Running head: LEADERSHIP ISSUE ! 1
Leadership Issue
Brittany Baron
Dr. Ed Funk
OLCU 487
LEADERSHIP ISSUE ! 2
Abstract
Leaders face a number of issues that, which can affect the effective management of the
organization. Among the issues, they came across in their leadership role that will be discussed is
a confrontation. Confrontation may occur in the following ways; speaking up, talking about
problems, raising issues, and asking for help. Leaders experience confrontations almost every
day. Since confrontations occur frequently in workplaces, they have to be dealt with
appropriately. The best way to deal with confrontation is not to avoid it. Avoidance is a method
that has been adopted by many leaders. The avoidance of confrontation erodes the elements of
respect, trust, and healthy workplace. Therefore, leaders should encourage constructive
confrontations. Constructive confrontations will be encouraged through knowing of ways to
create them and handling them. It is crucial to study confrontation in order to be able to create
constructive ones in the workplaces and deal with them.
LEADERSHIP ISSUE ! 3
Table of Contents
Leadership Issue 4 ..............................................................................................
Research Purpose and Questions 5 ..........................................................................
Literature Review 5 ............................................................................................
Confrontation as an act of respect (how it is healthy) 5 ..............................................
Why leaders are not encouraging more of the confrontation 9 .....................................
Conclusions and Recommendations 11 ......................................................................
How to create a constructive confrontation 12 .......................................................
How to handle confrontation 15 ..........................................................................
References 16...................................................................................................
LEADERSHIP ISSUE ! 4
Leadership Issue
The leadership issue identified is a confrontation. Leaders battle with the problem of
confrontation in their organizations. Confrontations that are not constructive are likely to result
in conflicts while those that are constructive can be dealt with peacefully. There are many times
leaders, in their roles, have experienced a clash of ideas and attitud ...
Please respond to the discussion questions listed below- You.docxleahlegrand
Please respond to the discussion questions listed below:
- You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. All comments should be posted to the appropriate topic in this
Discussion #1
My current organization’s leadership consists of a Principal, six Assistant Principals, a Student Activities Coordinator, and a School Improvement Specialist. This team is known as our Administration Team. Everything and all final decisions are up to the Principal before they are passed on to the Principal’s supervisor, which is the Director of High Schools and then the overall Superintendent of the school district. Our Principal is a democratic, ethical leader who relies on the Administration team for support, ideas, and structure. A democratic leader, as discussed in our text, is a leader that provides rewards when necessary and sticks to the least discipline of the employees (Argosy, 2018). This allows leadership to focus on the objectives while the district deals with any disciplinary action against any employee. The leadership of this organization is grounded in ethical decisions and remembering that education and safety are most important.
When thinking of effective change leadership in my organization, the two features that allow the organization to progress through changes and lead effectively through change are communication and collaboration. As effective leaders of change focus on what the change is and why it is important, communication is imperative because leaders must continuously communicate with all individuals involved to connect everyone to the purpose and urgency for the change (Smith, 2008). The other important feature of effective change leadership is collaboration. School districts like the one I work with are built on collaboration. Many people work together daily to make things happen for the greater vision of the organization. Change leadership or change, in general, cannot happen without effective collaboration in the capacity of every wanting the same outcome to be positive and beneficial (Anderson & Anderson, 2010).
Effective change leadership also requires ethics to play a huge role. Ethical decisions by leadership are crucial in and through change. Imagine a leader who has personal interests in personal gain. This will cause all decisions to be bias and unethical. An effective leader must follow the ethics of the organization and have the interest of the organization in mind always. A dishonest and untrustworthy leader cannot lead effective change leadership. Thinking positively, I recommend that my organization continually stand on the ethical principles of alignment and integrity. Alignment will allow everyone to be directed toward the same goals and direction while strategically inspiring and engaging each other (Nolen & Putten, 2007). Integrity will als ...
Managing team and organizational conflictMasum Hussain
This document provides an overview of organizational conflict and ways to manage it. It begins with an introduction discussing different views of conflict - the traditional view that sees it as negative, and more modern views that see proper management as key. It then discusses sources and causes of conflict within organizations, including structural issues, role conflicts, and personal disputes. The document outlines costs of conflict for both organizations and employees, including lost time and productivity. It proposes several conflict resolution strategies for managers, such as conflict management styles, structural changes, and open communication. The summary aims to provide a concise yet comprehensive overview of the main topics and arguments covered in the document.
Please answer one of the following two topicsA Your textbook t.docxARIV4
Please answer one of the following two topics:
A: Your textbook talks about various abuses of power in Chapter 12. Why should organizations be concerned about this? How can power be used in a healthy way as a leader....or can it? What are some things that organizations might do to help managers use, not abuse, power?
OR
B: Leadership is one of the most frequently discussed topics in the business world and numerous books have been written on the topic. It is difficult to decipher what is best out of all of the information out there. If you were a consultant, brought in to help a leader understand his/her leadership style and improve as a leader, what would you do? What tools or strategies for improvement might you suggest? Use specific terms and concepts from Chapter 11 in your answer.
Discussion Board Posting Grading Rubric
Criteria
Excellent 20
Good 19 to 11
Average 10
Poor 9 to 0
Frequency of Posts
Makes at least 1 main posting and 2 detailed and thoughtful responses to others’ postings.
Makes at least 1 main posting and 1 detailed and thoughtful response or 2 responses with limited detail and thought to others’ postings.
Makes at least 1 main posting and 1 or more limited responses to others’ postings.
Makes no or only 1 main posting.
Evidence of having read the thread
Makes reference to others' responses.
Logic of response includes other responses.
Little evidence of having read thread.
No evidence of having read thread.
Demonstration of Understanding of Course Material
Answer demonstrates mastery of the material. Thoughts are well integrated.
Answer demonstrates understanding of material, some lack of integration of ideas.
Answer demonstrates some gaps in understanding of the material, ideas are not well integrated.
Answer demonstrates considerable lack of understanding, no integration of ideas.
Application of Course Material
Makes applications of course material to real-world content in a manner that demonstrates mastery of the concept and situation.
Makes applications of course material to real-world content in a manner that demonstrates knowledge of the concept and situation.
Makes applications of course material to real-world content in a manner that demonstrates limited knowledge of the concept and situation.
Does not apply course material to real-world situations.
Evidence of having read the text or done applicable research
Makes reference to the text and other resources in their main posting.
Makes reference to the text or other resources in their main posting.
Little evidence of reference to the text or other resources in their main posting.
No evidence of reference to text or other resources in their main posting.
Expounding on new ideas to the thread
Ideas presented add considerably to the thread.
Ideas presented add somewhat to the thread.
Ideas presented add little to the thread.
Adds nothing to the thread.
Discussion Board Posting Grading Rubric
Response to 2 students
Derek Dabish
Power in leadership
COLLA.
The document discusses various leadership styles including authoritative, coercive, democratic, affiliative, and coaching styles. It provides examples and analyses of each style, noting their effectiveness depends on the situation. An authoritative style can be controlling but effective in crises. A democratic style encourages participation but slow decision-making. An affiliative style builds relationships but lacks accountability. A coaching style develops others through apprenticeship. No single style is best; effective leaders adapt their approach to the environment.
The document discusses different leadership styles including authoritative, coercive, democratic, and affiliative leadership styles. It provides examples and analyses of when each style may be most effective. It also discusses challenges that can arise with different styles and notes that no single style is appropriate for all situations, and leaders must be able to draw from multiple styles.
This document summarizes a senior project submitted by Catriena Hovis to fulfill the requirements for a Bachelor of Integrated Studies degree. The project examines how leadership style affects employee morale and productivity. It reviews literature on different leadership styles, including commander, caregiver, team captain, coach, expert, and buddy. Research suggests the most successful leaders display both task-oriented initiating structure and people-oriented consideration. High employee morale and productivity result when leaders balance these dimensions and adapt their style to changing situations. The literature emphasizes that leadership strongly influences work environment and team dynamics.
Running head PEER REVIEW 1PEER REVIEW2Peer Revi.docxtoltonkendal
Running head: PEER REVIEW 1
PEER REVIEW2
Peer Review
(Student’s Name)
(Professor’s Name)
(Course Title)
(Date of Submission)
After reading a paper on the organization problems in the workplace, am going to write a critique review. from the writer’s viewpoint, I will basically agree on the main ideas and disagree with few of the ideas. Throughout the reading of the article it is clear that Organizations face different problems, for example conflict between employees and unorganized teams at the work place. The writer identifies that the underlying cause of problems at the organization is because of lack of open communication, flow of information or even using wrong organizational structure. In an organization the process of identifying the main problem is not always the same, it should be determined by research and questions like, what created the communications gap between marketing and the rest of the company. The many businesses compound problems are avoided by proper communication on a clear chain command path (Argyris, 2017). The arguments are driven through the issues on the employment process. A keen reader will identify that the management of the organization is the cause of the problems around the organization.Comment by user: The author, did discuss the main ideas well, the only thing that I highlighted was the issue on the management replacement on which I had a different opinion.
It is evident from the reading that the writer clearly stated the organizational problems. Team problems were clearly stated from the reading, teams must be dedicated to working towards an agreed goal. Should they experience personal disconnect with other team members, the team can become non-functional. These issues often stem from management communication breakdowns that confuse team and personal common goals. Team leaders must offer constant feedback and foster cohesiveness. When facing team issues, managers must diagnose the problem and take immediate corrective action to avoid more serious performance breakdown problems. The author clearly shows how the discussion is logically easy to follow as I have agreed from the above short of ideas.Comment by user: The main team problems that were highlighted; trust which is caused by poor leadership, large teams, diverse members, lack of structure and clear process, unclear visions and generally less concern for people in an organization.
From the reading, there was no greater understanding of the problem; this is because the stated problems of the organization simple without a wider discussion. This is practically on the discussion of the organization-wide problems. The writer did to show how employees or team’s personal problems on the organization can expand that problem to being organization problems if appropriate changes are not taken into place. The breadth and the depth of the authors that was brought to the discussion is that many roads can lead to organizational problems at the workplace. Suc ...
Running Head STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP .docxtodd521
Running Head: STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP
STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP 9
Statesmanship in Organizational Leadership
Name Alfreda Dunlap Comment by Stephanie Hobson: Delete.
Course PADM 610 Comment by Stephanie Hobson: Liberty University
Professor Dr.Esechie
Date 4/5/20
Statesmanship in Organizational Leadership
Organizational leadership is a method of management which involves leaders taking active roles in setting up strategic goals for the company. The leaders, according to Ruben and Gigliotti (2017), have to motivate their employees to ensure that they work as a team towards achieving the business goals. Organizational leadership is essential in meeting the challenges and goals presented by both the business and the employees. Managers are always promoted to top leadership roles basing on their abilities to manage business challenges and achieve future goals (Ruben & Gigliotti, 2017). Understanding both the strengths and weaknesses of a workforce is an essential part of organizational leadership. Interpersonal leadership involves the ability of managers or leaders to understand their workers. It requires a deep understanding of the employees, what motivates them, and how they interrelate with each other at the workplace. This type of leadership revolves around self-expression, which determines whether one's leadership capabilities. The authors define statesmanship as the practice of moral leadership within an organization or institution. According to Ruben and Gigliotti, Great politicians such as Churchill and Lincoln have always been regarded as a true statement due to their ability to lead their countries during difficult times. From previous studies, it is still not clear as to whether a state is a right habitat for statesmanship. Stöckl and Smajdor (2017) put it that diplomacy involves politicians who have practised high level of quality leadership. Not all politicians are statesmen, but only those who exercise wise leadership (Stöckl & Smajdor, 2017). Statesmanship is a critical factor for successful organizational leadership. Comment by Stephanie Hobson: It is very important to clearly indicate both the beginning and ending points of source material to avoid documentation plagiarism. Comment by Stephanie Hobson: Do not use capital letters in this instance. Comment by Stephanie Hobson: This word is misspelled. Comment by Stephanie Hobson: This word is misspelled. Comment by Stephanie Hobson: A quick summary: an argument is a claim with a reason for the claim. All your research will become different reasons that support your claim. This is why being specific is so important. You need to identify a specific claim and then identify specific reasons that support your claim. That’s how you make a good argument. This paper is a lit.
Please respond to the discussion questions listed below- You.docxleahlegrand
Please respond to the discussion questions listed below:
- You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. All comments should be posted to the appropriate topic in this
Discussion #1
My current organization’s leadership consists of a Principal, six Assistant Principals, a Student Activities Coordinator, and a School Improvement Specialist. This team is known as our Administration Team. Everything and all final decisions are up to the Principal before they are passed on to the Principal’s supervisor, which is the Director of High Schools and then the overall Superintendent of the school district. Our Principal is a democratic, ethical leader who relies on the Administration team for support, ideas, and structure. A democratic leader, as discussed in our text, is a leader that provides rewards when necessary and sticks to the least discipline of the employees (Argosy, 2018). This allows leadership to focus on the objectives while the district deals with any disciplinary action against any employee. The leadership of this organization is grounded in ethical decisions and remembering that education and safety are most important.
