiates you from them? What do the people competing for the same jobs as you typically have to offer? What is it about you that makes you the best hiring choice? What added value do y ...
POST planning worksheet
Inspired by Groundswell, this worksheet is intended to help you articulate steps to develop a social media plan to achieve stated goals. Worksheet developed to be used in coordination with Darim's Social Media Boot Camp programs.
Response1Part 1Communication gap causes lot if issue in a.docx
Response1
Part 1:
Communication gap causes lot if issue in any team work or work with two or more people, working on a common thing. The communication system has to be proper and clear, that is both the users has to be on same page synced to each other. If there is a mistake or no proper link in this communication, then there is no use in making or working on a common thing.
There are lot of disaster may happen, when we have communication system error. For example, if there is a report requirement, and if the developer is working on the report, with a poor communication or improper communication from the business, there may be a wrong data or value will be shown in the report, which will tend to loss of revenue or miscalculation of business decision Thompson, L. L., & Thompson, M. (2008).
Exhibit 6-1 has given a portion of the failure models which may prompt an inefficient method for basic leadership and absence of communications. The possible foundations for this would be not keeping up the unwavering quality, ability, efficiency and some more. To avert these situations inside the team, the most ideal path is to keep away from these key focuses among the team individuals and successfully keep up the efficiency of the result Margarita, T. M. (2014).
Part 2:
Key symptoms of group think are mostly, making a common mistake. This is a common error, which for example, referring a common reference, which is not right concept or making a wrong decision, seeing or referring wrong data. This is a common pitfall in a groupthink decision making process Hight, C., & Perry, C. (2006).
Though we have some error in making a group decision, but I still support, making group discussion. Though, we do individual thinking, we are not sure, we gathered all relevant information when we do an individual thinking. If it is a group thinking, we might able to get some information from all the members in a group which will be a helpful information. This is why, I support group information.
References
Hight, C., & Perry, C. (2006). Collective intelligence in design. Architectural Design, 76(5), 5-9.
Margarita, T. M. (2014). 3 Communication Errors We Make All the Time & How to Fix Them.
Thompson, L. L., & Thompson, M. (2008). Making the team: A guide for managers.
----------------------------------------------------------------------------------------------------------
Response2:
Investigations of communication from a scope of areas have proposed systems for communication blunders (Bohus and Rudnicky, 2005; Halverson et al., 2011; Skantze, 2005; Vignovic and Thompson, 2010). While each again centers around the mistakes pervasive in the setting being contemplated, most might be believed to recognize three expansive sorts: blunders that come from the general context (e.g., event, crowd); blunders identified with the content of the message (e.g., misremembering realities); and blunders identified with decisions (e.g., behavior standards, misconception). Of .
A theme throughout this course has been that human and social servic.docx
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how ea.
Module 3 Assignment 2—Team Performance Report Grading Rubri.docx
Module 3: Assignment 2—Team Performance Report Grading Rubric
NOTE: If a component is absent, you will receive a zero for that component.
Unsatisfactory
Emerging
Proficient
Exemplary
Assignment Components (80% of Learning Assessment System Assignment (LASA) grade)
Identify one poor performance issue and at least three root causes for at least one issue.
Identification of poor performance issue is not clearly documented, and/or less than three root causes are listed or they are unclear, inaccurate, and inappropriate.
Identification of one poor performance issue is documented and three root causes are listed. However, root causes are partially clear, accurate, and appropriate.
Identification of one poor performance issue is documented and three root causes are listed that are clear, accurate, and appropriate.
Identification of one poor performance issue is documented and three root causes are listed that are clear, accurate, and appropriate.
In addition, several examples are given concerning justification.
Identify two suggestions for improvements for each of the three root causes (six total).
Less than two suggestions for improvements for each of the three root causes are identified and/or they are unclear, inaccurate, and inappropriate. They are also not based on sound research in the industry.
Two suggestions for improvements for each of the three root causes are identified and they are partially clear, accurate, and appropriate and partially based on sound research in the industry.
Two suggestions for improvements for each of the three root causes are identified and they are clear, accurate, and appropriate and based on sound research in the industry.
Two suggestions for improvements for each of the three root causes are identified and they are clear, accurate, and appropriate, based on sound research in the industry, and include several examples concerning justification.
Create a communication plan for three different audience types.
