Running head: STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 1
STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 6
Daniel Ortiz
Strategic Change: Global Creative Organization
LDR 531
Farooq Khan
University of Phoenix
March 8, 2017
Strategic Change: Global Creative Organization
The leaders in most global organizations have to deal with growing complexities in the industry and the market, uncertainties, workplace diversity, and highly volatile markets. The changes taking place in the market may affect the performance of their businesses as well as their competitiveness in the global market. As the business conditions continue to change rapidly, the leaders should be in a position to adjust accordingly and match this pace as a way of maintaining the performance of the organizations. As a global and creative organization, a firm should be able to nurture and develop such creative leaders who are capable of navigating the complexity of the market and maintain the firm's competitive advantage. As such, a leader of a creative organization should be in a position to establish the right direction, pace, and a meaningful work environment that supports the growth of individuals and the entire organization (Anderson et al, 2015). The leader should be able to facilitate the engagement of all the stakeholders and ensure that they assume responsibility in as much as they are held accountable for the performance of the firm. Also, one should lead effectively through maintenance of relationships, systems, and processes that facilitate the execution, focus, attainment, and maintenance of the desired results. This essay explores Apple Inc., as a creative organization that has been able to attain considerable success in the global market through effective and creative leadership strategies.
Apple Inc. has grown to become a global leader in the technology industry. Apple has successfully operated in the market through the application of creative and innovative strategies, which has enabled them to counter competitive pressures and attract customers from across the world. As a successful business organization, it is important to understand the value of creative leadership as well as innovation as a way to the attainment of greater competitiveness in the market. Apple Inc. is an appropriate example of the impact of effective leadership that is based on creativity and innovation can transform the future of an organization (Anderson et al, 2015).
Over the years, creativity and enabled the company to develop and improve the quality of their products continuously, thus being able to serve the rapidly evolving needs of their global customers. Through effective creative leadership, by individuals such as Steve Jobs, Apple has been able to move to higher levels of performance and maintain this competitive advantage in the market by innovating and renovating their products to suit the market dynamics. Creative leadership is able to focus on the enhancement of cha ...
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
Key Characteristics Of Organizational Development In The...Angie Lee
Organizational development aims to improve an organization's ability to change and adapt. It involves long-term, organization-wide efforts to enhance problem-solving and renewal processes through behavioral science interventions. The text discusses Richard Beckhard's definition of the three key characteristics of organizational development as planned, organization-wide, and managed from the top to boost effectiveness through mediations in the organization's development.
The importance of Innovation and Technology in Organizational CultureAdedamolaAina
Organizational culture can be defined as shared values and beliefs that guide employee behavior. Cultures that foster innovation through enabling policies and values have competitive advantages. Internal integration, where employees work together and develop a shared identity, allows organizations to progress towards innovation. When measuring results, financial incentives do not always increase innovation. Subcultures may contradict the larger culture but can spark needed changes through new approaches. Technology choices are strategic and affect long term performance. Organizations that learn new technologies and keep staff updated tend to be more efficient and productive.
This document discusses how companies can create a culture of innovation. It argues that innovation is critical for business success and survival in today's environment. It emphasizes that innovation depends on investing in employees and fostering a culture that encourages creative thinking. The document provides several strategies for developing an innovative culture, including having leadership commit to innovation as a top goal, recognizing employees' innovative contributions, promoting collaboration over individual achievements, and embracing diversity in work groups. It also stresses the importance of consulting to help companies change attitudes and think in new ways to drive innovation.
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTo.docxdanielfoster65629
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTopicFrequency or timelineStakeholders/AudiencePurpose or rationaleCommunicatorMessageAuthorDelivery methodmeasureCommunicating ChangeRegularlyworkersto adjust to changemanagementchangeHRemail and meetingsobservationCommunicating Changeupdate them whenever there is changecustomerinform of new productsmanagement,workers and agentsimproved products and servicesCEOadvertisements and agentsinterview and questionaireCommunicating Changeupdate them whenever there is changepublicinform them of change and new productsmanagement,workers and agentschange and improved servicesCEOadvertisement,agents and workersinterview and questionaireCommunicating Changewhen there is a changeagentsto adress the new change in their operationmanagement and workersinform ofchange in organizationHRemail, meetings, conferencesinquiryCommunicating Changewhen there is chage to be adressedManagement and leadershipto impress new positive changeworkers,agents, customers and publicimpress new positive changeHRone on one, meetings etcchange in management strategyCommunicating Changeupdate them whenever there is changeGovernmentso that they know of change and keep standardsmanagement,agentschangeCEOemail, seminers, meetings,agentsobservationCommunicating Changeupdate them whenever there is changePatnersto know and enable the intergrate the changemanagement,agentschangeCEOemail, seminers, meetings,agentsobservation
DefinitionsTopic What is the topic of the communication? (A "re" statement)FrequencyHow often will this message go out? Regularly? Will there be updated versions? Once?AudienceWho will get this message? Why?PurposeWhat is the goal of the communication - what should it achieve?CommunicatorWho is going to actually have their name/voice on this communication?MessageWhat is the foundation of the message? Key points listed.AuthorWho is going to write the communication? (Use the name of the officer/change agent, for example, the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's nameDeliveryHow will the message be delivered and why that method? (i.e. email/phone conference/in person, etc.)MeasureHow will you measure or determine if the message successfully conveyed the information?
Sheet3
Running head:Part 2
Part 2 3
Part 2
Course
Lecturer
Institution
City, State
Date of submission
When communicating with the workers, it is important to pay attention to the strategy so as to ensure that the communication is in line with the mission and goals to be achieved. To ensure that the changes to be addressed and goals aimed at are well defined and expressed to the workers and other members.
When communicating, it is important to target the specific audience that you want to send or pass the information to. If its workers, the mode of communication should be able to influence their spirit and eventually this will be transferred to target market. The message shoul.
Reply to MIGR 1Innovation is the process of bringing to bear a n.docxsodhi3
Reply to MIGR 1
Innovation is the process of bringing to bear a new idea to improving existing products, workflows, or processes. MIT professor Bill Aulet describes innovation as the product of multiplying invention with commercialization. He states an invention is not innovation by itself but must be used to create value for customers to qualify as innovation (Aulet, 2014). Mr Aulet describes five types of innovation: technology, process, business models, position, and other. Technology innovation is probably the easiest to imagine as we think of technology advances that we can apply to our everyday life. Process innovation includes changing the way we get things done to include changing the steps of instructions to streamline steps that can be accomplished at the same time. Business model innovation includes changing the way the company charges for items such as using a subscription based model or a pay as you go model. Positioning innovation involves decisions such as whether to be the low-cost option for consumers or to occupy a niche market. He titles the last category as “other” to keep room for innovations that will be so new they don’t currently have a name.
5 Tenets to leading successful innovation in business
- Collaborate with others to extract new ideas (Llopis, 2014)
- Champion change efforts from the top.
- View failure as gaining valuable results from experimentation
- Choose a lab vs. factory mindset
- Be willing to take risks.
Leadership at Heinz created a company-wide innovation effort. They decided to create a lab mindset that resulted in creating two to five new products a year (Heinz, n.d.). They allowed their specialists to take risk on these untested products and continue working on them. This effort brought to market several products that the company new consumers enjoyed but they might not like cooking themselves. The leadership focus on creating an innovative culture resulted in a significant number of new products championed by employees across the hierarchy.
Starbucks is another company that has seen success due to championing innovation. The company creates platforms for collaboration to bring ideas up to leadership (Trefis, 2016). Social media sites have given employees the opportunity to spitball ideas even if they seem ludicrous at the time. The companies’ leadership has realized that an idea might start of bad, after many employees have commented on the idea, it goes through an evolution and improves over time. The investment of the company leaders into creating an ecosystem of collaboration has resulted in profitable innovations and many new drinks being offered such as pumpkin spice latte’s that have been hugely successful.
Reply to TAWO 1
Innovation has become a permanent fixture for the business atmosphere over the past decades. Innovation is the process of introducing a new idea, method or invention that creates value ( ...
The Changing Environment Organizations are now operating in a high.docxmamanda2
The Changing Environment Organizations are now operating in a highly competitive environment that can be characterized in terms of increasing risk, limited ability to forecast, fluid organizational and industry boundaries, new structures and systems that permit and create change, and more diverse customer demands and expectations. No organization is isolated from the external environment, and there is continuous pressure to adapt and change if they are to survive and grow. The external environment includes everything outside the organization, including the political, economic, social, technological, regulatory, competitive, supplier, and customer environments. The level and pace of change is significantly greater than ever before, which has important implications for organizations and how they are managed. Collectively, changes in the environment create important consequences for the development and management of products, markets, and organizational capabilities. As external environments become more complex, dynamic, and turbulent, it also means that there are alternative opportunities. The rapid pace of change is emerging from new markets, technologies, economic conditions, demographic patterns, globalization, and the knowledge economy. Organizations now need to be more innovative than ever. While these changes eliminate some innovations and entrepreneurial activities, they open up opportunities for others. New markets mean new opportunities, and new technologies create new competencies. Some organizations aim to protect themselves against external threats and changing conditions. Others embrace the potential opportunities that can be found as a result of the threat. In today's environment, to sustain competitive advantage, organizations need to recognize that customer groupings are more differentiated and competition has intensified. Change in one area such as technological advancement and development has resulted in changes in other areas such as more intensified competition as customers have access to a much broader and diverse group of companies to buy goods. For example, originally Google was a search engine; currently it has the world's leading mobile platform in Android and provides a strong alternative to Facebook in Google+. Amazon originally sold books; now it sells services competing with Apple iOS devices and Android. Apple originally sold computers and MP3 players; now it sells phones and tablets, dominating the market with the iPhone and the launch of the iPhone 4S, which introduced a new approach to search technology with Siri, its voice-activated search and task-completion service built in. Apple's iPhone 4S Siri voice search has intensified competition for Google. More recently, Apple launched the iPhone 5 and iPad mini, which emphasizes the significant pace of innovation necessary in the technology industry to stay competitive. Facebook provided the most disruptive web platform since Google's search engine. With 1.06 billi.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
Key Characteristics Of Organizational Development In The...Angie Lee
Organizational development aims to improve an organization's ability to change and adapt. It involves long-term, organization-wide efforts to enhance problem-solving and renewal processes through behavioral science interventions. The text discusses Richard Beckhard's definition of the three key characteristics of organizational development as planned, organization-wide, and managed from the top to boost effectiveness through mediations in the organization's development.
The importance of Innovation and Technology in Organizational CultureAdedamolaAina
Organizational culture can be defined as shared values and beliefs that guide employee behavior. Cultures that foster innovation through enabling policies and values have competitive advantages. Internal integration, where employees work together and develop a shared identity, allows organizations to progress towards innovation. When measuring results, financial incentives do not always increase innovation. Subcultures may contradict the larger culture but can spark needed changes through new approaches. Technology choices are strategic and affect long term performance. Organizations that learn new technologies and keep staff updated tend to be more efficient and productive.
This document discusses how companies can create a culture of innovation. It argues that innovation is critical for business success and survival in today's environment. It emphasizes that innovation depends on investing in employees and fostering a culture that encourages creative thinking. The document provides several strategies for developing an innovative culture, including having leadership commit to innovation as a top goal, recognizing employees' innovative contributions, promoting collaboration over individual achievements, and embracing diversity in work groups. It also stresses the importance of consulting to help companies change attitudes and think in new ways to drive innovation.
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTo.docxdanielfoster65629
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTopicFrequency or timelineStakeholders/AudiencePurpose or rationaleCommunicatorMessageAuthorDelivery methodmeasureCommunicating ChangeRegularlyworkersto adjust to changemanagementchangeHRemail and meetingsobservationCommunicating Changeupdate them whenever there is changecustomerinform of new productsmanagement,workers and agentsimproved products and servicesCEOadvertisements and agentsinterview and questionaireCommunicating Changeupdate them whenever there is changepublicinform them of change and new productsmanagement,workers and agentschange and improved servicesCEOadvertisement,agents and workersinterview and questionaireCommunicating Changewhen there is a changeagentsto adress the new change in their operationmanagement and workersinform ofchange in organizationHRemail, meetings, conferencesinquiryCommunicating Changewhen there is chage to be adressedManagement and leadershipto impress new positive changeworkers,agents, customers and publicimpress new positive changeHRone on one, meetings etcchange in management strategyCommunicating Changeupdate them whenever there is changeGovernmentso that they know of change and keep standardsmanagement,agentschangeCEOemail, seminers, meetings,agentsobservationCommunicating Changeupdate them whenever there is changePatnersto know and enable the intergrate the changemanagement,agentschangeCEOemail, seminers, meetings,agentsobservation
DefinitionsTopic What is the topic of the communication? (A "re" statement)FrequencyHow often will this message go out? Regularly? Will there be updated versions? Once?AudienceWho will get this message? Why?PurposeWhat is the goal of the communication - what should it achieve?CommunicatorWho is going to actually have their name/voice on this communication?MessageWhat is the foundation of the message? Key points listed.AuthorWho is going to write the communication? (Use the name of the officer/change agent, for example, the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's nameDeliveryHow will the message be delivered and why that method? (i.e. email/phone conference/in person, etc.)MeasureHow will you measure or determine if the message successfully conveyed the information?