When thinking of effective change leadership in my organization, the two features that allow the organization to progress through changes and lead effectively through change are communication and collaboration. As effective leaders of change focus on what the change is and why it is important, communication is imperative because leaders must continuously communicate with all individuals involved to connect everyone to the purpose and urgency for the change (Smith, 2008). The other important feature of effective change leadership is collaboration. School districts like the one I work with are built on collaboration. Many people work together daily to make things happen for the greater vision of the organization. Change leadership or change, in general, cannot happen without effective collaboration in the capacity of every wanting the same outcome to be positive and beneficial (Anderson & Anderson, 2010).
Effective change leadership also requires ethics to play a huge role. Ethical decisions by leadership are crucial in and through change. Imagine a leader who has personal interests in personal gain. This will cause all decisions to be bias and unethical. An effective leader must follow the ethics of the organization and have the interest of the organization in mind always. A dishonest and untrustworthy leader cannot lead effective change leadership. Thinking positively, I recommend that my organization continually stand on the ethical principles of alignment and integrity. Alignment will allow everyone to be directed toward the same goals and direction while strategically inspiring and engaging each other (Nolen & Putten, 2007). Integrity will als ...
Managing team and organizational conflictMasum Hussain
This document provides an overview of organizational conflict and ways to manage it. It begins with an introduction discussing different views of conflict - the traditional view that sees it as negative, and more modern views that see proper management as key. It then discusses sources and causes of conflict within organizations, including structural issues, role conflicts, and personal disputes. The document outlines costs of conflict for both organizations and employees, including lost time and productivity. It proposes several conflict resolution strategies for managers, such as conflict management styles, structural changes, and open communication. The summary aims to provide a concise yet comprehensive overview of the main topics and arguments covered in the document.
Please answer one of the following two topicsA Your textbook t.docxARIV4
Please answer one of the following two topics:
A: Your textbook talks about various abuses of power in Chapter 12. Why should organizations be concerned about this? How can power be used in a healthy way as a leader....or can it? What are some things that organizations might do to help managers use, not abuse, power?
OR
B: Leadership is one of the most frequently discussed topics in the business world and numerous books have been written on the topic. It is difficult to decipher what is best out of all of the information out there. If you were a consultant, brought in to help a leader understand his/her leadership style and improve as a leader, what would you do? What tools or strategies for improvement might you suggest? Use specific terms and concepts from Chapter 11 in your answer.
Discussion Board Posting Grading Rubric
Criteria
Excellent 20
Good 19 to 11
Average 10
Poor 9 to 0
Frequency of Posts
Makes at least 1 main posting and 2 detailed and thoughtful responses to others’ postings.
Makes at least 1 main posting and 1 detailed and thoughtful response or 2 responses with limited detail and thought to others’ postings.
Makes at least 1 main posting and 1 or more limited responses to others’ postings.
Makes no or only 1 main posting.
Evidence of having read the thread
Makes reference to others' responses.
Logic of response includes other responses.
Little evidence of having read thread.
No evidence of having read thread.
Demonstration of Understanding of Course Material
Answer demonstrates mastery of the material. Thoughts are well integrated.
Answer demonstrates understanding of material, some lack of integration of ideas.
Answer demonstrates some gaps in understanding of the material, ideas are not well integrated.
Answer demonstrates considerable lack of understanding, no integration of ideas.
Application of Course Material
Makes applications of course material to real-world content in a manner that demonstrates mastery of the concept and situation.
Makes applications of course material to real-world content in a manner that demonstrates knowledge of the concept and situation.
Makes applications of course material to real-world content in a manner that demonstrates limited knowledge of the concept and situation.
Does not apply course material to real-world situations.
Evidence of having read the text or done applicable research
Makes reference to the text and other resources in their main posting.
Makes reference to the text or other resources in their main posting.
Little evidence of reference to the text or other resources in their main posting.
No evidence of reference to text or other resources in their main posting.
Expounding on new ideas to the thread
Ideas presented add considerably to the thread.
Ideas presented add somewhat to the thread.
Ideas presented add little to the thread.
Adds nothing to the thread.
Discussion Board Posting Grading Rubric
Response to 2 students
Derek Dabish
Power in leadership
COLLA.
The document discusses various leadership styles including authoritative, coercive, democratic, affiliative, and coaching styles. It provides examples and analyses of each style, noting their effectiveness depends on the situation. An authoritative style can be controlling but effective in crises. A democratic style encourages participation but slow decision-making. An affiliative style builds relationships but lacks accountability. A coaching style develops others through apprenticeship. No single style is best; effective leaders adapt their approach to the environment.
The document discusses different leadership styles including authoritative, coercive, democratic, and affiliative leadership styles. It provides examples and analyses of when each style may be most effective. It also discusses challenges that can arise with different styles and notes that no single style is appropriate for all situations, and leaders must be able to draw from multiple styles.
This document summarizes a senior project submitted by Catriena Hovis to fulfill the requirements for a Bachelor of Integrated Studies degree. The project examines how leadership style affects employee morale and productivity. It reviews literature on different leadership styles, including commander, caregiver, team captain, coach, expert, and buddy. Research suggests the most successful leaders display both task-oriented initiating structure and people-oriented consideration. High employee morale and productivity result when leaders balance these dimensions and adapt their style to changing situations. The literature emphasizes that leadership strongly influences work environment and team dynamics.
Running head PEER REVIEW 1PEER REVIEW2Peer Revi.docxtoltonkendal
Running head: PEER REVIEW 1
PEER REVIEW2
Peer Review
(Student’s Name)
(Professor’s Name)
(Course Title)
(Date of Submission)
After reading a paper on the organization problems in the workplace, am going to write a critique review. from the writer’s viewpoint, I will basically agree on the main ideas and disagree with few of the ideas. Throughout the reading of the article it is clear that Organizations face different problems, for example conflict between employees and unorganized teams at the work place. The writer identifies that the underlying cause of problems at the organization is because of lack of open communication, flow of information or even using wrong organizational structure. In an organization the process of identifying the main problem is not always the same, it should be determined by research and questions like, what created the communications gap between marketing and the rest of the company. The many businesses compound problems are avoided by proper communication on a clear chain command path (Argyris, 2017). The arguments are driven through the issues on the employment process. A keen reader will identify that the management of the organization is the cause of the problems around the organization.Comment by user: The author, did discuss the main ideas well, the only thing that I highlighted was the issue on the management replacement on which I had a different opinion.
It is evident from the reading that the writer clearly stated the organizational problems. Team problems were clearly stated from the reading, teams must be dedicated to working towards an agreed goal. Should they experience personal disconnect with other team members, the team can become non-functional. These issues often stem from management communication breakdowns that confuse team and personal common goals. Team leaders must offer constant feedback and foster cohesiveness. When facing team issues, managers must diagnose the problem and take immediate corrective action to avoid more serious performance breakdown problems. The author clearly shows how the discussion is logically easy to follow as I have agreed from the above short of ideas.Comment by user: The main team problems that were highlighted; trust which is caused by poor leadership, large teams, diverse members, lack of structure and clear process, unclear visions and generally less concern for people in an organization.
From the reading, there was no greater understanding of the problem; this is because the stated problems of the organization simple without a wider discussion. This is practically on the discussion of the organization-wide problems. The writer did to show how employees or team’s personal problems on the organization can expand that problem to being organization problems if appropriate changes are not taken into place. The breadth and the depth of the authors that was brought to the discussion is that many roads can lead to organizational problems at the workplace. Suc ...
Running Head STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP .docxtodd521
Running Head: STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP
STATESMANSHIP IN ORGANIZATIONAL LEADERSHIP 9
Statesmanship in Organizational Leadership
Name Alfreda Dunlap Comment by Stephanie Hobson: Delete.
Course PADM 610 Comment by Stephanie Hobson: Liberty University
Professor Dr.Esechie
Date 4/5/20
Statesmanship in Organizational Leadership
Organizational leadership is a method of management which involves leaders taking active roles in setting up strategic goals for the company. The leaders, according to Ruben and Gigliotti (2017), have to motivate their employees to ensure that they work as a team towards achieving the business goals. Organizational leadership is essential in meeting the challenges and goals presented by both the business and the employees. Managers are always promoted to top leadership roles basing on their abilities to manage business challenges and achieve future goals (Ruben & Gigliotti, 2017). Understanding both the strengths and weaknesses of a workforce is an essential part of organizational leadership. Interpersonal leadership involves the ability of managers or leaders to understand their workers. It requires a deep understanding of the employees, what motivates them, and how they interrelate with each other at the workplace. This type of leadership revolves around self-expression, which determines whether one's leadership capabilities. The authors define statesmanship as the practice of moral leadership within an organization or institution. According to Ruben and Gigliotti, Great politicians such as Churchill and Lincoln have always been regarded as a true statement due to their ability to lead their countries during difficult times. From previous studies, it is still not clear as to whether a state is a right habitat for statesmanship. Stöckl and Smajdor (2017) put it that diplomacy involves politicians who have practised high level of quality leadership. Not all politicians are statesmen, but only those who exercise wise leadership (Stöckl & Smajdor, 2017). Statesmanship is a critical factor for successful organizational leadership. Comment by Stephanie Hobson: It is very important to clearly indicate both the beginning and ending points of source material to avoid documentation plagiarism. Comment by Stephanie Hobson: Do not use capital letters in this instance. Comment by Stephanie Hobson: This word is misspelled. Comment by Stephanie Hobson: This word is misspelled. Comment by Stephanie Hobson: A quick summary: an argument is a claim with a reason for the claim. All your research will become different reasons that support your claim. This is why being specific is so important. You need to identify a specific claim and then identify specific reasons that support your claim. That’s how you make a good argument. This paper is a lit.
Leadership vs Management
Management Vs Leadership Essay
Management vs. Leadership
Essay on Management and Leadership
Essay on Management vs. Leadership
Essay on Leadership vs. Management
Essay Management vs. Leadership
Leadership vs. Management Essay
Management vs. Leadership Essay
Leadership vs. Management
1. The author develops their leadership philosophy based on three core beliefs: that people have the organization's best interests at heart, that a leader must bring people together in collaboration to determine direction and manage change, and that a leader must support people through changes.
2. The author believes that effective leadership requires self-reflection to understand one's strengths, weaknesses, and values in order to develop a unique leadership style and be open to criticism.
3. The author advocates for collaborative leadership that empowers followers and determines a shared vision and goals through open communication and listening to diverse perspectives.
OB Individual assignment by Iliyas Sufiyan Abdella Iliyas Sufiyan
This document contains an individual assignment submitted by Iliyas Sufiyan Abdella for an Organizational Behavior course. It discusses several topics related to organizational behavior including individual differences, personality, perception, motivation, conflict management, and diversity. The key benefits of studying organizational behavior mentioned are helping managers understand employee behavior to increase performance and motivation, develop better human resource strategies, and predict human behavior to improve organizational effectiveness. Elements of organizational behavior that impact an organization's performance are its people, structure, technology, and external environment.
There have been many illuminating debates over the years conce.docxrelaine1
There have been many illuminating debates over the years concerning the differences or
similarities of leadership and management. Many people would argue that there are major
differences in the concepts and precepts of leadership and management because you lead and
love people from the emotional state of mind (heart) and manage processes, ideas, and things
through a logical state of mind (head). Having said this, one could postulate that leadership and
management debates will probably continue well into the future because the opposing
differences in philosophical viewpoints are based on unique organizational dynamics.
Sometimes you hear the expression “natural-born leader.” Leadership is a learned process, but
people must be born with the ability to absorb and apply the leadership concepts they have
learned. UNIT VII STUDY GUIDE Developing Leaders MHR 6551, Training and Development 2
UNIT x STUDY GUIDE Title Those who have served as leaders and managers for many years
are oftentimes inclined to believe that there are similarities as well as differences in leadership
and management. Equally important, experience has proven that in some cases leadership and
management overlap because organizations are composed of behavior (emotional) and task
(production) relationships. However, some do not believe that they are one and the same. Some
similarities of leadership and management are that they are both influential, work with others,
and work towards meeting the organizational goals (Northouse, 2010). Leadership and
management skills are required to be an effective leader. Moye (2004) echoed this point by
stating that not only are the best leaders good managers, but the strongest managers are also
great leaders. It is also important to note that managing is a subset of leading, meaning that
management is just one part of leadership. She went on to say that managers have authority
with employees or projects, whereas leaders motivate those people and projects (Moye, 2004).