Communication plan is created for less than three different audience types and/or it is unclear, inaccurate, and inappropriate. Very little to no details are identified.
Communication plan is created for three different audience types and it is partially clear, accurate, and appropriate. Some details are identified.
Communication plan is created for three different audience types and it is clear, accurate, and appropriate. Details are appropriately identified.
Communication plan is created for three different audience types and it is clear, accurate, and appropriate. Several details are appropriately identified and several examples are given.
Create a sample of a written communication for a specific audience type.
Created sample communication is unclear, inaccurate, and inappropriate for the audience type.
Created sample communication is somewhat clear, accurate, and appropriate for the audience type.
Created sample communication is clear, accurate, and appropriate for the audienc ...
Building team resilience activities
A handout from http://www.workehow.com/career/21-tips-for-team-building-activities/386/ team building ideas to help dynamics of team
24 PART 1 Business CommuniCATion FoundATions 2 Mastering Team Skills And In...
Academic Paper Writing Service
http://HelpWriting.net/24--PART-1--Business-CommuniCATion-Foun 👈
Winnie-the-Pooh Strategic Communications Planning
What do you do when you can't find your way forward in writing your communications strategies? Ask Winnie-the-Pooh!
Task 2 assignment (8 PPT Slides)This is the outline of the team .docx
Task 2 assignment (8 PPT Slides)
This is the outline of the team scenario that happened with the HR department when they were essentially turned into a call center and listed below is the outline of issues. This is what need to be used in order to develop the power point slides. The listed bullet points below are the main points.
· Identification of five best practices of high performing teams
· Proposal of a solution to the teamwork problem
Slides must have speaker notes
Ask HR
Solution
Center Outline
1. November 2017
a. Some were told they would be moved
b. Positions offered & accepted
c. Compensation Consultant
2. December 2017
a. communications about solutions center
b. Management met with groups affected
c. Open-door policy
d. Asked for ideas to be submitted
3. January 2018
a. Building layout announced
b. Desks assigned
c. Final group meetings to discuss move
d. Positions that were offered to some, were given to others without notification (issues begin to arise)
e. Management encourages staff to apply for lead positions after they move to the solution center
f. Move takes place on Jan 28th
4. Feb 2018
a. Team of 11 introduced to each other
b. Team leads already selected, no interviews held, no opportunity given to others
c. Training begins
d. Initial team
i. Would be divided into subject matter expert groups
ii. Assigned tasks (licensure, employee health, data entry, etc)
e. 4 more team members added (current employees were told the 4 would be brought on just to answer phones)
5. March 2018
a. Phone/staff schedule released.
b. All staff on phones
i. 2 hours per day, then 4 hours per day, then 6 hours (schedule keeps changing)
ii. Team leads have zero scheduled phone time, they are also not responsible for additional work or tasks
c. Phones go live March 4th
i. Staff overwhelmed, high que volumes
ii. Leads constantly telling staff to take calls
iii. Leads are not helping take calls.
iv. Team begins to become discouraged
v. Promises were not kept
vi. Told we are slaves to our phones
vii. Some team members not taking calls during their scheduled phone time and others are forced to pick of slack
d. Team notified all of their personal stats would be posted for everyone to see. Stats include:
i. Length of calls
ii. Time off calls or in between calls
iii. Number of calls taken
iv. Number of breaks taken and length
e. Scheduled tightened even more, flexibility of start and end time lost.
Team members looking for other jobs, some verbally reprimanded for voicing concerns and complaints, morale dropping.
In this assignment, you will explore attachment in depth and discuss variants in attachment based on parenting style, gender, and culture.
Watch segments 1-4 of "Classic Studies in Psychology," located in this week's Electronic Reserve Readings. This must be one of your cited resources for your paper.
Write a 700-word paper that addresses the following:
· Define attachment.
· What behaviors in children are associated with being secure ...
Beyond the tools the messy business of implementing research repositories
n this talk, Sofia Quintero, founder at EnjoyHQ recently acquired by UserZoom, shares her experience helping teams implement effective research repositories across companies of all sizes. You will learn a variety of change management protocols and best practices in knowledge management to make sure you build a strong foundation regardless of the tool you end up buying.
theme throughout this course has been that human and social services.docx
theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is internal or external to the agency/organization.
Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
Discuss how each stakehold.