Sheet3
Running head:Part 2
Part 2 3
Part 2
Course
Lecturer
Institution
City, State
Date of submission
When communicating with the workers, it is important to pay attention to the strategy so as to ensure that the communication is in line with the mission and goals to be achieved. To ensure that the changes to be addressed and goals aimed at are well defined and expressed to the workers and other members.
When communicating, it is important to target the specific audience that you want to send or pass the information to. If its workers, the mode of communication should be able to influence their spirit and eventually this will be transferred to target market. The message shoul.
Reply to MIGR 1Innovation is the process of bringing to bear a n.docxsodhi3
Reply to MIGR 1
Innovation is the process of bringing to bear a new idea to improving existing products, workflows, or processes. MIT professor Bill Aulet describes innovation as the product of multiplying invention with commercialization. He states an invention is not innovation by itself but must be used to create value for customers to qualify as innovation (Aulet, 2014). Mr Aulet describes five types of innovation: technology, process, business models, position, and other. Technology innovation is probably the easiest to imagine as we think of technology advances that we can apply to our everyday life. Process innovation includes changing the way we get things done to include changing the steps of instructions to streamline steps that can be accomplished at the same time. Business model innovation includes changing the way the company charges for items such as using a subscription based model or a pay as you go model. Positioning innovation involves decisions such as whether to be the low-cost option for consumers or to occupy a niche market. He titles the last category as “other” to keep room for innovations that will be so new they don’t currently have a name.
5 Tenets to leading successful innovation in business
- Collaborate with others to extract new ideas (Llopis, 2014)
- Champion change efforts from the top.
- View failure as gaining valuable results from experimentation
- Choose a lab vs. factory mindset
- Be willing to take risks.
Leadership at Heinz created a company-wide innovation effort. They decided to create a lab mindset that resulted in creating two to five new products a year (Heinz, n.d.). They allowed their specialists to take risk on these untested products and continue working on them. This effort brought to market several products that the company new consumers enjoyed but they might not like cooking themselves. The leadership focus on creating an innovative culture resulted in a significant number of new products championed by employees across the hierarchy.
Starbucks is another company that has seen success due to championing innovation. The company creates platforms for collaboration to bring ideas up to leadership (Trefis, 2016). Social media sites have given employees the opportunity to spitball ideas even if they seem ludicrous at the time. The companies’ leadership has realized that an idea might start of bad, after many employees have commented on the idea, it goes through an evolution and improves over time. The investment of the company leaders into creating an ecosystem of collaboration has resulted in profitable innovations and many new drinks being offered such as pumpkin spice latte’s that have been hugely successful.
Reply to TAWO 1
Innovation has become a permanent fixture for the business atmosphere over the past decades. Innovation is the process of introducing a new idea, method or invention that creates value ( ...
The Changing Environment Organizations are now operating in a high.docxmamanda2
The Changing Environment Organizations are now operating in a highly competitive environment that can be characterized in terms of increasing risk, limited ability to forecast, fluid organizational and industry boundaries, new structures and systems that permit and create change, and more diverse customer demands and expectations. No organization is isolated from the external environment, and there is continuous pressure to adapt and change if they are to survive and grow. The external environment includes everything outside the organization, including the political, economic, social, technological, regulatory, competitive, supplier, and customer environments. The level and pace of change is significantly greater than ever before, which has important implications for organizations and how they are managed. Collectively, changes in the environment create important consequences for the development and management of products, markets, and organizational capabilities. As external environments become more complex, dynamic, and turbulent, it also means that there are alternative opportunities. The rapid pace of change is emerging from new markets, technologies, economic conditions, demographic patterns, globalization, and the knowledge economy. Organizations now need to be more innovative than ever. While these changes eliminate some innovations and entrepreneurial activities, they open up opportunities for others. New markets mean new opportunities, and new technologies create new competencies. Some organizations aim to protect themselves against external threats and changing conditions. Others embrace the potential opportunities that can be found as a result of the threat. In today's environment, to sustain competitive advantage, organizations need to recognize that customer groupings are more differentiated and competition has intensified. Change in one area such as technological advancement and development has resulted in changes in other areas such as more intensified competition as customers have access to a much broader and diverse group of companies to buy goods. For example, originally Google was a search engine; currently it has the world's leading mobile platform in Android and provides a strong alternative to Facebook in Google+. Amazon originally sold books; now it sells services competing with Apple iOS devices and Android. Apple originally sold computers and MP3 players; now it sells phones and tablets, dominating the market with the iPhone and the launch of the iPhone 4S, which introduced a new approach to search technology with Siri, its voice-activated search and task-completion service built in. Apple's iPhone 4S Siri voice search has intensified competition for Google. More recently, Apple launched the iPhone 5 and iPad mini, which emphasizes the significant pace of innovation necessary in the technology industry to stay competitive. Facebook provided the most disruptive web platform since Google's search engine. With 1.06 billi.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
Population Health- Health and Human Services Description.docxstilliegeorgiana
Population Health- Health and Human Services
Description: The baccalaureate graduate nurse will apply leadership concepts, skills, and
decision making in providing care in a variety of settings.
Course Competencies: 3) Integrate concepts from behavioral, biological and natural sciences to
review health needs of diverse populations. 7) Conduct a windshield survey. 8) Develop a plan
to meet an identified need in the community. 10) Discuss the sociopolitical, economic, and
ethnic characteristics of a community and their influence on population health.
QSEN Competencies: 1) Patient-Centered Care 3) Evidence-Based Practice 5) Safety
BSN Essential II
Area Gold
Mastery
Silver
Proficient
Bronze
Acceptable
Acceptable
Mastery not
Demonstrated
Observations
Social service
agencies, clinics,
dentists, doctors,
urgent care,
pharmacy? How far
is the nearest
hospital?
Is there access to
healthy food
choices-grocery
store(s),
restaurant(s), and
number of fast food
restaurants?
Facilities for
seniors? Long term
care facilities?
All of the listed
observations are
clearly addressed
and discussed in
a comprehensive
and detailed
manner with 2 or
more specific
examples.
Additional
issues, not listed
are addressed.
Three or more of
the listed
observations are
not present or
discussed in
depth
Two or less of
the listed
observations are
not present or
discussed in
depth
Does not
include
observations
Provide
recommendations
for two additional
health and/or social
service resources to
address the selected
population group
Provide
recommendation
s for two
additional health
and/or social
service resources
to address the
selected
population group
Provide
recommendation
s for two
additional health
and/or social
service resources
but does not
address the
selected
population group
Provide
recommendation
s for one
additional health
and/or social
service resources
to address the
selected
population group
Does not
include
observations
APA, Grammar,
Spelling, and
Punctuation
No errors in APA,
Spelling, and
Punctuation.
One to three errors
in APA, Spelling,
and Punctuation.
Four to six errors
in APA, Spelling,
and Punctuation.
Seven or more
errors in APA,
Spelling, and
Punctuation.
References Provides two or
more references.
Provides two
references.
Provides one
references.
Provides no
references.
Running head: BUSINESS 1
BUSINESS 2
Week 3 Assigment 1
Latonya Louden
Strayer University
BUS499 Business Administration Capstone
Brian Grizzell
02/04/2020
Strategic Management and Strategic Competitiveness
Globalization
Apple Inc is one of the most successful public corporations today. It has been ranked number one on the Forbes list for the last decade. Being an American multinational tech company, Appl ...
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
Planning skills are important core competencies for leaders, especially CFOs. Surveys show that 58% of respondents believe strategic planning is the most important skill for CFOs, who spend most of their time on strategic planning, management, and related activities. Evidence demonstrates the growing focus on planning skills for CFOs. Planning skills are crucial for CFOs to build strategic visions and manage financial goals for companies.
- The document describes the organizational culture and structure of a bank branch, focusing on the responsibilities and relationships of the bank manager.
- Key personnel the manager interacts with include tellers, customers, and specialist managers. A diagram shows the branch structure and interdependencies between roles.
- Maintaining relationships is important for the manager, as existing clients provide business and referrals. Specialist managers help meet the needs of high-valued clients and bring in new business.
Running Head EMPLOYEE INNOVATION PLAN1EMPLOYEE INNOVATION P.docxjeanettehully
Running Head: EMPLOYEE INNOVATION PLAN 1
EMPLOYEE INNOVATION PLAN 2
Microsoft is the house of innovation and a benchmark to which other organizations can look up to. Microsoft was able to achieve the current position in the industry through its continuous innovation and creativity. Behind the constant innovation are the employee's which are committed to creating new product and services which could serve customers more efficiently. Human capital is an asset but if the human capital is innovative along with skilled and learned then this is a golden asset. Among these skilled and innovative employees emerge intrapreneurs who changed the fate of the organizations.
Innovative practices
Organizations can promote innovation among their employees by building an open and flat organizational structure where employees are not bounded in bureaucratic and hierarchal levels. Study shows that creativity decreased in employees when they are too many restrictions. The human mind thinks openly when the atmosphere is free. Organizations like Microsoft has used their organizational structure and culture to promote innovation and creativity in their employees. Employees are appreciated and appraised for innovation and creativity and they are not restricted to a connectional thought process. In such an environment, employees have been able to think openly and communicate their ideas openly which has helped the organization reach its current position (Newlands, 2018).
Intrapreneurship competency
Intrapreneurship competency can be built among the workforce through strategizing the innovation-oriented approach. Employees should feel motivated for challenging the status-quo in thinking and break free from conventional methods and processes. They can get this motivation from their work environment. Organizations can build intrapreneurial competency by conducting training and development programs that help the employee to think out of the box and keep them motivated. Furthermore, the organizational environment should be supportive of intrapreneurs. They should feel motivated and inspired. There should be a proper recognition and reward system for innovative employees and especially the intrapreneurs so that they do not feel the need to leave their organization and start implementing their ideas on their own.
Identification of intrapreneurs
It is crucial for companies to find the most brilliant minds of the workforce and then invest in them more to help them reach their full potential. The organization can identify the intrapreneurs by keeping a check on which employee has submitted the most unique ideas and check the performance of its employees through training ad developments. In training, employees are assigned to test tasks where are checked in the simulated environment. The performance can point to the intrapreneurs which can be further groomed for their talent (Somers, 2018).
The climate of innovative support learning and development
Organizations that ne ...
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
Running head INNOVATION AND COMPETITIVE ADVANTAGE CHANGING ENVIR.docxcowinhelen
This document analyzes Procter & Gamble Company's (P&G) approach to innovation and competitive advantage. It discusses P&G's leadership philosophy which promotes a culture of innovation. P&G harnesses employee insights to develop new products that meet customer needs. The company also focuses on research and development to create sustainable competitive advantages. P&G pursues transformational and disruptive innovations to suit varying customer demands across different product categories.
The healthcare industry is the world's largest sector regarding employment and revenue. It comprises hospitals, clinical trials, medical devices, telemedicine, outsourcing, medical tourism, medical equipment and health insurance. In India, healthcare delivery consists of public and private sectors. The public system focuses on basic facilities while the private sector provides tertiary, secondary and quaternary care concentrated in major cities. India has a competitive advantage in its large pool of well-trained medical experts at significantly lower costs compared to Western countries. Effective organizational design, communication, and change management processes are crucial for companies to adapt to healthcare trends and maintain high performance.
Business StrategyAshley TimberlakeFPx5006Capella UniversTawnaDelatorrejs
Business Strategy
Ashley Timberlake
FPx5006
Capella University Flex path
AFI Framework
Strategic management is the analysis and evaluation of all that an organization needs in order to meet its goals, aims, or objectives (Akenji 2014).
According to the AFI framework, strategic management has three stages namely analysis, formulating, and implementation.
AFI is a framework that links the three stages to help managers plan and execute a certain strategy.