Warren Bennis is famous for his one-liners about leadership and management. His one-liners
demonstrate that the differences between managers and leaders. While managers enforce the
expectations, leaders are inspiring and innovative. If you are interested in studying Bennis
further, consider reading his book listed in the Suggested Readings. Remember that
management is a subset of leading. It is the leaders who grow and develop as well as motivate
and connect with their employees. Management, on the other hand, enforces and maintains
guidelines and rules. However, it is important to note that Northouse (2004) stated that effective
organizations need to nourish competent management and leadership skills. Briner and
Pritchard (1997) stated that leaders lead and managers manage. Interestingly, they also stated
that often one person will fill both roles in an organization. Many believe that not all managers
can be considered leaders, and that while there a.
1WEEK TWO ASSIGNMENT 3Continuing Academic Success Stud.docxfelicidaddinwoodie
1
WEEK TWO ASSIGNMENT
3
Continuing Academic Success
Student Name
GEN/201
Date
Instructor
Continued Academic Success
Introduction (Thesis from week #2 here) Create an Opening statement and core theme for your Paper: Continuing Academic Success (50-75 words).
Heading #1 (Example Idea: Educational and Career Goals)
Include at least one educational goal and one career goal and how setting goals can lead to success (150-200 words).
Heading #2 (Example Idea: The Writing Process)
Discuss how the writing process can help you advance in your education and your career (150-200 words).
Heading #3 (Example Idea: Ethical Lens)
Share an example of how the information from your Ethical Lens Inventory can help you make better decisions (150-200 words).
Heading #4 (Example Idea: Critical Thinking Skills)
Elaborate on the steps will you take to improve your critical-thinking skills (150-200 words).
Heading #5 (Example Idea: UOPX Resources)
Highlight the university resources you will use to ensure academic success and also consider the benefits and challenges of working with outside sources (150-200 words).
Conclusion
Summarize your three or four main points and illustrate your closing viewpoints. As you conclude the paper feel free to include any other important lessons you learned in this course (150-200 words).
References (Place the “Reference(s)” on its own page.)
List at least three sources of reference. You should use the articles from the Sources assignment in week #4. (Saves time!)
Refer to the Reference and Citation Generator for proper formatting in the Center for Writing Excellence,
Revised 7/5/16
Module 01: Judgment in Managerial Decision-Making
Learning Outcomes
1. Critique the components of the decision-making process.
2. Explore prescriptive and descriptive decision-making.
3. Assess the use of heuristics in decision-making.
4. Evaluate the role of critical thinking in decision-making.
1. Leadership and Decision-Making
In this module, we will examine leadership and decision-making within the organization. As such, we will discuss the importance of decision-making and the organizational leader. Further, we will examine these important decision-making concepts in light of the various challenges that confront 21st-century organizations. As an organizational leader, it is important for you to have a solid understanding of leadership and decision-making as you help lead your organization toward its goals, objectives, and overall mission.
Leadership and Decision-Making
Leadership and decision-making go together hand-in-hand. In fact, leaders are often confronted with important decisions continually, even in the midst of uncertainty. Nevertheless, great leaders understand how to make decisions that have a positive impact on their organizations, employees, and stakeholders (Kase, 2010). In today's highly volatile global environment, organizational leaders are required to face challenges that confront their organizations with incr ...
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Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
Complete the following in your postReflect on the communicatiLynellBull52
The document discusses communication failures in organizational change efforts. It notes that vision is important but must be developed with input from others to avoid blind spots. Leaders often undercommunicate change and do not adequately prepare or support direct supervisors in communicating change. Leaders must "walk the talk" and ensure their actions are aligned with the vision and change message. An example is provided of Alaska Airlines addressing operational issues by appointing a leader solely focused on fixing problems at their Seattle hub, with authority to break down silos. Data-driven processes were implemented to standardize operations and measure performance.
Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
1. Justin discusses how his small budget office fosters open communication and trust between its four members and larger finance office of 12. The manager promotes a culture of teamwork and risk-taking to achieve goals. Leaders allow flexibility but provide help when needed.
2. Giovanna discusses how her organization fosters open communication through an open-door policy and weekly meetings. It defines teamwork, power, and authority. Common goals are accurately processing veteran and third-party payments. The culture has hierarchical and team-oriented aspects.
3. Recommendations include continuing open communication and process improvement practices, and providing accountability and feedback to avoid mistakes. Both responses integrate readings to support views on leadership and organization.
This document summarizes key concepts from Chapter 1 of an organizational behavior textbook. It defines organizational behavior as the field studying how individuals, groups, and structure influence behavior in organizations. It notes that OB draws from various disciplines like psychology and sociology. Knowing OB can help managers improve performance and employees understand work dynamics. Challenges in today's workplace exist at the individual, group, and organizational levels.
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3
Saud ALriyami
Dr. Victoria
ELA 350
November 16, 2017
Essay4
Paragon Learning Styles Inventory (PLSI) & Student Leadership Practice Inventory
PLSI gives the most important information in terms of personal quality and character in various people. In my own assessment, I am a sensate, a judger and an extrovert person. Firstly, being a sensate, I am a practical and realistic person, more consistent and patient. Above all I am orderly sensible man who applies common sense and experiences such as daily practices and order in all my activities. On the other hand, I am also a judger due to my decisive nature, I embrace scheduled events, have set opinions, and likes order and organization. Lastly, as an extrovert, I learn things by practically doing them, I readily volunteers, and gives opinion and most importantly acting as a leading example to the rest. This assessment on my personal character is based on my self-evaluation as a soccer captain in the campus (Sloterdijk, 2013).
As team leader of my soccer team, I lead as an example which is very critical to my leadership skills. I usually show up timely to training and many times stayed there until late. I was willing to do everything. I was not that nice person to wipe the floor or very calm to yell inspirations words to a newcomer. I recognized that my actions spoke louder than words, therefore in most instances I showed people what to do by leading as an example rather telling them what to do. It is this practical example that defines my character better as a judger, a sensate, and an extrovert person.
As good leaders I do arise for my beliefs, thus I would better have my beliefs to arise for. As a leaders, I am vivid and concise regarding my guiding principles. I have my personal voice, and as well I vividly and genuinely give voice to my ideals. Nevertheless I cannot basically execute my beliefs on others and expect commitment. I do involve others in common ambitions. Acting as a good example starts with the clarification of my ideals and includes building and asserting common beliefs that all can hold (Sloterdijk, 2013).
According the description of Tieger on temperament results, I can ascertain that I am in a “traditionalist” category. This is reinforced due to my strong connection of being a judger and a senser. Furthermore, I clearly belief that expressive speeches regarding shared ideals are not virtually adequate (Sloterdijk, 2013). As a role model I recognize that it’s my conduct that earns my esteem. The actual test is whether I do what I talk abo.
Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
Case Study - Cyberterrorism—A New RealityWhen hackers claiming .docxcowinhelen
Case Study - Cyberterrorism—A New Reality:
When hackers claiming to support the Syrian regime of Bashar Al-Assad attacked and disabled the website of Al Jazeera, the Qatar-based satellite news channel, in September 2012, the act was another act of hacktivism, purporting to promote a specific political agenda over another. Hacktivism has become a very visible form of expressing dissent. Even though there have been numerous incidents reported by the media, the first case of hacktivism was documented in 1989 when a member of the Cult of the Dead Cow hacker collective named Omega coined the term in 1996. However, hacktivism is not the only form of cyber protest and conflict that has everyone from ICT professionals to governments scrambling for solutions. Individuals, enterprises, and governments alike rely in many instances almost completely on network computing technologies, including cloud computing. The international and ever-evolving nature of the Internet along with inadequate law enforcement and the anonymity the global architecture offers creates opportunities for hackers to attack vulnerable nodes for personal, financial, or political gain.
The Internet is also rapidly becoming the political and advocacy platform of choice, bringing with it both positive and negative consequences. Increasingly sophisticated off-the-shelf technologies and easy access to the Internet are significantly increasing incidents of cyberterrorism, netwars, and cyberwarfare. The following are a few examples.
• According to The Israel Electric Company, Israel is attacked 1,000 times a minute by cyberterrorists targeting the country’s infrastructure—water, electricity, communications, and other services.• The New York Times, quoting military officials, said there was a seventeen-fold increase in cyberattacks targeting the US critical infrastructure between 2009 and 2011.• The 2010 Data Breach Investigations Report has data recording more than 900 instances of computer hacking and other data breaches in the past seven years, resulting in some 900 million compromised records. In 2012, the same study listed 855 breaches, resulting in 174 million compromised records in 2011 alone, up from 4 million in 2010.• Another study of 49 breaches in 2011 reported that the average organizational cost of a data breach (including detection, internal response, notification, post notification cost) was $5.5 million. This number was down from $7.2 million in 2010.14 The Telegraph (London) reported that “India blamed a new ‘cyber-jihad’ by Pakistani militant groups for the exodus of thousands of people from India’s north-eastern minorities from its main southern cities in August after text messages warning them to flee went viral.”
There have been recorded instances of nations allegedly engaging in cyberwarfare. The Center for the Study of Technology and Society has identified five methods by which cyberwarfare can be used as a means of military action. These include defacing or di.
Case Study - APA paper with min 4 page content Review the Blai.docxcowinhelen
Case Study - APA paper with min 4 page content
Review the
Blaine
case on the capital structure by understanding the case well enough to help the CEO make informed analysis and decisions on the issues listed in the second paragraph.
I want you to, of course, show me that you understand the situation but then to add the
.
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Case Study #3Apple Suppliers & Labor PracticesWith its h.docxcowinhelen
Case Study #3
Apple Suppliers & Labor Practices
With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.
For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-yearold working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”
Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”
In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.
Essay directions –
Students will have to identify and analyze the above ethical dilemma. Write a 750 – 1000 word, double-spaced paper, and APA style.
Students are expected to identify the key stakeholders, discussion of the implications of the ethical dilemma, and answer the case study questions. Each paper should have the following sections: • Introduction of the case• The ethical dilemma • Stakeholders • Questions • Conclusions • References .
CASE STUDY (Individual) Scotland In terms of its physical l.docxcowinhelen
CASE STUDY (Individual): Scotland
* In terms of its physical landscape, where is the region that is experiencing a devolutionary process located and what type of climate is prevalent? (use Figure 2.5 and 2.4 of the textbook).
* According to the sources you have consulted, do these physical/natural characteristics have played any role in the historical background for this devolutionary process? How?
* How do the people that inhabit the region you are studying speak about their relationship to the land and the environment? Do they express any ideas on biodiversity conservation?
* Do they say anything about their homeland? If the region you are studying has a website (official or not), what role do maps play on their web site/s?
* Is this region located close to or far from the center of power of the country (the national capital city)?
* Does this condition have any impact on the reasons why they would like to gain at-least more autonomy to make their own decisions?
* According to the source/s you have consulted, what are the main reason/s why this population would like to break-up from the country in which they live in?
Do this/these source/s mention any explanation/s based on cultural or ethnic characteristics? For example, speaking a different language? Which one? Professing a different religion? Which one? Economic disparities
.
Case Study #2 T.D. enjoys caring for the children and young peop.docxcowinhelen
Case Study #2
T.D. enjoys caring for the children and young people in the schools where she works, but sometimes she is faced with tough situations such as suspected child abuse and neglect, teen pregnancy, and alcohol and drug use among teenagers. She works hard to ensure that the children in her schools receive the best care possible.
Question:
Several third graders reports having received no breakfast at home for more than a week. T.D. is exercising Advocacy for the students under her care. What type of actions she might be doing to exercise advocacy for the students?
Discuss this:
Moral distress is a frequent situation where health care providers should face. Please define and discuss a personal experience where you have faced Moral distress in your practice.
Discuss how health promotion relates to morality.
Discuss your insights about your own communication strengths and weaknesses. Identify situations in which it may be difficult for you to establish or terminate a therapeutic relationship.
*
formatted and cited in current APA style with support from at least 2 academic sources.
.
CASE STUDY #2 Chief Complaint I have pain in my belly”.docxcowinhelen
CASE STUDY #2
Chief Complaint:
“I have pain in my belly”
History of Present Illness (HPI):
A 25-year-old female presents to the emergency room (ER) with complaints of severe abdominal pain for 2 weeks . The pain is sharp and crampy It hurts if I run, sit down hard, or if I have sex
PMH:
Patient denies
Drug Hx:
Birth control
Allergies:
NKA
Subjective:
Nausea and vomiting, Last menstrual period 5 days ago, New sexual partner about 2 months ago, No condoms, he hates them No pain, blood or difficulty with urination
Objective Data:
PE:
B/P 138/90; temperature 99°F; (RR) 20; (HR) 110, regular; oxygen saturation (PO2) 96%; pain 5/10
General:
acute distress and severe pain
HEENT:
Atraumatic, normocephalic, PERRLA, EOMI, conjunctiva and sclera clear; nares patent, nasopharynx clear, good dentition. Piercing in her right nostril and lower lip.