D MGMT655 Team CharterTeam Members and contact information .docx
D MGMT655 Team Charter
Team Members and contact information:
Name
Preferred Email
Phone Number
Time Zone
Denise Brown
[email protected]
970-313-8763
Pacific (California)
Purpose Statement and Team Objectives:
Team Values:
List the values/behaviors you will use to effectively achieve your mission.
Values might include behaviors such as listening with an open mind, sharing knowledge, respectful communication, take responsibility/no blame, decisions based on reasoning, etc. Come up with your own list!
Team Expectations:
Collectively identify a list of expectations for team members.
Expectations might include behaviors such as keeping commitments, being proactive in staying current with your team, everyone contributes, process if someone does not keep commitments, etc.
Team Meetings and Communication:
Working as a virtual team can present some challenges in terms of communication. Identify when and how the team will meet/communicate with one another. Include how to communicate with those who can’t attend.
Team Assessment:
Identify the strengths and weaknesses of each team member.
For this course, identify who is most comfortable with the simulation and with Finance. Be sure to tap into these skills in your team process.
Functional Roles:
Based on skills and interests, indicate each individual’s role and their tasks for the team project. Define the responsibilities of each role.
COO/ Team Leader –
Organizes team meetings, facilitates team discussions,facilitates problem solving and collaboration, and strives for team consensus and win-win agreements. The COO collects and compiles the Product Manager slides for the Board of Directors presentations (Group Projects), adding a “state of the business” executive summary-type slide, a finance slide, and, ideally, a “lessons learned” slide. Typically, the COO makes the final Finance decisions just before simulation round close when financing needs for the company are available in the Pro Formas.
Product Managers (VPs)–
Each team member selects one sensor product to manage. There are five sensor products in each company. If there are only five team members, then the COO also will manage a product. The Product Managers (VPs) will make all functional decisions for their product – R&D, Marketing, and Production. No decisions will be made for another VP’s product without their agreement. Each VP will create at least four slides for the Board of Directors Presentation (Group Project), including a cover slide, and one slide for each functional area. Ample notes explaining and assessing decisions are included. The slides are submitted to the COO and Instructor.
Fill out the table below to confirm product management responsibilities. The sensor names begin with the same letter as the first letter of your company name. E.g., Cid is the high end sensor for the Chester company. You will find the sensors and associated primary market segment listed on pag.
Topic 1During the course of your employment you may have expe
Topic 1:
During the course of your employment you may have experienced working for both a male and female supervisor. Discuss from your personal point of view the advantages/disadvantages and like/dislike of working for each gender. Use real life experiences if applicable.
Topic 2:
Communication and Team Decision Making
Part 1: Sharpening the Team Mind: Communication and Collective Intelligence
A. What are some of the possible biases and points of error that may arise in team communication systems? In addition to those cited in the opening of Chapter 6, what are some other examples of how team communication problems can lead to disaster?
B. Revisit communication failure examples in Exhibit 6-1. Identify the possible causes of communication or decision-making failure in each example, and, drawing on the information presented in the chapter, discuss measures that might have prevented problems from arising within each team’s communication system.
Part 2: Team Decision-Making: Pitfalls and
Solution
s
A. What are the key symptoms of groupthink? What problems and shortcomings can arise in the decision-making process as a result of groupthink?
B. Do you think that individuals or groups are better decision-makers? Justify your choice. In what situations would individuals be more effective decision-makers than groups, and in what situations would groups be better than individuals?
Topic 3:
Part 1:
Conflict within Teams
Think of a conflict that occurred in a team you were a part of and analyze it. What were the main sources of the conflict? What interventions can be used to improve the quality of conflict a team?
Part 2:
Creativity in Teams
Evaluate yourself using the three indices of creativity. What strategies can you use to enhance your creativity?
Topic 4:
NETWORKING: A KEY TO SUCCESSFUL TEAMWORK
A. Consider the different teams presented in your reading assignment. How do the teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? Support your discussion with at least two (2) external sources.
B. Consider the list of common roles for team members which of these roles do you think you play in your own team or group? Why?
Topic 5:
Leadership Paradox and Inter-team Relations
A.
What is the
leadership paradox
? Give some reasons why a leader can encounter difficulty in newly formed teams or groups using a participative management system.
Support your discussion with at least two (3) external sources.
B. Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Support your discussion with at least two (3) external sources.
C. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? ...