The process of strategic management involves finding out what an organization needs in order to meet its objectives. This involves systematic analysis and evaluation. It should be the goal of every organization to find out ways that can help the organization improve. This is done through strategic management. Through the AFI framework, the process follows three stages namely analysis of the organization’s needs, formulating, and implementing the set strategies.
2
Internal Analysis of the Organization
VRIO stands for Value, Rarity, Imitability, and Organization (Lin 2012).
Value asks the question of whether the organization is able to neutralize an external threat.
Rarity asks the question of whether the control of a certain valuable is in the hands of only a few people.
Imitability asks the question of whether it is possible to imitate. Organization asks the question of whether the organization is organized.
The questions under the VRIO represent a good approach to internal analysis of an organization. As mentioned above, value asks the question of whether the organization is able to neutralize external threats. External threats are mainly from competitors. It is also necessary that valuable resources be only in the hands of a few trustworthy people. Rarity analyses whether the organization has achieved this. Imitability poses the question of whether the organization has the ability to imitate. Imitation can be very positive or negative depending on how it is done. The analysis also circle around whether the organization is properly organized.
3
The results of the analysis of this particular organization are mostly positive.
The organization is well organized.
The management of the organization is divided into specific departments each playing specific roles, but with the aim of achieving the same general organization goals.
The organization has been able to neutralize external threats by creatively innovating new designs for its products.
However, the organization has not properly utilized the idea of imitability. Imitability can be very important for an organization in the generation of new products and ensuring that the organization has the edge over its competitors. Valuable ideas and secrets of the organization are very well protected. Few trusted people have access to the organization’s most valuable resources. The organization is therefore very effective in the question of rarity.
4
External Analysis of the Organization
The purpose of external analysis ...
Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
This document discusses Edgar Schein's model of organizational culture and how it can be represented using a pyramid structure. It provides Apple Inc. as an example, noting that the company's values, beliefs, and basic underlying assumptions were influenced by past CEOs like Steve Jobs. Values like customer satisfaction, affordability, and quality products are part of Apple's foundational assumptions. The document also references how current CEO Tim Cook has aimed to continue Jobs' legacy while improving profits. In summarizing Schein's model, it focuses on how an organization's deeper level assumptions influence its culture and activities.
Running head ORGANIZATION PERFORMANCE1ORGANIZATION PERFORMAN.docxglendar3
Running head: ORGANIZATION PERFORMANCE 1
ORGANIZATION PERFORMANCE 2
Organization Performance
Name
Institution
Date
Relationship between Market Demand, Organization Culture on Innovation and Performance
Why is this phenomenon interesting?
Innovation is a key component to an organization’s survival in the business industry. Every cooperation admits the fact that keeping up with the latest in terms of market trends and technology enables them to stay afloat and relevant to their clients. Companies continually thrive to outdo one another and maintain the highest ranks when it comes to the world of innovation. In as much as this is the case, this factor is not the only determinant of an organization’s ultimate success (Cornelissen & Durand, 2014). Other factors within a company also play a crucial role in determining the successful flow of business.
The market demand, organization culture and employee performance play a significant role in influencing the rate of innovation in a company. Market demand, for example, determines the kind of products that a company manufactures. Client tastes and preferences may require that a particular product be designed in a given way to meet their needs. The need for innovation is already established within the corporation. However, the organizational culture may either be a limiting or fuelling factor for innovation (George, 2014). It can enhance both innovation and performance. The overall company and workforce performance is measured by how well the organization meets their client needs through innovative means. All these factors play a crucial role in the running of any corporation. Identifying the link will present knowledge on how well businesses can create a balance and better manage their organizations (Mantere, & Ketokivi, 2013). This study seeks to identify a relationship between market demand, organization culture on innovation and performance.
A lot of study has been previously conducted on the influence of innovation, market demand, organizational culture and workforce performance on an organization. These studies have mainly focused on these factors independently with no much emphasis given on the relationship between all three; how they relate within an organization to either bring foster success or failure (Cornelissen & Durand, 2014). One of the main aims of this study is to bridge the gap in literature and provide credible data and reliable information that organizations can use to further their success. It is also aimed at identifying models that enhance innovation and performance. The capability of innovation playing a mediatory role between culture and performance will also be established in this study.
How addressing this question will enhance understanding of this phenomenon.
One of the things that are clear in the business world is that change is inevitable. It is the only constant factor that we can anticipate in various organizations (Mantere & Ketokivi, 2013). Constant e.
Running head ORGANIZATION PERFORMANCE1ORGANIZATION PERFORMAN.docxtodd581
Running head: ORGANIZATION PERFORMANCE 1
ORGANIZATION PERFORMANCE 2
Organization Performance
Name
Institution
Date
Relationship between Market Demand, Organization Culture on Innovation and Performance
Why is this phenomenon interesting?
Innovation is a key component to an organization’s survival in the business industry. Every cooperation admits the fact that keeping up with the latest in terms of market trends and technology enables them to stay afloat and relevant to their clients. Companies continually thrive to outdo one another and maintain the highest ranks when it comes to the world of innovation. In as much as this is the case, this factor is not the only determinant of an organization’s ultimate success (Cornelissen & Durand, 2014). Other factors within a company also play a crucial role in determining the successful flow of business.
The market demand, organization culture and employee performance play a significant role in influencing the rate of innovation in a company. Market demand, for example, determines the kind of products that a company manufactures. Client tastes and preferences may require that a particular product be designed in a given way to meet their needs. The need for innovation is already established within the corporation. However, the organizational culture may either be a limiting or fuelling factor for innovation (George, 2014). It can enhance both innovation and performance. The overall company and workforce performance is measured by how well the organization meets their client needs through innovative means. All these factors play a crucial role in the running of any corporation. Identifying the link will present knowledge on how well businesses can create a balance and better manage their organizations (Mantere, & Ketokivi, 2013). This study seeks to identify a relationship between market demand, organization culture on innovation and performance.
A lot of study has been previously conducted on the influence of innovation, market demand, organizational culture and workforce performance on an organization. These studies have mainly focused on these factors independently with no much emphasis given on the relationship between all three; how they relate within an organization to either bring foster success or failure (Cornelissen & Durand, 2014). One of the main aims of this study is to bridge the gap in literature and provide credible data and reliable information that organizations can use to further their success. It is also aimed at identifying models that enhance innovation and performance. The capability of innovation playing a mediatory role between culture and performance will also be established in this study.
How addressing this question will enhance understanding of this phenomenon.
One of the things that are clear in the business world is that change is inevitable. It is the only constant factor that we can anticipate in various organizations (Mantere & Ketokivi, 2013). Constant e.
Towards integrated learning and development for improving bottom line--a prac...learnonline4
This document discusses integrated learning and development practices adopted by companies in India to achieve business excellence. It analyzes 11 companies that received the BM Munjal Award for business excellence through learning and development between 2009-2013. The key findings are:
1) Companies focused on a combination of leading and lagging business excellence indicators, including financial performance, customer satisfaction, and environmental/social commitments.
2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals.
3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.
How Companies Achieve High PerformanceDave Dowling
The document provides an overview of a model that identifies the elements of a high performing organization. It discusses that high performing organizations forge intentional relationships among strategy, culture, and brand. The model indicates that strategy shapes leadership expectations, which set the cultural tone. Key elements of culture include focus, drive, and capability. A strong value proposition and brand performance are outcomes of an effective strategy and aligned culture.
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
The debate over excellence, reputation, CSR and their impact on performance rages in the academic and professional communities.
Professionals responsible for intangible assets and those in charge of finance are a good reflection of this dual reality that frequently makes Board members and Management Committees take difficult decisions that don’t benefit both parts the same way.
In 2013, a research was held in Japan in order to shed light to explain the mechanisms that affect financial performance and, more specifically, identify which of these mechanisms are related to corporate reputation. It concluded that corporate value is constituted by four factors: organizational value, social value, business value and commercial value. Eventually, those companies that pay more attention to organizational and social value achieve greater commercial and business value.
This document analyzes the factors that constitute those values and the steps needed to improve reputation. It also explains relations between different factors of corporate reputation and financial performance in mathematical terms.
Innovation is the factor that truly relates corporate reputation to business success. The factors that improve both economic results and reputation are the ability to lure resources and expand internationally. That’s why companies need to bring best talent and state-of-the-art technologies on board.
In this document, it is explained the case of ING Direct in Australia to show the contribution of corporate reputation to financial results.
By using Net Promoter Score (NPS) (an index developed by U.S.-based Professor Reichheld which stands for a positive or negative correlation between the number of promoters and the number of detractors), ING Direct was able to measure the impact of its brand strategy on the Australian market. The company achieved a high recommendation level reflected in the exponential growth of deposits, funds and assets.
Good economic results impact reputation and sustain it over time. However, as in the example of ING Direct and many other companies, a good reputation is able to improve financial results as well as the competitive and economic position.
Elementary CurriculaBoth articles highlight the fact that middle.docxtoltonkendal
Elementary Curricula
Both articles highlight the fact that middle-class students seem to benefit more from summer reading programs than their lower-SES peers. While we would hope that summer reading programs would have the same positive impact on all students, this information did not totally surprise me. Differences in funding, materials, and ability to recruit enough high-quality teachers for summer programs could be more difficult in lower-socioeconomic areas. In addition, the articles did not dive into other factors in the students’ lives that may be contributing to their performance such as attendance, how well-rested they are, trauma they have experiences that impacts their ability to focus during instruction, and the impact of being taught by a teacher who the students may not know or have a relationship with. Additionally, there could be a mismatch between the instructional practices and the specific needs of the students. Even though summer reading programs are only for a short time, I would challenge teachers to put energy into getting to know the students and building trust with them. This is a key foundation that is needed for learning to take place.
In challenging teachers during summer program and the regular school year to ”break out of the mold” to create better outcomes for students classified with low SES, in addition to building relationships with students, I would encourage them to build connections with their families. This may involve thinking outside the box and leaving their comfort zone. It could entail holding a parent-teacher conference off campus, closer to their home or in their community. It could also include providing resources and instructional videos to parents so they can help support their children at home. There are many parents who want to support their children academically, but they do not know how and may be uncomfortable asking the teacher for assistance. In addition, I would urge teachers to capitalize on the strengths and interests of their students to engage them in learning activities and provide them with opportunities to shine. We do not have to, and should not, be satisfied with the idea that low SES students will automatically not be able to perform. These students are capable of learning and growth just as much as any other student. I think data from test scores that demonstrate a gap between the performance of students classified as economically disadvantaged and not economically disadvantaged has led some people to hold the belief that students classified as low SES will not perform well. I think the way that school “report card” grades are published also perpetuates this belief, as it shows the test scores, but does not provide an explanation of or include any solutions for the many larger societal factors that contribute to those scores including high teacher turn over, lack of resources, child trauma, lack of sleep, lack of nutrition, crime & safety, and education level of parents.
It w.
Elementary Statistics (MATH220)
Assignment:
Statistical Project & Presentation
Purpose:
The purpose of this project is to supplement lecture material by having the students to do a case study on collecting, analyzing, and interpreting data.
***The best way to understand something is to experience it for yourself.
Guideline for Analyzing Data and Writing a Report
Below is a general outline of the topics that should be included in your report.
1.
Introduction.
State the topic of your study.
2.
Define Population.
Define the population that you intend for your study to represent.
3.
Define Variable.
Define clearly the variable that you obtained during your data collection; this should include information on how the variable is measured and what possible values this variable has.
4.
Data Collection.
Describe your data collection process, including your data source, your sampling strategy, and what steps you took to avoid bias.
5.
Study Design.
Describe the procedures you followed to analyze your data.
6.
Results: Descriptive Statistics.
Give the relevant descriptive statistics for the sample you collected.
7.
Results: Statistical Analysis.
Describe the results of your statistical analysis.
8.
Findings.
Interpret the results of your analysis in the context of your original research question. Was your hypothesis supported by your statistical analyses? Explain.
9.
Discussion.
What conclusions, if any, do you believe you can draw as a result of your study? If the results were not what you expected, what factors might explain your results? What did you learn from the project about the population you studied? What did you learn about the research variable? What did you learn about the specific statistical test you conducted?
.
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Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
Population Health- Health and Human Services Description.docxstilliegeorgiana
Population Health- Health and Human Services
Description: The baccalaureate graduate nurse will apply leadership concepts, skills, and
decision making in providing care in a variety of settings.
Course Competencies: 3) Integrate concepts from behavioral, biological and natural sciences to
review health needs of diverse populations. 7) Conduct a windshield survey. 8) Develop a plan
to meet an identified need in the community. 10) Discuss the sociopolitical, economic, and
ethnic characteristics of a community and their influence on population health.