Lungs:
CTA AP&L
Card:
S1S2 without rub or gallop
Abd:
INSPECTION: no masses or thrills noted; no discoloration and skin is warm to; no tattoos or piercings; abdomen is nondistended and round
• AUSCULTATION: bowel sounds (BS) are normal in all four quadrants, no bruits noted
• PALPATION: on palpation, abdomen is tender to touch in four quadrants; tenderness noted on light palpation, deep palpation reveals no masses, spleen and liver unremarkable
• PERCUSSION: tympany heard in all quadrants, no dullness noted in abdominal area
GU:
• EXTERNAL: mature hair distribution; no external lesions on labia
• INTROITUS: slight green-gray discharge, no lesions
• VAGINAL: normal rugae; moderate amount of green discharge on vaginal walls
• CERVIX: nulliparous os with small amount of purulent discharge from os with positive cervical motion tenderness (CMT)
• UTERUS: ante-flexed, normal size, shape, and position
• ADNEXA: bilateral tenderness with fullness; both ovaries without masses
• RECTAL: deferred
• VAGINAL DISCHARGE: green in color
Ext:
no cyanosis, clubbing or edema
Integument:
intact without lesions masses or rashes
Neuro:
No obvious deficits and CN grossly intact II-XII
Then answer the following questions:
What other subjective data would you obtain?
What other objective findings would you look for?
What diagnostic exams do you want to order?
Name 3 differential diagnoses based on this patient presenting symptoms?
Give rationales for your each differential diagnosis.
-
Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.
.
Case Study #1Jennifer is a 29-year-old administrative assistan.docxcowinhelen
Case Study #1
Jennifer is a 29-year-old administrative assistant married to Antonio, an Italian engineer, whom Jennifer met four years earlier while on a business trip for her marketing company. The couple now lives in Nebraska, where Antonio works for the county's transportation department and Jennifer commutes an hour each way to her marketing office. They have been trying to start a family for over a year. Eight months ago, Jennifer miscarried in her second month of pregnancy. Antonio's parents love Jennifer and often ask her if she is expecting again, hoping to encourage her to focus on her next baby. Jennifer's mother passed away two years ago and her father's health is rapidly deteriorating. Jennifer faces the probability of placing her father in a skilled nursing care facility within the next few months, against his wishes.
At work, Jennifer runs a tight ship. She is organized and prepares lists to assure that everything is done according to schedule. Everyone counts on Jennifer and she takes pride in never letting people down.
Jennifer has visited her physician numerous times in the last six months, complaining of headaches, backaches, and indigestion. Jennifer insists that she is happy and is not feeling stressed, yet she finds herself making more mistakes at work, unable to keep up with housework, and feeling tired and overwhelmed; she has begun to question her effectiveness as an employee, wife, daughter, and potential mother. Her pains seem to be increasing, but her doctor cannot find a physical cause for her discomfort.
Case Study #2
Michael is a 40-year-old airline pilot who has recently begun to experience chest pains. The chest pains began when Michael signed his final divorce papers, ending his 15-year marriage. He fought for joint custody of his two children, ages 12 and 10, but although he wants to be with them more frequently, he only sees them every two weeks. This schedule is, in great part, a result of his employer's announcement that budget constraints would result in layoffs. Michael worries that without his job he will be unable to support his children and lose the new townhouse that he purchased. Michael's chest pains are becoming more frequent and he fears that he may be dying.
Review case studies 1 and 2.
Choose one case study.
Complete the following questions in 150 to 200 words each. Be as detailed as possible and use the information you have learned throughout this course.
• What are the causes of stress in Michael’s or Jennifer’s life? How is stress affecting Michael’s or Jennifer’s health?
• How are these stressors affecting Michael’s or Jennifer’s self-concept and self-esteem?
• How might Michael’s or Jennifer’s situation illustrate adjustment? How might this situation become an opportunity for personal growth?
• What defensive coping methods is Michael or Jennifer using? What active coping methods might be healthier for Michael or Jennifer to use? Explain why you would recom.
Case Study # 2 –Danny’s Unhappy DutyEmployee ProfilesCaro.docxcowinhelen
Case Study # 2 –Danny’s Unhappy Duty
Employee Profiles
:
Carol Brown, Danny Winthrop, Thomas Fletcher
Carol, the Department Secretary for Purchasing and General Stores, has been
working at St. Louis Memorial Hospital for sixteen years, four of which have
been for the present Manager, Dan Winthrop. Carol likes her Boss, who gives
his employees more leeway than most. Carol’s main interests are her work and
her home—traits also typical of the other people who work in the Department.
Carol feels she is part of a close, cooperative group of employees.
Dan, or Danny, as he likes to be called, arrived at St. Louis Memorial four years
ago as a replacement for a Department manager who had been at the Hospital
for a number of years. Danny’s predecessor, Bill Taylor, was very strict in
everything from insisting that employees take exactly one-half hour for lunch
breaks to not having a coffee pot in the Department. When Danny came on
board as a Department Manager, his management style was much less strict.
The result was that Danny’s employees were much happier, and began to meet
and exceed expectations in getting their work done. St. Louis Memorial’s
previous CEO was a good friend and frequently complimented Danny on his
efficient and effective staff. Now a new CEO, Thomas Fletcher, has been hired
by the Hospital’s Board of Directors. Things are about to change.
Thomas Fletcher, new CEO and a recent graduate from a superior school of
hospital management, has always believed in “doing things by the book”.
Thomas originally had wanted to become a doctor, but decided two years into
the process that it was going to take him too long, and that he would be better
off becoming an administrator. He likes the idea of being an administrator,
and wants to be a good one. He has decided to start out his career at St. Louis
Memorial, of the smaller hospitals in the St. Louis area, but hopes to progress to a
a much larger facility in about four years, once he develops a track record at
St. Louis Memorial.
The Challenge: Communication, Criticism and Discipline, Leadership, Motivation,
Rules and Policies
Danny knows his employees quite well. They are generally a happy, cohesive, and cooperative group. They joke around a lot among themselves, but get the work done more than satisfactorily. All of them seem to give a
gr.
Case Study – Multicultural ParadeRead the Case below, and answe.docxcowinhelen
This document provides a case study about a school's multicultural day celebration that resulted in confusion and exclusion. The school encouraged students to participate in a culture parade by wearing clothing representing their ethnic heritage. However, when two students - an African American girl and a white girl - brought everyday clothing, they were not allowed to participate. The teacher was worried others would be confused by their inclusion or that the girls would be ridiculed for misunderstanding the instructions. This highlighted differences between concepts like culture, ethnicity, and nationality.
Leadership vs Management
Management Vs Leadership Essay
Management vs. Leadership
Essay on Management and Leadership
Essay on Management vs. Leadership
Essay on Leadership vs. Management
Essay Management vs. Leadership
Leadership vs. Management Essay
Management vs. Leadership Essay
Leadership vs. Management
1. The author develops their leadership philosophy based on three core beliefs: that people have the organization's best interests at heart, that a leader must bring people together in collaboration to determine direction and manage change, and that a leader must support people through changes.
2. The author believes that effective leadership requires self-reflection to understand one's strengths, weaknesses, and values in order to develop a unique leadership style and be open to criticism.
3. The author advocates for collaborative leadership that empowers followers and determines a shared vision and goals through open communication and listening to diverse perspectives.
OB Individual assignment by Iliyas Sufiyan Abdella Iliyas Sufiyan
This document contains an individual assignment submitted by Iliyas Sufiyan Abdella for an Organizational Behavior course. It discusses several topics related to organizational behavior including individual differences, personality, perception, motivation, conflict management, and diversity. The key benefits of studying organizational behavior mentioned are helping managers understand employee behavior to increase performance and motivation, develop better human resource strategies, and predict human behavior to improve organizational effectiveness. Elements of organizational behavior that impact an organization's performance are its people, structure, technology, and external environment.
There have been many illuminating debates over the years conce.docxrelaine1
There have been many illuminating debates over the years concerning the differences or
similarities of leadership and management. Many people would argue that there are major
differences in the concepts and precepts of leadership and management because you lead and
love people from the emotional state of mind (heart) and manage processes, ideas, and things
through a logical state of mind (head). Having said this, one could postulate that leadership and
management debates will probably continue well into the future because the opposing
differences in philosophical viewpoints are based on unique organizational dynamics.
Sometimes you hear the expression “natural-born leader.” Leadership is a learned process, but
people must be born with the ability to absorb and apply the leadership concepts they have
learned. UNIT VII STUDY GUIDE Developing Leaders MHR 6551, Training and Development 2
UNIT x STUDY GUIDE Title Those who have served as leaders and managers for many years
are oftentimes inclined to believe that there are similarities as well as differences in leadership
and management. Equally important, experience has proven that in some cases leadership and
management overlap because organizations are composed of behavior (emotional) and task
(production) relationships. However, some do not believe that they are one and the same. Some
similarities of leadership and management are that they are both influential, work with others,
and work towards meeting the organizational goals (Northouse, 2010). Leadership and
management skills are required to be an effective leader. Moye (2004) echoed this point by
stating that not only are the best leaders good managers, but the strongest managers are also
great leaders. It is also important to note that managing is a subset of leading, meaning that
management is just one part of leadership. She went on to say that managers have authority
with employees or projects, whereas leaders motivate those people and projects (Moye, 2004).
Warren Bennis is famous for his one-liners about leadership and management. His one-liners
demonstrate that the differences between managers and leaders. While managers enforce the
expectations, leaders are inspiring and innovative. If you are interested in studying Bennis
further, consider reading his book listed in the Suggested Readings. Remember that
management is a subset of leading. It is the leaders who grow and develop as well as motivate
and connect with their employees. Management, on the other hand, enforces and maintains
guidelines and rules. However, it is important to note that Northouse (2004) stated that effective
organizations need to nourish competent management and leadership skills. Briner and
Pritchard (1997) stated that leaders lead and managers manage. Interestingly, they also stated
that often one person will fill both roles in an organization. Many believe that not all managers
can be considered leaders, and that while there a.
1WEEK TWO ASSIGNMENT 3Continuing Academic Success Stud.docxfelicidaddinwoodie
1
WEEK TWO ASSIGNMENT
3
Continuing Academic Success
Student Name
GEN/201
Date
Instructor
Continued Academic Success
Introduction (Thesis from week #2 here) Create an Opening statement and core theme for your Paper: Continuing Academic Success (50-75 words).
Heading #1 (Example Idea: Educational and Career Goals)
Include at least one educational goal and one career goal and how setting goals can lead to success (150-200 words).
Heading #2 (Example Idea: The Writing Process)
Discuss how the writing process can help you advance in your education and your career (150-200 words).
Heading #3 (Example Idea: Ethical Lens)
Share an example of how the information from your Ethical Lens Inventory can help you make better decisions (150-200 words).
Heading #4 (Example Idea: Critical Thinking Skills)
Elaborate on the steps will you take to improve your critical-thinking skills (150-200 words).
Heading #5 (Example Idea: UOPX Resources)
Highlight the university resources you will use to ensure academic success and also consider the benefits and challenges of working with outside sources (150-200 words).
Conclusion
Summarize your three or four main points and illustrate your closing viewpoints. As you conclude the paper feel free to include any other important lessons you learned in this course (150-200 words).
References (Place the “Reference(s)” on its own page.)
List at least three sources of reference. You should use the articles from the Sources assignment in week #4. (Saves time!)
Refer to the Reference and Citation Generator for proper formatting in the Center for Writing Excellence,
Revised 7/5/16
Module 01: Judgment in Managerial Decision-Making
Learning Outcomes
1. Critique the components of the decision-making process.
2. Explore prescriptive and descriptive decision-making.
3. Assess the use of heuristics in decision-making.
4. Evaluate the role of critical thinking in decision-making.
1. Leadership and Decision-Making
In this module, we will examine leadership and decision-making within the organization. As such, we will discuss the importance of decision-making and the organizational leader. Further, we will examine these important decision-making concepts in light of the various challenges that confront 21st-century organizations. As an organizational leader, it is important for you to have a solid understanding of leadership and decision-making as you help lead your organization toward its goals, objectives, and overall mission.
Leadership and Decision-Making
Leadership and decision-making go together hand-in-hand. In fact, leaders are often confronted with important decisions continually, even in the midst of uncertainty. Nevertheless, great leaders understand how to make decisions that have a positive impact on their organizations, employees, and stakeholders (Kase, 2010). In today's highly volatile global environment, organizational leaders are required to face challenges that confront their organizations with incr ...