How to get your communication plan accepted?
Master class for communication directors of European universities (EUPRIO conference 2012, Goteborg)
Similar to Q3)- Strategic managers often use teams to analyze prospective projec.docx (20)
Module 3 - HomeTeam Norms and ProceduresModular Learning O.docx
Module 3 - HomeTeam Norms and ProceduresModular Learning O.docx
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MKTG 2800Creating Your Personal BrandYour brand is your repu.docx
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Response1Part 1Communication gap causes lot if issue in a.docx
A theme throughout this course has been that human and social servic.docx
A theme throughout this course has been that human and social servic.docx
Module 3 Assignment 2—Team Performance Report Grading Rubri.docx
Module 3 Assignment 2—Team Performance Report Grading Rubri.docx
24 PART 1 Business CommuniCATion FoundATions 2 Mastering Team Skills And In...
24 PART 1 Business CommuniCATion FoundATions 2 Mastering Team Skills And In...
Task 2 assignment (8 PPT Slides)This is the outline of the team .docx
Task 2 assignment (8 PPT Slides)This is the outline of the team .docx
Answer all the questions in APA format follow the instructions.docx
Answer all the questions in APA format follow the instructions.docx
Answer all the questions in APA format follow the instructions.docx
Answer all the questions in APA format follow the instructions.docx
Beyond the tools the messy business of implementing research repositories
Beyond the tools the messy business of implementing research repositories
theme throughout this course has been that human and social services.docx
theme throughout this course has been that human and social services.docx
D MGMT655 Team CharterTeam Members and contact information .docx
D MGMT655 Team CharterTeam Members and contact information .docx
Topic 1During the course of your employment you may have expe
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If the supervisor deflected the "monkey" transfer, how did they accomplish it?
Do you think your supervisor was correct in handling the attempted "monkey" transfer in that manner?
Why do you think that?
Oncken, W., & Wass, D. (1990). Management time: Who's got the monkey? The Journal of Nursing Administration, 20 (12), 6-9.
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Exhibit 1
Quon Queso Inc.
Statement of Earnings
For the period ended December 31, 2016
Revenue
547,500
COGS
191,625
Gross Profit
355,875
Expenses
Advertising Expense
27,375
Insurance Expense
2,500
Property Taxes
5,000
General and administrative expenses
16,425
Salary
202,575
Depreciation expense
28,900
EBIT
73,100
Interest expense
13,232
EBT
59,868
Income Tax Expense
17,960
Net Income
41,907
Quon Queso Inc.
Statement of Retained Earnings
For the period ended December 31, 2016
Balance, December 31, 2015
0
Net profit
41,907
Dividends
25,000
Balance, December 31, 2016
16,907
Exhibit 1 (continued)
Quon Queso Inc. Balance Sheet
As at December 31, 2016
Assets
Current
Cash
11,232
Inventory
20,000
Non-Current
Bulding, net
393,100
Equipment, net
108,000
Total
532,332
Liabilities
Current
Accounts payable
5,000
Short-term debt
20,171
Non-current
Longterm Debt
410,253
Share Holders Equity
Common Shares
80,000
R.E
16,907
Total L + S.E
532,332
.
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public class ThreeTenDLList-T- implements Iterable-T- { -- doubly.docx
public class ThreeTenDLList-T- implements Iterable-T- { -- doubly.docx
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Public - Week 12- Interactive activity 12-1 Learning Outcomes- Discuss.docx
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public class Bitset implements Set{ private boolean set--- pub.docx
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ProShares UltraPro QQQ has a total asset turnover of 1-29- a debt-equi.docx
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Properties that Define Life ( 10 points) Matching- Please write the le.docx
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Prompt 3- 70- of the light aircraft that disappear while in flight in.docx
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Prompt- (Part 1) Is life in the metaverse inevitable or unlikely- Are.docx
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PROLOG Convert this proposition to Object-Attribute-Value proposition(.docx
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Project Objectives- To write a program that implements the following A.docx
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Project gamesmanship in organizations performs what purpose- Creates c.docx
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Project managers should turn customer needs into requirements- The sum.docx
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Project managers use this conflict resolution technique most often- A-.docx
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special B.ed 2nd year old paper_20240531.pdf
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Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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Embracing GenAI - A Strategic Imperative
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Synthetic Fiber Construction in lab .pptx
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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