QSEN Competencies: 1) Patient-Centered Care 3) Evidence-Based Practice 5) Safety
BSN Essential II
Area Gold
Mastery
Silver
Proficient
Bronze
Acceptable
Acceptable
Mastery not
Demonstrated
Observations
Social service
agencies, clinics,
dentists, doctors,
urgent care,
pharmacy? How far
is the nearest
hospital?
Is there access to
healthy food
choices-grocery
store(s),
restaurant(s), and
number of fast food
restaurants?
Facilities for
seniors? Long term
care facilities?
All of the listed
observations are
clearly addressed
and discussed in
a comprehensive
and detailed
manner with 2 or
more specific
examples.
Additional
issues, not listed
are addressed.
Three or more of
the listed
observations are
not present or
discussed in
depth
Two or less of
the listed
observations are
not present or
discussed in
depth
Does not
include
observations
Provide
recommendations
for two additional
health and/or social
service resources to
address the selected
population group
Provide
recommendation
s for two
additional health
and/or social
service resources
to address the
selected
population group
Provide
recommendation
s for two
additional health
and/or social
service resources
but does not
address the
selected
population group
Provide
recommendation
s for one
additional health
and/or social
service resources
to address the
selected
population group
Does not
include
observations
APA, Grammar,
Spelling, and
Punctuation
No errors in APA,
Spelling, and
Punctuation.
One to three errors
in APA, Spelling,
and Punctuation.
Four to six errors
in APA, Spelling,
and Punctuation.
Seven or more
errors in APA,
Spelling, and
Punctuation.
References Provides two or
more references.
Provides two
references.
Provides one
references.
Provides no
references.
Running head: BUSINESS 1
BUSINESS 2
Week 3 Assigment 1
Latonya Louden
Strayer University
BUS499 Business Administration Capstone
Brian Grizzell
02/04/2020
Strategic Management and Strategic Competitiveness
Globalization
Apple Inc is one of the most successful public corporations today. It has been ranked number one on the Forbes list for the last decade. Being an American multinational tech company, Appl ...
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
Planning skills are important core competencies for leaders, especially CFOs. Surveys show that 58% of respondents believe strategic planning is the most important skill for CFOs, who spend most of their time on strategic planning, management, and related activities. Evidence demonstrates the growing focus on planning skills for CFOs. Planning skills are crucial for CFOs to build strategic visions and manage financial goals for companies.
- The document describes the organizational culture and structure of a bank branch, focusing on the responsibilities and relationships of the bank manager.
- Key personnel the manager interacts with include tellers, customers, and specialist managers. A diagram shows the branch structure and interdependencies between roles.
- Maintaining relationships is important for the manager, as existing clients provide business and referrals. Specialist managers help meet the needs of high-valued clients and bring in new business.
Running Head EMPLOYEE INNOVATION PLAN1EMPLOYEE INNOVATION P.docxjeanettehully
Running Head: EMPLOYEE INNOVATION PLAN 1
EMPLOYEE INNOVATION PLAN 2
Microsoft is the house of innovation and a benchmark to which other organizations can look up to. Microsoft was able to achieve the current position in the industry through its continuous innovation and creativity. Behind the constant innovation are the employee's which are committed to creating new product and services which could serve customers more efficiently. Human capital is an asset but if the human capital is innovative along with skilled and learned then this is a golden asset. Among these skilled and innovative employees emerge intrapreneurs who changed the fate of the organizations.
Innovative practices
Organizations can promote innovation among their employees by building an open and flat organizational structure where employees are not bounded in bureaucratic and hierarchal levels. Study shows that creativity decreased in employees when they are too many restrictions. The human mind thinks openly when the atmosphere is free. Organizations like Microsoft has used their organizational structure and culture to promote innovation and creativity in their employees. Employees are appreciated and appraised for innovation and creativity and they are not restricted to a connectional thought process. In such an environment, employees have been able to think openly and communicate their ideas openly which has helped the organization reach its current position (Newlands, 2018).
Intrapreneurship competency
Intrapreneurship competency can be built among the workforce through strategizing the innovation-oriented approach. Employees should feel motivated for challenging the status-quo in thinking and break free from conventional methods and processes. They can get this motivation from their work environment. Organizations can build intrapreneurial competency by conducting training and development programs that help the employee to think out of the box and keep them motivated. Furthermore, the organizational environment should be supportive of intrapreneurs. They should feel motivated and inspired. There should be a proper recognition and reward system for innovative employees and especially the intrapreneurs so that they do not feel the need to leave their organization and start implementing their ideas on their own.
Identification of intrapreneurs
It is crucial for companies to find the most brilliant minds of the workforce and then invest in them more to help them reach their full potential. The organization can identify the intrapreneurs by keeping a check on which employee has submitted the most unique ideas and check the performance of its employees through training ad developments. In training, employees are assigned to test tasks where are checked in the simulated environment. The performance can point to the intrapreneurs which can be further groomed for their talent (Somers, 2018).
The climate of innovative support learning and development
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The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
Running head INNOVATION AND COMPETITIVE ADVANTAGE CHANGING ENVIR.docxcowinhelen
This document analyzes Procter & Gamble Company's (P&G) approach to innovation and competitive advantage. It discusses P&G's leadership philosophy which promotes a culture of innovation. P&G harnesses employee insights to develop new products that meet customer needs. The company also focuses on research and development to create sustainable competitive advantages. P&G pursues transformational and disruptive innovations to suit varying customer demands across different product categories.
The healthcare industry is the world's largest sector regarding employment and revenue. It comprises hospitals, clinical trials, medical devices, telemedicine, outsourcing, medical tourism, medical equipment and health insurance. In India, healthcare delivery consists of public and private sectors. The public system focuses on basic facilities while the private sector provides tertiary, secondary and quaternary care concentrated in major cities. India has a competitive advantage in its large pool of well-trained medical experts at significantly lower costs compared to Western countries. Effective organizational design, communication, and change management processes are crucial for companies to adapt to healthcare trends and maintain high performance.
Business StrategyAshley TimberlakeFPx5006Capella UniversTawnaDelatorrejs
Business Strategy
Ashley Timberlake
FPx5006
Capella University Flex path
AFI Framework
Strategic management is the analysis and evaluation of all that an organization needs in order to meet its goals, aims, or objectives (Akenji 2014).
According to the AFI framework, strategic management has three stages namely analysis, formulating, and implementation.
AFI is a framework that links the three stages to help managers plan and execute a certain strategy.
The process of strategic management involves finding out what an organization needs in order to meet its objectives. This involves systematic analysis and evaluation. It should be the goal of every organization to find out ways that can help the organization improve. This is done through strategic management. Through the AFI framework, the process follows three stages namely analysis of the organization’s needs, formulating, and implementing the set strategies.
2
Internal Analysis of the Organization
VRIO stands for Value, Rarity, Imitability, and Organization (Lin 2012).
Value asks the question of whether the organization is able to neutralize an external threat.
Rarity asks the question of whether the control of a certain valuable is in the hands of only a few people.
Imitability asks the question of whether it is possible to imitate. Organization asks the question of whether the organization is organized.
The questions under the VRIO represent a good approach to internal analysis of an organization. As mentioned above, value asks the question of whether the organization is able to neutralize external threats. External threats are mainly from competitors. It is also necessary that valuable resources be only in the hands of a few trustworthy people. Rarity analyses whether the organization has achieved this. Imitability poses the question of whether the organization has the ability to imitate. Imitation can be very positive or negative depending on how it is done. The analysis also circle around whether the organization is properly organized.
3
The results of the analysis of this particular organization are mostly positive.
The organization is well organized.
The management of the organization is divided into specific departments each playing specific roles, but with the aim of achieving the same general organization goals.
The organization has been able to neutralize external threats by creatively innovating new designs for its products.
However, the organization has not properly utilized the idea of imitability. Imitability can be very important for an organization in the generation of new products and ensuring that the organization has the edge over its competitors. Valuable ideas and secrets of the organization are very well protected. Few trusted people have access to the organization’s most valuable resources. The organization is therefore very effective in the question of rarity.
4
External Analysis of the Organization
The purpose of external analysis ...
Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
This document discusses Edgar Schein's model of organizational culture and how it can be represented using a pyramid structure. It provides Apple Inc. as an example, noting that the company's values, beliefs, and basic underlying assumptions were influenced by past CEOs like Steve Jobs. Values like customer satisfaction, affordability, and quality products are part of Apple's foundational assumptions. The document also references how current CEO Tim Cook has aimed to continue Jobs' legacy while improving profits. In summarizing Schein's model, it focuses on how an organization's deeper level assumptions influence its culture and activities.
Running head ORGANIZATION PERFORMANCE1ORGANIZATION PERFORMAN.docxglendar3
Running head: ORGANIZATION PERFORMANCE 1
ORGANIZATION PERFORMANCE 2
Organization Performance
Name
Institution
Date
Relationship between Market Demand, Organization Culture on Innovation and Performance
Why is this phenomenon interesting?
Innovation is a key component to an organization’s survival in the business industry. Every cooperation admits the fact that keeping up with the latest in terms of market trends and technology enables them to stay afloat and relevant to their clients. Companies continually thrive to outdo one another and maintain the highest ranks when it comes to the world of innovation. In as much as this is the case, this factor is not the only determinant of an organization’s ultimate success (Cornelissen & Durand, 2014). Other factors within a company also play a crucial role in determining the successful flow of business.
The market demand, organization culture and employee performance play a significant role in influencing the rate of innovation in a company. Market demand, for example, determines the kind of products that a company manufactures. Client tastes and preferences may require that a particular product be designed in a given way to meet their needs. The need for innovation is already established within the corporation. However, the organizational culture may either be a limiting or fuelling factor for innovation (George, 2014). It can enhance both innovation and performance. The overall company and workforce performance is measured by how well the organization meets their client needs through innovative means. All these factors play a crucial role in the running of any corporation. Identifying the link will present knowledge on how well businesses can create a balance and better manage their organizations (Mantere, & Ketokivi, 2013). This study seeks to identify a relationship between market demand, organization culture on innovation and performance.
A lot of study has been previously conducted on the influence of innovation, market demand, organizational culture and workforce performance on an organization. These studies have mainly focused on these factors independently with no much emphasis given on the relationship between all three; how they relate within an organization to either bring foster success or failure (Cornelissen & Durand, 2014). One of the main aims of this study is to bridge the gap in literature and provide credible data and reliable information that organizations can use to further their success. It is also aimed at identifying models that enhance innovation and performance. The capability of innovation playing a mediatory role between culture and performance will also be established in this study.
How addressing this question will enhance understanding of this phenomenon.
One of the things that are clear in the business world is that change is inevitable. It is the only constant factor that we can anticipate in various organizations (Mantere & Ketokivi, 2013). Constant e.
Running head ORGANIZATION PERFORMANCE1ORGANIZATION PERFORMAN.docxtodd581
Running head: ORGANIZATION PERFORMANCE 1
ORGANIZATION PERFORMANCE 2
Organization Performance
Name
Institution
Date
Relationship between Market Demand, Organization Culture on Innovation and Performance
Why is this phenomenon interesting?
Innovation is a key component to an organization’s survival in the business industry. Every cooperation admits the fact that keeping up with the latest in terms of market trends and technology enables them to stay afloat and relevant to their clients. Companies continually thrive to outdo one another and maintain the highest ranks when it comes to the world of innovation. In as much as this is the case, this factor is not the only determinant of an organization’s ultimate success (Cornelissen & Durand, 2014). Other factors within a company also play a crucial role in determining the successful flow of business.
The market demand, organization culture and employee performance play a significant role in influencing the rate of innovation in a company. Market demand, for example, determines the kind of products that a company manufactures. Client tastes and preferences may require that a particular product be designed in a given way to meet their needs. The need for innovation is already established within the corporation. However, the organizational culture may either be a limiting or fuelling factor for innovation (George, 2014). It can enhance both innovation and performance. The overall company and workforce performance is measured by how well the organization meets their client needs through innovative means. All these factors play a crucial role in the running of any corporation. Identifying the link will present knowledge on how well businesses can create a balance and better manage their organizations (Mantere, & Ketokivi, 2013). This study seeks to identify a relationship between market demand, organization culture on innovation and performance.
A lot of study has been previously conducted on the influence of innovation, market demand, organizational culture and workforce performance on an organization. These studies have mainly focused on these factors independently with no much emphasis given on the relationship between all three; how they relate within an organization to either bring foster success or failure (Cornelissen & Durand, 2014). One of the main aims of this study is to bridge the gap in literature and provide credible data and reliable information that organizations can use to further their success. It is also aimed at identifying models that enhance innovation and performance. The capability of innovation playing a mediatory role between culture and performance will also be established in this study.