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Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
Complete the following in your postReflect on the communicatiLynellBull52
The document discusses communication failures in organizational change efforts. It notes that vision is important but must be developed with input from others to avoid blind spots. Leaders often undercommunicate change and do not adequately prepare or support direct supervisors in communicating change. Leaders must "walk the talk" and ensure their actions are aligned with the vision and change message. An example is provided of Alaska Airlines addressing operational issues by appointing a leader solely focused on fixing problems at their Seattle hub, with authority to break down silos. Data-driven processes were implemented to standardize operations and measure performance.
Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
1. Justin discusses how his small budget office fosters open communication and trust between its four members and larger finance office of 12. The manager promotes a culture of teamwork and risk-taking to achieve goals. Leaders allow flexibility but provide help when needed.
2. Giovanna discusses how her organization fosters open communication through an open-door policy and weekly meetings. It defines teamwork, power, and authority. Common goals are accurately processing veteran and third-party payments. The culture has hierarchical and team-oriented aspects.
3. Recommendations include continuing open communication and process improvement practices, and providing accountability and feedback to avoid mistakes. Both responses integrate readings to support views on leadership and organization.
This document summarizes key concepts from Chapter 1 of an organizational behavior textbook. It defines organizational behavior as the field studying how individuals, groups, and structure influence behavior in organizations. It notes that OB draws from various disciplines like psychology and sociology. Knowing OB can help managers improve performance and employees understand work dynamics. Challenges in today's workplace exist at the individual, group, and organizational levels.
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3
Saud ALriyami
Dr. Victoria
ELA 350
November 16, 2017
Essay4
Paragon Learning Styles Inventory (PLSI) & Student Leadership Practice Inventory
PLSI gives the most important information in terms of personal quality and character in various people. In my own assessment, I am a sensate, a judger and an extrovert person. Firstly, being a sensate, I am a practical and realistic person, more consistent and patient. Above all I am orderly sensible man who applies common sense and experiences such as daily practices and order in all my activities. On the other hand, I am also a judger due to my decisive nature, I embrace scheduled events, have set opinions, and likes order and organization. Lastly, as an extrovert, I learn things by practically doing them, I readily volunteers, and gives opinion and most importantly acting as a leading example to the rest. This assessment on my personal character is based on my self-evaluation as a soccer captain in the campus (Sloterdijk, 2013).
As team leader of my soccer team, I lead as an example which is very critical to my leadership skills. I usually show up timely to training and many times stayed there until late. I was willing to do everything. I was not that nice person to wipe the floor or very calm to yell inspirations words to a newcomer. I recognized that my actions spoke louder than words, therefore in most instances I showed people what to do by leading as an example rather telling them what to do. It is this practical example that defines my character better as a judger, a sensate, and an extrovert person.
As good leaders I do arise for my beliefs, thus I would better have my beliefs to arise for. As a leaders, I am vivid and concise regarding my guiding principles. I have my personal voice, and as well I vividly and genuinely give voice to my ideals. Nevertheless I cannot basically execute my beliefs on others and expect commitment. I do involve others in common ambitions. Acting as a good example starts with the clarification of my ideals and includes building and asserting common beliefs that all can hold (Sloterdijk, 2013).
According the description of Tieger on temperament results, I can ascertain that I am in a “traditionalist” category. This is reinforced due to my strong connection of being a judger and a senser. Furthermore, I clearly belief that expressive speeches regarding shared ideals are not virtually adequate (Sloterdijk, 2013). As a role model I recognize that it’s my conduct that earns my esteem. The actual test is whether I do what I talk abo.
Similar to Running head LEADERSHIP ISSUE .docx (10)
Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
Case Study - Cyberterrorism—A New RealityWhen hackers claiming .docxcowinhelen
Case Study - Cyberterrorism—A New Reality:
When hackers claiming to support the Syrian regime of Bashar Al-Assad attacked and disabled the website of Al Jazeera, the Qatar-based satellite news channel, in September 2012, the act was another act of hacktivism, purporting to promote a specific political agenda over another. Hacktivism has become a very visible form of expressing dissent. Even though there have been numerous incidents reported by the media, the first case of hacktivism was documented in 1989 when a member of the Cult of the Dead Cow hacker collective named Omega coined the term in 1996. However, hacktivism is not the only form of cyber protest and conflict that has everyone from ICT professionals to governments scrambling for solutions. Individuals, enterprises, and governments alike rely in many instances almost completely on network computing technologies, including cloud computing. The international and ever-evolving nature of the Internet along with inadequate law enforcement and the anonymity the global architecture offers creates opportunities for hackers to attack vulnerable nodes for personal, financial, or political gain.
The Internet is also rapidly becoming the political and advocacy platform of choice, bringing with it both positive and negative consequences. Increasingly sophisticated off-the-shelf technologies and easy access to the Internet are significantly increasing incidents of cyberterrorism, netwars, and cyberwarfare. The following are a few examples.
• According to The Israel Electric Company, Israel is attacked 1,000 times a minute by cyberterrorists targeting the country’s infrastructure—water, electricity, communications, and other services.• The New York Times, quoting military officials, said there was a seventeen-fold increase in cyberattacks targeting the US critical infrastructure between 2009 and 2011.• The 2010 Data Breach Investigations Report has data recording more than 900 instances of computer hacking and other data breaches in the past seven years, resulting in some 900 million compromised records. In 2012, the same study listed 855 breaches, resulting in 174 million compromised records in 2011 alone, up from 4 million in 2010.• Another study of 49 breaches in 2011 reported that the average organizational cost of a data breach (including detection, internal response, notification, post notification cost) was $5.5 million. This number was down from $7.2 million in 2010.14 The Telegraph (London) reported that “India blamed a new ‘cyber-jihad’ by Pakistani militant groups for the exodus of thousands of people from India’s north-eastern minorities from its main southern cities in August after text messages warning them to flee went viral.”
There have been recorded instances of nations allegedly engaging in cyberwarfare. The Center for the Study of Technology and Society has identified five methods by which cyberwarfare can be used as a means of military action. These include defacing or di.
Case Study - APA paper with min 4 page content Review the Blai.docxcowinhelen
Case Study - APA paper with min 4 page content
Review the
Blaine
case on the capital structure by understanding the case well enough to help the CEO make informed analysis and decisions on the issues listed in the second paragraph.
I want you to, of course, show me that you understand the situation but then to add the
.
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Case Study #3Apple Suppliers & Labor PracticesWith its h.docxcowinhelen
Case Study #3
Apple Suppliers & Labor Practices
With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.
For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-yearold working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”
Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”
In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.
Essay directions –
Students will have to identify and analyze the above ethical dilemma. Write a 750 – 1000 word, double-spaced paper, and APA style.
Students are expected to identify the key stakeholders, discussion of the implications of the ethical dilemma, and answer the case study questions. Each paper should have the following sections: • Introduction of the case• The ethical dilemma • Stakeholders • Questions • Conclusions • References .
CASE STUDY (Individual) Scotland In terms of its physical l.docxcowinhelen
CASE STUDY (Individual): Scotland
* In terms of its physical landscape, where is the region that is experiencing a devolutionary process located and what type of climate is prevalent? (use Figure 2.5 and 2.4 of the textbook).
* According to the sources you have consulted, do these physical/natural characteristics have played any role in the historical background for this devolutionary process? How?
* How do the people that inhabit the region you are studying speak about their relationship to the land and the environment? Do they express any ideas on biodiversity conservation?
* Do they say anything about their homeland? If the region you are studying has a website (official or not), what role do maps play on their web site/s?
* Is this region located close to or far from the center of power of the country (the national capital city)?
* Does this condition have any impact on the reasons why they would like to gain at-least more autonomy to make their own decisions?
* According to the source/s you have consulted, what are the main reason/s why this population would like to break-up from the country in which they live in?
Do this/these source/s mention any explanation/s based on cultural or ethnic characteristics? For example, speaking a different language? Which one? Professing a different religion? Which one? Economic disparities
.
Case Study #2 T.D. enjoys caring for the children and young peop.docxcowinhelen
Case Study #2
T.D. enjoys caring for the children and young people in the schools where she works, but sometimes she is faced with tough situations such as suspected child abuse and neglect, teen pregnancy, and alcohol and drug use among teenagers. She works hard to ensure that the children in her schools receive the best care possible.
Question:
Several third graders reports having received no breakfast at home for more than a week. T.D. is exercising Advocacy for the students under her care. What type of actions she might be doing to exercise advocacy for the students?
Discuss this:
Moral distress is a frequent situation where health care providers should face. Please define and discuss a personal experience where you have faced Moral distress in your practice.
Discuss how health promotion relates to morality.
Discuss your insights about your own communication strengths and weaknesses. Identify situations in which it may be difficult for you to establish or terminate a therapeutic relationship.
*
formatted and cited in current APA style with support from at least 2 academic sources.
.
CASE STUDY #2 Chief Complaint I have pain in my belly”.docxcowinhelen
CASE STUDY #2
Chief Complaint:
“I have pain in my belly”
History of Present Illness (HPI):
A 25-year-old female presents to the emergency room (ER) with complaints of severe abdominal pain for 2 weeks . The pain is sharp and crampy It hurts if I run, sit down hard, or if I have sex
PMH:
Patient denies
Drug Hx:
Birth control
Allergies:
NKA
Subjective:
Nausea and vomiting, Last menstrual period 5 days ago, New sexual partner about 2 months ago, No condoms, he hates them No pain, blood or difficulty with urination
Objective Data:
PE:
B/P 138/90; temperature 99°F; (RR) 20; (HR) 110, regular; oxygen saturation (PO2) 96%; pain 5/10
General:
acute distress and severe pain
HEENT:
Atraumatic, normocephalic, PERRLA, EOMI, conjunctiva and sclera clear; nares patent, nasopharynx clear, good dentition. Piercing in her right nostril and lower lip.
Lungs:
CTA AP&L
Card:
S1S2 without rub or gallop
Abd:
INSPECTION: no masses or thrills noted; no discoloration and skin is warm to; no tattoos or piercings; abdomen is nondistended and round
• AUSCULTATION: bowel sounds (BS) are normal in all four quadrants, no bruits noted
• PALPATION: on palpation, abdomen is tender to touch in four quadrants; tenderness noted on light palpation, deep palpation reveals no masses, spleen and liver unremarkable
• PERCUSSION: tympany heard in all quadrants, no dullness noted in abdominal area
GU:
• EXTERNAL: mature hair distribution; no external lesions on labia
• INTROITUS: slight green-gray discharge, no lesions
• VAGINAL: normal rugae; moderate amount of green discharge on vaginal walls
• CERVIX: nulliparous os with small amount of purulent discharge from os with positive cervical motion tenderness (CMT)
• UTERUS: ante-flexed, normal size, shape, and position
• ADNEXA: bilateral tenderness with fullness; both ovaries without masses
• RECTAL: deferred
• VAGINAL DISCHARGE: green in color
Ext:
no cyanosis, clubbing or edema
Integument:
intact without lesions masses or rashes
Neuro:
No obvious deficits and CN grossly intact II-XII
Then answer the following questions:
What other subjective data would you obtain?
What other objective findings would you look for?
What diagnostic exams do you want to order?
Name 3 differential diagnoses based on this patient presenting symptoms?
Give rationales for your each differential diagnosis.
-
Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.
.
Case Study #1Jennifer is a 29-year-old administrative assistan.docxcowinhelen
Case Study #1
Jennifer is a 29-year-old administrative assistant married to Antonio, an Italian engineer, whom Jennifer met four years earlier while on a business trip for her marketing company. The couple now lives in Nebraska, where Antonio works for the county's transportation department and Jennifer commutes an hour each way to her marketing office. They have been trying to start a family for over a year. Eight months ago, Jennifer miscarried in her second month of pregnancy. Antonio's parents love Jennifer and often ask her if she is expecting again, hoping to encourage her to focus on her next baby. Jennifer's mother passed away two years ago and her father's health is rapidly deteriorating. Jennifer faces the probability of placing her father in a skilled nursing care facility within the next few months, against his wishes.
At work, Jennifer runs a tight ship. She is organized and prepares lists to assure that everything is done according to schedule. Everyone counts on Jennifer and she takes pride in never letting people down.
Jennifer has visited her physician numerous times in the last six months, complaining of headaches, backaches, and indigestion. Jennifer insists that she is happy and is not feeling stressed, yet she finds herself making more mistakes at work, unable to keep up with housework, and feeling tired and overwhelmed; she has begun to question her effectiveness as an employee, wife, daughter, and potential mother. Her pains seem to be increasing, but her doctor cannot find a physical cause for her discomfort.
Case Study #2
Michael is a 40-year-old airline pilot who has recently begun to experience chest pains. The chest pains began when Michael signed his final divorce papers, ending his 15-year marriage. He fought for joint custody of his two children, ages 12 and 10, but although he wants to be with them more frequently, he only sees them every two weeks. This schedule is, in great part, a result of his employer's announcement that budget constraints would result in layoffs. Michael worries that without his job he will be unable to support his children and lose the new townhouse that he purchased. Michael's chest pains are becoming more frequent and he fears that he may be dying.
Review case studies 1 and 2.
Choose one case study.
Complete the following questions in 150 to 200 words each. Be as detailed as possible and use the information you have learned throughout this course.
• What are the causes of stress in Michael’s or Jennifer’s life? How is stress affecting Michael’s or Jennifer’s health?
• How are these stressors affecting Michael’s or Jennifer’s self-concept and self-esteem?
• How might Michael’s or Jennifer’s situation illustrate adjustment? How might this situation become an opportunity for personal growth?
• What defensive coping methods is Michael or Jennifer using? What active coping methods might be healthier for Michael or Jennifer to use? Explain why you would recom.
Case Study # 2 –Danny’s Unhappy DutyEmployee ProfilesCaro.docxcowinhelen
Case Study # 2 –Danny’s Unhappy Duty
Employee Profiles
:
Carol Brown, Danny Winthrop, Thomas Fletcher
Carol, the Department Secretary for Purchasing and General Stores, has been
working at St. Louis Memorial Hospital for sixteen years, four of which have
been for the present Manager, Dan Winthrop. Carol likes her Boss, who gives
his employees more leeway than most. Carol’s main interests are her work and
her home—traits also typical of the other people who work in the Department.
Carol feels she is part of a close, cooperative group of employees.
Dan, or Danny, as he likes to be called, arrived at St. Louis Memorial four years
ago as a replacement for a Department manager who had been at the Hospital
for a number of years. Danny’s predecessor, Bill Taylor, was very strict in
everything from insisting that employees take exactly one-half hour for lunch
breaks to not having a coffee pot in the Department. When Danny came on
board as a Department Manager, his management style was much less strict.
The result was that Danny’s employees were much happier, and began to meet
and exceed expectations in getting their work done. St. Louis Memorial’s
previous CEO was a good friend and frequently complimented Danny on his
efficient and effective staff. Now a new CEO, Thomas Fletcher, has been hired
by the Hospital’s Board of Directors. Things are about to change.
Thomas Fletcher, new CEO and a recent graduate from a superior school of
hospital management, has always believed in “doing things by the book”.
Thomas originally had wanted to become a doctor, but decided two years into
the process that it was going to take him too long, and that he would be better
off becoming an administrator. He likes the idea of being an administrator,
and wants to be a good one. He has decided to start out his career at St. Louis
Memorial, of the smaller hospitals in the St. Louis area, but hopes to progress to a
a much larger facility in about four years, once he develops a track record at
St. Louis Memorial.
The Challenge: Communication, Criticism and Discipline, Leadership, Motivation,
Rules and Policies
Danny knows his employees quite well. They are generally a happy, cohesive, and cooperative group. They joke around a lot among themselves, but get the work done more than satisfactorily. All of them seem to give a
gr.
Case Study – Multicultural ParadeRead the Case below, and answe.docxcowinhelen
This document provides a case study about a school's multicultural day celebration that resulted in confusion and exclusion. The school encouraged students to participate in a culture parade by wearing clothing representing their ethnic heritage. However, when two students - an African American girl and a white girl - brought everyday clothing, they were not allowed to participate. The teacher was worried others would be confused by their inclusion or that the girls would be ridiculed for misunderstanding the instructions. This highlighted differences between concepts like culture, ethnicity, and nationality.
Case Study THE INVISIBLE SPONSOR1BackgroundSome execut.docxcowinhelen
Case Study : THE INVISIBLE SPONSOR1
Background
Some executives prefer to micromanage projects whereas other executives
are fearful of making a decision because, if they were to make the wrong
decision, it could impact their career. In this case study, the president of the company assigned one of the vice presidents to act as the project sponsor on a project designed to build tooling for a client. The sponsor, however, was reluctant to make any decisions.
Assigning the VP
Moreland Company was well-respected as a tooling design-and-build
company. Moreland was project-driven because all of its income came
from projects. Moreland was also reasonably mature in project management.
When the previous VP for engineering retired, Moreland hired an executive from a manufacturing company to replace him. The new VP for engineering, Al Zink, had excellent engineering knowledge about tooling but had worked for companies that were not project-driven. Al had very little knowledge about project management and had never functioned as a project sponsor. Because of Al’s lack of experience as a sponsor, the president decided that Al should “get his feet wet” as quickly as possible and assigned him as the project sponsor on a mediumsized project. The project manager on this project was Fred Cutler. Fred was an engineer with more than twenty years of experience in tooling design and manufacturing. Fred reported directly to Al Zink administratively.
Fred's Dilemma
Fred understood the situation; he would have to train Al Zink on how to
function as a project sponsor. This was a new experience for Fred because subordinates usually do not train senior personnel on how to do their job. Would Al Zink be receptive?
Fred explained the role of the sponsor and how there are certain project documents that require the signatures of both the project manager and the project sponsor. Everything seemed to be going well until Fred informed Al that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project. Fred could tell that Al was
quite upset over this statement.
Al realized that the failure of a project where he was the sponsor could damage his reputation and career. Al was now uncomfortable about having to act as a sponsor but knew that he might eventually be assigned as a sponsor on other projects. Al also knew that this project was somewhat of a high risk. If Al could function as an invisible sponsor, he could avoid making any critical decisions.
In the first meeting between Fred and Al where Al was the sponsor, Al asked Fred for a copy of the schedule for the project. Fred responded: I’m working on the schedule right now. I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk.
Al stated that he would think about it and get back to Fred as soon as possible.
During the middle of the next week, Fred and Al m.
CASE STUDY Experiential training encourages changes in work beha.docxcowinhelen
CASE STUDY: Experiential training encourages changes in work behavior and growth in one’s abilities, which is accomplished through a multitude of methods. Experiential training has proven to be cost-effective while motivating employees as well as improving self-awareness, personal accountability, teamwork skills, and communication skills (Ritchie, 2011). Additionally, the training methods provide trainees with direct experience, the opportunity to reflect on that experience, and share models to help trainees to deduce using both present and past experience, while accommodating learning styles and strengths (Ritchie, 2011). Valkanos and Fragoulis identify several reasons why experiential training provides value:
1. Ongoing advances in technology requiring changes in knowledge, skills, and abilities
2. Divergence between theory and practice
3. Mergers and acquisitions of enterprises which tend to bring new jobs, organizational culture, and work content
4. Constant environment of change, from working conditions to processes and procedures relating to organizational issues, quality, and new products or services, and requiring new competencies, duties, or work content (Valkanos & Fragoulis, 2007, p. 22).
Method
Description
On-the-job Training
Receives instructions on the functions of their job in their assigned workplace.
Simulators
Teaches employees on how to operate equipment in a given context
Role Playing
Developing interpersonal and business skills, such as decision-making, communication, conflict resolution, and solving complex problems.
Case Study
Develops critical thinking skills to include analytical, higher-level skills, and exploring and resolving complex problems.
Games
Develops general business and organizational principles addressing application in a variety of situations.
Behavior Modeling
Used when learning goals are a rule and inflexible procedures. Provides skills and practice to modify and model behavior.
In-basket Techniques
A variety of items placed in an envelope that reflects what might be found in an inbox. This activity is used to assist trainees in developing and applying their strategic and operational skills.
(Blanchard & Thacker, 2013, pp. 222-223)
References:
· Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
· Valkanos, E., & Fragoulis, I. (2007). Experiential learning – its place in in‐house education and training. Development and Learning in Organizations: An International Journal, 21(5), 21-23. doi:10.1108/14777280710779454
Discussion Question--Choose one perspective in which to respond.
Non-HR Perspective: Your department is not meeting performance expectations. What steps do you take to resolve the issue? Is training a possible solution; if so, which of the above training methods would be the most effective in addressing the issue? Would you, at any point, involve HR--if so, at what point and why?.
Case Study Hereditary AngioedemaAll responses must be in your .docxcowinhelen
Case Study: Hereditary Angioedema
All responses must be in your own words. Answers that have been copied and pasted will not receive credit.
1. Translate “angioedema”. [Note: I am not looking for a description of the disorder. Rather, I would like you to translate the medical term itself.]
2. The complement system is described as a ‘cascade system’. How does the system fit into this description of being a cascade? [Suggestion: Google the definition of cascade, then think about the complement system in light of the definition]
3. Is complement involved in the innate, or the adaptive immune system, or both? Please explain you answer.
4. What role does C1INH play in the complement system? Why is it so important?
5. What was the physiologic cause of Richard’s abdominal pain?
6. How can one distinguish the swelling of HAE from the swelling of allergic angioedema?
7. What is bradykinin’s role in HA?
8. Do you think Richard’s infancy colic was related to his HA? No need to research this. Just use your intuition. Explain your thinking.
9. What is typically used to treat attacks of HAE?
10. Swelling in the extremities is not dangerous. What other areas of the body are subject to swelling? What is the most dangerous location for swelling to occur and why is it the most dangerous?
2018
BUS 308 Week 2 Lecture 1
Examining Differences - overview
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. The importance of random sampling.
2. The meaning of statistical significance.
3. The basic approach to determining statistical significance.
4. The meaning of the null and alternate hypothesis statements.
5. The hypothesis testing process.
6. The purpose of the F-test and the T-test.
Overview
Last week we collected clues and evidence to help us answer our case question about
males and females getting equal pay for equal work. As we looked at the clues presented by the
salary and comp-ratio measures of pay, things got a bit confusing with results that did not see to
be consistent. We found, among other things, that the male and female compa-ratios were fairly
close together with the female mean being slightly larger. The salary analysis showed a different
view; here we noticed that the averages were apparently quite different with the males, on
average, earning more. Contradictory findings such as this are not all that uncommon when
examining data in the “real world.”
One issue that we could not fully address last week was how meaningful were the
differences? That is, would a different sample have results that might be completely different, or
can we be fairly sure that the observed differences are real and show up in the population as
well? This issue, often referred to as sampling error, deals with the fact that random samples
taken from a population will generally be a bit different than the actual population parameters,
but will be “close” enough to the actual.
case studieson Gentrification and Displacement in the Sa.docxcowinhelen
case studies
on Gentrification and Displacement
in the San Francisco Bay Area
Authors:
Miriam Zuk and Karen Chapple
Chapter 3: Nicole Montojo
Chapter 4: Sydney Cespedes, Mitchell Crispell, Christina Blackston, Jonathan Plowman, and
Edward Graves
Chapter 5: Logan Rockefeller Harris, Mitchell Crispell, Fern Uennatornwaranggoon, and Hannah Clark
Chapter 6: Nicole Montojo and Beki McElvain
Chapter 7: Celina Chan, Viviana Lopez, Sydney Céspedes, and Nicole Montojo
Chapter 8: Alexander Kowalski, Julia Ehrman, Mitchell Crispell and Fern Uennatornwaranggoon
Chapter 9: Mitchell Crispell
Chapter 10: Logan Rockefeller Harris and Sydney Cespedes
Chapter 11: Mitchell Crispell
Partner Organizations:
Causa Justa :: Just Cause, Chinatown Community Development Center, Marin Grassroots, Monument
Impact, People Organizing to Demand Environmental & Economic Rights (PODER), San Francisco
Organizing Project / Peninsula Interfaith Action , Working Partnerships USA
Acknowledgements:
Research support was provided by Maura Baldiga, Julian Collins, Mitchell Crispell, Julia Ehrman, Alex
Kowalski, Jenn Liu, Beki McElvain, Carlos Recarte, Maira Sanchez, Mar Velez, David Von Stroh, and
Teo Wickland. Report layout and design was done by Somaya Abdelgany.
Additional advisory support was provided by Carlos Romero. This case study was funded in part by
the Regional Prosperity Plan1 of the Metropolitan Transportation Commission as part of the “Regional
Early Warning System for Displacement” project and from the California Air Resources Board2 as part
of the project “Developing a New Methodology for Analyzing Potential Displacement.”