How addressing this question will enhance understanding of this phenomenon.
One of the things that are clear in the business world is that change is inevitable. It is the only constant factor that we can anticipate in various organizations (Mantere & Ketokivi, 2013). Constant e.
Towards integrated learning and development for improving bottom line--a prac...learnonline4
This document discusses integrated learning and development practices adopted by companies in India to achieve business excellence. It analyzes 11 companies that received the BM Munjal Award for business excellence through learning and development between 2009-2013. The key findings are:
1) Companies focused on a combination of leading and lagging business excellence indicators, including financial performance, customer satisfaction, and environmental/social commitments.
2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals.
3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.
How Companies Achieve High PerformanceDave Dowling
The document provides an overview of a model that identifies the elements of a high performing organization. It discusses that high performing organizations forge intentional relationships among strategy, culture, and brand. The model indicates that strategy shapes leadership expectations, which set the cultural tone. Key elements of culture include focus, drive, and capability. A strong value proposition and brand performance are outcomes of an effective strategy and aligned culture.
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
The debate over excellence, reputation, CSR and their impact on performance rages in the academic and professional communities.
Professionals responsible for intangible assets and those in charge of finance are a good reflection of this dual reality that frequently makes Board members and Management Committees take difficult decisions that don’t benefit both parts the same way.
In 2013, a research was held in Japan in order to shed light to explain the mechanisms that affect financial performance and, more specifically, identify which of these mechanisms are related to corporate reputation. It concluded that corporate value is constituted by four factors: organizational value, social value, business value and commercial value. Eventually, those companies that pay more attention to organizational and social value achieve greater commercial and business value.
This document analyzes the factors that constitute those values and the steps needed to improve reputation. It also explains relations between different factors of corporate reputation and financial performance in mathematical terms.
Innovation is the factor that truly relates corporate reputation to business success. The factors that improve both economic results and reputation are the ability to lure resources and expand internationally. That’s why companies need to bring best talent and state-of-the-art technologies on board.
In this document, it is explained the case of ING Direct in Australia to show the contribution of corporate reputation to financial results.
By using Net Promoter Score (NPS) (an index developed by U.S.-based Professor Reichheld which stands for a positive or negative correlation between the number of promoters and the number of detractors), ING Direct was able to measure the impact of its brand strategy on the Australian market. The company achieved a high recommendation level reflected in the exponential growth of deposits, funds and assets.
Good economic results impact reputation and sustain it over time. However, as in the example of ING Direct and many other companies, a good reputation is able to improve financial results as well as the competitive and economic position.
Similar to Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docx (20)
Elementary CurriculaBoth articles highlight the fact that middle.docxtoltonkendal
Elementary Curricula
Both articles highlight the fact that middle-class students seem to benefit more from summer reading programs than their lower-SES peers. While we would hope that summer reading programs would have the same positive impact on all students, this information did not totally surprise me. Differences in funding, materials, and ability to recruit enough high-quality teachers for summer programs could be more difficult in lower-socioeconomic areas. In addition, the articles did not dive into other factors in the students’ lives that may be contributing to their performance such as attendance, how well-rested they are, trauma they have experiences that impacts their ability to focus during instruction, and the impact of being taught by a teacher who the students may not know or have a relationship with. Additionally, there could be a mismatch between the instructional practices and the specific needs of the students. Even though summer reading programs are only for a short time, I would challenge teachers to put energy into getting to know the students and building trust with them. This is a key foundation that is needed for learning to take place.
In challenging teachers during summer program and the regular school year to ”break out of the mold” to create better outcomes for students classified with low SES, in addition to building relationships with students, I would encourage them to build connections with their families. This may involve thinking outside the box and leaving their comfort zone. It could entail holding a parent-teacher conference off campus, closer to their home or in their community. It could also include providing resources and instructional videos to parents so they can help support their children at home. There are many parents who want to support their children academically, but they do not know how and may be uncomfortable asking the teacher for assistance. In addition, I would urge teachers to capitalize on the strengths and interests of their students to engage them in learning activities and provide them with opportunities to shine. We do not have to, and should not, be satisfied with the idea that low SES students will automatically not be able to perform. These students are capable of learning and growth just as much as any other student. I think data from test scores that demonstrate a gap between the performance of students classified as economically disadvantaged and not economically disadvantaged has led some people to hold the belief that students classified as low SES will not perform well. I think the way that school “report card” grades are published also perpetuates this belief, as it shows the test scores, but does not provide an explanation of or include any solutions for the many larger societal factors that contribute to those scores including high teacher turn over, lack of resources, child trauma, lack of sleep, lack of nutrition, crime & safety, and education level of parents.
It w.
Elementary Statistics (MATH220)
Assignment:
Statistical Project & Presentation
Purpose:
The purpose of this project is to supplement lecture material by having the students to do a case study on collecting, analyzing, and interpreting data.
***The best way to understand something is to experience it for yourself.
Guideline for Analyzing Data and Writing a Report
Below is a general outline of the topics that should be included in your report.
1.
Introduction.
State the topic of your study.
2.
Define Population.
Define the population that you intend for your study to represent.
3.
Define Variable.
Define clearly the variable that you obtained during your data collection; this should include information on how the variable is measured and what possible values this variable has.
4.
Data Collection.
Describe your data collection process, including your data source, your sampling strategy, and what steps you took to avoid bias.
5.
Study Design.
Describe the procedures you followed to analyze your data.
6.
Results: Descriptive Statistics.
Give the relevant descriptive statistics for the sample you collected.
7.
Results: Statistical Analysis.
Describe the results of your statistical analysis.
8.
Findings.
Interpret the results of your analysis in the context of your original research question. Was your hypothesis supported by your statistical analyses? Explain.
9.
Discussion.
What conclusions, if any, do you believe you can draw as a result of your study? If the results were not what you expected, what factors might explain your results? What did you learn from the project about the population you studied? What did you learn about the research variable? What did you learn about the specific statistical test you conducted?
.
Elements of Religious Traditions PaperWritea 700- to 1,050-word .docxtoltonkendal
Elements of Religious Traditions Paper
Write
a 700- to 1,050-word paper that does the following:
Describes these basic components of religious traditions and their relationship to the sacred
:
What a religious tradition says—its teachings, texts, doctrine, stories, myths, and others
What a religious tradition does—worship, prayer, pilgrimage, ritual, and so forth
How a religious tradition organizes—leadership, relationships among members, and so forth
Identifies key critical issues in the study of religion.
Includes specific examples from the various religious traditions described in the Week One readings that honor the sacred—such as rituals of the Igbo to mark life events, the vision quest as a common ritual in many Native American societies, or the influence of the shaman as a leader. You may also include examples from your own religious tradition or another religious tradition with which you are familiar.
Format
your paper consistent with APA guidelines
.
Elements of MusicPitch- relative highness or lowness that we .docxtoltonkendal
Elements of Music
Pitch- relative highness or lowness that we hear in a sound.
Tone- sound that has a definite pitch.
(For example striking a bat against a ball does not produce a D# but striking a D#
on a piano does)
Dynamics- the degree of loudness or softness in music
pp pianissimo /very soft
p piano /soft
mp mezzo-piano /medium-soft
mf mezzo-forte /medium-loud
f forte /loud
ff fortissimo /very loud
When dynamics are altered in a piece of music, they are termed as follows:
decrescendo/ diminuendo gradually softer
crescendo gradually louder
Timbre/Tone Color- the character or quality of a sound.
dark, bright, mellow, cool, metallic, rich, brilliant, thin, etc.
Rhythm- a) the flow (or pattern) of music through time. b) the particular arrangement of
note lengths in a piece of music.
Syncopation- An accent placed on a beat where it is not normally expected.
Beat- the steady pulse in a piece of music.
Downbeat- the first or stressed beat of a measure.
Meter- the pattern in which beats are organized within a piece of music.
Examples:
3/4= three beats per measure
4/4= four beats per measure
6/8= six beats per measure
*In some musics, meter is not present- this is termed non-metric.
(Ex: Chant, some 20th century genres, world musics).
Melody- a series of single notes that add up to a recognizable whole.
*A melodic line has a shape -it ascends and descends in a series of continuous pitches.
Sequence- a repetition of a pattern at a higher or lower pitch.
Phrase- A short unit of music within a melodic line.
Cadence- The rest at the end of a musical phrase. Think of this as a musical period at the
end of a sentence.
Harmony- A) How chords are constructed and how they follow each other. B) The
relationship of tones when sounded in a group.
Chord- a combination of three or more tones sounded at once.
Consonance- a stable tone combination in a chord
Dissonance- and unstable tone combination in a chord; usually, an expected
and stable resolution will follow.
Tonic- a) the main key of a piece of music. b) the first note of a scale
Key- the central tone or scale in a piece of music.
(example: A major, b minor)
Modulation- a shift from one key to another within the same piece of music.
Texture- layering of musical sounds or instruments within a piece of music.
Monophonic- single, unaccompanied melodic line.
Homophonic- a melody with an accompaniment of chords.
Polyphonic- th.
Elevated Blood Lead Levels in Children AssociatedWith the Fl.docxtoltonkendal
The percentage of children in Flint, Michigan with elevated blood lead levels increased after the city changed its water source in 2014. Before the change, 2.4% of Flint children under 5 had elevated blood lead levels, but after the change this increased to 4.9%, a statistically significant increase. The neighborhoods with the highest water lead levels experienced the largest increases, with elevated blood lead levels rising from 4.0% to 10.6%. Spatial analysis identified disadvantaged neighborhoods as having the greatest increases in elevated blood lead levels, informing the public health response.
Elements of the Communication ProcessIn Chapter One, we learne.docxtoltonkendal
Elements of the Communication Process
In Chapter One, we learned communication is the process of creating or sharing meaning in informal conversation, group interaction, or public speaking. To understand how the process works, we described the essential elements in the process.
For the following interaction, identify the contexts, participants, channels. message, interference (noise), and feedback.
"Maria and Damien are meandering through the park, talking and drinking bottled water. Damien finishes his bottle, replaces the lid, and tosses the bottle into the bushes at the side of the path. Maria, who has been listening to Damien talk, comes to a stop, puts her hand on her hips, stares at Damien, and says angrily, " I can't believe what you just did! Damien blushes, averts his gaze, and mumbles, "Sorry, I'll get it- I just wasn't thinking." As the tension drains from Maria's face. she gives her head a playful toss, smiles, and says, Well, just see that it doesn't happen again.
1. Contexts
a. Physical
b. Social
c. Historical
d. Psychological
2. Participants
3. Channels
4. Message
5. Interference (Noise)
6. Feedback
.
Elements of Music #1 Handout1. Rhythm the flow of music in te.docxtoltonkendal
Elements of Music #1 Handout
1. Rhythm
the flow of music in terms of time
2. Beat
the pulse that recurs regularly in music
3. Meter
the regular pattern of stressed and unstressed beats
4. Tempo
the speed of the beats in a piece of music
5. Polyrhythm
two or more rhythm patterns occurring simultaneously
6. Pitch
the perceived highness or lowness of a musical sound
7. Melody
a series of consecutive pitches that form a cohesive musical entity
8. Counterpoint
two or more independent lines with melodic character occurring at the same time
9. Harmony
the simultaneous sounds of several pitches, usually in accompanying a melody
10. Dynamics
the amount of loudness in music
11. Timbre
tone quality or tone color in music
12. Form
the pattern or plan of a musical work
Framework for Improving
Critical Infrastructure Cybersecurity
Version 1.1
National Institute of Standards and Technology
April 16, 2018
April 16, 2018 Cybersecurity Framework Version 1.1
This publication is available free of charge from: https://doi.org/10.6028/NIST.CSWP.04162018 ii
No t e t o Rea d er s o n t h e U p d a t e
Version 1.1 of this Cybersecurity Framework refines, clarifies, and enhances Version 1.0, which
was issued in February 2014. It incorporates comments received on the two drafts of Version 1.1.
Version 1.1 is intended to be implemented by first-time and current Framework users. Current
users should be able to implement Version 1.1 with minimal or no disruption; compatibility with
Version 1.0 has been an explicit objective.
The following table summarizes the changes made between Version 1.0 and Version 1.1.
Table NTR-1 - Summary of changes between Framework Version 1.0 and Version 1.1.
Update Description of Update
Clarified that terms like
“compliance” can be
confusing and mean
something very different
to various Framework
stakeholders
Added clarity that the Framework has utility as a structure and
language for organizing and expressing compliance with an
organization’s own cybersecurity requirements. However, the
variety of ways in which the Framework can be used by an
organization means that phrases like “compliance with the
Framework” can be confusing.
A new section on self-
assessment
Added Section 4.0 Self-Assessing Cybersecurity Risk with the
Framework to explain how the Framework can be used by
organizations to understand and assess their cybersecurity risk,
including the use of measurements.
Greatly expanded
explanation of using
Framework for Cyber
Supply Chain Risk
Management purposes
An expanded Section 3.3 Communicating Cybersecurity
Requirements with Stakeholders helps users better understand
Cyber Supply Chain Risk Management (SCRM), while a new
Section 3.4 Buying Decisions highlights use of the Framework
in understanding risk associated with commercial off-the-shelf
products and services. Additional Cyber SCRM criteria we.
Elements of Music Report InstrumentsFor the assignment on the el.docxtoltonkendal
Elements of Music Report Instruments
For the assignment on the elements of music, students will write a report with a minimum of 300 words.
Students must select one element of music that they consider to be the most important element:
Melody
Rhythm
Harmony
Form
When writing the report, be sure you address the following questions:
Why did you select this element from among all the rest?
Do you think that all kinds of music could exist without your selected element? Elaborate on your view.
Describe a piece of music that highlights the use of your selected element.
I encourage students do research on their element of music in order to get ideas for their reports. All reports must be original works!
Do not quote any source or anybody’s thoughts. Quotes are not permitted in this Instruments Report. I am interested in your own personal thoughts, opinions, and the material you have learned from your research.
.
Elements of GenreAfter watching three of the five .docxtoltonkendal
Elements of Genre
After watching three of the five movie clips listed in the
Multimedia
section, above, describe how they fit into a specific genre (or subgenre) as explained in the text. What elements of the film are characteristic of that genre? How does it fulfill the expectations of that genre? How does it play against these expectations?
Your initial post should be at least 150 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references.
.
Elements of DesignDuring the process of envisioning and designing .docxtoltonkendal
Elements of Design
During the process of envisioning and designing a film, the director, production designer, and art director (in collaboration with the cinematographer) are concerned with several major spatial and temporal elements. These design elements punctuate and underscore the movement of figures within the frame, including the following: setting, lighting, costuming, makeup, and hairstyles. Choose a scene from movieclips.com. In a three to five page paper, (excluding the cover and reference pages) analyze the mise-en-scène.
Respond to the following prompts with at least one paragraph per bulleted topic:
Identify the names of the artists involved in the film’s production: the director, the production designer, and the art director. Describe in separate paragraphs each artist’s role in the overall design process. Conduct additional research if necessary, citing your book, film, and other external sources correctly in APA format.
Explain how the artists utilize lighting in the scene. How does the lighting affect our emotional understanding of certain characters? What sort of mood does the lighting evoke? How does lighting impact the overall story the filmmaker is attempting to tell?
Describe the setting, including the time period, location, and culture in which the film takes place.
Explain what costuming can tell us about a character. In what ways can costuming be used to reflect elements of the film's plot?
Explain how hairstyle and makeup can help tell the story. What might hairstyle and makeup reveal about the characters?
Discuss your opinion regarding the mise-en-scène. Do the elements appear to work together in a harmonious way? Does the scene seem discordant? Do you think the design elements are congruent with the filmmaker’s vision for the scene?
.
Elements of Critical Thinking [WLOs 2, 3, 4] [CLOs 2, 3, 4]P.docxtoltonkendal
This document provides resources for students to develop their critical thinking skills. It includes readings on common misconceptions of critical thinking, combating fake news, and teaching critical thinking. Videos define critical thinking and discuss recognizing fake news. Students are prompted to explain elements of critical thinking, analyze examples demonstrating strong and weak critical thinking, and reflect on applying their education to their career and community.
Elements of DesignDuring the process of envisioning and design.docxtoltonkendal
Elements of Design
During the process of envisioning and designing a film, the director, production designer, and art director (in collaboration with the cinematographer) are concerned with several major spatial and temporal elements. These design elements punctuate and underscore the movement of figures within the frame, including the following: setting, lighting, costuming, makeup, and hairstyles. Choose a scene from movieclips.com. In a three to five page paper, (excluding the cover and reference pages) analyze the mise-en-scène.
Respond to the following prompts with at least one paragraph per bulleted topic:
Identify the names of the artists involved in the film’s production: the director, the production designer, and the art director. Describe in separate paragraphs each artist’s role in the overall design process. Conduct additional research if necessary, citing your book, film, and other external sources correctly in APA format.
Explain how the artists utilize lighting in the scene. How does the lighting affect our emotional understanding of certain characters? What sort of mood does the lighting evoke? How does lighting impact the overall story the filmmaker is attempting to tell?
Describe the setting, including the time period, location, and culture in which the film takes place.
Explain what costuming can tell us about a character. In what ways can costuming be used to reflect elements of the film's plot?
Explain how hairstyle and makeup can help tell the story. What might hairstyle and makeup reveal about the characters?
Discuss your opinion regarding the mise-en-scène. Do the elements appear to work together in a harmonious way? Does the scene seem discordant? Do you think the design elements are congruent with the filmmaker’s vision for the scene?
.
Elements of a contact due 16 OctRead the Case Campbell Soup Co. v..docxtoltonkendal
Elements of a contact due 16 Oct
Read the Case Campbell Soup Co. v. Wentz in the text. Answer the following questions:
1. What were the terms of the contract between Campbell and the Wentzes?
2. Did the Wentzes perform under the contract?
3. Did the court find specific performance to be an adequate legal remedy in this case?
4. Why did the court refuse to help Campbell in enforcing its legal contract?
5. How could Campbell change its contract in the future so as to avoid the unconsionability problem?
Facts:
Per
a
written
contract
between
Campbell
Soup
Company
(a
New
Jersey
company)
and
the
Wentzes
(carrot
farmers
in
Pennsylvania),
the
Wentzes
would
deliver
to
Campbell
all
the
Chantenay
red
cored
carrots
to
be
grown
on
the
Wentz
farm
during
the
1947
season.
The
contract
price
for
the
carrots
was
$30
per
ton.
The
contract
between
Campbell
Soup
and
all
sellers
of
carrots
was
drafted
by
Campbell
and
it
had
a
provision
that
prohibited
farmers/sellers
from
selling
their
carrots
to
anyone
else,
except
those
carrots
that
were
rejected
by
Campbell.
The
contract
also
had
a
liquidated
damages
provision
of
$50
per
ton
if
the
seller
breached,
but
it
had
no
similar
provision
in
the
event
Campbell
breached.
The
contract
not
only
allowed
Campbell
to
reject
nonconforming
carrots,
but
gave
Campbell
the
right
to
determine
who
could
buy
the
carrots
it
had
rejected.
The
Wentzes
harvested
100
tons
of
carrots,
but
because
the
market
price
at
the
time
of
harvesting
was
$90
per
ton
for
these
rare
carrots,
the
Wentzes
refused
to
deliver
them
to
Campbell
and
sold
62
tons
of
their
carrots
to
a
farmer
who
sold
some
of
those
carrots
to
Campbell.
Campbell
sued
the
Wentzes,
asking
for
the
court's
order
to
stop
further
sale
of
the
contracted
carrots
to
others
and
to
compel
specific
performance
of
the
contract.
The
trial
court
ruled
for
the
Wentzes
and
Campbell
appealed.
Issues:
Is
specific
performance
an
appropriate
legal
remedy
in
this
case
or
is
the
contract
unconscionable?
Discussion:
In
January
1948,
it
was
virtually
impossible
to
obtain
Chantenay
carrots
in
the
open
market.
Campbell
used
Chantenay
carrots
(which
are
easier
to
process
for
soup
making
than
other
carrots)
in
large
quantities
and
furnishes
the
seeds
to
farmers
with
whom
it
contracts.
Campbell
contracted
for
carrots
long
ahead,
and
farmers
entered
into
the
contract
willingly.
If
the
facts
of
this
case
were
this
simple,
specific
performance
should
have
been
granted.
However,
the
problem
is
with
the
contract
itself,
which
was
one-sided.
According
to
the
appellate
court,
the
most
direct
example
of
unconscionability
was
the
provision
that,
under
certain
.
Elements for analyzing mise en sceneIdentify the components of.docxtoltonkendal
Elements for analyzing mise en scene
Identify the components of the shot, but explaining the meaning or significance behind those components and connecting the shot to the themes of the film
1. Dominant: Where is the eye attracted first? Why?
2. Lighting key: High key? Low key? High contrast? Some combination of these?
3. Shot and camera proxemics: What type of shot? How far away is the camera from the action?
4. Angle: Is the viewer (through the eye of the camera) looking up or down on the subject? Or is the camera neutral (eye level)?
5. Color values: What is the dominant color? Are there contrasting foils? Is there color symbolism?
6. Lens/filter/stock: How do these distort or comment on the
photographed materials?
7. Subsidiary contrasts: What are the main eye-stops after taking in the dominant?
8. Density: How much visual information is packed into the image? Is the texture stark, moderate, or highly detailed?
9. Composition: How is the two-dimensional space segmented and organized? What is the underlying design?
10. Form: Open or closed? Does the image suggest a window that arbitrarily isolates a fragment of the scene? Or a proscenium arch, in which the visual elements are carefully arranged and held in balance?
11. Framing: Tight or loose? Do characters have little to no room to move, or can they move freely without impediments?
12. Depth: On how many planes is the image composed? Does the background or foreground comment in any way on the midground?
13. Character placement: What part of the framed space do the characters occupy? Center? Top? Bottom? Edges? Why?
14. Staging positions: Which way do the characters look vis-à-vis the camera?
15. Character proxemics: How much space is between the
characters?
What are the 4 distinct formal elements that make up a film's mise en scene?
• staging of the action
• physical setting and decor
• the manner in which these materials are framed
• the manner in which they are photographed
.
Elements in the same row have the same number of () levelsWhi.docxtoltonkendal
Elements in the same row have the same number of (*) levels
Which elements in B O U L A N would be in the same family? Which would have the same number of energy levels? Highest mass? Lowest mass?
Which is more reactive? Uranium or Lithium
Will elements B and U lose electrons in a chemical reactor?
Will elements B and U form positive or negative ions?
Thanks so much (:
.
ELEG 421 Control Systems Transient and Steady State .docxtoltonkendal
ELEG 421
Control Systems
Transient and Steady State
Response Analyses
Dr. Ashraf A. Zaher
American University of Kuwait
College of Arts and Science
Department of Electrical and Computer Engineering
Layout
2
Objectives
This chapter introduces the analysis of the time response of different
control systems under different scenarios. Only first and second order
systems will be considered in details using analytical and numerical
methods. Extension to higher order systems will be developed. Both
transient and steady state responses will be evaluated. Stability analysis
will be analyzed for different kinds of feedback, while investigating the
effect of both proportional and derivative control actions on the
performance of the closed-loop system. Finally systems types and
steady state errors will be calculated for unity feedback.
Outcomes
By the end of this chapter, students will be able to:
evaluate both transient/steady state responses for control systems,
analyze the stability of closed-loop LTI systems,
investigate the effect of P and I control actions on performance, and
understand dominant dynamics of higher order systems.
Dr. Ashraf Zaher
Introduction
3
Test signals
Transient response
Steady state response
Analytical techniques, and
Numerical (simulation) techniques.
Stability (definition and analysis methods),
Relative stability, and
Effect of P/I control actions on stability and performance.
Summary of the used systems:
First order systems,
Second order systems, and
Higher order systems.
Dr. Ashraf Zaher
Test Signals
4 Dr. Ashraf Zaher
Impulse function:
Used to simulate shock inputs,
Laplace transform: 1.
Step function:
Used to simulate sudden disturbances,
Laplace transform: 1/s.
Ramp function:
Used to simulate gradually changing inputs,
Laplace transform: 1/s2.
Sinusoidal function(s):
Used to test response to a certain frequency,
Laplace transform: s/(s2+ω2) for cos(ωt) and ω/(s2+ω2) for sin(ωt).
White noise function:
Used to simulate random noise,
It is a stochastic signal that is easier to deal with in the time domain.
Total response:
C(s) = R(s)*TF(s) = Ctr(s) + Css(s) → c(t) = ctr(t) + css(t)
Fundamentals
5 Dr. Ashraf Zaher
Definitions:
Zeros (Z) of the TF
Poles (P) of the TF
Transient Response (Natural)
Steady State Response (Forced)
Total Response
Limits:
Initial values
Final values
Systems (?Zs):
First order (one P)
Second order (two Ps)
Higher order!