The Center for Community Innovation (CCI) at UC-Berkeley nurtures effective solutions that expand
economic opportunity, diversify housing options, and strengthen connection to place. The Center
builds the capacity of nonprofits and government by convening practitioner leaders, providing techni-
cal assistance and student interns, interpreting academic research, and developing new research out
of practitioner needs.
communityinnovation.berkeley.edu
July 2015
Cover Photographs: Robert Campbell, Ricardo Sanchez, David Monniaux, sanmateorealestateonline.com/Redwood-City, marinretail-
buzz.blogspot.com, trulia.com/homes/California/Oakland , bloomingrock.com, sharks.nhl.com/club/gallery, panoramio.com
1 The work that provided the basis for this publication was supported by funding under an award with the U.S. Department of Hous-
ing and Urban Development. The substance and findings of the work are dedicated to the public. The author and publisher are solely
responsible for the accuracy of the statements and interpretations contained in this publication. Such interpretations do not neces-
sarily reflect the views of the Government.
2 The statements and conclusions in this report are those of the authors and not necessarily those of the California Air Resources
Board. The mention of commercial products, their source, or their u.
Case Studt on KFC Introduction1) Identify the type of .docxcowinhelen
Case Studt on KFC
Introduction
1) Identify the type of business organization and strategies
2) Key players
Body
1. Opportunities
2. Threats
Closing/Conclusion
1. Make recommendations
2. Offer a plan for implementation
.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
Case Studies Student must complete 5 case studies as instructed.docxcowinhelen
Case Studies: Student must
complete 5 case studies
as instructed by course
materials. Fill out form below for 5 different people (imaginary is okay).
Master Herbalist Questionnaire
Date: _____________________
Name: _________________________________ Age: ______ Birth date:_____________
Address: ________________________________________________________________
Home Phone: _________________________ Work Phone:________________________
Height: _________ Weight: _________ 1 year ago:__________ 5 years ago:_________
Occupation: _______________________________________ Full Time Part Time
Living situation: Alone Friends Partner Spouse Parents Children Pets
What are your major health concerns and intentions for your visit today?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any other health care providers or consultants you are currently working with:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any current health conditions diagnosed by a medical doctor:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please use this form
as a source of
reference when
conducting your
Case-Studies.
Treat this part as information only as you are not to treat or prescribe treatment for any specific diseases
It is important to know if the client is receiving treatment from other practitioners and what these entail
Since legally you are not allowed to diagnose disease, it is helpful to get one from an MD
When was your last physical exam?
________________________________________________________________________
Please list all herbs, vitamins, and dietary supplements you are currently taking, includingdosage and frequency:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
List all medication.
Case Studies in Telehealth AdoptionThe mission of The Comm.docxcowinhelen
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
Constructing Your Course Container for Effective Communication
Running head LEADERSHIP ISSUE .docx
1. Running head: LEADERSHIP ISSUE
! 1
Leadership Issue
Brittany Baron
Dr. Ed Funk
OLCU 487
LEADERSHIP ISSUE
! 2
Abstract
Leaders face a number of issues that, which can affect the
effective management of the
organization. Among the issues, they came across in their
leadership role that will be discussed is
a confrontation. Confrontation may occur in the following ways;
speaking up, talking about
problems, raising issues, and asking for help. Leaders
experience confrontations almost every
day. Since confrontations occur frequently in workplaces, they
have to be dealt with
2. appropriately. The best way to deal with confrontation is not to
avoid it. Avoidance is a method
that has been adopted by many leaders. The avoidance of
confrontation erodes the elements of
respect, trust, and healthy workplace. Therefore, leaders should
encourage constructive
confrontations. Constructive confrontations will be encouraged
through knowing of ways to
create them and handling them. It is crucial to study
confrontation in order to be able to create
constructive ones in the workplaces and deal with them.
LEADERSHIP ISSUE
! 3
Table of Contents
Leadership Issue 4
..............................................................................................
Research Purpose and Questions 5
..........................................................................
Literature Review 5
............................................................................................
Confrontation as an act of respect (how it is healthy) 5
3. ..............................................
Why leaders are not encouraging more of the confrontation 9
.....................................
Conclusions and Recommendations 11
......................................................................
How to create a constructive confrontation 12
.......................................................
How to handle confrontation 15
..........................................................................
References
16...........................................................................................
........
LEADERSHIP ISSUE
! 4
Leadership Issue
The leadership issue identified is a confrontation. Leaders battle
with the problem of
confrontation in their organizations. Confrontations that are not
constructive are likely to result
in conflicts while those that are constructive can be dealt with
peacefully. There are many times
leaders, in their roles, have experienced a clash of ideas and
attitudes with other leaders or
4. followers in the organization. In fact, leaders experience
confrontations almost daily in their day-
to-day activities.
Some leaders try to avoid conversation because it is likely to
lead to confrontation. In
fact, leaders think that confrontation is a bad thing, and it
should be avoided at all cost. For
instance, if a leader was doing something that was interfering
with the ability of another person
to perform his task and accomplish the objective that is
important, it will be important for the
other person to notify the leader his actions. This is a form of
confrontation.
It is very important for leaders to know the consequences of
their actions. It will be
difficult for one to be successful in avoiding confrontations.
One should be willing to give and
receive feedback from workers in the organization (Hershcovis,
Cameron, Gervais, & Bozeman,
2017). Communication should not be assumed by those in
leadership positions. The fear of
conversing about issues that are pertinent will bring about
leadership issues in the organization.
5. The idea of assuming things on the part of managers and leaders
should be done away with. The
assumption will make important things not to be dealt with at
the right moment. Those in
leadership positions should always be free with one another and
with other workers. It is crucial
LEADERSHIP ISSUE
! 5
to study confrontation in order to be able to create constructive
ones in the organization and deal
with them.
Research Purpose and Questions
The purpose of this paper is to discuss confrontation. Also, it
will discuss whether
confrontation is an act of respect (or whether it is healthy,) and
why most leaders try to avoid
confrontation. Therefore, the research question for this study is
the following: Is confrontation an
act of respect and why aren’t leaders encouraging more of it?
The good thing about the formulated research question is that it
will create more inquiry into this
issue of confrontation. Being among the important stages of
6. research, it will help guide the
research. This research question is the foundation of this study.
All the things that will be
discussed in the next sections will be built on the research
question. It means that the base of
where this study is heading is formed by the research question.
Literature Review
Confrontation as an act of respect (how it is healthy)
Kellermanns et al. (2008) argue that constructive confrontation
is important to leaders
and in organizations. This is because it helps to create a healthy
environment or workplace for
leaders and employees. Organizations are making use of work
teams so much to get greater
access to the broader skill and knowledge base of workers as
well as provide efficient, adaptive
decision-making. The authors also argue that constructive
confrontation norms crucial
contingency variable in the relationship between decision
quality and mental model similarity.
The significance of mental model similarity during
confrontations is that it will enable a leader
7. LEADERSHIP ISSUE
! 6
and other team members to understand the perspectives of one
another. Also, it will bring down
the chances of occurrence of conflicts. Decision quality will be
improved by mental model
similarity. With the presence of constructive confrontations and
good norms, leaders and workers
will reap positive benefits from confrontations without
experiencing negative consequences.
Additionally, there will be a greater diversity of inputs
(Kellermanns et al., 2008). Therefore,
when there is a strong constructive confrontation norm and less
mental model similarity (that is,
more diversity of perspectives) improved decision quality will
be likely. Therefore, constructive
confrontation is good since it creates a healthy workplace. It
will also create respect among
leaders and members.
According to a study that was carried out by Johnson (1990),
confrontation, especially
constructive confrontation, is an act of respect in the workplace.
Leaders who empower others in
8. the organization to speak up, talk about their problems, raise
issues, and ask for help are likely to
be respected. Speaking up and dealing with confrontations is a
cultural norm, which can enhance
organizational success. In their study, the researchers also
found that individuals who are always
on receiving end of disrespect at workplaces spend much of
their time, about 50 percent, during
working hours dealing with the impact of disrespect behavior.
For instance, if leader X is
disrespected by leader Y, leader X will spend much time dealing
with the impact of being
disrespected by leader Y. When confrontation is encouraged,
workers will be free to air their
ideas and feedback freely (Johnson, 1990). This will encourage
innovation and creativity,
thereby, doing away with fear that could have brought about
disrespect. Respect will prevail in
the organization when workers are able to express themselves
respectfully. Many people know
how to communicate, but the skill that most leaders lack is how
to communicate respectfully and
LEADERSHIP ISSUE
9. ! 7
effectively. Confrontation and conversation are good cultural
norms of workplaces. Giving
feedback and speaking up are forms of confrontation
(Hershcovis et al., 2017). Leaders should
not go to great length to avoid confrontation. Due to this, things
that are interfering with the
ability of a person to do his job properly, to attain their full
potential, and positively contribute to
the performance of an organization should be dealt with.
Keeping silence when things are
bothering you only kills the chances for top employer status.
Respect within the organization and
better performance from leaders and employees can be attained
through having a culture in the
workplace that encourages people to speak up.
The study by Burpo and colleagues examined the use of
confrontation when it comes
power tool. According to the study, a good association helps to
build power among leaders and
employees. Further, confrontation always arises during the
association of leaders and employees.
A constructive confrontation between those with power and
while dealing with other employees
10. can help deal with intractable conflict (Burpo, DeLord, &
Shannon, 1997). During this kind of
conflict, there should be the assumption that long-term and
intense confrontation over difficult
and crucial issues are inevitable. What can be not usual is the
destructiveness that is attributed to
the escalation of conflicts. Also, discussed are the steps in a
constructive confrontation. The first
step is diagnosis and it entails preparing for a conflict map.
This map requires leaders to
determine potential and active adversary groups together with
intermediaries. The interests and
position of these groups should also be determined.
Furthermore, immediate disputes and
confrontations should be placed into the context of the
underlying and long-term conflict. The
LEADERSHIP ISSUE
! 8
other thing to be carried out during the step of diagnosis is
differentiating core aspects of a
conflict from factors that are complicated. Complicating factors
are issues in the process of
11. conflict that make core harder to see, understand, and address.
Some examples include the
classes determined in the training program. Some of these are
framing problems, fact-finding
problems, procedural problems, misunderstandings, and
escalation and polarization. Finally,
problems present in the core confrontation process has to be
determined.
Pearce and Littlejohn (1997) argue that respect among
individuals and the creation of a
healthy workplace can be attained through having more
productive ways to express moral
differences and manage moral confrontations and conflicts.
Moral confrontation and conflict are
defined by the authors as a situation where moral orders and
social worlds of individuals are
incommensurate. Some of the best approaches that can be used
when it comes to these situations
are primary approach via communication theory and process-
oriented approach. The good thing
with these approaches is that they will direct attention to the
structure of confrontation and
conflicts. One particular method that should be avoided is
strategic outcome-oriented
12. approaches. This is because it only focuses on winning a
confrontation or dispute (Pearce &
Littlejohn, 1997; Sessa, Morgan, Kalenderli, & Hammond,
2014). A confrontation should be
handled through the use of better confrontation management
methods. Some of the ways that can
be used to handle confrontation and conflict is dealing with the
issue and reaching an agreement
and not avoiding a situation. Confrontation in the workplaces is
beneficial. When a confrontation
is dealt with properly, a stronger and more open social bond is
formed between individuals. This
calls for leaders to find a better way of engaging with others
and dealing with confrontations and
conflicts.
LEADERSHIP ISSUE
! 9
Similarly, Hershcovis et al. (2017) state that confrontations
emerge from some moral
differences. Some of the moral differences and differences in
opinion, differing social realities,
and differing worldviews. Not all difference among individuals
will lead to confrontations.
13. Moreover, confrontations are a good form of communication,
and it has four important features.
These features are interminable, intractable, morally and
rhetorically attenuated. Differences
among individuals are normal. When differences are not
threatening, people may communicate
in ways that celebrate differences and ways that celebrate
similarities. On the other hand,
persuasion can be used to deal with differences that are a bit
troubling. Shared standards of the
disclosure will be required during the process of persuasion. In
cases where that is troubling
differences, individuals may be forced to repress their
differences (Hershcovis et al., 2017).
Repressing differences is not a good way of dealing with
confrontations because it may make
things to be violent at sometimes. Better communication
methods should be used to handle
confrontations. For instance, one method that can be employed
is transcendent discourse.
Transcendent discourse will introduce a new shared language.
This language will help
individuals to coordinate their worldviews that are differing,
thereby, creating strong bonds and
14. respectful relationship.
Why leaders are not encouraging more of the confrontation
According to Chaudhuri, Kettunen, and Naskar, (2015) leaders
are always after creating a
good image for others in the organization. The leaders believe
that confrontation is not healthy
and getting involved in one will create a negative image. This
makes these leaders avoid
confrontation at all costs. For instance, there are leaders who,
when a confrontation is looming
will change the method of communication. Instead of
communicating with others face to face,
LEADERSHIP ISSUE
! 10
they will use the internet to communicate messages. This is not
a good way of dealing with a
problem. Trust and respect can be created by communicating
effectively and ensuring that all
issues or matters are resolved.