More:
Stability and relative stability
Steady state errors (unity feedback)
First Order Systems
6 Dr. Ashraf Zaher
TF:
T: time constant
Unit Step Response:
1
1
)(
)(
+
=
TssR
sC
)/1(
11
1
1
1
11
)(
TssTs
T
sTss
sC
+
−=
+
−=
+
=
Ttetc /1)( −−=
632.01)( 1 =−== −eTtc
T
e
Tdt
tdc Tt
t
11)( /
0
== −
=
01)0( 0 =−== etc
11)( =−=∞= −∞etc
First Order Systems.
Element 010 ASSIGNMENT 3000 WORDS (100)Task Individual assign.docxtoltonkendal
Element 010 ASSIGNMENT: 3000 WORDS (100%)
Task: Individual assignment (3000 words)
Weighting: 100%
Assessment Case Study:
Greenland Garden Centre
[1]
Jon Smith spread his arms widely as he surveyed his garden centre.
‘Of course the whole market for leisure products and services, especially garden-related products, has been expanding over the last few years. Even so, we have been particularly successful. Partly this is because we are conveniently located, but it is also because we have developed a reputation for excellent service. Customers like coming to us for advice. We have also been successful in attracting some of the ‘personality gardeners’ from television to make special appearances. My main ambition now is to fully develop all of our twelve hectares to make the centre a place people will want to visit in its own right. I envisage the centre developing into almost a mini gardening theme park with special gardens, beautiful grounds and special events.’
Greenland is a large village situated in the Cotswolds, a popular tourist area of the UK. It has an interesting range of shops and restaurants, mainly catering for the tourist trade. About half a mile outside the village is the Greenland Garden Centre. The garden centre is served by a good network of main roads but is inaccessible by public transport.
Growth over the last five years has been dramatic and the garden centre now sells many other goods as well as gardening requisites. It also has a restaurant. It is open seven days a week, only closing on Christmas Day. Its opening hours are Monday– Saturday 9 a.m. to 6 p.m. and Sunday 10 a.m. to 5 p.m. all year round.
Outside the centre
The centre has a large car park which can accommodate about 350 cars. Outside the entrance a map indicates the various areas in the garden centre. Most customers walk round the grounds before making their purchases. The length of time people spend in the centre varies but, according to a recent study, averages 53 minutes during the week and 73 minutes at weekends.
The same study shows the extent to which the number of customers arriving at the garden centre varies depending on the time of year, day of the week, and time of day. There are two peaks in customer numbers, one during the late spring/early summer period and another in the build up to Christmas, as Greenland puts on particularly good Christmas displays.
Indoor sales area
The range of goods has increased dramatically over the past few years and now includes items such as:
pets and aquatics
seeds
fertilisers
indoor pots and plants
gardening equipment
garden lighting
conservatory-style furniture
outdoor clothing
picture gallery
books and toys
delicatessen
wine
kitchen equipment
soft furnishing
outdoor eating equipment
gifts, stationery, cards, aromatherapy products
freshly cut flowers
dried flowers.
Outside sales area
In the open air and in large glasshouses there is a complete range of plants, shrubs and trees. Gre.
ELEG 320L – Signals & Systems Laboratory Dr. Jibran Khan Yous.docxtoltonkendal
ELEG 320L – Signals & Systems Laboratory /Dr. Jibran Khan Yousafzai Lab 4
1
LAB 4: CONVOLUTION
Background & Concepts
Convolution is denoted by:
𝑦[𝑛] = 𝑥[𝑛] ∗ ℎ[𝑛]
Your book has described the "flip and shift" method for performing convolution. First, we
set up two signals 𝑥[𝑘] and ℎ[𝑘]:
Flip one of the signals, say ℎ[𝑘], to form ℎ[−𝑘]:
ELEG 320L – Signals & Systems Laboratory /Dr. Jibran Khan Yousafzai Lab 4
2
Shift ℎ[−𝑘] by n to form ℎ[𝑛 − 𝑘]. For each value of 𝑛, form 𝑦[𝑛] by multiplying and
summing all the element of the product of𝑥[𝑘]ℎ[𝑛 − 𝑘], −∞ < 𝑘 < ∞. The figure
below shows an example of the calculation of𝑦[1]. The top panel shows𝑥[𝑘]. The
middle panel showsℎ[1 − 𝑘]. The lower panel shows𝑥[𝑘]𝑦[1 − 𝑘]. Note that this is a
sequence on a 𝑘 axis. The sum of the lower sequence over all k gives 𝑦[1] = 2.
We repeat this shifting, multiplication and summing for all values of 𝑛 to get the
complete sequence 𝑦[𝑛]:
ELEG 320L – Signals & Systems Laboratory /Dr. Jibran Khan Yousafzai Lab 4
3
The conv Command
conv(x,h) performs a 1-D convolution of vectors 𝑥 and ℎ. The resulting vector 𝑦
has length length(𝑦) = length(𝑥) + length(ℎ) − 1. Imagine vector 𝑥 as being
stationary and the flipped version of ℎ is slid from left to right. Note that conv(x,h) =
conv(h,x). An example of the convolution of two signals and plotting the result is
below:
>> x = [0.5 0.5 0.5]; %define input signal x[n]
>> h = [3.0 2.0 1.0]; %unit-pulse response h[n]
>> y = conv(x,h); %compute output y[n] via convolution
>> n = 0:(length(y)-1); %for plotting y[n]
>> stem(n,y) % plot y[n]
>> grid;
>> xlabel('n');
>> ylabel('y[n]');
>> title('Output of System via Convolution');
ELEG 320L – Signals & Systems Laboratory /Dr. Jibran Khan Yousafzai Lab 4
4
Deconvolution
The command [q,r] = deconv(v,u), deconvolves vector u out of vector v, using long
division. The quotient is returned in vector q and the remainder in vector r such that
v = conv(u,q)+r. If u and v are vectors of polynomial coefficients, convolving them is
equivalent to multiplying the two polynomials, and deconvolution is polynomial
division. The result of dividing v by u is quotient q and remainder r. An examples is
below:
If
>> u = [1 2 3 4];
>> v = [10 20 30];
The convolution is:
>> c = conv(u,v)
c =
10 40 100 160 170 120
Use deconvolution to recover v.
>> [q,r] = deconv(c,u)
q =
10 20 30
r =
0 0 0 0 0 0
This gives a quotient equal to v and a zero remainder.
Structures
Structures in Matlab are just like structures in C. They are basically containers that
allow one
Electronic Media PresentationChoose two of the following.docxtoltonkendal
Electronic Media Presentation
Choose
two of the following types of electronic media:
Radio
Sound recording
Motion pictures
Broadcast television
Research
the history of the media types your team selected. Include the following information in your presentation:
Introduction
Notable founders and parent organizations of your electronic media types
Notable historical dates
Dates of mergers with other radio stations, record production companies, motion picture companies, or television networks to form a large media conglomerate
Date the media types launched their websites, became active on the Internet, or became active in social media integration
Identify past, present, and future challenges confronting these types of media. How has the digital era affected them? Which types are best suited to adapt to the future? Explain why
How do these challenges affect advertising in these organizations--outside companies advertising--and advertising for these media--companies promoting themselves to others? What are innovative advertising strategies these media have engaged in?
What are two similarities and two differences between the two media types?
Conclusion
Present your Electronic Media Presentation.
These are 10- to 12-slideMicrosoft
®
PowerPoint
®
presentations with notes.
.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Build a Module in Odoo 17 Using the Scaffold Method
Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docx
1. Running head: STRATEGIC CHANGE: GLOBAL CREATIVE
ORGANIZATION 1
STRATEGIC CHANGE: GLOBAL CREATIVE
ORGANIZATION 6
Daniel Ortiz
Strategic Change: Global Creative Organization
LDR 531
Farooq Khan
University of Phoenix
March 8, 2017
Strategic Change: Global Creative Organization
The leaders in most global organizations have to deal with
growing complexities in the industry and the market,
uncertainties, workplace diversity, and highly volatile markets.
The changes taking place in the market may affect the
performance of their businesses as well as their competitiveness
in the global market. As the business conditions continue to
change rapidly, the leaders should be in a position to adjust
accordingly and match this pace as a way of maintaining the
performance of the organizations. As a global and creative
organization, a firm should be able to nurture and develop such
creative leaders who are capable of navigating the complexity
of the market and maintain the firm's competitive advantage. As
such, a leader of a creative organization should be in a position
to establish the right direction, pace, and a meaningful work
environment that supports the growth of individuals and the
entire organization (Anderson et al, 2015). The leader should be
2. able to facilitate the engagement of all the stakeholders and
ensure that they assume responsibility in as much as they are
held accountable for the performance of the firm. Also, one
should lead effectively through maintenance of relationships,
systems, and processes that facilitate the execution, focus,
attainment, and maintenance of the desired results. This essay
explores Apple Inc., as a creative organization that has been
able to attain considerable success in the global market through
effective and creative leadership strategies.
Apple Inc. has grown to become a global leader in the
technology industry. Apple has successfully operated in the
market through the application of creative and innovative
strategies, which has enabled them to counter competitive
pressures and attract customers from across the world. As a
successful business organization, it is important to understand
the value of creative leadership as well as innovation as a way
to the attainment of greater competitiveness in the market.
Apple Inc. is an appropriate example of the impact of effective
leadership that is based on creativity and innovation can
transform the future of an organization (Anderson et al, 2015).
Over the years, creativity and enabled the company to develop
and improve the quality of their products continuously, thus
being able to serve the rapidly evolving needs of their global
customers. Through effective creative leadership, by individuals
such as Steve Jobs, Apple has been able to move to higher
levels of performance and maintain this competitive advantage
in the market by innovating and renovating their products to
suit the market dynamics. Creative leadership is able to focus
on the enhancement of change within an organization, facilitate
the implementation and technical execution of ideas, and ensure
that the resources within an organization are used in the most
effective manner to improve the productivity of the firm. As a
result, it becomes possible to improve the operational systems
and enhance the quality of products and services offered by the
company to their customers (Anderson et al, 2015).
Given its current level of growth and performance in the global
3. market, Apple Inc., qualifies to be a creative organization as it
meets the desired criteria. A creative organization is based on
various premises, which must be met to ensure that the firm is
able to uphold high standards of performance despite the
changes in the market environment (Mitchell, 2014). The
success in creating a healthy and performance-oriented
organization is centered on various conditions and components
that found within the different organs of the entire organization.
These components include leadership, communication,
performance, delivery, measurement, and accountability. The
leadership within an organization ensures that the identity of
the firm is clearly defined through the provision of a particular
direction and the strategies that should be followed in attaining
the objectives of the firm (Beck & Cowan, 2014).
The leadership within Apple has always focused on the
alignment of its vision, mission, values, strategy, and approach
to be a competitive firm in the entire industry. This ensures that
they are able to obtain sustainable results and a competitive
edge in the global market. In addition, the processes, practices,
and activities within an organization are properly aligned with
the organizational structure to ensure that the company is able
to meet its stipulated vision (Beck & Cowan, 2014). Clearly,
from the example of Apple Inc., effective leadership helps in
the development of a culture in leadership and the overall
organizational culture of innovation and creativity.
Communication is another vital element of a creative
organization as it ensures that the activities and efforts of the
people within the organization are properly coordinated for the
attainment of the desired objectives. In addition, communication
facilitates authenticity, provides focus, eliminates uncertainties
and excuses, facilitates experiential learning, and leverages
individual leadership capabilities at different levels of the
organization. Apple has always upheld effective communication
channels across the entire firm, which has enhanced
contribution by individuals towards creativity and innovation of
new and better products to suffice the market demands. This has
4. been made possible through acknowledging and rewarding
creative talents within the organization and the availability of a
team of leaders who are willing to inspire the development of
ideas and nurture them (Mitchell, 2014).
The organizational culture at Apple Inc. emphasizes on
accountability in performance, which ensures that people
understand what is expected of them. The leaders in the
organization have adopted a leadership process that enhances
the attainment of organizational objectives in a manner that
facilitates accountable behavior, learning, and sustainable
performance in all their departments. The processes within the
company are also efficient and capable of responding to internal
demands of the firm in as much as they are adaptable to the
global environment (Mitchell, 2014). The operations of the
company are focused on prioritization of duties while using
effective techniques, facilitating the alignment of initiatives and
strategic operations as well as improvement of operations to
pursue a higher standard of performance. Thus, the organization
is able to build adequate capacity and capabilities for the future
market trends, which is attained by hiring the best talents and
facilitating increased learning while within the organization as a
way of improving individual productivity and organizational
performance. These performance standards should be
measurable using appropriate metrics, which enables the
company to control quality, ensure consistency in
organizational behavior, and ensure that results and productivity
are predictable (Anderson et al, 2015).
Creative organizations are better positioned to withstand the
shocks in the market. These market variations are brought about
by the dynamic and rapid rate of growth and change in
consumer preferences as well as technological evolution.
Effective and creative leadership is key to the development of
creative organizations. Apple Inc. is an example of a creative
organization, which has flourished in the technology industry
due to its ability to harness the opportunities available in the
market and the capabilities of its workforce. Clearly, the
5. leadership at Apple Inc. has played a vital role towards the
development of an organization, which has dominated the global
tech market through the provision of high-end products to their
customers (Anderson et al, 2015). From the analysis, it is
evident that for an organization to become creative, it must be
willing to take the lead, anticipate competition, assume risks,
and take advantage of the market and technological changes.
Thus, the leaders within the firm have the role of ensuring that
the company’s strategic objectives are developed in alignment
with the strategies and resources of the firm.
References
Anderson, R. J., Anderson, B., Adams, W. A., & Adams, B.
(2015). Mastering Leadership: An Integrated Framework for
Breakthrough Performance and Extraordinary Business Results.
John Wiley & Sons.
Beck, D. E., & Cowan, C. (2014). Spiral Dynamics: Mastering
values, leadership and change. John Wiley & Sons.
Mitchell, W. (2014). Why Apple’s product magic continues to
amaze–skills of the world’s# 1 value chain integrator. Strategy
& Leadership, 42(6), 17-28.
Template Provided By Genigraphics – 800.790.4001
Replace This Text With Your Title
John Smith, MD1; Jane Doe, PhD2; Frederick Jones, MD,
PhD1,2
1University of Affiliation, 2Medical Center of Affiliation
<your name>
<your organization>
Email:
Website:
Phone:
Contact Information
6. References
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ConclusionsHeadingHeadingHeadingItem8007904001Item35685
6290Item228134238Item954875976Item324325301Item1991371
86
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3.4
Running Head COMMUNICATION AND BEHAVIORAL
ISSUES 1
COMMUNICATION AND BEHAVIORAL ISSUES 2
Daniel Ortiz
Communication and Behavioral Issues in Workplaces
LDR 531
Farooq Khan
University of Phoenix
February 21, 2017
12. Ordinarily, communication is considered effective when clear
and concise information is passed to the target audience.
Communication is critical in various aspects of business
operations. Some of the areas where communication may be
needed in a company include marketing, conveyance of good
business practices to the public, and in day to day interactions
among employees and between employees and applicants (Jones
et al., 2004). Effective communication often yields success
while defective communication, on the other hand, hampers the
realization of companies' objectives and goals.
Some of the communication challenges that businesses have
grappled with in some instances include lack of ethics in
people’s communicative behaviors and poor communication
strategies informed by wanting business cultures and leadership
styles. Ethical considerations in communication dictate how
managers deal with issues such as employee dissent and
concerns from the public (Jones et al., 2004). Effective
communication exists in places where a great deal of effort is
put in place to close the gap between ethical standards and
communication. For instance, when a business operates in the
backyard of environmentally conscious individuals, such a
business may only forge harmony with the communities by
expressing its commitments towards its corporate social
responsibilities (CSR).
In cases where the CSR is conveyed to the public,
communication must be made in a way that it removes the focus
from the economic concerns of the stakeholder while putting
emphasis on specific initiatives that affect the community. Such
13. efforts may include environmental restoration and empowerment
of the local communities. When new employees are brought on
board, the selection, subsequent training, and induction process
should cover the organizational obligations to communities.
When steps such as proper induction of employees are
overlooked or when policies are miscommunicated to the newly
hired persons, a company may end up with employees who may
not observe policies and guidelines that influence organizational
behaviors thus resulting in complaints from the public and at
worse leading into legal tussles and ruined reputation (Lang,
2005). The lack of ethics in people’s communicative behaviors
could be resolved by creating a business culture that strengthens
ethical communicative behavior among employees.
Secondly, the communication between personnel from the
human resources management (HRM) and applicants may reveal
an undesirable business culture and the leadership style of an
organization. When organizations have leadership styles that
qualify as downright autocratic, employees who secure
employment slots in such organizations may take up their jobs
while at the same time feel demotivated after experiences that
make them feel micromanaged and perhaps ignored. Such
experiences may arise from bad experiences between workers
and supervisors. Adopting more popular leadership styles such
as the transactional leadership style may expand the pool of
motivated workers who may perform optimally after being
hired. In the transactional style of leadership, employee
remuneration may be pegged on employee skills and the level of
experience. Also, employees may be gifted when they
demonstrate exceptional skills and performances in the course
of their duties.
Whereas leadership development should be given priority in
workplaces, the focus should be on deserving individuals across
generational cohorts and not on the millennial alone. The
perception of managers on old workers as a behavioral issue
somewhat degenerated with the advent of technology (Shore, &
Goldberg, 2005). It would not be strange to see organizations
14. that are inclined towards hiring millennial communicate vaguely
to the older applicants while attempting to explain the mismatch
between the applicants’ skill and the roles outlined for the
sought job. When organizations discriminate applicants by age,
they would do so treacherously to ensure that they do not flout
employment regulations.
Although leadership cycles profiles and leadership workshops
have in many cases been formed to nurture leadership at
workplaces, youthful employees have emerged as beneficiaries
of such initiatives at the expense of the older employees. When
workshops are held, and training conducted, the old and
youthful employees ought to have equal chances of
participation. Age bias does not only affect old employees but
also their ilk who seek employment opportunities. Formulating
policies that ensure level playing field for all qualified persons
irrespective of age may create more suitable work environments
with people of different perspectives, skills, and vision.
Companies that are dominated by young individuals may boast
of cliques of energetic and innovative people who contribute
effectively towards a company’s bottom line. Whereas these
enterprises may indeed have active and progressive employees,
they may as well lack incredible levels of vision, brilliant
creativity and wisdom that the older employees bring to the
workplace. The cries to have individuals perceived as ‘digital’
to some extent reduced the population of the older persons in
employment positions Shore, & Goldberg, 2005). Perceptions
that paint older employees as less efficient could be dispelled
during workshops. Such workshops would breed a crop of
leaders who understand and appreciate age as an element of
diversity and not as a factor that hampers success and hinders
the realization of a company’s objective (Lang, 2005).
The appeal to have young people who demonstrate a greater
understanding of technology has, therefore, impacted on the
population of the old employees who may have greater insights
on issues that may propel organization way ahead of
competitors. The perception of old workers and the respect
15. accorded to them have equally been affected. It would therefore
not be far-fetched to make an inference that the way millennial
communicate with their old colleagues has been altered in
contemporaneous workplaces, and that includes interview and
training. Although the older employees may lack computer
skills, they may equally bring a host of other beneficial
contributions to the workplace. The older individuals may
understand real client issues more than their younger
counterparts and hence provide more realistic and needed
responses to various topics (Shore & Goldberg, 2005).
If managers need gravitas that has been missing in some
workplace for a while now, then it would be incumbent upon the
human resources management to ensure that they achieve a
healthy mix of young and old but competent individuals at work
(Shore & Goldberg, 2005). In advertising, an overwhelming
majority of human resource managers have demonstrated a bias
towards popular ways of advertising forgetting that basic
advertisement concepts, as well as tools, have been tested and
proven to be effective. While it conceivable that the millennial
have views and opinions that somehow differ with those of the
older generations, the changes in perception and preferences are
sometimes misunderstood in their real and complete context and
hence translate into disrupted business models.
References
Jones, E., Watson, B., Gardner, J., & Gallois, C. (2004).
Organizational communication: Challenges for the new
century. Journal of Communication, 54(4), 722-750.
Lang, M. (2005). Organizational Communication: Challenges
for the New Century. Technical Communication, 52(3), 399-
16. 400.
Shore, L. M., & Goldberg, C. B. (2005). Age discrimination in
the workplace. Discrimination at work: The psychological and
organizational bases, 203-225.
Daniel Ortiz
The Leadership Circle Self Assessment Report
Thursday, February 02, 2017
The Leadership Circle Self Assessment Report
Daniel Ortiz
Thursday, February 02, 2017
Average Response on a 5 - Point Scale
Self
Evaluations
Evaluators Boss's Boss Boss Peers Direct
Reports
Other
Relating 3.82 - - - - - -
Self-Awareness 3.84 - - - - - -
Authenticity 3.98 - - - - - -
Systems Awareness 3.84 - - - - - -
21. I promote high levels of teamwork through my leadership style.
Interpersonal Intelligence I display a high degree of skill in
resolving conflict.
I take responsibility for my part of relationship problems.
I directly address issues that get in the way of team
performance.
I listen openly to criticism and ask questions to further
understand.
In a conflict, I accurately restate the opinions of others.
Caring Connection I connect deeply with others.
I form warm and caring relationships.
I am compassionate.
Mentoring & Developing I help direct reports create
development plans.
I help people learn, improve, and change.
I provide feedback focused on professional growth.
I am a people builder/developer.
Collaborator I negotiate for the best interest of both parties.
I work to find common ground.
I create common ground for agreement.
22. Self-Awareness
Composure I am composed under pressure.
I handle stress and pressure very well.
I am a calming influence in difficult situations.
Selfless Leader I get the job done with no need to attract
attention to myself.
I lead in ways that others say, 'we did it ourselves.'
I am relatively uninterested in personal credit.
I act with humility.
I take forthright action without needing recognition.
Personal Learner I personally search for meaning.
I investigate the deeper reality that lies behind
events/circumstances.
I learn from mistakes.
I examine the assumptions that lie behind my actions.
Balance I find enough time for personal reflection.
I balance work and personal life.
Authenticity
Courageous Authenticity I speak directly even on controversial
issues.
25. Systems Awareness
Community Concern I attend to the long-term impact of
strategic decisions on the community.
I balance community welfare with short-term profitability.
I live an ethic of service to others and the world.
I stress the role of the organization as corporate citizen.
I create vision that goes beyond the organization to include
making a positive impact on the world.
Systems Thinker I redesign the system to solve multiple
problems simultaneously.
I evolve organizational systems until they produce envisioned
results.
I reduce activities that waste resources.
Sustainable Productivity I balance 'bottom line' results with
other organizational goals.
I balance short-term results with long-term organizational
health.
I allocate resources appropriately so as not to use people up.
Achieving
Purposeful & Visionary I articulate a vision that creates
alignment within the organization.
I live and work with a deep sense of purpose.
26. I communicate a compelling vision.
I am a good role model for the vision I espouse.
I provide strategic vision for the organization.
I inspire others with vision.
Achieves Results I pursue results with drive and energy.
I strive for continuous improvement.
I am proficient at achieving high quality results on key
initiatives.
I am quick to seize opportunities upon noticing them.
Decisiveness I make the tough decisions when required.
I am an efficient decision maker.
I make decisions in a timely manner.
Strategic Focus I have a firm grasp of the market place
dynamics.
I provide strategic direction that is thoroughly thought through.
I focus in quickly on the key issues.
I accurately anticipate future consequences to current action.
I see the integration between all parts of the system.
I establish a strategic direction that helps the organization to
thrive.
30. I push myself too hard.
Ambition I am aggressive.
I believe to feel good, one must constantly move up.
I believe winning is what really matters.
I am excessively ambitious.
Perfect I try to do everything perfectly well.
I am critical of myself when things don’t go as well as
expected.
I believe average is definitely not good enough.
I need to perform flawlessly.
I am a perfectionist.
I need to excel in every situation.
I expect extremely high standards of others.
Protecting
Critical I am sarcastic and/or cynical.
I am critical.
I hurt people's feelings.
I put people down.
Distance I am emotionally distant.
31. I remain standoffish.
I am hard to get to know.
I am aloof.
Arrogance I am self-centered.
I have too big of an ego.
I am arrogant.
Complying
Belonging I am overly conservative.
I work too hard for others’ acceptance.
I adopt others’ points of view so as not to disappoint them.
I play it too safe.
I try too hard to conform to the group’s rules/norms.
I try to please others by going along to get along.
Passive I am wishy-washy in decision making.
I lack drive.
I lack passion.
I am passive.
Conservative I am conservative.
I follow conventional ways of doing things.