Jackman and & Strober (2003) believe that leaders are not
encouraging more of confrontation
15. because they fear confrontation. Leaders who cannot confront
are not effective in their work.
This is because they fall below their potential, live with the
frustration of nagging, and lead a
workforce and organization that is unremarkable. Such leaders
avoid confrontation due to a
number of reasons. Among the reasons are: they are concerned
that they will not confront well;
they are driven by self-interest, where they do not want to get
upset with others; they have false
compassion (false compassion avoids while real compassion
confronts), and think that
confrontation is cruel. There are many methods to deal with the
fear of confrontation. Some of
these methods are; believing in the ability of others, committing
and serving others and making
things better, reflecting on past failures and success before
confrontations, defining perspective,
coming up with alternatives and choosing the best ones,
responding to defensiveness by asking,
and using others' language.
Some leaders do encourage confrontation because they argue
that the confrontation may
change from a constructive one to one that is destructive
16. (Hershcovis, Cameron, Gervais, &
Bozeman, 2017). Constructive confrontation is good in the
organization since it enables
individuals to air their views and give feedback freely. Also, it
can create the elements of trust
LEADERSHIP ISSUE
! 11
and respect among leaders and workers since the views of all
are accepted and acted upon.
Destructive confrontation, on the other hand, will create
conflict. Conflict will hamper the
effective performance of leaders and workers. Most leaders
believe that confrontation may make
things worse in the workplace by interfering with cooperation,
coordination, teamwork, respect,
and trust.
Lack of effective methods of handling confrontation on the part
of leaders makes them not to
encourage confrontations. Most leaders are having a problem
with handling tough conversations
with others in the organization (Dirks & Skarlicki, 2004;
Susskind, Levy, & Thomas-Larmer,
17. 1999). This is because they do not know about ways of handling
confrontation as a leader. For
instance, most leaders come across issues or things in the
organization that is not done properly,
however, they have the fear to confront those who are not doing
those things as it is expected.
Therefore, leaders should do away with qualities that they had
while leading small teams, such as
generous heart, niceness, and gentleness. These qualities are a
liability to leaders and senior
managers.
Conclusions and Recommendations
A confrontation is an act of respect and it determines the
effectiveness of a leader. Since it
may occur in different ways, such as giving feedback, speaking
up, talking about problems,
raising issues, and asking for help, it creates effective
communication and brings in the elements
of respect and trust. Leaders should be aware that it is a cultural
norm that can create the success
LEADERSHIP ISSUE
! 12
18. of the organization. Additionally, confrontation will make sure
that all issues like moral
differences are dealt with in an appropriate manner. Most
leaders do not encourage confrontation
because of a number of reasons. These reasons are; lack of
effective ways of handling
confrontation, having the fear of confrontation, and avoiding to
create a bad image.
Therefore, it is recommended that leaders should come up with
ways of creating
constructive confrontation and methods of handling them.
Below are some of the ways that
should be used by leaders to create constructive confrontation
and methods of handling the
confrontations.
How to create a constructive confrontation
One of the major challenges and difficult situations, leaders
face is trying to work on the
poor performance of an employee. With skillful coaching,
patience, and perseverance, leaders
can help the worker have the preferred change through giving
them positive motivation. A coach
who is an effectual performer knows how to confront a worker
constructively hence increasing
19. the chances of the positive outcome. These leaders understand
that engaging workers on a
destructive confrontation lead to reactions that are negative to
the workers.
As a good coach, it is good to come up with stages so as to
effectively practice
presentational communication and interpersonal skills, this will
facilitate the effectiveness and
LEADERSHIP ISSUE
! 13
delivery of the constructive feedback to the workers. A leader
should be prepared when handling
the workers. In that what he/she has the right facts and
examples that are specific to be used
during the meeting with the workers. Reviewing documents with
workers will help increase their
understanding of what is discussed.
Create the best atmosphere. As a leader is positive, not
arrogant, being confident while
speaking and maintaining of eye contact will create a good
environment for the discussion.
Monitoring non-verbal cues such as tone, facial expression, and
20. body language are important.
Studies have shown that non-verbal cues carry a strong meaning
to the audience other than what
we verbally speak.
Acknowledging the past good performance of employees will
encourage them to discuss
freely towards the subject matter. A leader who recognizes all
the work of his/her employees and
is sincere with what observed will create a better room for
improvement since he/she is positive
about the workers.
During the meeting, as a leader lecturing should be avoided.
The meeting should be
meant for discussion where each party is given an opportunity
to speak and point out examples
of poor performance and how to deal with them to give good
results. By reviewing acts of poor
performance with the employees will give the room to reflect
and focus on how to work well so
LEADERSHIP ISSUE
! 14
as to give the best performance. Asking open-ended questions
21. will give room for discussions.
Ensuring that the employees understand clearly on the situation
and what is needed differently so
as to give improvements.
Allowing possible solutions to come from employees facilitates
easy commitment,
gaining by the employees. Employees will have time to reflect
on the solutions generated by
them and also come up with ways of changing their behavior
about the work. Discussing specific
aims and letting the employees give their sides and what it will
take them to meet what has been
set. Being part of them and adding your ideas will lead to
improvement.
The conversation should be kept on track so as to avoid
misunderstandings. If an
employee goes out of topic, acknowledge what he/she has said
and helped them to get back to
the subject matter. In case of any misbehavior or employees
become disrespectful immediately
stop it. Come up with strategies that will make them get
composed by maybe initiating a break
in the middle of the discussion. Be ready to have empathy for
them if they express what they
22. feel, but the subject matter should remain on track.
Disciplinary procedures should be explained if they are unable
to improve the situation.
Before ending the meeting, you should be able, sum up, what
has been agreed on and the
possible disciplines that will be there if they do not meet with
what was agreed on. Remember
that in order to achieve good performance it is the duty for both
of you to work together. Give the
employees encouragements that they are the best and hence
what has been discussed will be put
LEADERSHIP ISSUE
! 15
into consideration. Conclude the meeting on a positive note and
schedule a date for the next
meeting to discuss their progress.
How to handle confrontation
Issues of confrontation are very common in workplaces.
However, this is not the best
way of interaction in places of work. There are many positive
ways of dealing or handling
23. confrontation in a manner that it cannot cause conflicts.
If issues arise between you and your employees or between
leaders it is good to find the
right place to discuss the issue. A private place or office is
better because the conversation is
private and you don't want other co-workers to know what is
happening. Additionally, it is not
good to confront someone over the email or telephone since
there are no physical interactions,
one may miss the facial expressions or body language cues. It is
good to have in-person
confrontational meetings.
Confrontational interactions or meetings need a lot of time
whereby you and the other
party has time to have a conversation at length. Little time will
make you unable to express your
feelings and say everything you wanted to say. Giving yourself
more time will enable you to
express everything you desired to say and confront the person in
the best way that will lead to a
good ending.
LEADERSHIP ISSUE
24. ! 16
When meeting up with a co-worker or a leader about issues, it is
good to go there without
any attachments to the outcome and with a positive attitude. Try
to walk into the meeting place
without the mind that you are right or you know everything.
Being in positive attitude will
enable you to listen carefully to the other person without
creating more conflicts.
Looking for ways to clarify the situation will ensure that a
confrontation is not difficult.
Asking related question will help to make the dialog more
productive since these questions seek
to find out what really went wrong. Answering the questions
will help to create solutions to the
issues, hence, making the both of you feel productive.
‘I' statements help to avoid problems in a conversation between
two co-workers or
leaders. ‘I' statements help to turn the attention of the listeners
back to the person speaking. This
tool helps to avoid confrontation of what was done by the wrong
person. This will make another
person not to feel defensive because you are talking about what
happened to you and your
25. experience. Using ‘I’statements help to shift the conversation
tension hence ending up positively.
References
Burpo, J. H., DeLord, R., & Shannon, M. (1997). Police
association power, politics, and
confrontation: A guide for the successful police labor leader.
CC Thomas.
LEADERSHIP ISSUE
! 17
Chaudhuri, M. R., Kettunen, J., & Naskar, P. (2015).
Transformational and servant leadership:
Evidence from indian higher education. Online J. Qual. High.
Educ, 2(4), 93-101.
Dirks, K. T., & Skarlicki, D. P. (2004). Trust in leaders:
Existing research and emerging issues.
Trust and distrust in organizations: Dilemmas and approaches,
7, 21-40.
Hershcovis, M. S., Cameron, A. F., Gervais, L., & Bozeman, J.
(2017). The Effects of
Confrontation and Avoidance Coping in Response to
Workplace Incivility.
Jackman, J. M., & Strober, M. H. (2003). Fear of feedback.
26. Harvard Business Review, 81(4),
101-108.
Johnson, David W. (1990). Reaching Out, 4th ed. Englewood
Cliffs, NJ: Prentice-Hall.
Kellermanns, F. W., Floyd, S. W., Pearson, A. W., & Spencer,
B. (2008). The contingent effect
of constructive confrontation on the relationship between shared
mental models and
decision quality. Journal of Organizational Behavior, 29(1),
119-137.
Pearce, W. B., & Littlejohn, S. W. (1997). Moral conflict: When
social worlds collide. Sage.
Sessa, V. I., Morgan, B. V., Kalenderli, S., & Hammond, F. E.
(2014). Key events in student
leaders’ lives and lessons learned from them. Journal of
Leadership Education, 13(2),
1-28.
Susskind, L., Levy, P., & Thomas-Larmer, J. (1999).
Negotiating Environmental Agreements:
How To Avoid Escalating Confrontation Needless Costs And
Unnecessary Litigation.
Island Press.
Leadership IssueResearch Purpose and QuestionsLiterature
ReviewConfrontation as an act of respect (how it is
27. healthy)Why leaders are not encouraging more of the
confrontationConclusions and RecommendationsHow to create a
constructive confrontationHow to handle
confrontationReferences
Senior Research Project Presentation
Length: 8 PowerPoint, Prezi or PowToon slides (excluding title
page and References)
Due: Week 8 by Wednesday Midnight
Value: 80 Points for 8% of the grade
Post: Week 8 Discussion Board
Evaluation Criteria for Senior Research Project Presentation
Report Elements Exemplary
Proficient
Developing
Emerging
Leadership Issue,
Research Purpose
and Questions
28. 20 - 19
Clearly and
concisely describes
the leadership issue
and purpose.
Identifies 2 research
questions (RQ).
Introduction is
engaging and
interesting.
18 - 17
Fairly clearly
describes the
leadership issue
and purpose.
Identifies 2 research
questions (RQ).
Introduction gains
audience attention.
16 - 15
Somewhat clearly
describes the
leadership issue and
purpose. Identifies 1
- 2 research
questions (RQ).
Somewhat engages
audience
14 - 0
Unclear or confusing
description of
leadership issue and
29. purpose. May identify
research questions
which may not be
succinct.
Literature Review
20 - 19
Clearly and precisely
defines key terms,
identifies theories
and research
studies. Effectively
uses literature to
answer research
questions supported
with citations.
18 - 17
Defines most key
terms and concepts,
identifies theories
and research
studies. Uses
literature to answer
research questions
usually supported
with citations
16 - 15
Somewhat clearly
defines most key
terms’ identifies
some theories and
research studies.
30. Somewhat uses
literature to answer
research questions
with some citations
14 - 0
Limited if any
definition of key
terms, may not
identify theories
and/or research
studies. answers
RQs. May not use
literature and/or
citations to answer
research questions
Conclusions and
Recommendations
20 - 19
Objectively analyzes
and integrates
research to draw
valid conclusions
and
recommendations
supported by
findings in the
literature.
18 - 17
Fairly objectively
analyzes and
integrates research
to draw valid
31. conclusions and
recommendations
supported by
findings in the
literature.
16 - 15
Somewhat analyzes
and integrates
research.
Conclusions and
recommendations
may be general
and/or have only
come support in the
findings of the
literature.
14 - 0
Limited if any
analysis and
integration of
research. Limited if
any conclusions or
recommendations
drawn based on the
findings of the
literature.
Presentation
clarity
20 - 19
Presentation is
clear, informative;
visually interesting,
32. easy to read and the
required length.
Uses good grammar
and spelling, and is
focused. Includes
citations and
References.
18 - 17
Presentation is
clear, easy to read,
fairly visually
interesting and
focused. May by
10% too long or
short and/or have
minor grammar
and/or spelling
errors. Includes
citations and
References.
16 - 15
Presentation is
somewhat clear but
may not be focused.
May by 15% too long
or short and/or
include numerous
grammar, spelling
and/or APA errors.
Citations may be
incomplete.
14 - 0
Presentation is
33. unclear and difficult
to understand or
read. May by 20%
too long or short
and/or include
numerous grammar
and/or spelling
errors. Limited
adherence to APA
standards.
Senior Research Project Presentation